The role of a Section Manager at John Lewis is a pivotal one—blending leadership, customer service, and operational excellence. Section Managers are responsible for overseeing a specific department, managing teams, achieving sales targets, and ensuring the highest standard of customer experience. This role is ideal for someone who thrives in a fast-paced retail environment, enjoys people management, and has an eye for commercial detail.
The average salary for a John Lewis Section Manager ranges between £28,000 to £36,000 per year, depending on location and experience, with additional benefits like staff discounts, pension schemes, and career development opportunities. It’s not just a job—it’s a stepping stone into senior retail leadership.
To help you succeed in your upcoming interview, we’ve compiled the top 20 interview questions for the John Lewis Section Manager role, with answers and coaching strategies to impress your interviewer.
Top 20 John Lewis Section Manager Interview Questions and Sample Answers
1. Tell us about yourself.
Focus on your leadership experience, relevant retail background, and achievements.
“I’ve worked in retail management for over 5 years, most recently leading a team of 15 at a high-performing fashion store where we exceeded monthly targets by 20%.”
2. Why do you want to work for John Lewis?
Highlight their values and your alignment with their cooperative business model.
“I admire John Lewis’s reputation for quality, ethical standards, and employee ownership. I want to grow in an environment where collaboration and long-term thinking are valued.”
3. Describe a time you led a team through a difficult situation.
Use STAR (Situation, Task, Action, Result).
“During the pandemic, I implemented rota changes to protect staff wellbeing and maintained service levels by cross-training team members, which improved morale and reduced complaints by 30%.”
4. How do you motivate your team?
Mention personal recognition, career development, and clear goals.
“I use regular check-ins, reward systems, and peer recognition tools to maintain motivation.”
5. How would you handle underperformance?
Demonstrate a structured, fair, and supportive approach.
“I’d begin with a private conversation to understand the cause, set clear expectations, offer support, and follow up with measurable improvement plans.”
6. What does good customer service mean to you?
Show how you translate service philosophy into actions.
“It means exceeding expectations through empathy, speed, and consistency. I train teams to resolve issues on the spot and follow up when needed.”
7. How do you manage stock and merchandising?
Refer to KPIs, seasonal cycles, and attention to detail.
“I rely on data-driven stock reviews and adapt visual merchandising weekly to align with campaigns and customer flow.”
8. How would you deal with a customer complaint?
Focus on empathy, action, and follow-through.
“I would listen actively, apologize sincerely, and resolve the issue promptly while documenting feedback for team learning.”
9. How do you stay calm under pressure?
Give examples and techniques you use.
“I prioritize tasks, communicate with the team, and stay solution-focused. During Christmas rush, I reorganized shifts to manage high footfall without affecting service.”
10. What leadership style do you adopt?
Tailor your style to team needs and situation.
“I lead with a coaching style—listening, guiding, and empowering—though I adapt when urgency or directness is needed.”
11. How do you handle conflict in your team?
Show maturity, listening skills, and fairness.
“I mediate early, allow both parties to express themselves, and facilitate a solution that restores harmony and productivity.”
12. What tools or systems have you used in managing retail operations?
Mention scheduling tools, POS systems, and stock management.
“I’m proficient with Kronos for scheduling, SAP for stock, and have used Tableau for performance analytics.”
13. Describe a successful project you led.
Choose a story that aligns with Section Manager responsibilities.
“I led a layout redesign that improved sales by 15% by analyzing customer flow and optimizing product placement.”
14. What do you know about the John Lewis Partnership model?
Do your research—this is crucial.
“I know John Lewis is employee-owned, and partners are encouraged to share in decision-making, profits, and responsibilities.”
15. How would you manage KPIs in your department?
Speak about setting goals, tracking performance, and adjusting strategies.
“I review daily sales vs targets, coach staff accordingly, and use data to adjust staffing or stock focus weekly.”
16. How would you train a new team member?
Structured onboarding is key.
“I pair them with a mentor, walk them through the store culture, systems, and provide a 30-day development plan with milestones.”
17. How do you ensure diversity and inclusion in your team?
Talk about fair hiring and inclusive practices.
“I ensure fair recruitment, provide cultural sensitivity training, and encourage open dialogue within the team.”
18. How do you manage time and priorities in a busy retail environment?
Mention planning, delegation, and flexibility.
“I plan weekly, delegate clearly, and adjust dynamically depending on trading trends or unexpected issues.”
19. How would you approach succession planning?
Show a proactive mindset.
“I identify high-potential team members, mentor them, and align training with business needs to ensure continuity.”
20. What do you consider your biggest strength and weakness as a manager?
Balance honesty with growth mindset.
“My strength is team engagement—I build morale quickly. My weakness was overcommitting, but I’ve improved by learning to delegate more effectively.”
Final Interview Tips and Coaching Advice
Preparing for a John Lewis Section Manager interview means more than memorizing answers—it’s about demonstrating alignment with their values, leadership capability, and retail knowledge. Practice using the STAR technique, maintain strong eye contact, and prepare thoughtful questions to ask your interviewers.
Dress professionally, arrive early, and bring examples of your achievements. Show that you’re not only capable of managing a department—but also of representing the John Lewis brand with pride and consistency.
You’ve got this—go in with confidence, preparation, and a people-first mindset. Best of luck!
