You've just been promoted to manage a team that includes a person who also wanted the role. How do you handle this?
Why This Is Asked
Interviewers want to see how you handle a sensitive interpersonal situation—managing someone who may feel disappointed or resentful. They're assessing your empathy, directness, and ability to build a productive working relationship without being defensive or avoidant.
Key Points to Cover
- Acknowledge the situation directly in a 1:1
- Listen to their perspective and validate their feelings
- Clarify expectations and how you'll work together
- Find ways to leverage their strengths and give them growth opportunities
- Give it time—don't expect instant resolution
STAR Method Answer Template
Describe the context - what was happening, what team/company, what was at stake
What was your specific responsibility or challenge?
What specific steps did you take? Be detailed about YOUR actions
What was the outcome? Use metrics where possible. What did you learn?
💡 Tips
- Emphasize that you'd have an honest conversation early—not avoid the elephant in the room
- Show that you'd treat them fairly and look for ways to support their career growth
✍️ Example Response
STAR formatSituation: I was promoted to engineering manager for a team of six. One of my peers—let's call him James—had also applied for the role. He had more tenure than I did and was well-liked. I knew he was disappointed, and I was worried about resentment affecting our working relationship and the team dynamic.
Task: I had to build a productive manager-report relationship with someone who may have felt passed over, without being defensive or avoidant.
Action: I scheduled a 1:1 with James in my first week. I opened directly: "I know you applied for this role too, and I want to acknowledge that. I'd like to understand how you're feeling and how we can work well together." He was honest—he was disappointed but respected the decision. I listened without being defensive. I asked what he wanted from his career and what would make this transition easier. He said he wanted more ownership and visibility. I committed to giving him a lead role on our next major initiative and to advocating for him with my manager when stretch opportunities came up. I also made clear that I'd treat him the same as everyone else—no special treatment, no overcompensation. I checked in periodically over the first few months.
Result: James became one of my strongest contributors. He led a critical project and was promoted to senior within a year. Our relationship stayed professional and eventually became genuinely collaborative. I learned that addressing the elephant in the room early, with empathy and directness, defuses tension—and that investing in someone's growth even when they wanted your job builds lasting trust.
🏢 Companies Known to Ask This
| Company | Variation / Focus |
|---|---|
| Amazon | Have Backbone, Ownership — "You're promoted over a peer who wanted the role. How do you handle it?" |
| Collaboration | |
| Meta | Making hard calls |
| Microsoft | Collaboration, growth mindset |
| Netflix | High performance, freedom & responsibility |
| Professional growth, learning |