"I would describe my management style as consultative. I always ask my employees for their opinions and ideas to get different perspectives on a topic. This allows me to make informed decisions that will better my employees, the company, and our clients. This management style also helps my employees know we value them and their opinion."

 "If an employee was underperforming, I would ask them to meet with me in private to discuss their performance. This would give me an opportunity to hear their side of the story and determine why they might be underperforming. If they were struggling in their personal life, I would suggest taking time off to help them deal with it. If they were struggling with any of their tasks, I would offer further training. I would then monitor their performance for the next few months to see if it improves."

 "Yes, I was responsible for creating the budgets in my previous role. To do so, I consult past budgets compared to actual spending to determine how accurate the budget was. I will then adjust the budget as necessary. For example, if it was more than what we actually spent, I will lower the budget and allocate the extra money elsewhere. I also use Scoro, a budgeting programme, to plan budgets by forecasting our spending."

 "If my team wasn't meeting monthly or annual goals, I would investigate why. It could mean that the goals are not realistic, so I would adjust them. It could mean that my team needs further training or reminding of their goals, so I would offer that. I would also compare our goals and performance to other branches to see where we stand. If we're behind, I would come up with new strategies to increase our sales/performance."

 "I was in the finance industry for five years working up to a branch manager position. Then, once I became a branch manager three years ago, I never wanted to do anything else. I really enjoy this role as it challenges me and I find the work really interesting, so I do see myself staying in it long term. I want to do so in a bigger branch, such as yours, to expand my knowledge and skills."

 "To motivate my team, I create realistic goals and remind my team of them frequently. This helps encourage them to reach our goals and reaching them can be extremely motivational. I also provide regular positive feedback. Something as small as thanking an employee for their hard work can encourage them to keep doing their best."

 "When hiring new employees, I always look through each resume for candidates with the right credentials and experience. I will then call them in for an interview where I ask a mix of behavioural and technical questions. When they're answering, I look for confidence, good communication, and in-depth industry knowledge."

 "To be a good branch manager, you need excellent communication and leadership skills, which I have. I have worked under plenty of managers, and have been in a managerial role myself for three years, so I have thoroughly developed my leadership skills. I am able to adapt my leadership skills to different environments and employees to be more successful. Having good communication is also important to build professional relationships with employees and clients."

 "In my previous role, I managed a team of 20 employees at my branch. I have also managed smaller teams of five to six. So, I am comfortable managing teams of any size."

 "I have had to discipline a few employees in my two years as a branch manager. The biggest issue I've had was an employee yelling at a customer. When it happened, I told the employee to head to the break room and talked to the customer myself until they were happy. I then approached the employee in private and reprimanded them. I gave them a verbal warning and set up extra customer service training for the employee. They apologised and said they were having a bad day, so I sent them home for the rest of their shift as well."

 "When my employees have a conflict, I encourage them to resolve it on their own. This gives them the opportunity to work on their communication skills and build a stronger professional relationship. If the conflict gets too heated, however, I will step in to diffuse the situation. I will sit the employees down separately, hear both sides of the story, and bring them together to come to a fair solution."

 "I think my previous team would say I was a fair and accommodating manager. I always tried to get to know each employee and help them work towards their career goals. I would also give employees an opportunity to improve their performance before considering verbal or written warnings."

 "Recently, a customer was upset with one of our policies. I asked them to come into my office to discuss the issue and explained that they agreed to the policy when they signed a contract with us. I then explained why the policy is in place and how it benefits them as well. They decided they wanted to switch banks. I asked them to think about it for a few days first and reach out to other banks before switching. They called back in a week and said they would stay with us because we had the best rates."

 "I do think performance reviews are important. They give employees an opportunity to see where they're excelling and what they need to work on in the future. It also gives me the opportunity to talk to my team and get to know their long-term goals so I can help achieve them."

 "I have been a branch manager at TD Bank for three years now, which helped me develop my management skills. Before that, I got my bachelor's degree in business administration and my master's degree in finance. This education helped develop my industry knowledge and prepared me for a career in the finance industry."