Template changes in editable region do not propagate to child pages??

I have a website that was created using Dreamweaver CS4. I have copied the directory onto a machine running CS6 and set it up as a new site in DW. I want to make a change in the editable region of a template that feeds all the pages. However, when I make the change it appears to go through the motion of propagating the change across all the pages, but in fact - when checking 'detail' of the process - all it seems to be doing is identifying the child pages but not updating them. No changes occur. Any ideas? I did not have this problem previously, as far as I remember.
Code snippet follows. I'm trying to add the phone number shown in BOLD below.
Thanks for any help!!
John
<body class="twoColFixLtHdr">
<div id="container">
<div id="header">
    <h1><!-- TemplateBeginEditable name="EditRegion6" --><img src="../Graphics/TCMG Banner_Small3.jpg" alt="" name="Banner_Small" width="1000" height="100" border="0" usemap="#Banner_SmallMap" id="Banner_Small" /><!-- TemplateEndEditable -->
      <map name="Banner_SmallMap" id="Banner_SmallMap">
        <area shape="rect" coords="0,-6,103,97" href="/index.html" alt="Home" />
      </map>
    </h1>
    <!-- end #header -->
  </div>
<!-- TemplateBeginEditable name="EditRegion_SdBar" -->
<div id="sidebar1">
<h3 class="Sidebar_Phone">OFC: +1 (704) 944-XXXX</h3>
  <h3 class="Sidebar_Phone"><strong>CELL: +1 (305) 283-XXXX</strong></h3>
  <hr />
<h3 class="Sidebar_Title">Sidebar1 Content</h3>
  <ul>
    <li class="MainContent_Text">The background color on this div will only show for the length of the content. If you'd like a dividing line instead, place a border on the left side of the #mainContent div if it will always contain more content. </li>
    <li class="MainContent_Text">Donec eu mi sed turpis feugiat feugiat. Integer turpis arcu, pellentesque  eget, cursus et, fermentum ut, sapien. Fusce metus mi, eleifend  sollicitudin, molestie id, varius et, nibh. Donec nec libero.</li>
  </ul>
  <!-- end #sidebar1 -->
</div>
<!-- TemplateEndEditable -->

Correct Ken.
The content in editable regions of a DW Template are editable on a page by page basis in all child pages. Any content in an editable region in a Template will not propagate to child pages.
Anything in a non-editable region of a Template can only be edited in the DW Template and those changes will propagate to child pages when the Template is saved.

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  • Template do not update child pages

    I really do not understand why this happens to me all the time.
    I had this problem when I was using windows/pc with previous version of dreamweaver many years ago.
    I had the same one, now that I am using mac and dreamweaver cs4.
    In the past, I created a template, with one editable region. Based on this template, I created many pages.
    For some time, everything worked ok, every change in editable region of template forced all child pages to reflect to this change too.
    Now, this do not happen anymore(once again as I said).
    I cannot understand why this happens. 118 files examined, 0 files updated. Why? What am I doing wrong? Is this a bug in dreamweaver that lasts for years?
    I 've done nothing to detach the pages from template, ever. Why it stoped the updating of child file?
    Can anybody please help me?

    giugiugiugiugiugiugi wrote:
    I really do not understand why this happens to me all the time.
    I had this problem when I was using windows/pc with previous version of dreamweaver many years ago.
    I had the same one, now that I am using mac and dreamweaver cs4.
    In the past, I created a template, with one editable region. Based on this template, I created many pages.
    For some time, everything worked ok, every change in editable region of template forced all child pages to reflect to this change too.
    Now, this do not happen anymore(once again as I said).
    I cannot understand why this happens. 118 files examined, 0 files updated. Why? What am I doing wrong? Is this a bug in dreamweaver that lasts for years?
    I 've done nothing to detach the pages from template, ever. Why it stoped the updating of child file?
    Can anybody please help me?
    You say "every change in editable region of template forced all child pages".  This is NEVER how DW has operated.  It's only changes to NON-EDITABLE regions that are propagated to child pages.  I suspect that this misunderstand is what is causing you trouble, but if not, read this -
    Here are seven common mistakes that will result in changes not propagating from Template to child -
    1.  Rename the Templates folder
    2.  Move the Templates folder to some other folder level in the site other than root level
    3.  Move a template out of the Templates folder.
    4.  Make changes to an editable region of the Template (which will not propagate)
    5.  Assume that Template changes will be effected by just uploading the changed Template file to the server without also uploading the changed local files
    6.  Corrupt the site cache so that the link between Template and child page is broken
    7.  Improperly create your child pages by simply opening the Template, adding page specific content, and resaving the Template with an *.html extension rather that its *.dwt extension. (you can tell if this is the case by looking at the code on a child page - if you see anything like <!-- TemplateBeginEditable... then this is what you have done).  If you *have done this*, then recreate the child pages (in DWCS3) using FILE | New > Page from Template, select the Template and click CREATE.
    The 6th problem can be repaired by using SITE | Advanced > Recreate Site Cache, and the six others can be fixed by just not doing them.  Have you done any of those?
    Or, read this -
    http://www.adobe.com/go/dd83ba8b

  • Template changes not applying in Edit Region

    I created a template - 3 tables - the top & bottom table
    are NOT editable regions. The middle table IS in an editable
    region. On the template I changed the table in the middle region -
    changed the background color, deleted a cell, added a picture
    placeholder, etc. Also on the template I made changes to the top
    & bottom tables. When I saved the template it asked if I wanted
    to change all the pages that use this template - I said yes. But
    only the changes made to the sections NOT in the editable region
    update!!!
    Sidenote: I took a Dreamweaver class in August 2006 (fab!)
    but went and had a baby and am now FINALLY sitting down to develop
    a few new sites. Prior to that I was a self-taught FrontPage user
    (ugh). Point is: I'm a novice Dreamweaver user (and rusty no less!)
    so forgive me if I'm missing something REAL basic here!

    On Thu, 28 Jun 2007 19:48:12 +0000 (UTC), "Datanomics"
    <[email protected]> wrote:
    >Doesn't that defeat the point of the template...? If I
    create 20 pages based
    >on a template and then decide to change the color of a
    table that's in an
    >editable region then I would have to go to all 20 pages
    to change that
    >table....?
    No, changing the EDITABLE regions in the child pages would
    defeat the
    point of a template.
    Look at it this way. The template manages all the stuff that
    is NOT
    in the editable regions. You put the site header, footer,
    navigation,
    sidebar, whatever doesn't change, into the areas that are NOT
    editable.
    The editable region sits as a container on each child page to
    hold the
    stuff that is unique to the page.
    If you changed that container in the template and the change
    propagated down to the child pages, you would immediately and
    permanently LOSE ALL YOUR UNIQUE PAGE CONTENT.
    However, if you were using CSS to style everything, then all
    you would
    have to do is change the colour in the CSS file - and no
    matter where
    the targeted piece is, it would reflect the change.
    Win
    Win Day, Wild Rose Websites
    http://www.wildrosewebsites.com
    [email protected]
    Skype winifredday

  • Template editable region not working

    I am using DW2004.  I have a template with a number of editable regions.  One region is causing me problems.  When I apply the template to a page, the BeginEditable and EndEditable tags become editable themselves.  Trying to save the page causes errors about saving changes to regions that cannot be edited.
    The template has this editable region:
        <!-- +++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++ +++++++ -->
    <!--MainText-->
    <div id="MainText">
          <div align="left">
    <!-- TemplateBeginEditable name="MainText" -->
            Main Text
    <!-- TemplateEndEditable -->
        </div><!-- Align text left -->
    </div><!-- MainText-->
    MainText is a CSS style
    #MainText{float:right; width:565px; margin: 0 0 0 0; background-color:#ffffff;}
    In the document after the template is applied, I get the following.
        <!-- +++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++ +++++++ -->
    <!--MainText-->
    <div id="MainText">
      <div align="left">
    <!-- #BeginEditable "MainText" -->
      <table width="329" border="0" cellpadding="10">
    Problem is the <!-- #BeginEditable "MainText" --> can be changed.  If I do a return after the "-->" the tag is no longer able to be changed.  Same with the end editable tag.  As soon as I go back to Design view, the code changes to become editable again.
    At the moment I have around 150 screwed up pages after running a template update.  Can anyone help?

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          <td width="305" height="27"><font size="-2"><a href="index.htm">Home</a></font><font size="-2">- </font><font size="-2"><a href="wp_index.php">White Paper Index</a></font></td>
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          <td width="75%"><h1 align="center">Project Interviewing Techniques </h1>
          </td>
          <td width="25%"><div align="center">First published March 08 <br>
          </td>
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        <tr>
          <td width="75%"><div align="center">
              <h4>Neville Turbit - Project Perfec</h4>
          </div></td>
          <td width="25%"><div align="center"><b>Rating</b></div></td>
        </tr>
        <tr>
          <td width="75%"><div align="center"><font size="-1"><a href="downloads/Info/info-project-interviewing-techniques.pdf">(Download pdf version)</a></font></div></td>
          <td width="25%"><div align="center">
            <?php
    $topic="interv";
    $display="stars";
    require "/home/projectp/public_html/b3r/b3_rating/b3_rating.php";
    ?>
          </div></td>
        </tr>
      </table>
      <h2> Overview</h2>
      <p> <span class="style15"><a href="pa.htm"><img src="images/pa_general/pa_advt_2.gif" alt="Get Organised with Project Administirator Software" width="250" height="150" border="0" align="right"></a></span>As a Project Manager, it is inevitable you will have to carry out project interviews. They might range from interviewing a candidate for a project team role, to interviewing a Sponsor about their expectations on a project. Rarely are people given training on interviews. It is just expected that like breathing, it comes naturally. </p>
      <p>Nothing could be further from the truth. Interviewing is a technique, and as such it needs to be taught. Some people are naturals and some struggle. If you doubt there is skill involved, turn on your TV and watch a professional interviewer on a current affairs type program. In this article, we attempt to cover a few of the basics that will make you a better interviewer.</p>
      <p align="center"><font face="trebuchet ms, arial, helvetica" color="#006666"><img src="images/miscellaneous/dividing_line.gif" width="300" height="10"></font></p>
      <h2>My Experiences</h2>
      <p>Many years ago I took over a role as Marketing Manager in a financial services organisation. The week I arrived, it became evident that the company had a big hole in their investment portfolio and investors were about to loose lots of money. If I had known before, I might not have taken the job. I was to suddenly have to face the media and break the news. I had never thought much about being interviewed in the past but suddenly it became a significant concern. </p>
      <p>The company called in a specialist who would prepare me over a number of days to handle interviews. In our first mock interview he had me blabbering nonsense in about a minute. We then went back to basics and he spent a week teaching me about interviewing techniques. By the end of the week I was confident to face the media and get my message across in a way that did not cause a run on the institution, and gave investors confidence that if they stayed with the organisation, within a year their losses would be recouped. In fact the majority did stay, and they did get their money back.</p>
      <p>While I was on the other side of the fence (the interviewee), I also had to learn more about interviewing than I ever expected there was to know. Here is a simple thing I was taught in the first hour or so. You can see it on TV every night. Invade personal space. </p>
      <p>A reporter on TV who is standing beside a person being interviewed has to stand close so they both fit on the screen. Typically this involves being within less than half a metre (about a foot) from the person. You can use this to your advantage with someone who has not had the benefit of media training to make them feel uncomfortable. </p>
      <p>Try it on a colleague. Ask them an awkward question while standing up close to them. You can see them squirm. Ask the same question across the room, and they may show mild discomfort but nothing like the level when you are up close to them. Also see what happens when the reporter is trying to make the person comfortable. They move further away. In fact they may want to make them relax by putting some space between them before getting up close and personal for the killer questions.</p>
      <p align="center"><font face="trebuchet ms, arial, helvetica" color="#006666"><img src="images/miscellaneous/dividing_line.gif" width="300" height="10"></font></p>
      <h2>Open and Closed Interviews</h2>
      <p>Interviews can be either &ldquo;Open&rdquo; or &ldquo;Closed&rdquo;. Usually interviews are a mixture of both. We will cover how each type of interview is carried out, and the pros and cons of &ldquo;Open&rdquo; versus &ldquo;Closed&rdquo;. Managing an Interview around &ldquo;Open&rdquo; and &ldquo;Closed&rdquo; questions is a key skill of the interviewer.</p>
      <p align="center"><font face="trebuchet ms, arial, helvetica" color="#006666"><img src="images/miscellaneous/dividing_line.gif" width="300" height="10"></font></p>
      <h2>Definition - Open and Closed Questions</h2>
      <p>An open interview is one where questions are not specific. They are open ended and designed to allow the person to cover a broad range of topics. As an example</p>
      <p>&ldquo;Tell me about sales?&rdquo; is an open question.</p>
      <p>&ldquo;What were sales for your territory last month?&rdquo; is a closed question.</p>
      <p>The first question may take half an hour to answer. The second will probably take less than a minute.</p>
      <p align="center"><font face="trebuchet ms, arial, helvetica" color="#006666"><img src="images/miscellaneous/dividing_line.gif" width="300" height="10"></font></p>
      <h2>Why use Open Questions</h2>
      <p>It all depends on what you already know and what you need to know. If you are absolutely confident you are fully briefed on a topic, and there is only one fact you need to determine, a closed question is preferable. On the other hand, if your knowledge is sketchy, and you are not even sure what questions to ask, an open question is the way to go.</p>
      <p>If your washing machine is broken and the repair man tells you the water pump is not working, you are unlikely to ask him is it the shaft is worn, impeller is split or motor burnt out? That would be a closed question and we probably don&rsquo;t have the knowledge to ask it anyway (Incidentally I did make that up. I have no idea what else could break). We would ask an open question such as asking him to explain further. At that point he might explain it is the impeller broken because some coins got through the filter and jammed in the pump. You can then follow up with a more closed question about what that means to the repair and your wallet.</p>
      <p align="center"><font face="trebuchet ms, arial, helvetica" color="#006666"><img src="images/miscellaneous/dividing_line.gif" width="300" height="10"></font></p>
      <h2>Essence of Open Questions</h2>
      <p>The essence of open interview technique is - </p>
      <ul>
        <li>Question move from the general to the specific and back to the general</li>
        <li>Much is deduced from listening and probing. A simple comment may indicate an important area to be explored</li>
        <li>There are often unforeseen topics raised. Some are relevant and some may not be relevant. You need to filter and quickly dismiss the ones that are not relevant</li>
      </ul>
      <p align="center"><font face="trebuchet ms, arial, helvetica" color="#006666"><img src="images/miscellaneous/dividing_line.gif" width="300" height="10"></font></p>
      <h2>Tips for Open Questions</h2>
      <p>Here are a number of tips for asking open questions</p>
      <ul>
        <li>Think if the person can answer &ldquo;yes&rdquo; or &ldquo;no&rdquo;. If the answer is they can, it is not an open question</li>
      </ul>
      <ul>
        <li>If the person provides a wandering answer, or a &lsquo;brain dump&rsquo; offer a summary of the question - let the interviewees confirm its accuracy. <br>
    &ldquo;If I understand what you are saying&hellip;&rdquo; </li>
        <li>Allow ample opportunity for &lsquo;and also&rsquo; issues to be raised at the end of the interview or afterwards. People answering open questions tend to remember facts as they go along.</li>
      </ul>
      <p align="center"><font face="trebuchet ms, arial, helvetica" color="#006666"><img src="images/miscellaneous/dividing_line.gif" width="300" height="10"></font></p>
      <h2>Closed Interviews</h2>
      <p>In using the opposite interview technique, closed interviews, you might ask </p>
      <p>&ldquo;For reporting of sales, I suppose the current breakdown by nation, state and category is OK, isn&rsquo;t it?&rdquo; </p>
      <p>The question presumes and prompts a yes/no answer. It also offers a quick and easy interview, requiring minimum reflection and analysis.</p>
      <p align="center"><font face="trebuchet ms, arial, helvetica" color="#006666"><img src="images/miscellaneous/dividing_line.gif" width="300" height="10"></font> </p>
      <h2>Why Closed Questions</h2>
      <p>As mentioned, closed interviews are useful when you are trying to find out one fact. You know precisely the question to ask and know the possible answers. They are also useful in clarifying facts in an open interview. As people cover topics broadly, you might grab one point and want to understand it more clearly. You want to drill down on a particular aspect. </p>
      <p>For example, you asked a question on how effective current sales reports are. The person is giving you a full briefing on all the reports, and the implications. They mention the sales summary report. You might ask a closed question about who receives the report and why they are provided with a copy.</p>
      <p>Closed questions allow you to drill down on a piece of information. It is more likely that closed questions will be more spontaneous than open questions. As the open question draws out the big picture, you want to closely examine bits of the picture with closed questions.</p>
      <p align="center"><font face="trebuchet ms, arial, helvetica" color="#006666"><img src="images/miscellaneous/dividing_line.gif" width="300" height="10"></font></p>
      <h2>On the Spot</h2>
      <p>Closed questions can put people on the spot. They can almost sound like they were fired by the prosecutor in a trial. </p>
      <p>&ldquo;When did you first know the project was behind schedule?&rdquo;</p>
      <p>&ldquo;How many resources can you give up to the project?&rdquo;</p>
      <p>The result is the same as in a trial. The person becomes defensive. They try to find a way out of any admission or commitment. A better approach is to use an open question that allows people room to manoeuvre or qualify their answer. You can tighten up the response with closed questions based around the answer.</p>
      <p>&ldquo;How did you first come to suspect the project may not be on track?&rdquo;</p>
      <p>&ldquo;If we need people to assist, how would you be able to help?&rdquo;</p>
      <p>In both cases, an open ended question allows the person to answer without feeling threatened or ambushed. You avoid the instinctive &ldquo;flight or fight&rdquo;.</p>
      <p align="center"><font face="trebuchet ms, arial, helvetica" color="#006666"><img src="images/miscellaneous/dividing_line.gif" width="300" height="10"></font></p>
      <h2>Information Gathering</h2>
      <p>An interview is an information gathering exercise. That means that you, as the interviewer, are there to direct and listen. You know your own views. The interviewee does not necessarily need to know those views. While you are talking, you are not listening and the purpose of an interview is to find out information from the interviewee. Your role is to keep the ball rolling down the road.</p>
      <p>There is an old saying that when carrying out an interview, you should &ldquo;speak with your ears&rdquo;. In other words, if you say something it should only be because you want to hear the answer.</p>
      <p align="center"><font face="trebuchet ms, arial, helvetica" color="#006666"><img src="images/miscellaneous/dividing_line.gif" width="300" height="10"></font></p>
      <h2>Making people comfortable</h2>
      <p>A technique used by television interviews is to ask a number of easy questions to relax the person before hitting them with the big one. </p>
      <p>&ldquo;So your name is Jim Brown? Lived here long Jim? Married with 2 kids I hear?&rdquo;</p>
      <p>Then</p>
      <p>&ldquo;So tell us about killing your mother in law with a chain saw.&rdquo;</p>
      <p>Use the relaxing questions to start your interview. If the person is at all apprehensive at the start of an interview, a few questions to loosen them up will help later in the discussion. </p>
      <p>Imaging you are being interviewed and you are feeling a little nervous or unsure about the area under discussion. You might not even know exactly why you are being interviewed. If the person starts by explaining the purpose of the interview then asks a few easily answered questions, you start to relax and will become more likely to assist the person.</p>
      <p align="center"><font face="trebuchet ms, arial, helvetica" color="#006666"><img src="images/miscellaneous/dividing_line.gif" width="300" height="10"></font></p>
      <h2>Follow the dots</h2>
      <p>An agenda is a great tool, in most circumstances. If you are having a regular review meeting and have a range of regular topics to cover, an agenda is a great roadmap. Point 1; point2; point 3.</p>
      <p>If on the other hand it is an open discussion, an agenda may be an impediment. The interviewee may want to talk about point 1 and 7 because he sees them as related. The discussion is roaming around the topic, and it might not fit into neat compartments. </p>
      <p>In this case use the agenda as a checklist. It does not have to be strictly followed. It can be a list of topics you want to have covered by the end of the interview. As the interview draws to a close, go over the agenda and see if any points still need discussion. It takes some skill to treat an agenda as a set of boundaries rather than a roadmap. If you can develop those skills, the results can be excellent.</p>
      <p align="center"><font face="trebuchet ms, arial, helvetica" color="#006666"><img src="images/miscellaneous/dividing_line.gif" width="300" height="10"></font></p>
      <h2>Summarising</h2>
      <p>Sometimes people lose the thread of what they are saying. Their mind is wandering down a path and they forget where they have been or are going. It is useful to sometimes stop and summarise what you think has been said. It is double purposed. Firstly it confirms what has been said, and secondly it re-focuses the person.</p>
      <p align="center"><font face="trebuchet ms, arial, helvetica" color="#006666"><img src="images/miscellaneous/dividing_line.gif" width="300" height="10"></font></p>
      <h2>Active Listening</h2>
      <p>It is a fact that most people want to be listened to. It is important to feel that the person is mentally still with us as we speak. The occasional nod of the head or confirmation of a point helps people feel their comments are valued. Be sure to respond to people or they will stop contributing and want to terminate the interview. Writing things down will assist in convincing people their input is of value.</p>
      <p align="center"><font face="trebuchet ms, arial, helvetica" color="#006666"><img src="images/miscellaneous/dividing_line.gif" width="300" height="10"></font></p>
      <h2>Answer the Question</h2>
      <p>Watch a politician answer a question, and you will often find they don&rsquo;t answer the question. Techniques include:</p>
      <ul>
        <li>&ldquo;That is a good point but before I answer that let me say&hellip;&rdquo; and of course they never get back to the question</li>
        <li>&ldquo;I want to make three points&hellip;&rdquo; none of which are relevant to the question</li>
        <li>&ldquo;Why would you ask me that?&rdquo; In other words, let&rsquo;s argue about whether you should ask the question rather than try and answer it.</li>
      </ul>
      <p>If you cannot get an answer to a question, try to understand why the person is uncomfortable to provide an answer. It may just be that they forgot the original question and went off on a different track. On the other hand they may well have something they don&rsquo;t want to tell you. Sometimes understanding the reason for not answering in fact answers the question.</p>
      <p align="center"><font face="trebuchet ms, arial, helvetica" color="#006666"><img src="images/miscellaneous/dividing_line.gif" width="300" height="10"></font></p>
      <h2>Body Language</h2>
      <p>Very few people can hide body language. You do not have to be an expert to read it as we all do to some extent. The eyes looking around the room for an answer; folded arms in a defensive position; legs crossed towards you for trust and away for mistrust. There are many articles on body language and a bit of research can help you read what is not being said.</p>
      <p align="center"><font face="trebuchet ms, arial, helvetica" color="#006666"><img src="images/miscellaneous/dividing_line.gif" width="300" height="10"></font></p>
      <h2>Independent Interviewer</h2>
      <p>As a consultant I have been amazed some times at what people have told me. Even though it might not be attributed to them in a report, people often say things to an outsider they would never say to their peers.</p>
      <p>I remember one project review where the project manager was scathing in his remarks about the steering committee. He had never expressed his thoughts to them but told me. On investigation I had to agree with his comments and put it in the report. One of the steering committee members came up to me afterwards and asked me why the project manager never expressed his concerns to the committee?</p>
      <p> Sometimes it is useful to use an outside party for interviews as they are usually seen as coming to the situation without a bias. If not independent, they are usually viewed as not coming to support any entrenched point of view. In fact, from a consultant credibility point of view, it does you no good to go into an organisation to reinforce a particular person&rsquo;s case if you do not believe it to be valid. I usually tell people in that situation that I do investigation, not lobbying. </p>
      <p>Several years ago I did a PIR for a company and managed to upset the executive management team by pointing out their lack of support and the failures that followed. Although I had done considerable work for the organisation I was not invited back to do any more work for a couple of years. When I was invited back, I found most of the people I had been critical of had moved on. I was invited back because the person who now wanted work done was impressed with my fairness and impartiality from years before. He had remembered me and now needed the same sort of review done without someone pushing a particular point of view. What goes around comes around.</p>
      <p align="center"><font face="trebuchet ms, arial, helvetica" color="#006666"><img src="images/miscellaneous/dividing_line.gif" width="300" height="10"></font></p>
      <h2>Conclusion</h2>
      <p><font color="#006666" face="trebuchet ms, arial, helvetica"><a href="pa.htm"><img src="images/pa_general/pa_advert.gif" alt="project management software" width="250" height="100" border="0" align="left"></a></font>It is surprising how many people think an interview is just a fireside chat. The dynamics are far more complex. Think about your own interviewing technique and use some of these ideas to improve it. It is particularly important for your career path as you sometimes have to interview senior managers. The interview is often the only real exposure you have for them to form an opinion of you. If a promotion comes up and you have just bungled your way through a poor interview with a senior manager, your chances of getting a promotion are low. On the other hand if you have managed to direct the interview in a manner that impressed the manager, your chances are enhanced.</p>
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