I believe that success is attaining all target goals in the work place or in one's personal life through a carefully layed out strategic process/plan. I also believe that Success is being accountable for the effects of decisions and actions made by a person and never giving up despite of all the oddities that hinders the moves and decisions made by a person.

TRAPS:  Sometimes an interviewer will describe a difficult situation and ask, "How would you handle this?"  Since it is virtually impossible to have all the facts in front of you from such a short presentation, don't fall into the trap of trying to solve this problem and giving your verdict on the spot. It will make your decision-making process seem woefully inadequate.

BEST ANSWER:  Instead, describe the rational, methodical process you would follow in analyzing this problem, who you would consult with, generating possible solutions, choosing the best course of action, and monitoring the results.

Remember, in all such, "What would you do?" questions, always describe your process or working methods, and you'll never go wrong.

TRAPS:  This question and other hypothetical ones test your sense of human relations and how you might handle office politics.

BEST ANSWER:  Try to gauge the political style of the firm and be guided accordingly.  In general, fall back on universal principles of effective human relations - which in the end, embody the way you would like to be treated in a similar circumstance.

Example:  "Good human relations would call for me to go directly to the person and explain the situation, to try to enlist his help in a constructive, positive solution.  If I sensed resistance, I would be as persuasive as I know how to explain the benefits we can all gain from working together, and the problems we, the company and our customers will experience if we don't."

POSSIBLE FOLLOW-UP QUESTION:  And what would you do if he still did not change his ways?

ANSWER:  "One thing I wouldn't do is let the problem slide, because it would only get worse and overlooking it would set a bad precedent.  I would try again and again and again, in whatever way I could, to solve the problem, involving wider and wider circles of people, both above and below the offending executive and including my own boss if necessary, so that everyone involved can see the rewards for teamwork and the drawbacks of non-cooperation."

"I might add that I've never yet come across a situation that couldn't be resolved by harnessing others in a determined, constructive effort."