Beyond Culture - summary

ibogatyrev y20ibogatyrev 20250117 [0-9](0-9.xml).' course_log_ibogatyrev.xml :!grep '2023' course_log_ibogatyrev.xml | wc -w 14*30 !!bc -l 420 ## best hosting solution in RF? https://sweb.ru/ lamp hosting OR yandex cloud https://cloud.yandex.com/marketplace/products/f2eat0r5djdr9lsl6jl4 access to fully dedicated server image incl. root virtual system 〆 need to set up a firewall? ✓ ssh + static IP address ## USDT ✓ little volatile crypto currency swift Raiffeisen +20 000USD direct transfer to interactive brokers www.around.co ## todo openai video generator ted talk ## Meta VP directors responsible for team matching ≠ hiring / recruiting agents ## visuals for business practices - todo ✓ patterns for STAR, Bluf, McKinsey... → practise for behavioural interviews https://www.acronymat.com/2023/09/24/cedar-feedback/ ## podcasts - todo? https://miro.com/talktrack/ ## Solving Real-life Challenges to Get Hired Portfo is the platform for connecting tech professionals with companies through hands-on challenges. Whether you're showcasing your skills or looking for top talent, Portfo helps bring real-world expertise to the forefront. Find engaging challenges that can prove your strengths https://portfo.me/challenges/all ]]> xml sbook_plugins/wordlist_generated_from_xml_clog_sbook_for_sbook_session.inc Ivan Bogatyrev 40817810600009819240 20241220 17:15-18:45 MSK | 15:15-16:45 CET 1.5 0 (not charged) -0 + -30 = -30 euros]]> active ffmpeg recording test | Reviewing a CV to qualify experience and skills for higher positions By the end of this session you will have studied Support stories update ✓ add more recent support stories which are relevant to your current job aspirations → refresh your support stories using the BLUF & Minto Pyramid techniques → input your support stories into AI for improving vocab & narrative (ask AI to structure with the Minto Pyramid & BLUF techniques) → use bullet points, infinitive clauses and/or noun phrases ! make sure sentences are not too long ! avoid use of gerunds & present participle phrases → add 3-5 follow-up questions to each support story → answer the questions → practise STAR, BLUF & Minto Pyramid Course log (xml → txt) http://www.ictnle.com/hack_xml_to_html.php?file=course_log_ibogatyrev.xml Course log (xml → document tree) http://www.ictnle.com/inc_ps/course_log_ibogatyrev.xml OBS recordings https://disk.yandex.ru/d/XurGxGHZTCEpMA

background check

occasional behavioural questions

conducted by a peer from your industry or a close manager

hard skills

case studies

critical thinking

stress / extreme questions

conducted by a coach or mentor from your industry, perhaps or your future manager

past experience & potential for development

being a good fit for the team

matching corporate culture

aligning competitive offers

negotiating remuneration, perks, etc

]]> 165 active textbook no winner (will try recording in obs at higher quality settings tho' may just have to do w/ internet connection...) 2) both video recordings of you have worse quality than myself directly through v4l2 on my side (noticeable full size, perhaps less when running from youtube or on a mobile device...) -> no winner -> you might want to record yourself directly at your end, and later send me your video for re-syncing... 3) both recordings of the screen sharing (Chromium via pipewire in obs) have the same satisfactory quality (though the experience on your side was worse via Zoom) -> Googlemeet wins? 4) echo in the audio recording happened in googlemeet from ~ 10"45 while there was no echo during the whole of the zoom recording (17"29) -> Zoom wins? -> will check if this is related to obs or googlemeet (never had this problem in zoom before) 5) audio recording quality is slightly worse in Googlemeet (saturates faster) -> you'd need to check the attack in the compressor settings (or I'd have to add such a filter in obs) e.g. ratio 3:1, attack 1ms, release 60ms -> Zoom wins? Concl. 1) Googlemeet is more convenient for me too as I don't need to use a 2nd monitor (real or virtual) just to trick obs into recording from another screen (you can't grab only a window from Zoom to record from in obs, unlike a usual window in pipewire...) 2) I'll try teaching w/ Googlemeet to replicate the echo issue 3) You can enjoy your scrambled eggs & wizard overlays ;-) https://disk.yandex.ru/d/XurGxGHZTCEpMA ]]> 164 active textbook 163 162 20241206 17:15-18:45 MSK | 15:15-16:45 CET 1.5 30 0 + -30 = -30 euros]]> active Behaving like an A-player (to be cont.) | Resuming preps for Pondering People | Political updates By the end of this session you will have studied Support stories update ✓ add more recent support stories which are relevant to your current job aspirations → refresh your support stories using the BLUF & Minto Pyramid techniques → input your support stories into AI for improving vocab & narrative (ask AI to structure with the Minto Pyramid & BLUF techniques) → use bullet points, infinitive clauses and/or noun phrases ! make sure sentences are not too long ! avoid use of gerunds & present participle phrases → add 3-5 follow-up questions to each support story → answer the questions → practise STAR, BLUF & Minto Pyramid todo - check alternative video conferencing tool(s) BlueJeans https://www.techradar.com/reviews/bluejeans

Zoom meeting details Ivan's Zoom meeting room Meeting ID: 686 050 2528 Password: 2iKXmw https://us04web.zoom.us/j/6860502528?pwd=qlo0zbloxynbLNUzb43Xan1ggxh3dI.1 I.Bogatyrev - D.Potter Zoom Meeting (recurring) Meeting ID: 589 650 112 Password: 8XUPie https://us04web.zoom.us/j/589650112 ]]> 161 active textbook https://miro.com/talktrack/ T / Cl 1st OBS recording Episode 0 - Navigating interview questions about a lay-off in your previous job T / Cl Searching contents & pasting into ChatGPT → download xml to txt ]]> 160 1 Behaving like an A-player active edit_ol_qa pix/icons8-collaboration-100_white.png Imagine you are being interviewed for your dream job. How can you convince a recruiter that you are the A-player they need? What are the prerequisites to outperforming other people? ✓ be ready to work long hours because you enjoy your job = intrinsic motivator Is securing yourself professional recognition enough? ✓ working a bit Facts are, I've “accidentally” made several people millionaires while doing what I was having fun doing Dima Korolev https://dimakorolev.substack.com/p/a-players-who-are-they ]]> ✓ you should enjoy your job 159 wip active textbook the uniting principle is exactly this: work-life synergy, not balance I’ve blocked Thursday for deep work since it was the easiest day to free up The best A-players I know often confess that they do not really know the limits of what they are “allowed” to do—“because every time I have an outrageous idea, it turns out I am not punished for testing the waters.” negotiating with smaller companies: The approach is similar to playing the game of whoever looks away first loses. But instead of looking away, you lose by showing less commitment and dedication than your negotiation partner. (...) Many people make the mistake of defending their territory first. But the best strategy is, in fact, to attack! Not the person, of course, but the problem. Both you and the person you are speaking with clearly want to succeed; If you are using the tool or the process "because you have to," you may be slashing your success. (...) That's the way you need to use the tools today: to succeed, not to follow some process. The end goal is never the tools or the processes. The end goal is for you to be “smart together” (© Aline Lerner from interviewing.io). MVP - minimum viable product If you find yourself focusing mostly on one of the layers of the MVP chart above, and you want to become an A-player at the same time, then the single most impactful change in perspective for you may well be to begin thinking of the whole pyramid Under pressure, you don't rise to the level of your understanding; you sink to the level of your instincts Facts are, I've “accidentally” made several people millionaires while doing what I was having fun doing https://dimakorolev.substack.com/p/a-players-who-are-they Know the rules well, so you can break them effectively. Dalai Lama XIV Navy SEALs quotes United States Navy Sea, Air, and Land (SEAL) Teams, commonly known as Navy SEALs, are the U.S. Navy's primary special operations force Under pressure, you don't rise to the level of your understanding; you sink to the level of your instincts If you can't run, then walk. If you can't walk, then crawl. But whatever you do, you have to keep moving forward. Notion vs Airtable https://www.notion.so/compare-against/notion-vs-airtable ]]> 158 1 Review of behavioural questions for a mock interview #2 (cont.) active edit_ol_qa pix/icons8-collaboration-100_white.png Are you able to go through a lengthy session of behavioural and follow-up questions without losing confidence or burning out? You are going to practise a 30min session without interruptions for feedback. Your questions for a management position will focus on 3 key areas: 1) cross-team & cross functional collaboration 2) conflict resolution 3) ability to drive projects at organisation level Goals: 1) teasing or whetting the appetite of a recruiter (see 2024517 How can you tease or whet the appetite of a recruiter at a job interview?) 2) not over-selling yourself or underestimating your skills (see 20240510 Do you seem as senior as you actually are?) 3) exceeding expectations by breaking the interviewing rules Methodology: → provide specific examples about what you did and the resulting impact → critique yourself and share what you learned from a past situation → discuss why you’d like to make a change Timing: * 2-5min general introduction → discuss items in your CV → include current projects and details * 30min behavioural questions 4min per question 2min follow-up questions ~ 6min → 4-5 questions * 5min reverse questions Explaining how you behave should be supported by personal and memorable stories. Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? (...) ✓ Key concepts: → taking things with a pinch of salt (distancing) → lesson learnt (resilience) ✓ Support stories: → disappointing performance review by a superior in spite of your hard work → misunderstanding of a given task ]]> How did you negotiate and improve cross functional communication with outsourced companies? cross-team & cross functional collaboration Give me an example of a time when you motivated others. cross-team & cross functional collaboration Have you ever had to deal with negative upstream and/or downstream feedback? conflict resolution Give me a specific example of a time when you had to conform to a policy with which you did not agree. conflict resolution How would you prioritise tasks of two rival teams from different departments that were assigned the same objectives? conflict resolution Have you ever had to escalate an issue because you felt some of the customer requests were slowing down your project? How were you treated as a result? ability to drive projects at organisation level Tell me about a time when you were forced to make an unpopular decision. ability to drive projects at organisation level 157 active textbook ]]> 156 1 Answering questions for a senior level position (3/3) - continuation active edit_ol_qa pix/icons8-collaboration-100_white.png Imagine you were applying for a senior-level position: what questions would evidence your skills & experience? How would you deal with a new, experienced manager who is not well-perceived by their team members? ✓ address the issue face-to-face in some informal setting ✓ strike a compromise between beating about the bush and expressing or reporting direct criticism → show cultural awareness & people skills e.g. power distance ✓ provide feedback, possible coaching How would you prioritise tasks of two rival teams from different departments that were assigned the same objectives? ✓ focus on impact assessment → optimise for company results rather than teams or individuals ✓ stress only limited resources are available → run experiments with various options ✓ make decision based on data-driven results of experiments → take responsibility for reallocating/restructuring teams How would you explain to new staff members that they need or don't need to stay at work after 6pm? ✓ different work-life balance → focus on consistent performance rather than performance boosts due to immediate needs ✓ don't discourage or promote staying after business hours → don't give impression that others should do so ✓ avoid risks of people feeling guilty of underperforming = spiral leading to burnout ! answer depends on corporate culture of target company → should match company expectations How do you manage a conflict with the working style of your peers? How would you react to a customer request for a refund? Would you rather deal with a horse-sized duck, or many duck-sized horses? Give examples of junior software engineer mentorship as a tech lead Describe a situation where you were facing a technical issue and your normal troubleshooting method wasn’t working. What did you do? How would you react if your team received negative feedback about a part of the project that was entirely assigned to you? Would you rather have a lot of impact on people or being appreciated? How do you move forward when stakeholders want to go in one direction, but you don’t think that’s the right way to do it? How did you negotiate and improve cross functional communication with outsourced companies? 155 wip active textbook https://www.acronymat.com/posters/ CEDAR Feedback CEDAR is a structured feedback model providing coaching opportunities via repeated revisiting and readjusting of the feedback and the goals. https://www.acronymat.com/2023/09/24/cedar-feedback/ Context Introduce feedback in the overall context with its impact on an individual’s performance and others who are affected. Provide an overview of the aim and the importance of the feedback. Examples Provide clear and specific examples. Recognize success and put stress on difficulties. Use directly observed feedback with just enough examples, not overwhelming the recipient. Diagnosys Collaboratively explore why the feedback was given and what led to it. Ask the recipient about their opinions, use active listening to reach the common ground and find the root cause of the situation. Actions Based on the previous, collaboratively set the goals and actions to be taken to meet them. Both sides should understand and accept the outcomes of the created plan for executing the actions. Review Wrap up the conversation and the conclusions and also set up regular feedback sessions to review the actions and goals. Elaborate on progress, troubleshoot problems and celebrate success. Value Stream Mapping The Value Stream Mapping is a Lean technique for managing flow and improving processes allowing to track the flow through a process https://www.acronymat.com/2024/03/13/value-stream-mapping/ The Value Stream Mapping is a Lean technique for managing flow and improving processes. This visual tool allows us to track the flow of materials or information through a process, identifying areas of waste and opportunities for improvement. By distinguishing between value-adding and non-value-adding steps, it can help to streamline processes with repeatable steps and minimize handoffs. Lean manufacturing wastes Overproduction Inventory Motion Defects Over- processing Waiting Transport Software development wastes Partially completed work Extra features Relearning Hand-offs Delays Task switching Defects Current state map The Current State Map depicts how the process operates at this moment, serving as the foundation for improvement initiatives by identifying areas to eliminate waste and enhance efficiency. Future state map The Future State Map illustrates the envisioned improvements to the process, aiming to enhance flow fluidity by eliminating identified waste and optimizing efficiency. Value Stream Mapping steps Identify the target Define the scope Map the current state Analyze/identify issues Map the future state Create action plan Use and monitor Kanban Practices 6 Kanban Practices: Visualize, Limit WIP, Manage Flow, Make policies explicit, Implement feedback loops, Improve collaboratively https://www.acronymat.com/2023/07/21/kanban-practices/ Visualize Visualizing your work provides transparency, identifying the bottlenecks. Create cards for the items you work on. Think of the workflow – statuses that work items go through to make implicit policies explicit, which enable learning how the work works. Visualize Visualizing your work provides transparency, identifying the bottlenecks. Create cards for the items you work on. Think of the workflow – statuses that work items go through to make implicit policies explicit, which enable learning how the work works. Manage flow The work needs to be managed to solve arising issues in your workflow providing opportunities for improvements. Solving issues based on metrics and bottlenecks in the flow of work enables continuous improvement with the aim to reach an ideal continuous flow. Make process policies explicit Policies are not meant to replace work instructions but to empower individuals for self-organization by discussing the process. They should be sparse, simple, well-defined, visible, consistently applied, and easily changeable. Make process policies explicit Policies are not meant to replace work instructions but to empower individuals for self-organization by discussing the process. They should be sparse, simple, well-defined, visible, consistently applied, and easily changeable. Improve collaboratively, evolve experimentally Kanban embraces continuous improvement and evolutionary changes through collaborative, safe-to-fail experiments based on the Theory of Constraints, Lean feedback, and metrics. STATIK Kanban The Systems Thinking Approach To Introducing Kanban (STATIK) is a repeatable way to start with Kanban resulting in continuous improvement. https://www.acronymat.com/2023/09/15/statik-kanban/ 1. Understand the purpose of the system Explore who your customers are and how you generate value for them. What, for whom and why are you doing what you are doing? 2. Identify sources of dissatisfaction Determine the areas in service delivery that are considered unsatisfactory. Visualize internal and external sources of dissatisfaction. 3. Analyze demand Evaluate customer requests with regard to channels, types of work, and demand patterns. What are the sources, arrival rates of requests, and where do they originate? 4. Analyze system capabilities Assess the capability of meeting customer demand in quantity, type, speed, and predictability. Compare expectations with actual capabilities. 5. Model the workflow Find the activities that every type of work item goes through which may serve as columns on the board. Think of it as value-stream mapping. 6. Identify classes of service How the different types of work items are treated after entering the system. Take advantage of the cost of delay to identify the classes. 7. Design the Kanban system Utilizing insights from the previous, design the Kanban system accordingly. Use WIP limits, explicit policies, cadences, and progress tracking. 8. Socialize the design and negotiate expectations Get feedback from internal and external parties. Hold workshops to sync the processes of other Kanban systems. Data Model Canvas The Data Product Canvas is a framework for developing data products based organized into 10 blocks within 3 domain areas. https://www.acronymat.com/2023/08/22/data-model-canvas/ How it works? It aims to create a roadmap and understanding of the3 domain areas. It emphasizes the importance of focusing on the problem, not just technology, and involves stakeholders to ensure alignment between technical and business areas. The Data Model Canvas guides the process from problem definition to strategic execution. It encourages iterative testing and adjustment while highlighting the significance of data quality and creating a data-driven culture ]]> 154 1 Navigating interview questions about a lay-off in your previous job LinkedIn advice - Here's how you can navigate interview questions about a lay-off in your previous job 20241206 hw20241213n1 active edit_ol_qa pix/icons8-collaboration-100_white.png How would you feel if you had changed jobs 3 times in the past 3 years? How confident will you look during a job interview? https://www.linkedin.com/advice/0/heres-how-you-can-navigate-interview-questions-xadyf?trk=cah2 → read the article --> → answer the questions ]]> Is being honest about the reason(s) of your lay-off always a good strategy? Why / why not? 〆don't be systematically transparent in a multi-active environment ✓ might help build rapport by attracting empathy e.g. family run business → might weaken your profile by being too emotional about it ✓ adapt your answer to corporate cultural expectations e.g. multinational or FAANG = be blunt in a linear-active context ✓ shouldn't ruin your negotiation process → don't share information that could be used against you In what circumstances could blaming former colleagues or bosses be relevant? Perhaps you left for ethical reasons as you couldn't agree with the company's corporate goals... ✓ unethical, double standard policies when criticising obvious extremists vs diverse personalities → hate speech should not be allowed = no exceptions ✓ distinguish professional mistakes from behavioural ones and the undesirable blaming of colleagues e.g. disrespect, discrimination, toxic team... → ensure professional mistakes are learnt from = blameless corporate culture ✓ deal with conflicts rather than blame colleagues → focus on drawing a line between social responsibility & politics In what ways have these lay-offs influenced your career choices? suggested answer ✓ unveiled new career path alternatives ✓ reinforced your instinct about following a given direction ✓ avoided a greater waste of time & resources by identifying obstacles to growth earlier How have you managed the period following the lay-off? ✓ managed financial constraints → anticipated for such contingencies by making savings or with a garden leave / lump sum ✓ accepted current market conditions → don't fight a wave a lay-offs 〆didn't optimise for immediate recovery → focus on long term plans but make concessions ✓ identified new motivational factors → make sure your job hunt is sustainable ✓ prepared interviews thoroughly = don't over-engineer your job hunt ✓ didn't burn out while preparing → set proper expectations lump sum = amount of money that is paid at one time and not on separate occasions garden leave = practice whereby an employee leaving a job – having resigned or otherwise had their employment terminated – is instructed to stay away from work during the notice period, while still remaining on the payroll. This practice is often used to prevent an employee from taking with them up-to-date (and perhaps sensitive) information when they leave their current employer, especially when they are very likely leaving to join a competitor How can you prove your resilience after being laid off? ✓ still working in the same industry ✓ may arguably have got an even higher position ✓ was between jobs for a short period of time (during garden leave) resilience = ability of people or things to feel better quickly after sth unpleasant, such as shock, injury, etc garden leave = practice whereby an employee leaving a job – having resigned or otherwise had their employment terminated – is instructed to stay away from work during the notice period, while still remaining on the payroll. This practice is often used to prevent an employee from taking with them up-to-date (and perhaps sensitive) information when they leave their current employer, especially when they are very likely leaving to join a competitor Have you learnt any lessons that you wouldn't have experienced otherwise? suggested answer ✓ invest in continuous learning which benefits both to you and the company message for your target employer ✓ don't try to become an irreplaceable employee = signal that you are ready to be replaced (whether you succeed or not doesn't matter) 1st hand advice to job seekers ✓ being loyal to employers doesn't always pay = contradictory to what is recommended telling your target employer Could these setbacks have strengthened your self-confidence? suggested answer ✓ always succeeded in securing a job even in dire market conditions ✓ not afraid of taking risks 1st hand advice to job seekers ✓ how to prepare for your next job without sacrificing commitments to current employer ✓ work as long as you are paid but don't feel emotionally attached to your employer → don't lose your identity if you are made redundant = workplace is just a shell, the real 'you' is able to move somewhere else ✓ don't be anxious → might be successful in another company too! What are you looking forward to in your next role? ✓ making greater business impact ≠ developing technology for the sake of technology! ✓ being treated as a human being rather than just a cogwheel = transparent relationships → no back-stabbing ✓ utilisation of all your skills → avoid feeling mediocre because of misuse or being underexploited ✓ unambiguous framework & career path opportunities → no hiring to fire ✓ genuine, timely, mutual feedback → treat feedback as a gift rather than just criticism ✓ meeting new people from different cultures → gather even more diverse opinions ≠ previous experiences weren't lacking in richness = you are just eager to set out on a new journey → find a balance how you can support your next team back-stabbing = action of criticizing someone in a treacherous manner despite pretending friendship with them 153 152 20241122 17:15-18:45 MSK | 15:15-16:45 CET 1.5 30 440 20241117 ((-20*1.5)=-30) + -410 = -440 euros + 440 = 0]]> active Scheduling offers from tier 1 2 3 companies By the end of this session you will have studied Support stories update ✓ add more recent support stories which are relevant to your current job aspirations → refresh your support stories using the BLUF & Minto Pyramid techniques → input your support stories into AI for improving vocab & narrative (ask AI to structure with the Minto Pyramid & BLUF techniques) → use bullet points, infinitive clauses and/or noun phrases ! make sure sentences are not too long ! avoid use of gerunds & present participle phrases → add 3-5 follow-up questions to each support story → answer the questions → practise STAR, BLUF & Minto Pyramid todo - check alternative video conferencing tool(s) BlueJeans https://www.techradar.com/reviews/bluejeans

Zoom meeting details I.Bogatyrev - D.Potter Zoom Meeting (recurring) Meeting ID: 589 650 112 Password: 8XUPie https://us04web.zoom.us/j/589650112 ]]> 148 active textbook https://docs.google.com/document/d/1AnTwZNbKFES6ScJkaKjtPoIilVSykFmYSa_zpysvbDk/edit?pli=1&tab=t.0 Practise some behavioural questions with Hello Interview (Story builder) Story Builder is an AI powered tool to help you craft the perfect story for any behavioral interview question. Practise some behavioural questions with alternative large language models. → use the same answer as previously for a comparative analysis

https://chatgpt.com/ ]]> 147 1 Review of behavioural questions for a mock interview active edit_ol_qa pix/icons8-collaboration-100_white.png Are you able to go through a lengthy session of behavioural and follow-up questions without losing confidence or burning out? You are going to practise a 30min session without interruptions for feedback. Your questions for a management position will focus on 3 key areas: 1) cross-team & cross functional collaboration 2) conflict resolution 3) ability to drive projects at organisation level Goals: 1) teasing or whetting the appetite of a recruiter (see 2024517 How can you tease or whet the appetite of a recruiter at a job interview?) 2) not over-selling yourself or underestimating your skills (see 20240510 Do you seem as senior as you actually are?) 3) exceeding expectations by breaking the interviewing rules Methodology: → provide specific examples about what you did and the resulting impact → critique yourself and share what you learned from a past situation → discuss why you’d like to make a change Timing: * 2-5min general introduction → discuss items in your CV → include current projects and details * 30min behavioural questions 4min per question 2min follow-up questions ~ 6min → 4-5 questions * 5min reverse questions Explaining how you behave should be supported by personal and memorable stories. Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? (...) ✓ Key concepts: → taking things with a pinch of salt (distancing) → lesson learnt (resilience) ✓ Support stories: → disappointing performance review by a superior in spite of your hard work → misunderstanding of a given task ]]> How did you negotiate and improve cross functional communication with outsourced companies? cross-team & cross functional collaboration Give me an example of a time when you motivated others. cross-team & cross functional collaboration Have you ever had to deal with negative upstream and/or downstream feedback? conflict resolution Give me a specific example of a time when you had to conform to a policy with which you did not agree. conflict resolution How would you prioritise tasks of two rival teams from different departments that were assigned the same objectives? conflict resolution Have you ever had to escalate an issue because you felt some of the customer requests were slowing down your project? How were you treated as a result? ability to drive projects at organisation level Tell me about a time when you were forced to make an unpopular decision. ability to drive projects at organisation level 146 active textbook 145 144 20241108 17:15-18:45 MSK | 16:15-17:45 CET 1.5 30 ((-20*1.5)=-30) + -350 = -380 euros]]> active Behavioural questions | Answering questions for a senior level position (2/3) Behavioural questions | OBS recording By the end of this session you will have studied https://docs.google.com/document/d/1AnTwZNbKFES6ScJkaKjtPoIilVSykFmYSa_zpysvbDk/edit?pli=1&tab=t.0 schedule

26.11 cancelled

Zoom meeting details I.Bogatyrev - D.Potter Zoom Meeting (recurring) Meeting ID: 589 650 112 Password: 8XUPie https://us04web.zoom.us/j/589650112 ]]> 143 active textbook https://docs.google.com/document/d/1AnTwZNbKFES6ScJkaKjtPoIilVSykFmYSa_zpysvbDk/edit?pli=1&tab=t.0 Practise some behavioural questions with Hello Interview (Story builder) Story Builder is an AI powered tool to help you craft the perfect story for any behavioral interview question. Practise some behavioural questions with alternative large language models. → use the same answer as previously for a comparative analysis

https://chatgpt.com/ ]]> 142 1 Answering questions for a senior level position (2/3) active edit_ol_qa pix/icons8-collaboration-100_white.png Imagine you were applying for a senior-level position: what questions would evidence your skills & experience? How would you deal with a new, experienced manager who is not well-perceived by their team members? ✓ address the issue face-to-face in some informal setting ✓ strike a compromise between beating about the bush and expressing or reporting direct criticism → show cultural awareness & people skills e.g. power distance ✓ provide feedback, possible coaching How would you prioritise tasks of two rival teams from different departments that were assigned the same objectives? ✓ focus on impact assessment → optimise for company results rather than teams or individuals ✓ stress only limited resources are available → run experiments with various options ✓ make decision based on data-driven results of experiments → take responsibility for reallocating/restructuring teams How would you explain to new staff members that they need or don't need to stay at work after 6pm? ✓ different work-life balance → focus on consistent performance rather than performance boosts due to immediate needs ✓ don't discourage or promote staying after business hours → don't give impression that others should do so ✓ avoid risks of people feeling guilty of underperforming = spiral leading to burnout ! answer depends on corporate culture of target company → should match company expectations How do you manage a conflict with the working style of your peers? How would you react to a customer request for a refund? Would you rather deal with a horse-sized duck, or many duck-sized horses? 141 140 20241101 17:15-18:45 MSK | 16:15-17:45 CET 1.5 30 ((-20*1.5)=-30) + -320 = -350 euros]]> active Behavioural questions | Answering questions for a senior level position (1/3) | Teal organisations Answering questions for a senior level position (2/2) | Behavioural questions | OBS recording (tbc) By the end of this session you will have studied https://docs.google.com/document/d/1AnTwZNbKFES6ScJkaKjtPoIilVSykFmYSa_zpysvbDk/edit?pli=1&tab=t.0 schedule

26.11 cancelled

Zoom meeting details I.Bogatyrev - D.Potter Zoom Meeting (recurring) Meeting ID: 589 650 112 Password: 8XUPie https://us04web.zoom.us/j/589650112 ]]> 139 active textbook https://docs.google.com/document/d/1AnTwZNbKFES6ScJkaKjtPoIilVSykFmYSa_zpysvbDk/edit?pli=1&tab=t.0 Practise some behavioural questions with Hello Interview (Story builder) Story Builder is an AI powered tool to help you craft the perfect story for any behavioral interview question. Practise some behavioural questions with alternative large language models. → use the same answer as previously for a comparative analysis

https://chatgpt.com/ ]]> 138 1 Answering questions for a senior level position (1/3) active edit_ol_qa pix/icons8-collaboration-100_white.png Imagine you were applying for a senior-level position: what questions would evidence your skills & experience? To begin with, can you tell us about your experience in cross-team & cross-functional project leadership? ✓ focus on projects involving very different people e.g. not those with only impressive sales metrics ✓ exceed recruiter expectations provided your experience is genuine e.g. cross-org. level ≠ over-selling yourself Can you tell about a time when you provided your team with equity rather than just equality? Hersey & Blanchard - Situational leadership

]]> How did you support senior staff members who had encountered difficulty coaching junior staff without discrediting them? ✓ acknowledge that senior staff are not teachers ✓ conduct one-to-one sessions to achieve consensus on how to achieve goals ≠ telling how to do vs telling what to do → focus on SMART objectives How do you deal with many urgent requests from multiple teams? ✓ distinguish requests from deadlines → prioritise to satisfy requests e.g. apply the Paretto Principle & accept missed objectives → escalate to meet deadlines e.g. have more resources allocated ✓ do you understand the choices/sacrifices the company expects you to make? → demonstrates your level of seniority = show you understand the big picture & take responsibility for risks e.g. technical debt Why is being a tech lead not enough to lead a team? ✓ some teams need to trust their lead ✓ some staff members may be over-sensitive to micro-management e.g. the more senior team members are, the less they are likely to appreciate excessive directing / telling Have you ever taken a reputational risk that you don't regret? ✓ delegated technical decisions 〆staff failed to meet deadlines → was held accountable 〆took 2 extra weeks to mitigate results 〆completed the job of inexperienced engineers ✓ well-perceived by team members ≠ not sustainable approach 137 1 pix/icons8-dictionary-100_white.png Teal organisations active wip xml_multi_dd_row Would you like to work in a company where workers are self-managed? Teal Organisation is a term coined in 2014 by Frederic Laloux in his book Reinventing Organizations. Laloux uses a descriptive model in which he describes different types of organizations in terms of colour, and he cites studies by evolutionary and social psychologists including Jean Gebser, Clare W. Graves, Don Edward Beck, Chris Cowan and Ken Wilber. (adapted from Wikipedia) → match the expressions with the definitions → describe a real-life or fictional situation with each expression ]]> 22 12 left Red Organizations Amber Organizations Orange Organizations Green Organizations Teal Organisations Self-management Wholeness Evolutionary purpose ]]> 1 2 3 4 5 6 7 8 136 2 Organisation models for L7 / managing positions active edit_ol_qa pix/icons8-collaboration-100_white.png If you were responsible for an organisation's management, what model(s) would you choose? What does it depend on? What kind of organisations are typically red? ✓ state agencies e.g. national railways In which countries are amber organisations probably more frequent? ✓ the USA How can you set work conditions reminiscent of a Teal organisation? ✓ build an environment within the company that is free of top management politics ✓ delegate technical decisions → ensure staff members may thrive while achieving objectives = more sustainable environment 〆contradictory to the concept of not being irreplaceable 〆take not only reputational risks for results to thrive = to become, and continue to be, successful, strong, healthy, etc 135 red organizations = organisations characterized by authoritarian structures and control through fear amber organizations = organisations structured around rigid hierarchies and top-down command orange organizations = organisations operating on meritocratic principles, emphasizing competition and performance green organizations = organisations focusing on consensus and stakeholder values, often emphasizing culture and empowerment teal organisations = (greenish-blue colour) organisations where management is based on worker autonomy and peer relationships self-management = according the theory of Teal organizations, this replaces traditional hierarchy with a system where employees manage themselves and collaborate on decisions, distributing authority more evenly wholeness = according the theory of Teal organizations, this encourages employees to integrate their personal and professional identities, fostering a work environment that prioritizes emotional well-being and authenticity evolutionary purpose = according the theory of Teal organizations, this means organisations are living entities that adapt and evolve naturally, guided by their own sense of direction rather than rigid strategic plans or profit motives turquoise company = organization which does not have a classic hierarchical structure, with a CEO at the head and other department managers below him. It is a system based on a flat structure with self-management, not power and positions Teal companies = organisations which are characterized by power decentralization, self-discipline, natural hierarchies, and a high degree of employee responsibility. The concept of a Teal organization was created by Frederic Laloux, a former McKinsey and Company executive, and introduced in his book “Reinventing Organizations”. rigid = (often disapproving) (of rules, methods, etc.) very strict and difficult to change; (of a person) not willing to change their ideas or behaviour; (of an object or substance) stiff and difficult to move or bend to thrive = to become, and continue to be, successful, strong, healthy, etc 134 20241025 17:15-18:45 MSK | 16:15-17:45 CET 1.5 30 ((-20*1.5)=-30) + -290 = -320 euros]]> active Answering questions for a senior level position (1/3) By the end of this session you will have studied https://docs.google.com/document/d/1AnTwZNbKFES6ScJkaKjtPoIilVSykFmYSa_zpysvbDk/edit?pli=1&tab=t.0 schedule

18.10 cancelled 26.11 cancelled

Zoom meeting details I.Bogatyrev - D.Potter Zoom Meeting (recurring) Meeting ID: 589 650 112 Password: 8XUPie https://us04web.zoom.us/j/589650112 ]]> 133 1 Answering questions for a senior level position active edit_ol_qa pix/icons8-collaboration-100_white.png Imagine you were applying for a senior-level position: what questions would evidence your skills & experience? To begin with, can you tell us about your experience in cross-team & cross-functional project leadership? ✓ focus on projects involving very different people e.g. not those with only impressive sales metrics ✓ exceed recruiter expectations provided your experience is genuine e.g. cross-org. level ≠ over-selling yourself Can you tell about a time when you provided your team with equity rather than just equality? Hersey & Blanchard - Situational leadership

18.10 cancelled 26.11 cancelled

Zoom meeting details I.Bogatyrev - D.Potter Zoom Meeting (recurring) Meeting ID: 589 650 112 Password: 8XUPie https://us04web.zoom.us/j/589650112 ]]> 130 active textbook https://docs.google.com/document/d/1AnTwZNbKFES6ScJkaKjtPoIilVSykFmYSa_zpysvbDk/edit?pli=1&tab=t.0 ]]> 129 1 CV follow-up questions active edit_ol_qa pix/icons8-collaboration-100_white.png Imagine you have been recommended to join a team. Are you ready to answer follow-up questions based on your CV? Are you open to possibly slightly different tasks than what you were applying for? ✓ show you are ready to upskill → target more teams How can you explain that your latest position was lower than the penultimate one? ✓ challenging economic outlook ✓ better compensation package ✓ smaller company but actually more important role If you joined their team, how could you contribute most? ✓ make sure you are complimentary but not irreplaceable ✓ supposing this year was dedicated to 'efficiency', I would... → next year should focus on... scarcity Should you be ready to (re)join a company you used to work for at a lower position? 〆no, unless you really failed some interview 128 127 20241004 17:15-18:45 MSK | 16:15-17:45 CET 1.5 30 ((-20*1.5)=-30) + -230 = -260 euros]]> active Job hunting or team matching? | CV review | (skipped) Do you want to seem more senior than you really are? (2/2) | (skipped) Negotiation set phrases for a job interview By the end of this session you will have studied Pondering People - excerpts → look at the following topics - subject to changes → make comments → add your own topics https://docs.google.com/document/d/1cjfQ_koLCcXIRO5EZ8HzGzCV52JvbkBxt6xuIgBtWPY/edit?usp=sharing Pondering People Video clip | podcast series project description https://docs.google.com/document/d/1lfGEQB-TtRn1-i5njHDiwD__xSMKaHigWtYv0xavRLQ/edit#heading=h.gnpsb7baisv9 hide for obs -->

Zoom meeting details I.Bogatyrev - D.Potter Zoom Meeting (recurring) Meeting ID: 589 650 112 Password: 8XUPie https://us04web.zoom.us/j/589650112 ]]> 1 Do you want to seem more senior than you really are? 20240906 hw20240913 pix/icons8-collaboration-100_white.png ✓ while you do want to prepare & make a positive impression during interviews, you probably don't want to come across as more senior than you actually are... → focus on how not to over-perform (rather than underperform) → answer the questions ]]> 126 1 Job hunting or team matching? active edit_ol_qa pix/icons8-collaboration-100_white.png Can you still get a job without knowing what team you would be integrating? Can you still find a job without knowing what team you would be integrating? 〆nowadays, no interview without advance team matching ✓ more soft skills are expected → interpersonal skills → cross-functionality → cross-cultural awareness How can you draw attention of a VP director to your profile? ✓ find some engineering manager (often feat. 'I'm hiring' banner in LinkedIn) → chat to obtain contact details of the VP director rationale: it is above their level ✓ be ambitious ✓ include an Aspirations section before Summary in your CV → describe where you'd see yourself in 5 years → show evidence of exponential growth ! don't attempt to negotiate any salary at this stage How do you convince a VP director (vice-president) you are a desirable candidate? ✓ pretend it is your dream company = prioritise joining a company ✓ you don't want to go back to your previous employer → their closest peer is them ✓ play down team matching phase → (ask to) speak to different teams How can you adapt your CV to join a particular team? ✓ add / put in top positions skills relevant to a team's needs e.g. known language(s), software, technologies ✓ rank your achievements perhaps lower to match their expectations ✓ self-check question(s) Can the team be successful without me? What divergent ideas, background, added value... can you bring to the team? How can you make the Skills section less cliche? Best SuperGlue on the market for international teams! Skilled at leading teams without being a leader Mentor people by repeating 'Do as I say, not as I do' → use a touch of humour 125 1 Do you want to seem more senior than you really are? 20240906 hw20240913 active edit_ol_qa pix/icons8-collaboration-100_white.png What are the risks of over-selling yourself? ✓ while you do want to prepare & make a positive impression during interviews, you probably don't want to come across as more senior than you actually are... → focus on how not to over-perform (rather than underperform) → answer the questions ]]> What is a common misconception regarding skills assessment? 〆answering properly during interview doesn't validate skills = risk of over-selling → beware of time constraints influencing results = double-edged sword Do you always prepare for a job interview? Why / why not? ✓ some candidates may feel already quite experienced 〆unprepared 〆self-confident or even too assertive → may have negative consequences e.g. downgrading How do you make sure you are preparing enough for a job interview? ✓ prepare individually → practise mock interviews with colleagues ✓ don't make support stories more colourful than they actually are → gather feedback ✓ hone specific skills following up initial feedback → self-assess your application prep e.g. AOI, weak points How can you avoid over-engineering / preparing too well for a job interview? 〆don't reach a level of perfection reminiscent of rote-learning = not thinking any more during the interview → prepare bullet points rather than scripted answers ✓ sound natural, casual and not automated ✓ make sure you don't burnout → like traffic jams, stop & change directions (interview prep activities) before it's too late Should you practise breaking the rules at higher levels? ✓ bear in mind the relevance of breaking rules → consider unexpected narrative twists only at senior levels ✓ answer questions → include evidence of your critical thinking skills that wasn't a prerequisite in the initial task = signal you have a given (or potential) target level e.g. solve a problem AND provide a generalisation / a platform ✓ tackle challenges at a greater level of seniority than yours = thinking ahead & beyond requirements → show you are aware of the bigger picture ! insist these are 'just' best practice / recommendations Are you able to fail an interview fast? (i.e. cut your losses) → not being a good fit ≠ incompetent ✓ recognising your insufficient skills is a proof of seniority → don't wait for the end of a probation period e.g. 6-month period in the UK (unlike only 3 months in many countries) Is over-performing a consequence of excessive screening? = rather philosophical question 〆competition on the labour market 〆inconsistent industry standards 124 active textbook Pondering People series | Questions & answers Episode 5 - Negotiating job offers (2/2) --> ]]> 123 active textbook https://disk.yandex.ru/d/jrNeOuek5SRY8A T / Cl

Narrative progression

Analysis of options (e.g. in Zurich some jobs can be better paid than in the US) Compiled stories Interview drills How to secure an offer Negotiations Pre-departure steps Relocating logistics Settling ]]> 122 3 pix/icons8-dictionary-100_white.png Negotiation set phrases Negotiation set phrases 20240704 hw20240705_n2 wip active xml_multi_dd_row What expressions can you use to navigate a negotiation? Aren't they too assertive? How can you sound both confident & yet open to suggestions? 14 18 left → break the ice Ingratiation
→ be amiable Anchoring
→ ask rhetorical questions Exploring each other's needs
→ ask diagnostic questions Signalling for movement
→ show there is room for manoeuvre Active listening
→ paraphrase ]]> 1;2;3 4;5;6 7;8;9 10;11 12;13;14;15 16;17;18 Establishing connection → break the ice Nice to meet you! How was your journey? Have you had a nice trip? Ingratiation → be amiable We're very excited to meet you today. We've heard a lot about your company. Feedback from your product / services is excellent. Anchoring → ask rhetorical questions Are you satisfied with...? Wouldn't you like...? Have you ever thought you could work faster if...? Exploring each other's needs → ask diagnostic (open) questions How much do you usually pay for...? What quantities would you...? Signalling for movement → show there is room for manoeuvre I think there's material for discussion My company might accept such terms if... Perhaps we could... I'd need to check if... Active listening → paraphrase So, you're saying... I get it I do see where you're coming from --> ]]> 121 1 pix/icons8-dictionary-100_white.png Negotiation set phrases for a job interview active wip xml_multi_dd_row Imagine you are interviewing for a job. What questions can you ask the recruiter to negotiate a better contract? 21 10 left (what is NOT listed in the job description) Stalling for time Not asking anything specific except increasing the general compensation offer Probing with proposals Signalling for movement & make concessions Putting pressure Pretending to have a very competing offer ]]> 1;2;3 4 5;6;7 8;9 10;11 12;13 14;15;16 Exploring the recruiter's needs / hidden agenda
(what is NOT listed in the job description) Are you looking for any additional skills which are not listed in the job description? Why are you recruiting for such a position? What are the forthcoming challenges in this job? Stalling for time I'm just at the beginning of my job hunting. Not asking anything specific except increasing the general compensation offer I am now seeing different recruiters to compare remuneration. Why are you giving me such a salary? How did you come up with such figures? Probing with proposals I can say that if you increased at least the base salary / compensation package / equity... I'd be happy to reconsider your offer if... Signalling for movement & make concessions I'm willing to drop all other offers if... How much wiggle room have you got if... Putting pressure As you know I'm not ready to confirm anything because... When could you make me a final offer? Pretending to have a very competing offer Is that really your best offer? I can't give you more details now but... I will give you my answer by (date) ]]> 120 1 Episode 5 - Negotiating job offers active edit_ol_qa pix/icons8-collaboration-100_white.png How do you plan your job hunt? What do you need to assess? ✓ do your research → would you be proud to be part of the company? ✓ assess your values → is it important for you to work for a market leader? → open source → inclusive environment → eco-friendliness → innovative ✓ assess company values → would you mind working for a company that has poor reputation? → is CSR an important criterion? 3 preliminary stages Once you have multiple offers, how do you go about short-listing them? What if you are not happy the basic salary? ✓ don't quibble over a few thousands / a few noughts if it's your dream job ✓ don't end a long conversation just by a polite e-mail → bypass the hiring manager = speak to the person in charge to quibble about / over sth = to argue or complain about a small matter or an unimportant detail When is it worth negotiating an offer? ✓ depends on how much wiggle room you have = room for manoeuvre usually ~10% more e.g. state companies usually aren't particularly flexible because they tend to be bureaucratic wiggle room = ability to make small changes in a plan, schedule, etc., if they are needed room for manoeuvre = chance to change the way that sth happens and influence decisions that are made When should you simply discard an offer? ✓ if you have already ruined trust/reputation when over-negotiating = being greedy e.g. asking petty perks that won't add to the overall agreement or are just not feasible greedy for sth = wanting more money, power, food, etc. than you really need to discard = to get rid of sth that you no longer want or need What is a common mistake in the initial stages of screening? 〆job hunters skip diligent research into possible points of negotiation 〆close options by refusing certain work conditions e.g. fixed term contract 〆easier lay-off ✓ higher salary ≠ not necessarily a bad option (even if you are moving abroad with all your family) → perhaps at present they have only a limited need for your skills but will want to prolong work with you in another position they haven't identified yet e.g. open ended contract ✓ greater job stability 〆lower salary diligent = showing care and effort in your work or duties What can you actually try negotiating, beside the base salary? e.g. equity, bonuses, restricted stock units → base salary obviously the most challenging point in a negotiation → equity usually the most common item to be negotiated - eg. doubled 35% - 1st year, 30% - 2nd year... = total compensation will decrease over time → annual bonus RSU (restricted stock units) ≠ stock options → only during the initial new hire grant (valid 4 years) worth negotiating only if not planning to stay long with the company (could be +50% of basis salary) after 4-year cliff (ie. once a new employee has worked more than 4 years) → stock options to be negotiated worth negotiating if planning to stay long with the company e.g. 35% - 1st year, 30% - 2nd year RSU = restricted stock units What 3 stages (periods) of negotiation with headhunters should you go through? stage 1 I'm just at the beginning of my job hunting You haven't shared your financial expectations = not asking anything specific except increasing the general compensation offer stage 2 I can't give you more details but I can say that if you increased at least the base salary / compensation package / equity... I'd be happy to reconsider your offer. pretending to have a very competing offer → enquire if they could improve their offer stage 3 I'm willing to drop all others pretending to still have multiple offers = last option before accepting ↔ reverse used car salesman pitch ! use as last resort ]]> resort = last course of action that you should or can take in a particular situation What are the differences between American & European job compensation negotiations? What cultural misalignment of negotiation expectations could you encounter? ✓ in the USA, you are expected to want to negotiate further = explicit, low context culture ✓ in Europe, they may think that was your last word... and drop negotiations often due to unacceptable, unequal pay situation (which is possible in the US) → read between the lines = implicit, high context culture European vs American motivational factors ✓ bigger salary | work life balance 〆past level of compensation is not an argument if you have actually been laid off → compete only with alternative offers US extended offer ≠ final compensation package = low-ball offer Europe extended offer incl. final compensation package → non negotiable offer ≠ low-ball offer low-ball offer (AmEn) = slang term for an offer that is significantly below the seller's asking price, or a quote that is deliberately lower than the price the seller intends to charge. To lowball also means to deliberately give a false estimate for something What may happen when applying for a job in a Russian company? won't bump an offer 〆downgrading offer 〆take it or leave it attitude ≠ frugality = Russian mentality? to bump an offer = to enter into a contract with a buyer but continue to market the property. If the seller then receives a better offer, they can bump the original buyer to get them to waive their contingency or offer more 119 1 pix/icons8-dictionary-100_white.png Negotiation strategies for a job interview wip active xml_multi_dd_row 17 6 left 1 stalling for time 2 putting pressure 3 not asking anything specific except increasing the general compensation offer 4 pretending to have a very competing offer 5 118 2 Role play 20231103 hw20231110 active role_play Recycle new expressions and language. ✓ If you give me your best offer, I'll give you my best consideration → never give exact figures ]]> You are a head hunter. You've spent many months trying to find the ideal candidate for a big tech. You are impressed by the CV & want to make a compelling offer. What would make you happy? How much do you want for...? Do other offers reach a 6-figure salary? A head hunter has contacted you to make an offer after you'd submitted your CV. This is not your dream job but you want to keep all options in your pocket. Stall for time (the interview for your dream job is in 2 weeks!). Negotiate terms: ask for more holidays, relocation package... ✓ I'm afraid I already have some very competitive offers. ✓ I don't feel comfortable enough to share these figures with you because it is confidential. ✓ I can't give you more details but I can say that if you increased at least the base salary / compensation package / equity... I'd be happy to reconsider your offer. 117 ghosting | simmering | icing = practice of suddenly ending all communication and avoiding contact with another person without any apparent warning or explanation and ignoring any subsequent attempts to communicate shambolic = lacking order or organization, disorganised auto-rejection = application rules based on an applicant's answer to a question, so that they will automatically be rejected as a potential candidate forthcoming = going to happen, be published, etc. very soon to quibble about / over sth = to argue or complain about a small matter or an unimportant detail wiggle room = ability to make small changes in a plan, schedule, etc., if they are needed room for manoeuvre = chance to change the way that sth happens and influence decisions that are made equity = any of three separate but related values: 1. the money value of a property or of an interest in a property in excess of claims or liens against it; 2. a risk interest or ownership right in property; 3. the common stock of a corporation haggling ~ (with sb) (over sth) = arguing with sb in order to reach an agreement, especially about the price of sth bargain = thing bought for less than the usual price; (with sb) an agreement between two or more people or groups, to do sth for each other to defer = to delay sth until a later time; to postpone to stall ~ (on / over sth) = to try to avoid doing sth or answering a question so that you have more time; to make sb wait so that you have more time to do sth to probe (into sth) = to ask questions in order to find out secret or hidden information about sb/sth; to touch, examine or look for sth, especially with a long thin instrument 116 20240920 17:15-18:45 MSK | 16:15-17:45 CET 1.5 30 active OBS + chroma key + usb audio - setup & config details Do you want to seem more senior than you really are? (2/2) Do you want to seem more senior than you really are? (2/2) | Negotiation set phrases for a job interview | OBS recording (tbc) By the end of this session you will have studied Pondering People - excerpts → look at the following topics - subject to changes → make comments → add your own topics https://docs.google.com/document/d/1cjfQ_koLCcXIRO5EZ8HzGzCV52JvbkBxt6xuIgBtWPY/edit?usp=sharing Pondering People Video clip | podcast series project description https://docs.google.com/document/d/1lfGEQB-TtRn1-i5njHDiwD__xSMKaHigWtYv0xavRLQ/edit#heading=h.gnpsb7baisv9 hide for obs -->

### pulse audio → configuration → built-in audio: ✓ profile Pro audio → Webcam C270 〆profile: off → Focusrite: ✓ profile Pro Audio ### pulse audio → input devices → Built-in audio pro 100% plugged-in earphones (mic disabled in config...) ! doesn't show input level in vumeter, only in OBS → Focusrite 100|130% = no echo ### pulse audio → output devices = only for hearing better ✓ doesn't impact recording levels EITHER → Built-in audio pro = OBS recording + sharing html5 to Zoom guest 〆not heard by host ~ compromise ✓ unmuted 110% OR → Built-in audio pro input level will NOT impact on input level into OBS = OBS recording only (heard by host but NOT shared with Zoom guest) 〆muted 120% plugged-in earphones → Built-in audio pro 3 7 8 〆muted → Focusrite input level will impact on input level into OBS ← double-check 100% ### pulse audio → recording (check first in OBS → Advanced → Monitoring device) option 1 ✓ Built-in audio pro → use headphones plugged into laptop to monitor sound todo: no html5 in zoom... option 2 (current choice - should delegate CPU usage?) ✓ Focusrite 〆Built-in audio pro generates echo! → use headphones plugged into Focusrite box (and NOT laptop) to monitor sound = wrong workaround? → double-check after updating solution 1 → OBS: Desktop audio ✓ monitor of built-in audio pro input level WILL impact on input level into OBS 120% → OBS: Desktop audio 2 〆monitor of built-in audio pro would produce echo... muted → OBS: Mic/Aux ✓ Focusrite input level WILL impact on input level into OBS 100% automagically created → Zoom voice engine: rec stream from ✓ Focusrite 100% ### pulse audio → playback devices can probably all be muted safely when piped earlier through OBS recording → OBS-monitor: desktop audio on 〆focusrite muted → OBS-monitor: desktop audio 2 on ✓ built-in audio pro 100% → OBS-monitor: mic/aux on ✓|〆focusrite mute | 100% = playback irrelevant to OBS recording automagically created → mpv: built-in audio pro = mmfiles, html5... input level WILL impact on input level into OBS 80/100% → consider decreasing if much louder than other audio srcs → poor quality when played back into Zoom (per recording test ← check w/ guest) automagically created → Zoom voice-engine ✓ built-in audio pro 80/100% T / Cl Zoom setup (run while setting up OBS!) * drag & drop Zoom talking head into 2nd monitor (or Xrandr virtual monitor) OBS → XSHM screen capture: VGA | virtual * Mute icon → microphone → Focusrite Speaker → Built-in audio pro (will pipe into OBS Desktop audio) ~80% Microphone → Focusrite ~60% (try louder - shouldn't impact on OBS recording) * camera icon select a camera → virtual cam (start in OBS beforehand!) → mirror my video T / Cl OBS setup ### video sources obs → Sources → + add source → XSHM → screen: old VGA OR Screen virtual (800x900 @ 0,0) ### OBS audio mixer check if can assign host to left & guest to right channels OR Zoom & html5 separately ! in audio mixer → settings → balance L/R only available for mic/aux → control (bottom right) → settings → audio tab * Desktop audio ✓ Built-in audio pro = Zoom (incl. html5?) -20dB * Desktop audio 2 ✓ Built-in audio pro ! muted * Mic/Aux ✓ Focusrite -18dB ### Virtual cam * output type ✓ internal * output selection ✓ program output (in Zoom → select camera → virtual cam) ### OBS - setting up scenes → load profile(s) * scene host Sources → + add source → V4L2 * crop = alt + left click on red border's cardinal arrows + pad → resize red box (to undo crop to default: right click → transform → reset) * shrink = click on corner, drag to resize consider chroma key, filter to blur background, jpg background consider https://aur.archlinux.org/packages/obs-backgroundremoval * scene guest Sources → + add source → Window capture → guest from Zoom (VGA OR virtual monitor) * crop = alt + left click on red border's cardinal arrows + pad → resize red box (to undo crop to default: right click → transform → reset) * shrink = click on corner, drag to resize → consider / request / send green chroma key background (or filter to blur background, jpg background) * scene Chrome Wayland Sources → + add source → Window capture (pipewire) → Chrome Xorg Sources → + add source → Window capture (X composite) → Chrome Xorg + tigervnc (not used anymore) Sources → + add source → Screen Capture XSHM → Advanced settings → X server :1 * scene Chrome + talking heads scene host scene guest scene Chrome T / Cl WIP - practice ✓ Focusrite audio input & monitor fine ✓ Zoom audio monitor fine 〆Zoom audio input into OBS too low doesn't match monitoring → why? → how to increase audio input levels from Zoom into OBS audio mixer? 〆slight echo in html5 embedded audio recording (= same as when monitoring output from Focusrite?) ♣ solution = updated conf - done 〆need better audio mixing of various sources (e.g. fine-tune html5 audio output, Zoom, reduce bass on Focusrite...) ✓ OBS virtual cam instead of screen sharing in Zoom 〆no sound sharing available? → find workaround to sound sharing 〆chroma key background in daylight → blackout windows | shoot late pm 〆improve resolution of video → replace laptop 〆upgrade DP external webcam? → Full HD (or 2K) → test 912x514

]]> 114 113 20240913 17:15-18:45 MSK | 16:15-17:45 CET 1.5 30 ((-20*1.5)=-30) + -200 = -230 euros active Why would you not want to leave? By the end of this session you will have studied Pondering People - excerpts → look at the following topics - subject to changes → make comments → add your own topics https://docs.google.com/document/d/1cjfQ_koLCcXIRO5EZ8HzGzCV52JvbkBxt6xuIgBtWPY/edit?usp=sharing Pondering People Video clip | podcast series project description https://docs.google.com/document/d/1lfGEQB-TtRn1-i5njHDiwD__xSMKaHigWtYv0xavRLQ/edit#heading=h.gnpsb7baisv9

Zoom meeting details I.Bogatyrev - D.Potter Zoom Meeting (recurring) Meeting ID: 589 650 112 Password: 8XUPie https://us04web.zoom.us/j/589650112 ]]> 109 1 Do you want to seem more senior than you really are? 20240906 hw20240913 active edit_ol_qa pix/icons8-collaboration-100_white.png What are the risks of over-selling yourself? ✓ while you do want to prepare & make a positive impression during interviews, you probably don't want to come across as more senior than you actually are... → focus on how not to over-perform (rather than underperform) → answer the questions ]]> What is a common misconception regarding skills assessment? 〆answering properly during interview doesn't validate skills = risk of over-selling → beware of time constraints influencing results = double-edged sword Do you always prepare for a job interview? Why / why not? ✓ some candidates may feel already quite experienced 〆unprepared 〆self-confident or even too assertive → may have negative consequences e.g. downgrading How do you make sure you are preparing enough for a job interview? ✓ prepare individually → practise mock interviews with colleagues ✓ don't make support stories more colourful than they actually are → gather feedback ✓ hone specific skills following up initial feedback → self-assess your application prep e.g. AOI, weak points How can you avoid over-engineering / preparing too well for a job interview? 〆don't reach a level of perfection reminiscent of rote-learning = not thinking any more during the interview → prepare bullet points rather than scripted answers ✓ sound natural, casual and not automated ✓ make sure you don't burnout → like traffic jams, stop & change directions (interview prep activities) before it's too late Should you practise breaking the rules at higher levels? ✓ bear in mind the relevance of breaking rules → consider unexpected narrative twists only at senior levels ✓ answer questions → include evidence of your critical thinking skills that wasn't a prerequisite in the initial task = signal you have a given (or potential) target level e.g. solve a problem AND provide a generalisation / a platform ✓ tackle challenges at a greater level of seniority than yours = thinking ahead & beyond requirements → show you are aware of the bigger picture ! insist these are 'just' best practice / recommendations Are you able to fail an interview fast? (i.e. cut your losses) → not being a good fit ≠ incompetent ✓ recognising your insufficient skills is a proof of seniority → don't wait for the end of a probation period e.g. 6-month period in the UK (unlike only 3 months in many countries) Is over-performing a consequence of excessive screening? = rather philosophical question 〆competition on the labour market 〆inconsistent industry standards 108 107 20240830 17:00-18:30 MSK | 16:00-17:30 CET 1.5 30 ((-20*1.5)=-30) + -140 = -170 euros active JH | Pondering People | Scheduling job hunt activities | Pondering People: Can you rely on story builders in AI for a job interview? By the end of this session you will have studied https://www.linkedin.com/comm/feed/update/share:7231928884319952896?lipi=urn%3Ali%3Apage%3Aemail_email_network_conversations_01%3BaU56J%2FJmQNuw6WlsehPFhw%3D%3D&midToken=AQGa-PGEnGRZsw&midSig=3fkdYIT19GDbo1&trk=eml-email_network_conversations_01-network~post~cta-0-read~more&trkEmail=eml-email_network_conversations_01-network~post~cta-0-read~more-null-18rhmk~m0b70csv~xj-null-null&eid=18rhmk-m0b70csv-xj&otpToken=MTUwMDFmZTgxNzI4Y2ZjNGJlMmYwMmU4NDIxOGVmYmM4OWNlZDg0NTljYWY4NTZmNzRjZjA2Njc0NjVkNWNmMmZjOTI5ZmJlNzVkYWZjZjAwMmU1ZmE2ZDU4NmI1NzFjZTc4Njk1YmEwOTE1MjE1ZmZlLDEsMQ%3D%3D Learn Exactly What to Say in Your Interview Story Builder is an AI powered tool to help you craft the perfect story for any behavioral interview question. https://www.hellointerview.com/tools/story-builder Your Perfect Story About Conflict Resolution We're Stefan and Evan, a former FAANG hiring manager and staff engineer who want to make it easy for candidates like you to prepare for behavioral interviews. We built Story Builder to help you craft the perfect story for any question, so you can walk into your interview feeling confident, prepared, and ready to land your dream job. Not convince? Checkout an example of a story built with Story Builder → compare both versions (complete story vs STAR bullets) https://www.hellointerview.com/tools/story-builder/clno1qar7000vmc0ysvj0ehwg Pondering People - excerpts → look at the following topics - subject to changes → make comments → add your own topics https://docs.google.com/document/d/1cjfQ_koLCcXIRO5EZ8HzGzCV52JvbkBxt6xuIgBtWPY/edit?usp=sharing Pondering People Video clip | podcast series project description https://docs.google.com/document/d/1lfGEQB-TtRn1-i5njHDiwD__xSMKaHigWtYv0xavRLQ/edit#heading=h.gnpsb7baisv9

Zoom meeting details I.Bogatyrev - D.Potter Zoom Meeting (recurring) Meeting ID: 589 650 112 Password: 8XUPie https://us04web.zoom.us/j/589650112 ]]> 106 1 pix/icons8-collaboration-100_white.png Scheduling job hunt activities active wip xml_multi_dd_row How do you plan your job hunt over a period of time to avoid burnout? When do you schedule the most important interviews? 21 14 left listing target companies Preliminaries
individual prep Core performance
team matching interviews Finalisation ]]> 1;2 3;4;5 6;7 8;9 → industry-related skills
prep with a private coach
→ behavioural questions mock interview #1 coding
mock interview #2 systems design mock interview #3 behavioural questions (virtual) on-site interviews (skills + behaviour) low-ball offers (at least) one secured competitive offer 1st round of negotiations (time consuming)
2nd round of negotiations ]]> Red tape listing target companies CV reviews & updates networking & leveraging referrals Preliminaries individual prep (optional) prep with a current or ex-employee → industry-related skills (optional) prep with a private coach → behavioural questions mock interview #1 coding mock interview #2 systems design mock interview #3 behavioural Core performance team matching interviews (virtual) on-site interviews (skills + behaviour) low-ball offers Finalisation (at least) one secured competitive offer 1st round of negotiations (time consuming) 2nd round of negotiations ]]> 105 1 Story building with a pre-trained AI model for job interviews active edit_ol_qa pix/icons8-collaboration-100_white.png Can you rely on story builders in AI for preparing a job interview? Hello Interview (Story builder) Story Builder is an AI powered tool to help you craft the perfect story for any behavioral interview question. Choose target company → Meta Choose position → staff software engineer Choose competency → Collaboration & Teamwork

Hello Interview (Story builder) Can you describe a time when your communication and collaboration skills were pivotal in achieving a team goal? ]]> Back in the day in 2019 at Yandex I was a tech lead of the video streaming service. We were very close to the service launch. Just 2 weeks before the launch I raised a concern that our competitors do have multiple modelisation models support whereas our product supported just 2 of them. I highlighted the danger of launching the product with current functionality & not bridging the gap with competitors. I put together a technical analysis & then transferred this into stake holder language to make it unambiguously clear that if we launched as we had planned we would spend 5x more engineering resources to bridge the gap with competitors and it would require to impose a downtime for our users. On the contrary if we spent 3 additional engineering weeks then, which meant delaying the launch date accordingly - then we would save the engineering cycles and make 'a great initial impression on our customers'. That's what I did. The stakeholders including the CEO approved the proposal. We indeed spent 3 additional weeks & bridged the gap, and successfully launched the product. Afterwards, we received at least 5 data driven hints that the product decision was right. We ended up with a better product but we also made our architecture upgradable, that also reduced the technical debt & also sped up the future development. ]]> Hello Interview (Story builder) Can you elaborate on the specific challenges the team faced due to the limited modelisation models support, and how it impacted the project? ]]> 〆already answered Back in the day in 2019 at Yandex I was a tech lead of the video streaming service. We were very close to the service launch. Just 2 weeks before the launch I raised a concern that our competitors do have multiple modelisation models support whereas our product supported just 2 of them. Hello Interview (Story builder) Could you describe the team dynamics and the initial reaction when you proposed the delay for the launch? ]]> The initial reaction was the pushback of the launch. I was told that business wise it was enough to have what we had back then. I received feedback that it would have been great if I focused on the technical stuff & the right people on the product. Hello Interview (Story builder) How did the limited support for modelisation models specifically threaten the success of the product launch? ]]> As I said, functions parity with competitors plus introducing the technical debt which in turn created operational burden and made it expensive to upgrade the product features / architecture after the launch. Hello Interview (Story builder)? ]]> ✓ free of charge ✓ GUI ✓ typical questions for little experienced job seekers → use for brainstorming Hello Interview (Story builder)? ]]> 〆provides only anonymous guidelines to scratch the surface 〆questions don't follow-up answers → consider using only for recalling potential support stories 〆no FAANG related vocab or expertise in building follow-up questions → a human interviewer with even little knowledge in a given industry should be able to follow-up better 〆no sparring partner role played by Hello Interview AI ≠ developing/building stories... → consider more sophisticated large language models? 104 2 Story building with a general large language model (ChatGPT) active edit_ol_qa pix/icons8-collaboration-100_white.png How can AI assist recruiters and job seekers in going through a job interview? Can you rely on story builders in AI for preparing a job interview? https://chatgpt.com/ Prompt Elaborate on the specific challenges the team faced due to the limited modelisation models support, and how it impacted the following project: Back in the day in 2019 at Yandex I was a tech lead of the video streaming service. We were very close to the service launch. Just 2 weeks before the launch I raised a concern that our competitors do have multiple modelisation models support whereas our product supported just 2 of them. I highlighted the danger of launching the product with current functionality & not bridging the gap with competitors. I put together a technical analysis & then transferred this into stake holder language to make it unambiguously clear that if we launched as we had planned we would spend 5x more engineering resources to bridge the gap with competitors and it would require to impose a downtime for our users. On the contrary if we spent 3 additional engineering weeks then, which meant delaying the launch date accordingly - then we would save the engineering cycles and make 'a great initial impression on our customers'. That's what I did. The stakeholders including the CEO approved the proposal. We indeed spent 3 additional weeks & bridged the gap, and successfully launched the product. Afterwards, we received at least 5 data driven hints that the product decision was right. We ended up with a better product but we also made our architecture upgradable, that also reduced the technical debt & also sped up the future development. ]]> Challenges Due to Limited Modelization Models Support In 2019, as the tech lead of Yandex’s video streaming service, the team faced significant challenges related to the limited support for modelization models. The core issue was that the product was initially designed to support only two modelization models, while competitors in the market supported a wider range. This disparity posed several specific challenges: Competitiveness: With only two modelization models supported, the product lacked the versatility that competitors offered. This gap meant that our service could potentially fail to meet diverse customer needs, putting us at a disadvantage in a competitive market where customers expect flexibility and a broad range of options. Customer Expectations and Initial Impressions: At the time of launch, customer expectations were high, and first impressions were critical. Launching with limited functionality could lead to dissatisfaction and poor reviews, which could be hard to recover from. A lack of diverse modelization models could have been perceived as an incomplete or subpar product offering. Increased Future Costs and Technical Debt: If we launched with only two supported models, catching up with competitors later would require significantly more engineering resources—estimated to be 5 times the effort compared to addressing the issue pre-launch. This not only implied higher costs but also risked technical debt accumulation, which would further complicate and delay future development. Operational Downtime: Launching without bridging the gap with competitors could have necessitated a downtime period for the users in the future to implement the necessary upgrades. This downtime would not only disrupt user experience but could also lead to potential loss of user base and trust. Impact on the Project and Decision-Making Given these challenges, a critical decision was required: to either proceed with the launch as planned and risk these consequences or delay the launch and enhance the product. The Technical Analysis and Stakeholder Communication To address the problem, a comprehensive technical analysis was conducted, focusing on the long-term impacts of the limited model support. This analysis outlined: Resource Implications: By quantifying the additional engineering effort required post-launch, it highlighted the inefficiency and resource wastage that would result from launching with limited functionality. User Impact: It also projected potential downtime and the negative user experience associated with making significant changes after launch. Competitor Analysis: The analysis demonstrated how competitors’ broader model support could overshadow the product’s capabilities, leading to a loss of market share. This analysis was then translated into stakeholder language to ensure that the technical challenges were clearly understood from a business perspective. The communication strategy emphasized: Cost-Efficiency: Illustrating how a three-week delay would save substantial resources in the long run. Market Positioning: Highlighting the importance of launching a robust product that could compete effectively and provide a great initial impression. Strategic Advantage: Demonstrating that enhancing the architecture pre-launch would reduce technical debt and speed up future development, offering a long-term strategic advantage. Outcome and Benefits The stakeholders, including the CEO, approved the proposal based on this clear, data-driven argument. The decision to delay the launch by three weeks allowed the team to enhance the product, bridging the gap with competitors and setting a strong foundation for future growth. Successful Launch: The product was launched successfully with improved functionality, matching the competitors in model support. Positive Market Reception: Post-launch, at least five data-driven indicators confirmed that the decision was correct, suggesting positive user reception and satisfaction. Reduced Technical Debt: The upgraded architecture not only resolved immediate challenges but also made the system more scalable and adaptable for future enhancements, reducing technical debt and streamlining future developments. Conclusion The strategic decision to delay the launch and expand model support had profound implications. It avoided the pitfalls of launching with a limited product, saved considerable engineering resources, and ensured a smooth user experience without future disruptions. This proactive approach not only delivered a superior product but also positioned the video streaming service for continued success in a competitive market. ]]> https://chatgpt.com/ Prompt What three questions an interviewer might ask regarding this experience? ]]> sample answer Can you elaborate on the process you used to identify the gap in modelization models and how you assessed the competitive landscape? This question aims to understand how you identified the limitation in the product and what steps you took to compare it against competitors. It also probes into your analytical and strategic thinking skills. How did you effectively communicate the technical challenges to stakeholders who may not have a technical background, and what strategies did you use to gain their buy-in for delaying the launch?What specific metrics or data points did you use to determine that the decision to delay the launch was the right one, and how did you measure the success of the product post-launch? This question seeks to explore your decision-making process, your use of data to support those decisions, and how you measure the impact of your decisions in real-world scenarios. It also indicates your ability to reflect on outcomes and learn from them. ]]> https://chatgpt.com/ Prompt What can you suggest to answer these 3 questions effectively? ]]> Can you elaborate on the process you used to identify the gap in modelization models and how you assessed the competitive landscape? Example Answer: "To identify the gap in modelization models, I first conducted a thorough analysis of our product’s capabilities and compared them against our top competitors. I gathered data from various sources, including industry reports, competitor product documentation, and customer feedback. By benchmarking our service against the competition, I identified that our competitors supported multiple modelization models, whereas we only supported two. This gap highlighted a significant limitation that could impact our market competitiveness and user satisfaction, prompting further investigation and action." How did you effectively communicate the technical challenges to stakeholders who may not have a technical background, and what strategies did you use to gain their buy-in for delaying the launch? Example Answer: "To communicate the technical challenges effectively, I first considered the stakeholders’ perspectives and what they cared most about: cost, risk, and user satisfaction. I simplified the technical details by using analogies that related to their experiences, and I created visual aids that illustrated the potential impact of the limited modelization models on our competitive positioning. I also conducted a cost-benefit analysis that clearly showed the long-term savings and risk mitigation that delaying the launch would provide. By focusing on the business outcomes and presenting a clear, actionable plan, I was able to gain their buy-in and secure approval for the delay." What specific metrics or data points did you use to determine that the decision to delay the launch was the right one, and how did you measure the success of the product post-launch? Example Answer: "To determine that delaying the launch was the right decision, I initially used metrics such as projected engineering hours, estimated downtime costs, and competitive feature gaps to build a compelling case. Post-launch, I measured success through several KPIs, including user adoption rates, customer satisfaction scores, and market share growth. Additionally, we tracked the reduction in technical debt and the speed of future development cycles as a direct result of the architectural improvements we made during the delay. These metrics showed a positive trend, confirming that the decision to delay had not only improved the product’s reception in the market but also enhanced our long-term agility and scalability. This experience underscored the importance of making data-driven decisions and considering long-term impacts in project planning." By structuring your responses in this way, you can effectively demonstrate your analytical abilities, strategic thinking, and impact-driven approach, while also showcasing your ability to communicate complex information clearly and persuasively. ]]> ✓ yes, by all means more relevant (and impressive) than Hello Interview ✓ more business English & industry related expressions (e.g.technical debt, KPIs, long term agility. scalability...) ✓ clearer narrative ✓ pertinent justifications & explanations 〆may want to shorten answers to be closer to a real-life scenario → use example answers as role models for both native & non-native speakers Can you consider ChatGPT as a sparring partner? ✓ probably depends on target position level → expect AI to outperform most recruiters in the near future → look forward to AI assisting recruiters in conducting interviews at a higher pace e.g. stress interviews, behavioural questions → consider AI for generating case studies - under human supervision (beware of hallucinations!) 103 102 20240823 17:00-18:30 MSK | 16:00-17:30 CET 1.5 30 ((-20*1.5)=-30) + -110 = -140 euros active Ukrainian attack on Kursk By the end of this session you will have studied Pondering People - excerpts → look at the following topics - subject to changes → make comments → add your own topics https://docs.google.com/document/d/1cjfQ_koLCcXIRO5EZ8HzGzCV52JvbkBxt6xuIgBtWPY/edit?usp=sharing

Zoom meeting details I.Bogatyrev - D.Potter Zoom Meeting (recurring) Meeting ID: 589 650 112 Password: 8XUPie https://us04web.zoom.us/j/589650112 ]]> 101 active textbook https://www.theguardian.com/world/article/2024/aug/21/ukraine-launches-moscow-drone-attack-as-kursk-offensive-continues ]]> 100 99 20240816 17:00-18:30 MSK | 16:00-17:30 CET 1.5 30 ((-20*1.5)=-30) + -80 = -110 euros active My experience getting offers in 2024 (2/2) | Position levels in FAANG By the end of this session you will have studied Pondering People - excerpts → look at the following topics - subject to changes → make comments → add your own topics https://docs.google.com/document/d/1cjfQ_koLCcXIRO5EZ8HzGzCV52JvbkBxt6xuIgBtWPY/edit?usp=sharing

Zoom meeting details I.Bogatyrev - D.Potter Zoom Meeting (recurring) Meeting ID: 589 650 112 Password: 8XUPie https://us04web.zoom.us/j/589650112 ]]> 98 active textbook 97 active textbook https://www.teamblind.com/post/My-experience-getting-offers-in-2024-nO7wjJxJ T / Cl Is the current economic situation indeed making job hunting more difficult? 〆most likely, though it probably can't get any worse Have you experienced many auto-rejections in spite of your experience? 〆years of coding experience in a given language What worries you the most? 〆down levels and low-ball offers Why is it appalling that tier 3 companies may down-level your application while it is accepted at tier 2 and tier 3 companies? 〆evidences the lack of transparency in recruitment practice = shit show How can you stand out for an L6 position? ✓ be confident & vocal about your achievements → signal you are experienced with well-prepared support stories = you are among the best 5-10% 〆even if you are among the best 5% ! be psychologically ready for being down levelled in 2024-2025 〆bear in mind current randomness of recruiting practices ]]> 96 1 pix/icons8-dictionary-100_white.png Position levels in FAANG active wip xml_multi_dd_row What professional skills are needed at each level in FAANG companies? Can you find evidence to be hired at your target level? 17 12 left 1;2;3 4;5;6 7;8;9;10 11;12;13 95 94 20240809 17:00-18:30 MSK | 16:00-17:30 CET 1.5 30 ((-20*1.5)=-30) + -50 = -80 euros active Navigating interview questions about a lay-off in your previous job (3/3) | My experience getting offers in 2024 (1/2) By the end of this session you will have studied Pondering People - excerpts → look at the following topics - subject to changes → make comments → add your own topics https://docs.google.com/document/d/1cjfQ_koLCcXIRO5EZ8HzGzCV52JvbkBxt6xuIgBtWPY/edit?usp=sharing schedule

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Zoom meeting details I.Bogatyrev - D.Potter Zoom Meeting (recurring) Meeting ID: 589 650 112 Password: 8XUPie https://us04web.zoom.us/j/589650112 ]]> 1 LinkedIn advice - Here's how you can navigate interview questions about a layoff in your previous job 20240719 hw20240809 pix/icons8-collaboration-100_white.png https://www.linkedin.com/advice/0/heres-how-you-can-navigate-interview-questions-xadyf?trk=cah2 → read the article → answer the questions ]]> 93 active textbook https://www.teamblind.com/post/My-experience-getting-offers-in-2024-nO7wjJxJ T / Cl Is the current economic situation indeed making job hunting more difficult? 〆most likely, though it probably can't get any worse Have you experienced many auto-rejections in spite of your experience? 〆years of coding experience in a given language What worries you the most? 〆down levels and low-ball offers Why is it appalling that tier 3 companies may down-level your application while it is accepted at tier 2 and tier 3 companies? 〆evidences the lack of transparency in recruitment practice = shit show How can you stand out for an L6 position? ✓ be confident & vocal about your achievements → signal you are experienced with well-prepared support stories = you are among the best 5-10% 〆even if you are among the best 5% ! be psychologically ready for being down levelled in 2024-2025 〆bear in mind current randomness of recruiting practices ]]> 92 1 LinkedIn advice - Here's how you can navigate interview questions about a lay-off in your previous job 20240719 hw20240809 active edit_ol_qa pix/icons8-collaboration-100_white.png How would you feel if you had changed jobs 3 times in the past 3 years? How confident will you look during a job interview? https://www.linkedin.com/advice/0/heres-how-you-can-navigate-interview-questions-xadyf?trk=cah2 → read the article → answer the questions ]]> Is being honest about the reason(s) of your lay-off always a good strategy? Why / why not? 〆don't be systematically transparent in a multi-active environment ✓ might help build rapport by attracting empathy e.g. family run business → might weaken your profile by being too emotional about it ✓ adapt your answer to corporate cultural expectations e.g. multinational or FAANG = be blunt in a linear-active context ✓ shouldn't ruin your negotiation process → don't share information that could be used against you In what circumstances could blaming former colleagues or bosses be relevant? Perhaps you left for ethical reasons as you couldn't agree with the company's corporate goals... ✓ unethical, double standard policies when criticising obvious extremists vs diverse personalities → hate speech should not be allowed = no exceptions ✓ distinguish professional mistakes from behavioural ones and the undesirable blaming of colleagues e.g. disrespect, discrimination, toxic team... → ensure professional mistakes are learnt from = blameless corporate culture ✓ deal with conflicts rather than blame colleagues → focus on drawing a line between social responsibility & politics In what ways have these lay-offs influenced your career choices? suggested answer ✓ unveiled new career path alternatives ✓ reinforced your instinct about following a given direction ✓ avoided a greater waste of time & resources by identifying obstacles to growth earlier How have you managed the period following the lay-off? ✓ managed financial constraints → anticipated for such contingencies by making savings or with a garden leave / lump sum ✓ accepted current market conditions → don't fight a wave a lay-offs 〆didn't optimise for immediate recovery → focus on long term plans but make concessions ✓ identified new motivational factors → make sure your job hunt is sustainable ✓ prepared interviews thoroughly = don't over-engineer your job hunt ✓ didn't burn out while preparing → set proper expectations lump sum = amount of money that is paid at one time and not on separate occasions garden leave = practice whereby an employee leaving a job – having resigned or otherwise had their employment terminated – is instructed to stay away from work during the notice period, while still remaining on the payroll. This practice is often used to prevent an employee from taking with them up-to-date (and perhaps sensitive) information when they leave their current employer, especially when they are very likely leaving to join a competitor How can you prove your resilience after being laid off? ✓ still working in the same industry ✓ may arguably have got an even higher position ✓ was between jobs for a short period of time (during garden leave) resilience = ability of people or things to feel better quickly after sth unpleasant, such as shock, injury, etc garden leave = practice whereby an employee leaving a job – having resigned or otherwise had their employment terminated – is instructed to stay away from work during the notice period, while still remaining on the payroll. This practice is often used to prevent an employee from taking with them up-to-date (and perhaps sensitive) information when they leave their current employer, especially when they are very likely leaving to join a competitor Have you learnt any lessons that you wouldn't have experienced otherwise? suggested answer ✓ invest in continuous learning which benefits both to you and the company message for your target employer ✓ don't try to become an irreplaceable employee = signal that you are ready to be replaced (whether you succeed or not doesn't matter) 1st hand advice to job seekers ✓ being loyal to employers doesn't always pay = contradictory to what is recommended telling your target employer Could these setbacks have strengthened your self-confidence? suggested answer ✓ always succeeded in securing a job even in dire market conditions ✓ not afraid of taking risks 1st hand advice to job seekers ✓ how to prepare for your next job without sacrificing commitments to current employer ✓ work as long as you are paid but don't feel emotionally attached to your employer → don't lose your identity if you are made redundant = workplace is just a shell, the real 'you' is able to move somewhere else ✓ don't be anxious → might be successful in another company too! What are you looking forward to in your next role? ✓ making greater business impact ≠ developing technology for the sake of technology! ✓ being treated as a human being rather than just a cogwheel = transparent relationships → no back-stabbing ✓ utilisation of all your skills → avoid feeling mediocre because of misuse or being underexploited ✓ unambiguous framework & career path opportunities → no hiring to fire ✓ genuine, timely, mutual feedback → treat feedback as a gift rather than just criticism ✓ meeting new people from different cultures → gather even more diverse opinions ≠ previous experiences weren't lacking in richness = you are just eager to set out on a new journey → find a balance how you can support your next team back-stabbing = action of criticizing someone in a treacherous manner despite pretending friendship with them 91 ghosting | simmering | icing = practice of suddenly ending all communication and avoiding contact with another person without any apparent warning or explanation and ignoring any subsequent attempts to communicate shambolic = lacking order or organization, disorganised auto-rejection = application rules based on an applicant's answer to a question, so that they will automatically be rejected as a potential candidate back-stabbing = action of criticizing someone in a treacherous manner despite pretending friendship with them 90 20240719 12:00-13:00 MSK | 11:00-12:00 CET 1 20 ((-20*1)=-20) + -30 = -50 euros active LinkedIn - All collaborative articles (Explore) | Navigating interview questions about a layoff in your previous job (2/3) Pondering people - OBS recording test | 5min excerpt (tbc) | Navigating interview questions about a layoff in your previous job By the end of this session you will have studied Pondering People - excerpts → look at the following topics - subject to changes → make comments → add your own topics https://docs.google.com/document/d/1cjfQ_koLCcXIRO5EZ8HzGzCV52JvbkBxt6xuIgBtWPY/edit?usp=sharing schedule

20240712 cancelled 20240809 next lesson

Zoom meeting details I.Bogatyrev - D.Potter Zoom Meeting (recurring) Meeting ID: 589 650 112 Password: 8XUPie https://us04web.zoom.us/j/589650112 ]]> 1 LinkedIn advice - Here's how you can navigate interview questions about a layoff in your previous job 20240705 hw20240711 pix/icons8-collaboration-100_white.png https://www.linkedin.com/advice/0/heres-how-you-can-navigate-interview-questions-xadyf?trk=cah2 → read the article → answer the questions ]]> 89 1 LinkedIn advice - Here's how you can navigate interview questions about a lay-off in your previous job 20240719 hw20240809 active edit_ol_qa pix/icons8-collaboration-100_white.png How would you feel if you had changed jobs 3 times in the past 3 years? How confident will you look during a job interview? https://www.linkedin.com/advice/0/heres-how-you-can-navigate-interview-questions-xadyf?trk=cah2 → read the article → answer the questions ]]> Is being honest about the reason(s) of your lay-off always a good strategy? Why / why not? 〆don't be systematically transparent in a multi-active environment ✓ might help build rapport by attracting empathy e.g. family run business → might weaken your profile by being too emotional about it ✓ adapt your answer to corporate cultural expectations e.g. multinational or FAANG = be blunt in a linear-active context ✓ shouldn't ruin your negotiation process → don't share information that could be used against you In what circumstances could blaming former colleagues or bosses be relevant? Perhaps you left for ethical reasons as you couldn't agree with the company's corporate goals... ✓ unethical, double standard policies when criticising obvious extremists vs diverse personalities → hate speech should not be allowed = no exceptions ✓ distinguish professional mistakes from behavioural ones and the undesirable blaming of colleagues e.g. disrespect, discrimination, toxic team... → ensure professional mistakes are learnt from = blameless corporate culture ✓ deal with conflicts rather than blame colleagues → focus on drawing a line between social responsibility & politics In what ways have these lay-offs influenced your career choices? suggested answer ✓ unveiled new career path alternatives ✓ reinforced your instinct about following a given direction ✓ avoided a greater waste of time & resources by identifying obstacles to growth earlier How have you managed the period following the lay-off? ✓ managed financial constraints → anticipated for such contingencies by making savings or with a garden leave / lump sum ✓ accepted current market conditions → don't fight a wave a lay-offs 〆didn't optimise for immediate recovery → focus on long term plans but make concessions ✓ identified new motivational factors → make sure your job hunt is sustainable ✓ prepared interviews thoroughly = don't over-engineer your job hunt ✓ didn't burn out while preparing → set proper expectations lump sum = amount of money that is paid at one time and not on separate occasions garden leave = practice whereby an employee leaving a job – having resigned or otherwise had their employment terminated – is instructed to stay away from work during the notice period, while still remaining on the payroll. This practice is often used to prevent an employee from taking with them up-to-date (and perhaps sensitive) information when they leave their current employer, especially when they are very likely leaving to join a competitor How can you prove your resilience after being laid off? ✓ still working in the same industry ✓ may arguably have got an even higher position ✓ was between jobs for a short period of time (during garden leave) resilience = ability of people or things to feel better quickly after sth unpleasant, such as shock, injury, etc garden leave = practice whereby an employee leaving a job – having resigned or otherwise had their employment terminated – is instructed to stay away from work during the notice period, while still remaining on the payroll. This practice is often used to prevent an employee from taking with them up-to-date (and perhaps sensitive) information when they leave their current employer, especially when they are very likely leaving to join a competitor Have you learnt any lessons that you wouldn't have experienced otherwise? suggested answer ✓ invest in continuous learning which benefits both to you and the company message for your target employer ✓ don't try to become an irreplaceable employee = signal that you are ready to be replaced (whether you succeed or not doesn't matter) 1st hand advice to job seekers ✓ being loyal to employers doesn't always pay = contradictory to what is recommended telling your target employer Could these setbacks have strengthened your self-confidence? suggested answer ✓ always succeeded in securing a job even in dire market conditions ✓ not afraid of taking risks 1st hand advice to job seekers ✓ how to prepare for your next job without sacrificing commitments to current employer ✓ work as long as you are paid but don't feel emotionally attached to your employer → don't lose your identity if you are made redundant = workplace is just a shell, the real 'you' is able to move somewhere else ✓ don't be anxious → might be successful in another company too! What are you looking forward to in your next role? ✓ making greater business impact ≠ developing technology for the sake of technology! ✓ being treated as a human being rather than just a cogwheel = transparent relationships → no backstabbing ✓ utilisation of all your skills → avoid feeling mediocre because of misuse or being underexploited ✓ unambiguous framework & career path opportunities → no hiring to fire ✓ genuine, timely, mutual feedback → treat feedback as a gift rather than just criticism ✓ meeting new people from different cultures → gather even more diverse opinions ≠ previous experiences weren't lacking in richness = you are just eager to set out on a new journey → find a balance how you can support your next team 88 forthcoming = going to happen, be published, etc. very soon to quibble about / over sth = to argue or complain about a small matter or an unimportant detail wiggle room = ability to make small changes in a plan, schedule, etc., if they are needed room for manoeuvre = chance to change the way that sth happens and influence decisions that are made equity = any of three separate but related values: 1. the money value of a property or of an interest in a property in excess of claims or liens against it; 2. a risk interest or ownership right in property; 3. the common stock of a corporation haggling ~ (with sb) (over sth) = arguing with sb in order to reach an agreement, especially about the price of sth bargain = thing bought for less than the usual price; (with sb) an agreement between two or more people or groups, to do sth for each other to defer = to delay sth until a later time; to postpone to stall ~ (on / over sth) = to try to avoid doing sth or answering a question so that you have more time; to make sb wait so that you have more time to do sth to probe (into sth) = to ask questions in order to find out secret or hidden information about sb/sth; to touch, examine or look for sth, especially with a long thin instrument 87 20240705 17:00-18:30 MSK | 15:00-16:30 CET 1.5 20 ((-20*1.5)=-30) + 0 = -30 euros active OBS setup guidelines | Navigating interview questions about a layoff in your previous job Pondering people - OBS recording test | 5min excerpt (tbc) | Navigating interview questions about a layoff in your previous job By the end of this session you will have studied Pondering People - excerpts → look at the following topics - subject to changes → make comments → add your own topics https://docs.google.com/document/d/1cjfQ_koLCcXIRO5EZ8HzGzCV52JvbkBxt6xuIgBtWPY/edit?usp=sharing schedule

20240712 cancelled

Zoom meeting details I.Bogatyrev - D.Potter Zoom Meeting (recurring) Meeting ID: 589 650 112 Password: 8XUPie https://us04web.zoom.us/j/589650112 ]]> 1 LinkedIn advice - Here's how you can navigate interview questions about a layoff in your previous job 20240628 hw20240705 pix/icons8-collaboration-100_white.png https://www.linkedin.com/advice/0/heres-how-you-can-navigate-interview-questions-xadyf?trk=cah2 → read the article → answer the questions ]]> 86 1 LinkedIn advice - Here's how you can navigate interview questions about a lay-off in your previous job 20240705 hw20240711 active edit_ol_qa pix/icons8-collaboration-100_white.png How would you feel if you had changed jobs 3 times in the past 3 years? How confident will you look during a job interview? https://www.linkedin.com/advice/0/heres-how-you-can-navigate-interview-questions-xadyf?trk=cah2 → read the article → answer the questions ]]> Is being honest about the reason(s) of your lay-off always a good strategy? Why / why not? 〆don't be systematically transparent in a multi-active environment ✓ might help build rapport by attracting empathy e.g. family run business → might weaken your profile by being too emotional about it ✓ adapt your answer to corporate cultural expectations e.g. multinational or FAANG = be blunt in a linear-active context ✓ shouldn't ruin your negotiation process → don't share information that could be used against you In what circumstances could blaming former colleagues or bosses be relevant? Perhaps you left for ethical reasons as you couldn't agree with the company's corporate goals... ✓ unethical, double standard policies when criticising obvious extremists vs diverse personalities → hate speech should not be allowed = no exceptions ✓ distinguish professional mistakes from behavioural ones and the undesirable blaming of colleagues e.g. disrespect, discrimination, toxic team... → ensure professional mistakes are learnt from = blameless corporate culture ✓ deal with conflicts rather than blame colleagues → focus on drawing a line between social responsibility & politics In what ways have these lay-offs influenced your career choices? suggested answer ✓ unveiled new career path alternatives ✓ reinforced your instinct about following a given direction ✓ avoided a greater waste of time & resources by identifying obstacles to growth earlier How have you managed the period following the lay-off? ✓ managed financial constraints → anticipated for such contingencies by making savings or with a garden leave / lump sum ✓ accepted current market conditions → don't fight a wave a lay-offs 〆didn't optimise for immediate recovery → focus on long term plans but make concessions ✓ identified new motivational factors → make sure your job hunt is sustainable ✓ prepared interviews thoroughly = don't over-engineer your job hunt ✓ didn't burn out while preparing → set proper expectations lump sum = amount of money that is paid at one time and not on separate occasions garden leave = practice whereby an employee leaving a job – having resigned or otherwise had their employment terminated – is instructed to stay away from work during the notice period, while still remaining on the payroll. This practice is often used to prevent an employee from taking with them up-to-date (and perhaps sensitive) information when they leave their current employer, especially when they are very likely leaving to join a competitor How can you prove your resilience after being laid off? ✓ still working in the same industry ✓ may arguably have got an even higher position ✓ was between jobs for a short period of time (during garden leave) resilience = ability of people or things to feel better quickly after sth unpleasant, such as shock, injury, etc garden leave = practice whereby an employee leaving a job – having resigned or otherwise had their employment terminated – is instructed to stay away from work during the notice period, while still remaining on the payroll. This practice is often used to prevent an employee from taking with them up-to-date (and perhaps sensitive) information when they leave their current employer, especially when they are very likely leaving to join a competitor Have you learnt any lessons that you wouldn't have experienced otherwise? suggested answer ✓ invest in continuous learning which benefits both to you and the company message for your target employer ✓ don't try to become an irreplaceable employee = signal that you are ready to be replaced (whether you succeed or not doesn't matter) 1st hand advice to job seekers ✓ being loyal to employers doesn't always pay = contradictory to what is recommended telling your target employer Could these setbacks have strengthened your self-confidence? suggested answer ✓ always succeeded in securing a job even in dire market conditions ✓ not afraid of taking risks 1st hand advice to job seekers ✓ how to prepare for your next job without sacrificing commitments to current employer ✓ work as long as you are paid but don't feel emotionally attached to your employer → don't lose your identity if you are made redundant = workplace is just a shell, the real 'you' is able to move somewhere else ✓ don't be anxious → might be successful in another company too! What are you looking forward to in your next role? ✓ making greater business impact ≠ developing technology for the sake of technology! ✓ being treated as a human being rather than just a cogwheel = transparent relationships → no backstabbing ✓ utilisation of all your skills → avoid feeling mediocre because of misuse or being underexploited ✓ unambiguous framework & career path opportunities → no hiring to fire ✓ genuine, timely, mutual feedback → treat feedback as a gift rather than just criticism ✓ meeting new people from different cultures → gather even more diverse opinions ≠ previous experiences weren't lacking in richness = you are just eager to set out on a new journey → find a balance how you can support your next team 85 84 20240628 17:00-18:30 MSK | 15:00-16:30 CET 1.5 20 ((-20*1.5)=-30) + 30 = 0 euros active Pondering people - audio hardware recording test | 5min excerpt (tbc) | Negotiation strategies for a job interview (updates) By the end of this session you will have studied LinkedIn advice - Here's how you can navigate interview questions about a layoff in your previous job → read the following article → how can Pondering People add value? → should we prepare a 5min Pondering People series on this topic? 1 Honesty First 2 Positive Spin 3 Future Focus 4 Lesson Learned 5 No Blame Game 6 Confidence Counts 7 Here’s what else to consider https://www.linkedin.com/advice/0/heres-how-you-can-navigate-interview-questions-xadyf?trk=cah2 Pondering People - excerpts → look at the following topics - subject to changes → make comments → add your own topics https://docs.google.com/document/d/1cjfQ_koLCcXIRO5EZ8HzGzCV52JvbkBxt6xuIgBtWPY/edit?usp=sharing schedule

20240712 cancelled

Zoom meeting details I.Bogatyrev - D.Potter Zoom Meeting (recurring) Meeting ID: 589 650 112 Password: 8XUPie https://us04web.zoom.us/j/589650112 ]]> 83 active textbook ]]> 82 active textbook 81 1 LinkedIn advice - Here's how you can navigate interview questions about a lay-off in your previous job 20240628 hw20240705 active edit_ol_qa pix/icons8-collaboration-100_white.png How would you feel if you had changed jobs 3 times in the past 3 years? How confident will you look during a job interview? https://www.linkedin.com/advice/0/heres-how-you-can-navigate-interview-questions-xadyf?trk=cah2 → read the article → answer the questions ]]> Is being honest about the reason(s) of your lay-off always a good strategy? Why / why not? 〆don't be systematically transparent in a multi-active environment ✓ might help build rapport by attracting empathy e.g. family run business → might weaken your profile by being too emotional about it ✓ adapt your answer to corporate cultural expectations e.g. multinational or FAANG = be blunt in a linear-active context ✓ shouldn't ruin your negotiation process → don't share information that could be used against you In what circumstances could blaming former colleagues or bosses be relevant? Perhaps you left for ethical reasons as you couldn't agree with the company's corporate goals... ✓ unethical, double standard policies when criticising obvious extremists vs diverse personalities → hate speech should not be allowed = no exceptions ✓ distinguish professional mistakes from behavioural ones and the undesirable blaming of colleagues e.g. disrespect, discrimination, toxic team... → ensure professional mistakes are learnt from = blameless corporate culture ✓ deal with conflicts rather than blame colleagues → focus on drawing a line between social responsibility & politics In what ways have these lay-offs influenced your career choices? suggested answer ✓ unveiled new career path alternatives ✓ reinforced your instinct about following a given direction ✓ avoided a greater waste of time & resources by identifying obstacles to growth earlier How have you managed the period following the lay-off? ✓ managed financial constraints → anticipated for such contingencies by making savings or with a garden leave / lump sum ✓ accepted current market conditions → don't fight a wave a lay-offs 〆didn't optimise for immediate recovery → focus on long term plans but make concessions ✓ identified new motivational factors → make sure your job hunt is sustainable ✓ prepared interviews thoroughly = don't over-engineer your job hunt ✓ didn't burn out while preparing → set proper expectations lump sum = amount of money that is paid at one time and not on separate occasions garden leave = practice whereby an employee leaving a job – having resigned or otherwise had their employment terminated – is instructed to stay away from work during the notice period, while still remaining on the payroll. This practice is often used to prevent an employee from taking with them up-to-date (and perhaps sensitive) information when they leave their current employer, especially when they are very likely leaving to join a competitor How can you prove your resilience after being laid off? ✓ still working in the same industry ✓ may arguably have got an even higher position ✓ was between jobs for a short period of time (during garden leave) resilience = ability of people or things to feel better quickly after sth unpleasant, such as shock, injury, etc garden leave = practice whereby an employee leaving a job – having resigned or otherwise had their employment terminated – is instructed to stay away from work during the notice period, while still remaining on the payroll. This practice is often used to prevent an employee from taking with them up-to-date (and perhaps sensitive) information when they leave their current employer, especially when they are very likely leaving to join a competitor Have you learnt any lessons that you wouldn't have experienced otherwise? suggested answer ✓ invest in continuous learning which benefits both to you and the company message for your target employer ✓ don't try to become an irreplaceable employee = signal that you are ready to be replaced (whether you succeed or not doesn't matter) 1st hand advice to job seekers ✓ being loyal to employers doesn't always pay = contradictory to what is recommended telling your target employer Could these setbacks have strengthened your self-confidence? suggested answer ✓ always succeeded in securing a job even in dire market conditions ✓ not afraid of taking risks 1st hand advice to job seekers ✓ how to prepare for your next job without sacrificing commitments to current employer ✓ work as long as you are paid but don't feel emotionally attached to your employer → don't lose your identity if you are made redundant = workplace is just a shell, the real 'you' is able to move somewhere else ✓ don't be anxious → might be successful in another company too! What are you looking forward to in your next role? ✓ making greater business impact ≠ developing technology for the sake of technology! ✓ being treated as a human being rather than just a cogwheel = transparent relationships → no backstabbing ✓ utilisation of all your skills → avoid feeling mediocre because of misuse or being underexploited ✓ unambiguous framework & career path opportunities → no hiring to fire ✓ genuine, timely, mutual feedback → treat feedback as a gift rather than just criticism ✓ meeting new people from different cultures → gather even more diverse opinions ≠ previous experiences weren't lacking in richness = you are just eager to set out on a new journey → find a balance how you can support your next team 80 79 20240621 17:00-18:30 MSK | 15:00-16:30 CET 1.5 20 300 20240621 ((-20*1.5)=-30) -240 + 300 = 30 euros active USDT, interactive brokers, e-banking solutions | Pondering people business English edutainment Pondering people - audio hardware recording test | Meeting with Sergey (tbc) By the end of this session you will have studied Как пройти собеседование продакта в Meta (Facebook)? От отправки резюме до оффера. Евгения Есипова → watch some fragments if relevant → how can Pondering People add value? https://www.youtube.com/watch?v=Pwab1P3YzwI LinkedIn advice - Here's how you can navigate interview questions about a layoff in your previous job → read the following article → how can Pondering People add value? → should we prepare a 5min Pondering People series on this topic? 1 Honesty First 2 Positive Spin 3 Future Focus 4 Lesson Learned 5 No Blame Game 6 Confidence Counts 7 Here’s what else to consider https://www.linkedin.com/advice/0/heres-how-you-can-navigate-interview-questions-xadyf?trk=cah2 LinkedIn post - Oliver Yonchev Co-Founder of Flight Story | Public Speaker → read the following post → how can Pondering People add value? → should we prepare a 5min Pondering People series on this topic? “99% of customers are f*****g idiots… not my customers, they’re f*****g brilliant” 😂 Although I didn’t think I’d be taking business advice from Noel Gallagher this morning, there’s a hell of a lot of wisdom in this video. The customer doesn’t always know best. Steve jobs famously said: “If I asked a 1000 people in a focus group what they wanted in a phone you’d never get the iPhone” This philosophy is one of the key principles that set Apple apart from others. They didn’t allow the majority group to decide what they did. They acted from first principles and delivered from their values. One of the challenges of business and marketing is that we can test and measure every action. This means we optimise what we do at all times, but optimising everything, often means we’re not producing anything groundbreaking. For most companies, good repeated is enough. However for the best companies, creators, artists, good isn’t good enough. Nathan Baird Design Thinking & Innovation Author, Strategist, Facilitator, Trainer & Speaker / Founder of Methodry There is some truth in that and also a whole lot of misinformed opinion. It doesn't have to be as absolute as listen to your customer or don't listen to your customer. It's about when and how. I wouldn't necessarily use customers to come up with the ideas or creative, but I whole heartedly would spend time first of all understanding my customers and potential customers, what is important to them, and what pains and delights them. And then use that as a starting point to generate ideas and creative. I believe we’ve been using the Steve Jobs and Henry Ford quote as an excuse to not be customer-centric for too long! It’s a straw man fallacy! If you're asking customers what they want, then you're asking them the wrong question. Customers don't necessarily know what solutions and technologies are possible, but they do know who they are and what their needs and pains are. You should be asking (and observing) them about these. Steve Jobs also said: “You‘ve got to start with the customer experience and work back toward the technology, not the other way around.” https://www.linkedin.com/feed/update/urn:li:activity:7209117096650178562/ Pondering People - excerpts → look at the following topics - subject to changes → make comments → add your own topics https://docs.google.com/document/d/1cjfQ_koLCcXIRO5EZ8HzGzCV52JvbkBxt6xuIgBtWPY/edit?usp=sharing

Zoom meeting details I.Bogatyrev - D.Potter Zoom Meeting (recurring) Meeting ID: 589 650 112 Password: 8XUPie https://us04web.zoom.us/j/589650112 ]]> 78 active textbook https://ibkr.notion.site/EUR-IB-a114bf1003a94c96ab37ba815b56e065 ## IB + Raiffeisen 〆20 000 euro minimum transactions from Raiffeisen ✓ no minimum in receiving to Raiffeisen from IB https://ibkr.notion.site/IB-EUR-0241a853d717476999f9e9e2b85c0a1d ## transaction paths Raiffeisen ↔ IB ↔ Revolut... use Forex exchange rate euro ↔ USD ## BBR ✓ also worth considering 〆little history → check creditworthiness ✓ no minimum / maximum transactions send & receive to IB in yuan → yuan might be better than roubles for transfers... ## Revolut ! Revolut not designed as a savings or investment bank = rather for daily expenses ]]> 77 active textbook 76 75 20240614 17:00-18:30 MSK | 15:00-16:30 CET 1.5 20 ((-20*1.5)=-210) + 0 = -240 euros active Microphone comparative specs | Prodcast: Job search and Immigration to the US (review) | How to Keep AI Under Control - Max Tegmark By the end of this session you will have studied https://docs.google.com/document/d/1cjfQ_koLCcXIRO5EZ8HzGzCV52JvbkBxt6xuIgBtWPY/edit?usp=sharing

Zoom meeting details I.Bogatyrev - D.Potter Zoom Meeting (recurring) Meeting ID: 589 650 112 Password: 8XUPie https://us04web.zoom.us/j/589650112 ]]> 1 How to Keep AI Under Control - Max Tegmark 20240607 hw20240614 pix/icons8-movie-100_white.png How to Keep AI Under Control | Max Tegmark | TED The current explosion of exciting commercial and open-source AI is likely to be followed, within a few years, by creepily superintelligent AI – which top researchers and experts fear could disempower or wipe out humanity. Scientist Max Tegmark describes an optimistic vision for how we can keep AI under control and ensure it's working for us, not the other way around. https://www.youtube.com/watch?v=xUNx_PxNHrY → watch the video → answer the questions]]> 74 active textbook https://www.akg.com/microphones/condenser-microphones/C1000_S.html Audio frequency bandwidth: 50 to 20000 Hz Equivalent noise level: 21 dB-A Sensitivity: 6 mV/Pa Signal to Noise: 73 dB-A Preattenuation Pad: 10 dB Bass cut filter: 80 Hz Electrical impedance: 200 Ohms Recommended load impedance: 2000 Ohms T / Cl What is self-noise (or equivalent noise level)? https://www.neumann.com/fr-fr/company/neumann-im-homestudio/homestudio-academy/what-is-self-noise-or-equivalent-noise-level/ WHY LOW NOISE IS IMPORTANT Noise can be a burden. While a relatively noisy mic must be placed very close to the source to achieve an acceptable signal-to-noise ratio, a low noise mic gives you much greater freedom of placement. Low microphone noise, thus, is more than just a technicality. It is your creative “elbow room”. For condenser microphones, noise is usually specified in terms of “equivalent noise level”. A more common term is “self-noise”, as this is the signal the microphone produces of itself, even when no sound source is present. The proper way to measure self-noise is to put the entire microphone into a soundproof container. However, some manufacturers simply measure the microphone without the capsule. The latter method gives (seemingly!) better figures. Usually, self-noise is given in dB-A. The “A” stands for A-weighting, which is a method to simulate human perception. For instance, we’re much less sensitive to noise in the low frequencies than we are to noise in the mid-band, where the human voice resides. Reputable manufacturers such as Neumann give additional noise figures according to other (stricter) measurement standards, but just about any manufacturer will give A-weighted self-noise, which happens to be the measurement method that results in the lowest figures. WHAT’S A GOOD SELF-NOISE FIGURE? Anything below 10 dB-A is extremely low noise. The exact figure is unimportant, as even a very quiet recording room will contribute quite a bit more ambient noise than 10 dB-A. Typically, extremely low self-noise figures are only found on modern day large diaphragm condenser mics, such as the Neumann TLM 103. 11-15 dB-A is still very good. You may be able to discern some very slight noise in critical applications. But usually, such noise is impossible to hear in the context of the whole mix. 11-15 dB-A is about as low a self-noise figure as you’ll find on a small diaphragm condenser (such as the Neumann KM 184) or an excellent large diaphragm condenser with tube electronics (such as the Neumann M 149 Tube). 16-19 dB-A is good enough for most purposes. You may hear some noise when you record relatively quiet instruments, but it’s usually unobtrusive. 20-23 dB-A is a pretty high self-noise figure for a studio microphone. This is an area where every decibel counts, because we’ve reached a noise level that’s clearly audible. Such noise figures may be acceptable when you record loud sources, but not for anything below speaking level. 24 dB-A and above: Such self-noise figures are unworthy of a studio microphone. Self-noise is rarely specified for dynamic microphones. That’s because their noise performance is largely dependent on the microphone preamp used. As a rule of thumb: Dynamic microphones on an ultra-low noise preamp reach self-noise figures of about 18 dB-A. ]]> 73 active textbook https://www.youtube.com/@ProdcastRU T / Cl Как пройти собеседование продакта в Meta (Facebook)? От отправки резюме до оффера. Евгения Есипова https://www.youtube.com/watch?v=Pwab1P3YzwI ]]> 72 71 20240607 17:00-18:30 MSK | 15:00-16:30 CET 1.5 20 ((-20*1.5)=-180) + 0 = -210 euros active Pondering people - Trailers 1,2 | Session dedicated coaching by Pondering People How can you tease or whet the appetite of a recruiter at a job interview? | To be or not to be selling yourself as more senior than you are | Writing a self-introduction By the end of this session you will have studied https://docs.google.com/document/d/1cjfQ_koLCcXIRO5EZ8HzGzCV52JvbkBxt6xuIgBtWPY/edit?usp=sharing video

Narrative patterns for an interview (excerpt) → watch the video → prepare any questions you may have (download the video to ensure better quality) https://disk.yandex.ru/i/ER29BBjbHkGMRw video

Brief self-introduction with BLUF (excerpt) → watch the video → prepare any questions you may have (download the video to ensure better quality) https://disk.yandex.ru/i/B2tQ-pNhakdIXg

Zoom meeting details I.Bogatyrev - D.Potter Zoom Meeting (recurring) Meeting ID: 589 650 112 Password: 8XUPie https://us04web.zoom.us/j/589650112 ]]> 70 active textbook https://interviewing.io/guides/hiring-process --> T / Cl How can you tease or whet the appetite of a recruiter at a job interview? → edit a trailer → ask Dima for feedback = whether to continue independently (e.g Pondering People) or work for interviewing.io T / Cl option 1 Session dedicated coaching packages - interviewing.io ✓ anonymous mock interviews w/ senior engineers → Ivan ✓ behavioural interviews → Duncan T / Cl option 2 Pondering people - coaching series ✓ list possible topics for video series → Duncan ✓ decide if better to work independently or sub-contract for interviewing.io → Dima (?) → Ivan → Duncan ]]> 69 wip active textbook Pondering people - coaching & mentoring series topics subject to changes 20230321 Interviews drills | STAR method vs Minto Pyramid 20220429 Describing success stories with the STAR approach (cont. from previous lesson) (tbc) 20240301 STAR, Minto Pyramid, 1PBL & BLUF 20240517 How can you tease or whet the appetite of a recruiter at a job interview? 20240419 Refining BLUF & Minto Pyramid answers with generative AI (tbc) 20240202 High and low context cultures 20231201 Hofstede cultural dimensions - How to use power distance, restraint & indulgence 20200903 Giving examples of mentorship 20200902 Answering leadership interview questions 20200831 Giving examples of mentorship 20210317 Thinking win/win 20210322 Negotiating within BATNA 20210324 Negotiating objectives 20210329 Making a negotiation plan 20231013 Pondering People series | Questions & answers Episode 5 - Negotiating job offers 20230616 Pondering People series | Cultural misalignment of negotiation expectations 20210331 Stalling for time in a negotiation 20230707 Pondering People series | Questions & answers episode 1 (dry-run) 20210215 Using voice modulation, posture, mannerism in presentations 20210211 Public speaking 20210208 Delivering an elevator pitch 20210204 Supporting your pitch with arguments (scalability, penetration, ROI...) 20210203 Comparing elevator pitches, sales pitches & presentations 20210201 Structuring an elevator pitch 20230306 Making staff feel safe (S.Kabanov) 20231103 Lewis model horizons (S.Kabanov) 20231113 Hofstede cultural dimensions - How to use power distance, restraint & indulgence (S.Kabanov) 20240304 Robert Cialdini's principles of influence (S.Kabanov) 20231016 Mentoring - Q&A session (S.Kabanov) 20230717 Management styles, successful managers (S.Kabanov) 20230728 Dealing with talented volatile managers (S.Kabanov) 20230403 Risk assessment (S.Kabanov) 20230410 Defusing tension (S.Kabanov) todo Corporate anthropology (S.Kabanov) todo Personal / Success stories (S.Kabanov) ]]> 68 1 How to Keep AI Under Control - Max Tegmark 20240607 hw20240614 active wip prep_ol_qa edit_ol_qa pix/icons8-movie-100_white.png Are you not worried AI may become too intelligent? Could we become slaves of machines? How to Keep AI Under Control | Max Tegmark | TED The current explosion of exciting commercial and open-source AI is likely to be followed, within a few years, by creepily superintelligent AI – which top researchers and experts fear could disempower or wipe out humanity. Scientist Max Tegmark describes an optimistic vision for how we can keep AI under control and ensure it's working for us, not the other way around. https://www.youtube.com/watch?v=xUNx_PxNHrY → watch the video → answer the questions]]> how_to_keep_ai_under_control_max_tegmark_ted_xUNx_PxNHrY.mp4 Why was Max Tegmark wrong 5 years ago when he warned about the dangers of AI? [01:20] ✓ governments have let AI companies develop without any meaningful regulation ✓ progress has been human faster than expected ✓ human intelligence will be far behind artificial intelligence perhaps in only a few years When will AGI (Artificial General Intelligence) be available? Why isn't AGI a long-term risk? What examples are given to show progress? [01:54-02:58] ✓ forecasts are plummeting from 20 years to 2-3 years [02:05] ✓ dancing robots [02:28] ✓ mid-journey prompt [02:39] ✓ deep-fake [02:58] to plummet = to fall suddenly and quickly from a high level or position What did Alan Turing predict? [03:59] Why was Alan Turing, and Sam Altman, Dario Amodei (...) and even Ursula von der Leyen are concerned? [05:20] The bad case is... lights out for all of us Sam Altman, co-founder of OPenAI ✓ chance that something goes... catastrophically wrong on the scale of human civilisation... might be... between 10 and 25% Dario Amodei ✓ Mitigating the risk of extinction from AI should be a global priority alongside other societal-scale risks such as pandemics and nuclear wars Ursula von der Leyen ]]> species /ˈspi:ʃi:z/ What is the problem? Why is the approach mistaken? [06:42] ✓ lack of a convincing plan for AI safety [06:11] ✓ excessive focus on evals & risky AI behaviour = train AI not to say bad things instead of not doing bad things → prove the presence of risk but not the absence of risk [06:42] How do Steve Omohundro and Max Tegmark plan to make AI safe? [06:50-11:04] ✓ AI can't violate laws of physics [07:23] e.g. guard rails → humans write a specification [08:03] ✓ don't need to understand how AI algos function [08:52] = easier to verify a proof than discover it → focus on proof checking code = impossible to run unsafe code ✓ use another AI to check the first one e.g. additions at primary school [10:10] ✓ use formal verification tool known as Dafny → prove that this program correctly adds up any numbers, not just the numbers that were in your training data = provably safe AI [11:04] guard rails = rails placed on the edge of a path, a cliff or a boat to protect people and prevent them falling over the edge Why shouldn't AI development be paused? [11:32] ✓ most sustainable development goals don't require super intelligence → don't pause AI → pause the reckless race to super intelligence ✓ stop obsessively training ever-larger models that we don't understand ✓ Hubris kills = illusory superiority → most people think they are better than they really are in most aspects of life → don't fly to the sun hubris = fact of sb being too proud; Hubris /ˈhjuːbrɪs/ - from Ancient Greek 'pride, insolence, outrage', describes a personality quality of extreme or excessive pride or dangerous overconfidence and complacency, often in combination with (or synonymous with) arrogance 67 66 20240524 17:00-18:30 MSK | 15:00-16:30 CET 1.5 20 ((-20*1.5)=-150) + 0 = -180 euros active How can you tease or whet the appetite of a recruiter at a job interview? | Session dedicated coaching packages | Writing a self-introduction How can you tease or whet the appetite of a recruiter at a job interview? | To be or not to be selling yourself as more senior than you are | Writing a self-introduction Do you seem as senior as you actually are? Support stories w/ follow up qs - drill XXXXXXX By the end of this session you will have studied How can you whet the appetite of a recruiter? → watch the video → prepare any questions you may have (download the video to ensure better quality) https://disk.yandex.ru/i/aIv7WCVBEED0Cw

Zoom meeting details I.Bogatyrev - D.Potter Zoom Meeting (recurring) Meeting ID: 589 650 112 Password: 8XUPie https://us04web.zoom.us/j/589650112 ]]> 1 Writing a self-introduction 20240517 hw20240524 pix/icons8-hand-with-pen-100_white.png How do you write a catchy self-introduction? deadline: 20240221 --> ]]> 65 active textbook https://interviewing.io/guides/hiring-process T / Cl How can you tease or whet the appetite of a recruiter at a job interview? → edit a trailer → ask Dima for feedback = whether to continue independently (e.g Pondering People) or work for interviewing.io T / Cl option 1 Session dedicated coaching packages - interviewing.io ✓ anonymous mock interviews w/ senior engineers → Ivan ✓ behavioural interviews → Duncan T / Cl option 2 Pondering people - coaching series ✓ list possible topics for video series → Duncan ✓ decide if better to work independently or sub-contract for interviewing.io → Dima (?) → Ivan → Duncan ]]> 64 1 Writing a self-introduction 20240517 hw20240524 pix/icons8-hand-with-pen-100_white.png active wip edit_ol_qa How do you write a catchy self-introduction? deadline: 20240221 --> ]]> Say hello to John Doe, the near-mythical creature in the realm of software development who not only masters the dark arts of distributed backend systems and microservice architecture but does so with an effortless flair that would make lesser mortals swoon. With his profound expertise in crafting scalable server APIs and a deep dive into the caverns of MongoDB, Cassandra, and Memcached, John’s not just playing in the big leagues—he’s making the rules. Dare to peek into the JVM ecosystem, and you’ll find John there, juggling Java and Scala with one hand tied behind his back, while also speaking Go and Hack as fluently as the tech gods themselves. And oh, let’s not forget his smooth moves with Unix-like operating systems and SQL—talk about a tech maestro! Now, while John has dazzled in the high towers of Afazon, Unter, Infinity, and Zantex, leading teams with the finesse of a chess grandmaster, he chooses to keep his boots on the ground. Yes, despite the siren call of management, our hero opts to stay in the action—front and centre—where the tech battles are fiercest. So, if you’re thinking John’s just another tech lead, think again. He’s the wizard in the shadows, the brain behind the operation, the guy who’s as invaluable in the tech trenches as he is leading the charge from the front. Ready to be out-teched? John’s your man, turning tech challenges into child’s play with a wink and a smile. ]]> ✓ whet the appetite & make a memorable impression ✓ show you are probably accessible despite senior position or substantial experience 〆W.Churchill wasn't accessible in spite of his humour ✓ humour is a positive emotion → good start for storytelling to whet the appetite = to increase desire for or interest in sth ✓ break the rules = 3rd person self-introduction ✓ learn by making mistakes → brainstorm different versions & choose a little from each → identify relevant metaphors e.g. companies like high towers 〆depends on the corporate culture (probably a start-up) 〆suggests perhaps a too young-minded spirit rather than a senior person able to take responsibilities ≠ doesn't represent the author → looks more like the portrait of a gamer metrics = measures of quantitative assessment commonly used for assessing, comparing, and tracking performance or production to alienate = to make sb feel that they do not belong in a particular group Which metaphors & use of language are arguably inappropriate? 〆near-mythical creature in the realm of software development 〆deep dive into the caverns 〆talk about a tech maestro! 〆leading teams with the finesse of a chess grandmaster = excessive metaphors realm /relm/ = area of activity, interest, or knowledge What logical mistakes are present? 〆leading teams with the finesse of a chess grandmaster ≠ chess grandmasters don't lead teams finesse = great skill in dealing with people or situations, especially in a delicate way; to deal with sth in a way that is clever but slightly dishonest with one hand tied behind his back ✓ in the LinkedIn About section → add media content with a pdf & urls ✓ focus on how you can add value ]]> 63 realm /relm/ = area of activity, interest, or knowledge flair = natural ability to do sth well; quality showing the ability to do things in an interesting and imaginative way to swoon = to faint; to feel very excited, emotional, etc. about sb that you think is sexually attractive, so that you almost lose consciousness to craft = to make by hand and with much skill deep dive = in-depth examination or analysis of a topic cavern = cave, especially a large one to play in the big leagues = to work, compete, or participate in an area, echelon, or sphere of exceptional success, ability, power, achievement, etc dare = brave enough to do sth to peek into = to look at sth quickly and secretly because you should not be looking at it to juggle = to try to deal with two or more important jobs or activities at the same time so that you can fit all of them into your life; to organize information, figures, the money you spend, etc. in the most useful or effective way to dazzle = to blind temporarily or confuse the sight of by an excess of light; to impress or overpower (a person) with knowledge, ability, or any brilliant display or prospect finesse = great skill in dealing with people or situations, especially in a delicate way; to deal with sth in a way that is clever but slightly dishonest fierce = (especially of people or animals) angry and aggressive in a way that is frightening; (especially of actions or emotions) showing strong feelings or a lot of activity, often in a way that is violent trench = long deep hole dug in the ground in which soldiers can be protected from enemy attacks to lead the charge = to be one of the first to do something and leading others to do it too 62 20240517 17:00-18:30 MSK | 15:00-16:30 CET 1.5 20 ((-20*1.5)=-150) + 0 = -150 euros active How can you tease or whet the appetite of a recruiter at a job interview? Do you seem as senior as you actually are? Support stories w/ follow up qs - drill XXXXXXX By the end of this session you will have studied Zoom meeting details I.Bogatyrev - D.Potter Zoom Meeting (recurring) Meeting ID: 589 650 112 Password: 8XUPie https://us04web.zoom.us/j/589650112 ]]> 1 Do you seem as senior as you actually are? 20240510 hw20240517 pix/icons8-movie-100_white.png Do You Seem As Senior As You Actually Are? Watch an ex-Google, ex-Microsoft super senior software engineer and a negotiation/communication coach put a senior software/AI engineer to the test to see if he's presenting himself to be as senior as he actually is. Software engineers get downleveled and rejected oftentimes because of how they're perceived by the interviewer. Avoid that by workshopping your skills until there's no question about your perception matching the reality. Ex-Google, ex-Microsoft super senior software engineer: @dimakorolev Negotiation/communication coach: Kevin Landucci Senior software/AI engineer: Alex Bowe https://www.youtube.com/watch?v=nbCne6_sBBs → watch the video → answer the questions]]> 61 1 pix/icons8-dictionary-100_white.png Narrative structures (reminder) active wip xml_multi_dd_row xml_multi_dd_row What tools & narrative approaches do you know to describe your achievements? When should you use one rather than another? 28 12 left (aka McKinsey Pyramid) BLUF ]]> 1;2 3;4 5;6;7 situation
task
action
result → use this method in a googledoc to brainstorm ideas & refresh all your achievements 1. answer, thesis or key point
2. arguments & main points
3. supporting details & ideas → use for a brief self-introduction to tease the interviewer
→ skip pts 2,3 in your initial answer
→ keep arguments & supporting details to anticipate follow-up questions Bottom Line Up First
→ shield your counterpart from unnecessary details
→ tell them the most important thing first
→ don’t make them wait til the end to hear why they should be listening at the beginning!
= the opposite approach of STAR → use as a 1-linear to describe success stories in your CV → use as a teaser during your self-introduction ]]> 60 1 How can you tease or whet the appetite of a recruiter at a job interview? Do you seem as senior as you actually are? 20240510 hw20240517 active wip edit_ol_qa prep_ol_qa pix/icons8-movie-100_white.png If you are applying for a much coveted dream job, how can you ensure you don't get underestimated during the job interview? Do You Seem As Senior As You Actually Are? Watch an ex-Google, ex-Microsoft super senior software engineer and a negotiation/communication coach put a senior software/AI engineer to the test to see if he's presenting himself to be as senior as he actually is. Software engineers get downleveled and rejected oftentimes because of how they're perceived by the interviewer. Avoid that by workshopping your skills until there's no question about your perception matching the reality. Ex-Google, ex-Microsoft super senior software engineer: @dimakorolev Negotiation/communication coach: Kevin Landucci Senior software/AI engineer: Alex Bowe https://www.youtube.com/watch?v=nbCne6_sBBs → watch the video → answer the questions]]> stopwatch do_you_seem_as_senior_as_you_actually_are_nbCne6_sBBs.mp4 What do you usually start your interview with? → practise with the stopwatch What should you avoid when the interviewer asks to introduce yourself? [01:20] → compare your answer with Alex's What can you do to make a good, first impression which will be the base for possibly the whole interview? How can this help you prepare better? [02:37] If you were an interviewer that just heard you give that intro how curious would you be about carrying that through to a whole interview [02:37] ✓ imagine the recruiter has never read your CV... → tease him/her with success stories → whet appetite with metrics ! don't explain how you have achieved them yet ✓ when preparing, skip some pieces of information to anticipate questions → allow the interviewer to elicit with follow-up questions = more natural conversation ]]> to tease = to harass someone playfully or maliciously (especially by ridicule); to provoke someone with persistent annoyances to whet the appetite = to increase desire for or interest in sth to elicit = to draw forth (what is latent); to get information or a reaction from sb, often with difficulty How can you encourage the interviewer to ask you follow-up questions? [04:44-16:15] → give some examples → compare your answers with Alex's the breadcrumbs for your interviewer to follow up on [16:18] ✓ academic achievements ✓ funding (...) ]]> How can you bridge the gap between theory and practice at work? [17:35] What do you think of Alex's so-called 'no-mock interview' answer? [18:15] I'm positive that like I'm shamelessly positive that I I speak research I speak scientific language is better than most engineers and speak engineering language is better than most scientists [17:50] 〆avoid quick repetition of sentence beginnings → speak slowly, with confidence Alex So I seven years ago I finished my PhD in compressed data structures uh the Highlight there was that uh I co-invented a graph of uh DNA fragments that reduced the memory requirement from 300 gabt of ram to two gigabytes of RAM which made it uh which made complex analysis achievable on commodity hardware uh Since then though I was working at cruise I was one of the first 100 Engineers which gave me the opportunity to work on some core routing uh fine grain controls which directly led to us getting uh billions of investing from SoftBank um and that that gave me some opportunities to apply my research background to build uh Sorry what's the instrumentation to build instrumentation uh around spatio temporal graph analysis which allowed the or enabled the company to make data driven decisions each quarter 〆avoid long sentences with subordinate clauses 〆don't learn by heart at the risk of pausing (e.g. instrumentation) ]]> What can you tell about yourself in a way that invites questions that you expect to be asked and want to answer? What methods can you use? [20:36] → give the same answer using different narrative approaches STAR method structured manner of responding to a behavioural-based interview question by discussing the specific situation, task, action, and result of the situation you are describing → use the STAR method in a googledoc to brainstorm ideas & refresh all your achievements ✓ sort out relevant support stories, anecdotes ✓ prepare facts & figures ✓ find relevant metrics → imagine you are dating someone, trying to seduce = once refreshed & structured, try to forget about the STAR method! → focus on the Minto pyramid Minto Pyramid Principle 1. Answer, thesis or key point 2. Arguments & main points 3. Supporting details & ideas https://www.toolshero.com/communication-skills/minto-pyramid-principle/ → keep pts 2,3 for follow-up questions BLUF (Bottom Line Up First) Bottom Line Up Front is basically the staff-and-above-level special: it’s extraordinary at shielding your counterpart from unnecessary details; you tell them the most important thing first, don’t make them wait til the end to hear why they should be listening at the beginning! This is the opposite approach of STAR, which often buries the lede https://en.wikipedia.org/wiki/BLUF_(communication) ]]> How can you describe a time you had a conflict with a colleague if you've never really experienced such a strong argument? What mistakes should you avoid? [21:20] → practise with the stopwatch → compare your answers with Alex's annoyance that persisted over time [21:37] → re-assess what a strong argument is e.g. walking away, swearing Kevin the conflict is with somebody above you in the org I think that that represents you better [24:42] → choose a conflict with someone in a senior position rather than junior to you ✓ show how you have gained respect Dima you seem to be down playing this incident this conflict because it sounds like in your mind it's mining it's not worthy of attention but it's actually a staff level conflict that's the majority of conflicts senior Engineers deal with are of lower mag this one you could totally answer with this story at a step level interview so you're downplaying it as if it's something minor but you you will be how would he say it so he's so he's making it seem like it as as major as it how how how what would it what would a staff level engineer interview answer maybe sound like in this case [28:44] ✓ don't downplay an incident ]]> How can you start a rather long story in an engaging way (before even introducing the Minto Pyramid or STAR framework)? → practise answering the question below with the stopwatch e.g. Can you tell me about a time you drove a project forward? [44:35] → compare your answer with Alex's You know that part when you have to cross the street... [44:35] Kevin Do you know that really challenging thing on the app? [44:54] → start with a rhetorical question ]]> ✓ begin your support story with a rhetorical question ✓ include impact on the whole organisation What use of language (grammar) will make your delivery more natural? [45:10] You had spoken speech, asides, to yourself [45:10] That's a clue, I'm speaking like a real person [45:35] → don't learn by heart → feel free to hesitate (or pretend to be doing so) = example of self-confidence ]]> aside = remark, often made in a low voice, which is not intended to be heard by everyone present What body language can be misleading? What soft exposing giveaways can you fake? [46:07] Then you look to this side (...) Maybe when doing them, it's a good sign [46:07] ]]> giveaway = something that makes you guess the real truth about sth/sb How can you tell a support story sounds convincing? [47:34] I almost forgot that you had sort of prepared it. It was so natural (...) If you told me, like out of 10 stories, these two are the ones I prepared, I would not point to this one. [47:34] ]]> How can you make the interviewer less intimidating during an on-line interview? [48:24] What can you do when you're running out of ideas? Emphasise lessons learnt? Anything else? [50:00] Whenever you feel you're out of steam, just end with 'Yeah, that was it' [50:47] → signal clearly you believe you have answered ~ bluffing Kevin You want them to have breadcrumbs [51:04] → leave room for follow-up questions ]]> Why aren't senior people using the STAR framework? [54:08] Crutches are useful to stand up but actually they'll be a hindrance when you develop the skill Kevin If senior people are using the STAR framework, you cannot tell [54:19] → no need to be dogmatic about it ]]> What does it mean when the interviewer is asking what lessons you've learnt & you can predict that moment? [54:32] What better follow-up question should you expect from perhaps a more experienced interviewer? [56:56] Is it really relevant? They lack the capacity & skill to do without [55:25] = situation when interviewer follows the STAR structure ✓ hints at interviewer's lack of insight → you are mentoring them = your answers might be the result of a self-intro which didn't tease enough → don't provide exhaustive answers Dima What would you do differently? [56:56] = typical, alternative follow-up question Kevin That is somewhat popular advice (...) but that's not the standard across companies [57:37] → don't be dogmatic / systematic about concluding with lessons learnt → focus on narrative structure (i.e. rest your case) ]]> to rest your case = to have no more to say about sth, especially because you think you have proved your point What 3 points should you focus on during your prep? Why should they give you a sense of ease during an interview? [01:02:33] You've got to know what you gonna say. You've got to believe in it. You've got to enjoy it 1) knowing → helps build structure 2) believing → helps show passion 3) enjoyment → suggests some kind of grace, effortlessness = builds confidence in skills relevant to the interview ]]> 59 1 Writing a self-introduction 20240517 hw20240524 pix/icons8-hand-with-pen-100_white.png active wip prep_ol_qa edit_ol_qa How do you write a catchy self-introduction? deadline: 20240221 --> ]]> Say hello to John Doe, the near-mythical creature in the realm of software development who not only masters the dark arts of distributed backend systems and microservice architecture but does so with an effortless flair that would make lesser mortals swoon. With his profound expertise in crafting scalable server APIs and a deep dive into the caverns of MongoDB, Cassandra, and Memcached, John’s not just playing in the big leagues—he’s making the rules. Dare to peek into the JVM ecosystem, and you’ll find John there, juggling Java and Scala with one hand tied behind his back, while also speaking Go and Hack as fluently as the tech gods themselves. And oh, let’s not forget his smooth moves with Unix-like operating systems and SQL—talk about a tech maestro! Now, while John has dazzled in the high towers of Afazon, Unter, Infinity, and Zantex, leading teams with the finesse of a chess grandmaster, he chooses to keep his boots on the ground. Yes, despite the siren call of management, our hero opts to stay in the action—front and centre—where the tech battles are fiercest. So, if you’re thinking John’s just another tech lead, think again. He’s the wizard in the shadows, the brain behind the operation, the guy who’s as invaluable in the tech trenches as he is leading the charge from the front. Ready to be out-teched? John’s your man, turning tech challenges into child’s play with a wink and a smile. ]]> ✓ whet the appetite & make a memorable impression ✓ show you are probably accessible despite senior position or substantial experience 〆W.Churchill wasn't accessible in spite of his humour ✓ humour is a positive emotion → good start for storytelling to whet the appetite = to increase desire for or interest in sth ✓ break the rules = 3rd person self-introduction ✓ learn by making mistakes → brainstorm different versions & choose a little from each → identify relevant metaphors e.g. companies like high towers 〆depends on the corporate culture (probably a start-up) 〆suggests perhaps a too young-minded spirit rather than a senior person able to take responsibilities ≠ doesn't represent the author → looks more like the portrait of a gamer metrics = measures of quantitative assessment commonly used for assessing, comparing, and tracking performance or production to alienate = to make sb feel that they do not belong in a particular group Which metaphors & use of language are arguably inappropriate? 〆near-mythical creature in the realm of software development 〆deep dive into the caverns 〆talk about a tech maestro! 〆leading teams with the finesse of a chess grandmaster = excessive metaphors realm /relm/ = area of activity, interest, or knowledge What logical mistakes are present? 〆leading teams with the finesse of a chess grandmaster ≠ chess grandmasters don't lead teams finesse = great skill in dealing with people or situations, especially in a delicate way; to deal with sth in a way that is clever but slightly dishonest with one hand tied behind his back ✓ in the LinkedIn About section → add media content with a pdf & urls ✓ focus on how you can add value ]]> 58 coveted = greatly desired to tease = to harass someone playfully or maliciously (especially by ridicule); to provoke someone with persistent annoyances to whet the appetite = to increase desire for or interest in sth to elicit = to draw forth (what is latent); to get information or a reaction from sb, often with difficulty aside = remark, often made in a low voice, which is not intended to be heard by everyone present giveaway = something that makes you guess the real truth about sth/sb Minto Pyramid Principle (aka the McKinsey’s Pyramid Principle) = tool used to process and structure large amounts of information to convey a story, message or presentation without omitting important details. The principle of the McKinsey Pyramid is to cut to the chase in written texts or presentations. This ensures that the audience’s attention is captured and that a riveting story can be created that’s easy to remember and understand (src: https://www.toolshero.com/communication-skills/minto-pyramid-principle/) to slip up = to make a mistake; to make a small mistake, often as a result of not thinking carefully slip-up = mistake or something that goes wrong; mistake that someone makes by not giving something enough attention to swoon = to faint; to feel very excited, emotional, etc. about sb that you think is sexually attractive, so that you almost lose consciousness 57 20240510 17:00-18:30 MSK | 15:00-16:30 CET 1.5 20 ((-20*1.5)=-120) + 0 = -120 euros Support stories with follow up questions | Do You Seem As Senior As You Actually Are? | How to improve mock interviews? Support stories w/ follow up qs - drill XXXXXXX By the end of this session you will have studied Zoom meeting details I.Bogatyrev - D.Potter Zoom Meeting (recurring) Meeting ID: 589 650 112 Password: 8XUPie https://us04web.zoom.us/j/589650112 ]]> 1 Neuroscience, AI and the Future of Education | Scott Bolland 20240405 hw20240412_n1 pix/icons8-movie-100_white.png Neuroscience, AI and the Future of Education | Scott Bolland | TEDxSouthBank https://www.youtube.com/watch?v=_cYIvfS-knA → watch the video → answer the questions ]]> 1 How humans and AI can work together to create better businesses 20240405 hw20240412_n2 pix/icons8-movie-100_white.png How humans and AI can work together to create better businesses Sylvain Duranton - TED@BCG Mumbai September 2019 Here's a paradox: as companies try to streamline their businesses by using artificial intelligence to make critical decisions, they may inadvertently make themselves less efficient. Business technologist Sylvain Duranton advocates for a "Human plus AI" approach -- using AI systems alongside humans, not instead of them -- and shares the specific formula companies can adopt to successfully employ AI while keeping humans in the loop https://www.ted.com/talks/sylvain_duranton_how_humans_and_ai_can_work_together_to_create_better_businesses?language=en → watch the video → answer the questions]]> 1 What will happen to marketing in the age of AI? 20240405 hw20240412_n3 pix/icons8-movie-100_white.png What will happen to marketing in the age of AI? Generative AI is poised to transform the workplace, but we still need human brains for new ideas, says marketing expert Jessica Apotheker. She explores how marketers can find their niche in the world of AI based on their preference for data or creativity, offering a pragmatic and hopeful look at the future of business https://www.ted.com/talks/jessica_apotheker_what_will_happen_to_marketing_in_the_age_of_ai?language=en → watch the video → answer the questions]]> 56 active textbook https://www.linkedin.com/news/story/use-these-smart-questions-in-your-interview-6724202/ T / Cl video

Do You Seem As Senior As You Actually Are? Ex-Google, ex-Microsoft super senior software engineer: @dimakorolev Negotiation/communication coach: Kevin Landucci Senior software/AI engineer: Alex Bowe https://www.youtube.com/watch?v=nbCne6_sBBs T / Cl Arguable quality of AI refined recommendations → better break rules to stand out?... T / Cl Leveraging LinkedIn posts 〆arguably sensitive feedback 〆|✓ reputation & authority of self-taught influencers ✓ networking → focus on behavioural questions & language as a potential barrier to communication (rather than negotiating compensation packages at FAANG) ]]> 55 active textbook 54 1 Do you seem as senior as you actually are? 20240510 hw20240517 active wip prep_ol_qa edit_ol_qa pix/icons8-movie-100_white.png If you are applying for a much coveted dream job, how can you ensure you don't get underestimated during the job interview? Do You Seem As Senior As You Actually Are? Watch an ex-Google, ex-Microsoft super senior software engineer and a negotiation/communication coach put a senior software/AI engineer to the test to see if he's presenting himself to be as senior as he actually is. Software engineers get downleveled and rejected oftentimes because of how they're perceived by the interviewer. Avoid that by workshopping your skills until there's no question about your perception matching the reality. Ex-Google, ex-Microsoft super senior software engineer: @dimakorolev Negotiation/communication coach: Kevin Landucci Senior software/AI engineer: Alex Bowe https://www.youtube.com/watch?v=nbCne6_sBBs see also The 5 Interview Stages (With Steps and Tips) Ali Khalil Empowering Your Career Journey: Specializing in Job Placement in Luxembourg and UAE https://www.linkedin.com/pulse/5-interview-stages-steps-tipswhat-ali-khalil-5nuze/ The 3 Stage Interview Process - A beginner's guide Hannah Kuspira Tech and Creative Recruiter | Passionate Collaborator | Studier of People and Leadership https://www.linkedin.com/pulse/3-stage-interview-process-beginners-guide-hannah-kuspira/ → watch the video → answer the questions]]> stopwatch do_you_seem_as_senior_as_you_actually_are_nbCne6_sBBs.mp4 What do you usually start your interview with? → practise with the stopwatch What should you avoid when the interviewer asks to introduce yourself? [01:20] → compare your answer with Alex's What can you do to make a good, first impression which will be the base for possibly the whole interview? How can this help you prepare better? [02:37] If you were an interviewer that just heard you give that intro how curious would you be about carrying that through to a whole interview [02:37] ✓ imagine the recruiter has never read your CV... → tease him/her with success stories and metrics ! don't explain how you have achieved them yet ✓ when preparing, skip some pieces of information to anticipate questions → allow the interviewer to elicit with follow-up questions = more natural conversation ]]> to tease = to harass someone playfully or maliciously (especially by ridicule); to provoke someone with persistent annoyances to elicit = to draw forth (what is latent); to get information or a reaction from sb, often with difficulty How can you encourage the interviewer to ask you follow-up questions? [04:44-16:15] → give some examples → compare your answers with Alex's the breadcrumbs for your interviewer to follow up on [16:18] ✓ academic achievements ✓ funding (...) ]]> How can you bridge the gap between theory and practice at work? [17:35] What do you think of Alex's so-called 'no-mock interview' answer? [18:15] I'm positive that like I'm shamelessly positive that I I speak research I speak scientific language is better than most engineers and speak engineering language is better than most scientists [17:50] 〆avoid quick repetition of sentence beginnings → speak slowly, with confidence Alex So I seven years ago I finished my PhD in compressed data structures uh the Highlight there was that uh I co-invented a graph of uh DNA fragments that reduced the memory requirement from 300 gabt of ram to two gigabytes of RAM which made it uh which made complex analysis achievable on commodity hardware uh Since then though I was working at cruise I was one of the first 100 Engineers which gave me the opportunity to work on some core routing uh fine grain controls which directly led to us getting uh billions of investing from SoftBank um and that that gave me some opportunities to apply my research background to build uh Sorry what's the instrumentation to build instrumentation uh around spatio temporal graph analysis which allowed the or enabled the company to make data driven decisions each quarter 〆avoid long sentences with subordinate clauses 〆don't learn by heart at the risk of pausing (e.g. instrumentation) ]]> What can you tell about yourself in a way that invites questions that you expect to be asked and want to answer? What methods can you use? [20:36] → give the same answer using different narrative approaches STAR method structured manner of responding to a behavioural-based interview question by discussing the specific situation, task, action, and result of the situation you are describing → use the STAR method in a googledoc to brainstorm ideas & refresh all your achievements ✓ sort out relevant support stories, anecdotes ✓ prepare facts & figures ✓ find relevant metrics → imagine you are dating someone, trying to seduce = once refreshed & structured, try to forget about the STAR method! → focus on the Minto pyramid Minto Pyramid Principle 1. Answer, thesis or key point 2. Arguments & main points 3. Supporting details & ideas https://www.toolshero.com/communication-skills/minto-pyramid-principle/ → keep pts 2,3 for follow-up questions BLUF (Bottom Line Up First) Bottom Line Up Front is basically the staff-and-above-level special: it’s extraordinary at shielding your counterpart from unnecessary details; you tell them the most important thing first, don’t make them wait til the end to hear why they should be listening at the beginning! This is the opposite approach of STAR, which often buries the lede https://en.wikipedia.org/wiki/BLUF_(communication) ]]> How can you describe a time you had a conflict with a colleague if you've never really experienced such a strong argument? What mistakes should you avoid? [21:20] → practise with the stopwatch → compare your answers with Alex's annoyance that persisted over time [21:37] → re-assess what a strong argument is e.g. walking away, swearing Kevin the conflict is with somebody above you in the org I think that that represents you better [24:42] → choose a conflict with someone in a senior position rather than junior to you ✓ show how you have gained respect Dima you seem to be down playing this incident this conflict because it sounds like in your mind it's mining it's not worthy of attention but it's actually a staff level conflict that's the majority of conflicts senior Engineers deal with are of lower mag this one you could totally answer with this story at a step level interview so you're downplaying it as if it's something minor but you you will be how would he say it so he's so he's making it seem like it as as major as it how how how what would it what would a staff level engineer interview answer maybe sound like in this case [28:44] ✓ don't downplay an incident ]]> How can you start a rather long story in an engaging way (before even introducing the Minto Pyramid or STAR framework)? → practise answering the question below with the stopwatch e.g. Can you tell me about a time you drove a project forward? [44:35] → compare your answer with Alex's You know that part when you have to cross the street... [44:35] Kevin Do you know that really challenging thing on the app? [44:54] → start with a rhetorical question ]]> ✓ begin your support story with a rhetorical question ✓ include impact on the whole organisation What use of language (grammar) will make your delivery more natural? [45:10] You had spoken speech, asides, to yourself [45:10] That's a clue, I'm speaking like a real person [45:35] → don't learn by heart → feel free to hesitate (or pretend to be doing so) = example of self-confidence ]]> aside = remark, often made in a low voice, which is not intended to be heard by everyone present What body language can be misleading? What soft exposing giveaways can you fake? [46:07] Then you look to this side (...) Maybe when doing them, it's a good sign [46:07] ]]> giveaway = something that makes you guess the real truth about sth/sb How can you tell a support story sounds convincing? [47:34] I almost forgot that you had sort of prepared it. It was so natural (...) If you told me, like out of 10 stories, these two are the ones I prepared, I would not point to this one. [47:34] ]]> How can you make the interviewer less intimidating during an on-line interview? [48:24] What can you do when you're running out of ideas? Emphasise lessons learnt? Anything else? [50:00] Whenever you feel you're out of steam, just end with 'Yeah, that was it' [50:47] → signal clearly you believe you have answered ~ bluffing Kevin You want them to have breadcrumbs [51:04] → leave room for follow-up questions ]]> Why aren't senior people using the STAR framework? [54:08] Crutches are useful to stand up but actually they'll be a hindrance when you develop the skill Kevin If senior people are using the STAR framework, you cannot tell [54:19] → no need to be dogmatic about it ]]> What does it mean when the interviewer is asking what lessons you've learnt & you can predict that moment? [54:32] What better follow-up question should you expect from perhaps a more experienced interviewer? [56:56] Is it really relevant? They lack the capacity & skill to do without [55:25] = situation when interviewer follows the STAR structure ✓ hints at interviewer's lack of insight → you are mentoring them = your answers might be the result of a self-intro which didn't tease enough → don't provide exhaustive answers Dima What would you do differently? [56:56] = typical, alternative follow-up question Kevin That is somewhat popular advice (...) but that's not the standard across companies [57:37] → don't be dogmatic / systematic about concluding with lessons learnt → focus on narrative structure (i.e. rest your case) ]]> to rest your case = to have no more to say about sth, especially because you think you have proved your point What 3 points should you focus on during your prep? Why should they give you a sense of ease during an interview? [01:02:33] You've got to know what you gonna say. You've got to believe in it. You've got to enjoy it 1) knowing → helps build structure 2) believing → helps show passion 3) enjoyment → suggests some kind of grace, effortlessness = builds confidence in skills relevant to the interview ]]> 53 52 20240426 17:00-18:30 MSK | 15:00-16:30 CET 1.5 20 ((-20*1.5)=-90) + 0 = -90 euros active How humans and AI can work together to create better businesses What will happen to marketing in the age of AI? By the end of this session you will have studied Zoom meeting details I.Bogatyrev - D.Potter Zoom Meeting (recurring) Meeting ID: 589 650 112 Password: 8XUPie https://us04web.zoom.us/j/589650112 ]]> 1 Neuroscience, AI and the Future of Education | Scott Bolland 20240405 hw20240412_n1 pix/icons8-movie-100_white.png Neuroscience, AI and the Future of Education | Scott Bolland | TEDxSouthBank https://www.youtube.com/watch?v=_cYIvfS-knA → watch the video → answer the questions ]]> 1 How humans and AI can work together to create better businesses 20240405 hw20240412_n2 pix/icons8-movie-100_white.png How humans and AI can work together to create better businesses Sylvain Duranton - TED@BCG Mumbai September 2019 Here's a paradox: as companies try to streamline their businesses by using artificial intelligence to make critical decisions, they may inadvertently make themselves less efficient. Business technologist Sylvain Duranton advocates for a "Human plus AI" approach -- using AI systems alongside humans, not instead of them -- and shares the specific formula companies can adopt to successfully employ AI while keeping humans in the loop https://www.ted.com/talks/sylvain_duranton_how_humans_and_ai_can_work_together_to_create_better_businesses?language=en → watch the video → answer the questions]]> 1 What will happen to marketing in the age of AI? 20240405 hw20240412_n3 pix/icons8-movie-100_white.png What will happen to marketing in the age of AI? Generative AI is poised to transform the workplace, but we still need human brains for new ideas, says marketing expert Jessica Apotheker. She explores how marketers can find their niche in the world of AI based on their preference for data or creativity, offering a pragmatic and hopeful look at the future of business https://www.ted.com/talks/jessica_apotheker_what_will_happen_to_marketing_in_the_age_of_ai?language=en → watch the video → answer the questions]]> 51 1 Neuroscience, AI and the Future of Education | Scott Bolland 20240405 hw20240412_n1 active wip edit_ol_qa prep_ol_qa pix/icons8-movie-100_white.png Why do we need AI in education? How could AI help you design webinars & presentations in a more engaging manner? Neuroscience, AI and the Future of Education | Scott Bolland | TEDxSouthBank Currently around 63% of students are disengaged at school, meaning that they withdrawal either physically or mentally before they have mastered the skills that are required to flourish in later life. In this talk Scott Bolland explores the science of learning, the mismatch between how we teach and how the brain natural learns, and the important role that artificial intelligence could take in addressing the limitations in our current education system. Dr Scott Bolland is the founder of New Dawn Technologies, a high-tech software company aiming to revolutionise education through the use of artificial intelligence. He has spent the last 20 years actively researching and teaching in the field of cognitive science – the scientific study of how the mind works – which spans disciplines such as psychology, philosophy, neuroscience, artificial intelligence and computer science. He holds a PhD in this field, as well as a university medal for outstanding academic scholarship. (2016) https://www.youtube.com/watch?v=_cYIvfS-knA → watch the video → answer the questions ]]> neuroscience_ai_and_the_future_of_education_scott_bolland_cYIvfS-knA.mp4 Why is Facebook so “attractive” according to Dr Scott Bolland? How can you apply the same principles when posting on LinkedIn? [02:58-03:21] ✓ provides a constant stream of new information ✓ strives to remain on the periphery of one's knowledge → keeps the platform engaging and addictive = avoids being monotonous or overly familiar ✓ attract followers on LinkedIn by challenging their skills ✓ post creative thoughts that tease their professional ego → touch followers' narcissistic soft point to tease = to laugh at sb and make jokes about them either in a friendly way or in order to annoy or embarrass them narcissistic /ˌnɑː.sɪˈsɪs.tɪk/ = having too much interest in and admiration for yourself Dr Scott Bolland provided a diagram of the learning centres of the brain that release endorphins depending on the degree of familiarity with the material. [02:28] How can we apply this to designing presentations, webinars & sales pitches? ✓ hard-wired to learn = brain rewards learning with pleasure through endorphins and dopamine → introduce new concepts, solutions, products that challenge audience / prospective buyers without overwhelming them → discovery & learning process should be successive = new information should be layered on existing knowledge → sales pitches should create demand for a product on the periphery of your needs = identify unmet needs of clients hard-wired = automatically thinking or behaving in a particular way How does the described experiment with the robot reflect humans' learning process? [05:15] ✓ demonstrates the importance of inner motivation and self-exploration ✓ robot & humans engage in random behaviour = trial and error → aimless exploration brings minimal results = boredom ✓ robot encounters useful interactions e.g. make an object swing, trigger music by pressing a button ✓ shift to purposeful action → experience positive emotions → begin to value some behaviours (i.e. those that result in a new positive outcome) → discard other behaviours (i.e. that are already learnt and boring) → happiness = learning catalyst ✓ promote engagement ✓ encourage skill acquisition ✓ stimulate inner drive to explore & understand the world ✓ ensure presentations / webinars feature some purposeful interactions e.g. show of hands, multiple choice questions, debating in breakout rooms → define the purpose of the presentation at the beginning to explain the expected end state ✓ engage attendees in a webinar by conducting case studies → generate satisfaction in achieving results → make use of friendly competition among participants as a learning catalyst purposeful /ˈpə:pəsful/ = having or indicating purpose, intentional What’s wrong with the educational system and arguable with webinars & sales pitches in general? [05:48] 〆mismatch between how we teach and how the brain naturally learns 〆some people are going to be ahead and bored 〆others are left behind → learning feels aversive = few members of the audience are getting the information on the periphery of their knowledge → what is required for optimal learning and pleasure 63% students disengaged ✓ design graded presentations / webinars → activities should be of varied difficulties, perhaps at the discretion of the moderator / keynote speaker e.g. feature 2-3 sets of questions (for managers, staff members, clients) aversive = making someone feel a strong dislike for something, or making them not want to do it How does spaced repetition enhance learning performance? What significant advantage does it offer over traditional study methods? [09:26] ✓ review information just before it is about to be forgotten → refresh knowledge at optimal intervals ✓ forgetting curve becomes less steep → improved recall and performance ✓ active recall = testing oneself on the information being studied (e.g. flashcards) ≠ passive methods (e.g. re-reading or highlighting) → better understanding and practical use of information ✓ distinguish cramming from spaced repetition to cram for sth = to learn a lot of things in a short time, in preparation for an exam What three levels can AI support? [08:42] ✓ level 1 - rote learning → memorize information passively → use space repetition individualised thanks to AI ✓ level 2 - generative AI [11:35] → focus on active learning through problem-solving and creativity ✓ consider each person's unique learning style ✓ stimulate critical thinking abilities e.g. ask personal questions = use AI to create contents suited to the person's skill level, enhancing engagement and skill development ✓ level 3 - integrative AI [13:15] → integrate generative AI with tools like virtual reality, gesture recognition, and other advanced technologies ✓ create immersive & interactive learning scenarios tailored to individual members of the audience e.g. video conferencing software can recognise attendees' body language (thumbs up) generative /ˈdʒen.ər.ə.tɪv/ = able to produce or create something; ~ AI: use or study of artificial intelligences that are able to produce text, images, etc integrative /ˈɪn.tə.ɡrə.tɪv/ = combining two or more things in order to make them more effective immersive /ɪˈmɜː.sɪv/ = seeming to surround the audience, player, etc. so that they feel completely involved in something What does ‘the kindling of a flame” rather than ‘the filling of a vessel’ suggest about the role of educators / keynote speakers in engaging their audience? [14:54] ✓ use kindling (small dry pieces of wood) to start a fire ↔ true education involves "igniting" the intrinsic curiosity and joy within each person ✓ like "sparks" that help minds and feelings grow → instil thirst for knowledge, critical thinking skills, and a passion for lifelong learning 〆discard passive process of "filling a vessel" ↔ don't just give knowledge ✓ webinars must encourage viewers to participate (i.e. become active participants) and want to learn more → use of AI to design compelling presentations will soon become the norm ✓ new information should be layered on existing knowledge → focus on the periphery of knowledge → keep learners engaged ✓ reward purposeful action → refresh knowledge at optimal intervals → make forgetting curve less steep kindling = small dry pieces of wood to instil sth (in / into sb) = to gradually make sb feel, think or behave in a particular way over a period of time 50 1 How humans and AI can work together to create better businesses 20240405 hw20240412_n2 active wip edit_ol_qa prep_ol_qa pix/icons8-movie-100_white.png Have you ever experienced high-tech bureaucracy? What could this look like? How humans and AI can work together to create better businesses Sylvain Duranton - TED@BCG Mumbai September 2019 Here's a paradox: as companies try to streamline their businesses by using artificial intelligence to make critical decisions, they may inadvertently make themselves less efficient. Business technologist Sylvain Duranton advocates for a "Human plus AI" approach -- using AI systems alongside humans, not instead of them -- and shares the specific formula companies can adopt to successfully employ AI while keeping humans in the loop https://www.ted.com/talks/sylvain_duranton_how_humans_and_ai_can_work_together_to_create_better_businesses?language=en → watch the video → answer the questions]]> how_humans_and_AI_can_work_together_to_create_better_businesses_53024.mp4 what is algocracy? [01:03] ✓ situation when AI takes more and more critical decisions according to rules outside of any human control ✓ bureaucracy favours rules and procedures over human judgement ✓ AI decides solely based on rules (mostly inferred from past data) What is the human-zero mindset? Why is it so tempting? [01:46] ✓ situation when many corporate executives behave like bureaucrats from the past → take costly, old-fashioned humans out of the loop → rely only upon AI to take decisions ✓ "Human plus AI" route is long, costly & difficult → business teams, tech teams, data-science teams have to iterate for months to craft exactly how humans and AI can best work together to craft = to make sth using special skills, especially with your hands What examples of silly AI behaviour are given? [02:41] visual

"Had the same situation with my mother's burial urn." [03:11] "For months after her death, I got messages from Amazon, saying, 'If you liked that ...' " → necessity ≠ empathy 〆rejection of a student application for university → AI had "learned" on past data characteristics of students that will pass and fail e.g. if in the past all students from a given postal code have failed → AI will likely make this a rule → will reject every student with this postal code ≠ no opportunity to prove the rule wrong ]]> What is the algocratic nightmare? [04:10] ✓ AI constantly learning → no one can check all the rules 〆nobody is accountable ✓ fair because the same set of objective rules has been applied to everyone 〆cannot reconsider answer because algorithms don't change their mind What is the formula of 'Human plus AI'? [04:53] 10% algorithms + 20% technology + 70% people & processes ✓ 10% algorithms = code algos → both data scientists AND domain experts → domain experts should check each variable of the model [07:16] e.g. double-check false negatives of the risk of a heart attack after taking drugs ✓ 20% technology = build tech around the algorithms → collect data → build UI → integrate into legacy systems ✓ 70% people & processes = weave together AI with people and processes → maximize real outcome to weave = to put facts, events, details, etc. together to make a story or a closely connected whole What did a competition to forecast sales of a fashion retailer organized with human buyers and AI demonstrate? [08:05] → recreate a new model = model where human intervention improves AI answers and not the opposite! ]]> How was the fashion retailer sales forecast model improved? [09:40] ✓ humans don't try to guess when AI is wrong → AI takes real input from human buyers = change of user interface ✓ AI queries about missing data e.g. "Hey, humans! I don't know the trends for next year. → Could you share with me your top creative bets?" e.g. I cannot find any good comparables in the past for them. → "Hey, humans! Could you help me quantify those few big items? ✓ "Human plus AI" win → reduce forecast errors by 50% ]]> How to deal with the use of AI in the grey zone? [11:22] ✓ defining ethical rules and standards ✓ help business & tech teams ✓ set limits between personalization & manipulation ✓ distinguish customization of offers from discrimination ✓ differentiate targeting & intrusion What should organisations do to win? [13:27] ✓ invest in human knowledge, not just AI and data → recruit, train, reward human experts 〆data said to be the new oil ✓ human knowledge will make the difference = only derrick available to pump the oil hidden in the data derrick = tall structure over an oil well for holding a drill (which makes the hole in the ground for getting the oil out) 49 1 What will happen to marketing in the age of AI? 20240405 hw20240412_n3 active wip edit_ol_qa prep_ol_qa pix/icons8-movie-100_white.png How do you seize the productivity opportunity brought about by artificial intelligence? What will happen to marketing in the age of AI? Generative AI is poised to transform the workplace, but we still need human brains for new ideas, says marketing expert Jessica Apotheker. She explores how marketers can find their niche in the world of AI based on their preference for data or creativity, offering a pragmatic and hopeful look at the future of business https://www.ted.com/talks/jessica_apotheker_what_will_happen_to_marketing_in_the_age_of_ai?language=en → watch the video → answer the questions]]> Sample questions Can access to big data help tap into the emotional needs of consumers? Can brainstorming with a computer help come up with a perfect product or innovation to meet consumer needs? Can AI help generate a sales pitch to convince a prospect buyer at the point of sale? ]]> what_will_happen_to_marketing_in_the_age_of_ai_121579.mp4 Why and by how much could productivity increase in marketing thanks to AI [02:51]? ✓ marketing has traditionally been a right brain type of function → generative AI will bring about the next productivity revolution [01:19] e.g. the Boston Consulting Group conducted with Harvard a study ✓ ChatGPT (in 2023) already improves the right-brain performance of marketers by 40 percent [02:51] What will happen to marketers once AI can help them generate more? What risk may AI lead to in marketing? [03:58] ✓ more personalised contents & ideas 〆content overload [04:22] = feeling chased by contents What is the danger of relying on generative AI in marketing? [04:47] ✓ generative AI has been trained on existing content and data → reduces divergence of outcomes ≠ equalization of marketing is not a productive increase divergence = difference between conflicting facts or claims or opinions How can you solve the negative outcomes of generative AI? [05:02] ✓ need to develop a left AI brain → reskill & reorganize with left brain type human resources → build, use and diffuse predictive AI tools in the heart of decision-making = build solutions to predict outcomes ✓ identify and protect top right-brained talent left brain type = logical, analytical, orderly. The theory suggests that people who are left-brain dominant do well in careers that involve linear thinking, math, and verbal information. This includes careers such as accountant, scientist, or computer programmer right brain type = creative, emotional, intuitive. More likely imaginative and innovative thinkers, often drawn to fields where they can express themselves freely and help others What typical questions & answers generated by AI to distribute to marketers could be provided by teams of marketing data scientists & marketing data engineers? [05:38] ✓ what audience creative couples are really hitting it off ✓ what product is working with which consumer ✓ why or how is the marketing funnel evolving to hit it off = to be naturally friendly or well suited funnel = device that is wide at the top and narrow at the bottom, used for pouring liquids or powders into a small opening; in marketing: e.g. discovery, interest, appraisal, confirmation If you are successful with a given target generation, what are the risks when envisaging marketing for a new consumer segment? [07:18] ✓ brand could get trapped in current territory ... e.g. if a brand is strong with millennials 〆lack of data and content existing on millennials that will help you to be successful with Gen Z 〆conducting a market survey is more a left brain type of activity (= confirmation of a sales hypothesis) ✓ interpreting trends & decision making = more right brain type → need a combination of both types → don't rely only on AI for your market survey What 2 steps should marketers follow when making use of AI? [07:52] 1 identify who could provide most relevant data = recognise content partners ✓ think outside the box, beyond your eco-system → contact financial institutions, insurances (= already common practice to buy data from other service providers) e.g. a construction company decides to market to architects for the first time → find data on architects 〆construction companies (= direct competitors) 2 set up a federated model ✓ train algorithms = don't believe in the first answers → always rephrase What is the impact on creativity if all right brain tasks rely on generative AI? [08:51] 〆drop by 40% of collective divergent ideas 〆true innovation is being stifled to stifle /'staifəl/ = to prevent sth from happening; to prevent a feeling from being expressed How can you protect the identity of your brand and differentiation on the market? [09:25] ✓ identify true innovators e.g. those who usually disagree with you ✓ strategically reskill to use AI efficiently e.g.how to develop new prototypes fast & multiply their impact → protect & teach how to use AI = keep juices flowing → protect brand identity & differentiation in the market to keep juices flowing = to become inspired to greater creativity, productivity, or energy, or to cause such a feeling in someone What should marketers do to survive? [10:06] ✓ identify whether talents are left brain or right brain type ✓ specialise their skills → choose their brain 48 to tease = to laugh at sb and make jokes about them either in a friendly way or in order to annoy or embarrass them narcissistic /ˌnɑː.sɪˈsɪs.tɪk/ = having too much interest in and admiration for yourself hard-wired = automatically thinking or behaving in a particular way purposeful /ˈpə:pəsful/ = having or indicating purpose, intentional aversive = making someone feel a strong dislike for something, or making them not want to do it generative /ˈdʒen.ər.ə.tɪv/ = able to produce or create something; ~ AI: use or study of artificial intelligences that are able to produce text, images, etc integrative /ˈɪn.tə.ɡrə.tɪv/ = combining two or more things in order to make them more effective immersive /ɪˈmɜː.sɪv/ = seeming to surround the audience, player, etc. so that they feel completely involved in something kindling = small dry pieces of wood to instil sth (in / into sb) = to gradually make sb feel, think or behave in a particular way over a period of time 47 algocracy = situation in which algorithm-based systems structure and constrain the opportunities for human participation in, and comprehension of, public decision- making divergence = difference between conflicting facts or claims or opinions left brain type = logical, analytical, orderly. The theory suggests that people who are left-brain dominant do well in careers that involve linear thinking, math, and verbal information. This includes careers such as accountant, scientist, or computer programmer right brain type = creative, emotional, intuitive. More likely imaginative and innovative thinkers, often drawn to fields where they can express themselves freely and help others funnel = device that is wide at the top and narrow at the bottom, used for pouring liquids or powders into a small opening; in marketing: e.g. discovery, interest, appraisal, confirmation to stifle /'staifəl/ = to prevent sth from happening; to prevent a feeling from being expressed to keep juices flowing = to become inspired to greater creativity, productivity, or energy, or to cause such a feeling in someone to craft = to make sth using special skills, especially with your hands derrick = tall structure over an oil well for holding a drill (which makes the hole in the ground for getting the oil out) 46 algocracy = situation in which algorithm-based systems structure and constrain the opportunities for human participation in, and comprehension of, public decision- making human-zero mindset = situation when costly, old-fashioned humans are taken out of the loop and management rely only upon AI to take decisions to craft = to make sth using special skills, especially with your hands data scientist = professional who creates programming code and combines it with statistical knowledge to create insights from data domain expert | subject-matter expert (SME) = person who has accumulated great knowledge in a particular field or topic and this level of knowledge is demonstrated by the person's degree, licensure, and/or through years of professional experience with the subject to weave = to put facts, events, details, etc. together to make a story or a closely connected whole derrick = tall structure over an oil well for holding a drill (which makes the hole in the ground for getting the oil out) divergence = difference between conflicting facts or claims or opinions left brain type = logical, analytical, orderly. The theory suggests that people who are left-brain dominant do well in careers that involve linear thinking, math, and verbal information. This includes careers such as accountant, scientist, or computer programmer right brain type = creative, emotional, intuitive. More likely imaginative and innovative thinkers, often drawn to fields where they can express themselves freely and help others funnel = device that is wide at the top and narrow at the bottom, used for pouring liquids or powders into a small opening; in marketing: e.g. discovery, interest, appraisal, confirmation to stifle /'staifəl/ = to prevent sth from happening; to prevent a feeling from being expressed to keep juices flowing = to become inspired to greater creativity, productivity, or energy, or to cause such a feeling in someone 45 20240419 17:00-18:30 MSK | 15:00-16:30 CET 1.5 20 ((-20*1.5)=-60) + 0 = -60 euros active Refining BLUF & Minto Pyramid answers with generative AI By the end of this session you will have studied Zoom meeting details I.Bogatyrev - D.Potter Zoom Meeting (recurring) Meeting ID: 589 650 112 Password: 8XUPie https://us04web.zoom.us/j/589650112 ]]> 1 Neuroscience, AI and the Future of Education | Scott Bolland 20240405 hw20240412_n1 pix/icons8-movie-100_white.png Neuroscience, AI and the Future of Education | Scott Bolland | TEDxSouthBank https://www.youtube.com/watch?v=_cYIvfS-knA → watch the video → answer the questions ]]> 1 How humans and AI can work together to create better businesses 20240405 hw20240412_n2 pix/icons8-movie-100_white.png How humans and AI can work together to create better businesses Sylvain Duranton - TED@BCG Mumbai September 2019 Here's a paradox: as companies try to streamline their businesses by using artificial intelligence to make critical decisions, they may inadvertently make themselves less efficient. Business technologist Sylvain Duranton advocates for a "Human plus AI" approach -- using AI systems alongside humans, not instead of them -- and shares the specific formula companies can adopt to successfully employ AI while keeping humans in the loop https://www.ted.com/talks/sylvain_duranton_how_humans_and_ai_can_work_together_to_create_better_businesses?language=en → watch the video → answer the questions]]> 1 What will happen to marketing in the age of AI? 20240405 hw20240412_n3 pix/icons8-movie-100_white.png What will happen to marketing in the age of AI? Generative AI is poised to transform the workplace, but we still need human brains for new ideas, says marketing expert Jessica Apotheker. She explores how marketers can find their niche in the world of AI based on their preference for data or creativity, offering a pragmatic and hopeful look at the future of business https://www.ted.com/talks/jessica_apotheker_what_will_happen_to_marketing_in_the_age_of_ai?language=en → watch the video → answer the questions]]> 44 1 Refining BLUF & Minto Pyramid answers with generative AI active edit_ol_qa pix/icons8-collaboration-100_white.png BLUF / Minto Pyramid Principle 1. Answer, thesis or key point 2. Arguments & main points 3. Supporting details & ideas 1PBL 1 liner problem (+ solution) biggest challenge lesson learnt https://rockcontent.com/blog/bluf-meaning/ ]]> stopwatch What is your biggest achievement? 1 liner Can you sum up the project & result (with metrics)? ]]> (sample answer from googledocs) Problem (+ solution)]]> How did you narrow down the list of options? ✓ conducted brainstorming ✓ hired external consulting ✓ empirical trial & error Problem (+ solution)]]> Why did you choose this solution? ✓ limited time for further testing ✓ gut instinct ✓ professional expertise (...) Problem (+ solution)]]> What were the drawbacks of this choice? 〆costs 〆questionable reliability 〆technical debt 〆reputational risk Problem (+ solution)]]> What other methods, technologies or services had you taken into account? Why did you turn them down? ✓ open source alternatives 〆lack of support ✓ proprietary solutions 〆expensive license ✓ competitive supply chain 〆significant lead time Problem (+ solution)]]> Did management fully endorse your recommendations? Was your team reluctant to deploying your strategy? 〆lacked authority 〆in dire needs of experienced staff members to support your solution Biggest challenge What was the most demanding aspect of this mission? ]]> ✓ meeting deadlines ✓ cutting costs to beat the competition ✓ pioneering this solution (...) Lesson learnt What would you do next time? ]]> ✓ mitigate risks ✓ favour another technology ✓ anticipate staff turnover ✓ retain talents 43 42 20240412 17:00-18:30 MSK | 15:00-16:30 CET 1.5 20 ((-20*1.5)=-30) + 0 = -30 euros active The unwritten rules (till now) of negotiating with Meta By the end of this session you will have studied Zoom meeting details I.Bogatyrev - D.Potter Zoom Meeting (recurring) Meeting ID: 589 650 112 Password: 8XUPie https://us04web.zoom.us/j/589650112 ]]> 41 active textbook If you had to get an interview in 30 minutes, this is the most effective tactic. Pick your niche. Get a list of 20-50 companies. Write a very specific email, so specific to that niche that if someone outside of that niche read it it wouldn't make sense. Schedule the email for the ideal receiving time with an optimized subject line. https://www.youtube.com/watch?v=Y63wqHDaqoM T / Cl The unwritten rules (till now) of negotiating with Meta By Aline Lerner | Published: February 27, 2024; Last updated: March 27, 2024 At interviewing.io, one of the services we offer our users is salary negotiation. Even though I’m the founder, I still do many of the sessions myself because they give me an invaluable insider’s perspective on what’s actually going on in the engineering market, what different companies’ offers look like, how companies extend offers, what kinds of deadlines they give, and how much they go up in compensation, under what circumstances https://interviewing.io/blog/how-to-negotiate-with-meta ]]> 40 39 20240405 17:00-18:30 MSK | 15:00-16:30 CET 1.5 20 240 20240322 ((-20*1.5)=-30)+ -210 + 240 = 0 euros active Neuroscience, AI and the Future of Education | Scott Bolland How humans and AI can work together to create better businesses What will happen to marketing in the age of AI? When cultures collide - Lewis model Lewis model horizons By the end of this session you will have studied Zoom meeting details I.Bogatyrev - D.Potter Zoom Meeting (recurring) Meeting ID: 589 650 112 Password: 8XUPie https://us04web.zoom.us/j/589650112 ]]> 38 1 Neuroscience, AI and the Future of Education | Scott Bolland 20240405 hw20240412_n1 active wip edit_ol_qa prep_ol_qa pix/icons8-movie-100_white.png Why do we need AI in education? How could AI help you design webinars & presentations in a more engaging manner? Neuroscience, AI and the Future of Education | Scott Bolland | TEDxSouthBank Currently around 63% of students are disengaged at school, meaning that they withdrawal either physically or mentally before they have mastered the skills that are required to flourish in later life. In this talk Scott Bolland explores the science of learning, the mismatch between how we teach and how the brain natural learns, and the important role that artificial intelligence could take in addressing the limitations in our current education system. Dr Scott Bolland is the founder of New Dawn Technologies, a high-tech software company aiming to revolutionise education through the use of artificial intelligence. He has spent the last 20 years actively researching and teaching in the field of cognitive science – the scientific study of how the mind works – which spans disciplines such as psychology, philosophy, neuroscience, artificial intelligence and computer science. He holds a PhD in this field, as well as a university medal for outstanding academic scholarship. (2016) https://www.youtube.com/watch?v=_cYIvfS-knA → watch the video → answer the questions ]]> Why is Facebook so “attractive” according to Dr Scott Bolland? How can you apply the same principles when posting on LinkedIn? ✓ provides a constant stream of new information ✓ strives to remain on the periphery of one's knowledge → keeps the platform engaging and addictive = avoids being monotonous or overly familiar ✓ attract followers on LinkedIn by challenging their skills ✓ post creative thoughts that tease their professional ego → touch followers' narcissistic soft point to tease = to laugh at sb and make jokes about them either in a friendly way or in order to annoy or embarrass them narcissistic /ˌnɑː.sɪˈsɪs.tɪk/ = having too much interest in and admiration for yourself Dr Scott Bolland provided a diagram of the learning centres of the brain that release endorphins depending on the degree of familiarity with the material. How can we apply this to designing presentations, webinars & sales pitches? ✓ hard-wired to learn = brain rewards learning with pleasure through endorphins and dopamine → introduce new concepts, solutions, products that challenge audience / prospective buyers without overwhelming them → discovery & learning process should be successive = new information should be layered on existing knowledge → sales pitches should create demand for a product in the periphery of your needs = identify unmet needs of clients hard-wired = automatically thinking or behaving in a particular way How does the described experiment with the robot reflect humans' learning process? ✓ demonstrates the importance of inner motivation and self-exploration ✓ robot & humans engage in random behaviour = trial and error → aimless exploration brings minimal results = boredom ✓ robot encounters useful interactions e.g. make an object swing, trigger music by pressing a button ✓ shift to purposeful action → experience positive emotions → begin to value some behaviours (i.e. those that result in a new positive outcome) → discard other behaviours (i.e. that are already learnt and boring) → happiness = learning catalyst ✓ promote engagement ✓ encourage skill acquisition ✓ stimulate inner drive to explore & understand the world ✓ ensure presentations / webinars feature some purposeful interactions e.g. show of hands, multiple choice questions, debating in breakout rooms → define the purpose of the presentation at the beginning to explain the expected end state ✓ engage attendees in a webinar by conducting case studies → generate satisfaction in achieving results → make use of friendly competition among participants as a learning catalyst purposeful /ˈpə:pəsful/ = having or indicating purpose, intentional What’s wrong with the educational system and arguable with webinars & sales pitches in general? 〆mismatch between how we teach and how the brain naturally learns 〆some people are going to be ahead and bored 〆others are left behind → learning feels aversive = few members of the audience are getting the information on the periphery of their knowledge → what is required for optimal learning and pleasure 63% students disengaged ✓ design graded presentations / webinars → activities should be of varied difficulties, perhaps at the discretion of the moderator / keynote speaker e.g. feature 2-3 sets of questions (for managers, staff members, clients) aversive = making someone feel a strong dislike for something, or making them not want to do it What three levels can AI support? ✓ level 1 - rote learning → memorize information passively ✓ level 2 - generative AI → focus on active learning through problem-solving and creativity ✓ consider each person's unique learning style ✓ stimulate critical thinking abilities e.g. ask personal questions = use AI to create contents suited to the person's skill level, enhancing engagement and skill development ✓ level 3 - integrative AI → integrate generative AI with tools like virtual reality, gesture recognition, and other advanced technologies ✓ create immersive & interactive learning scenarios tailored to individual members of the audience e.g. video conferencing software can recognise attendees' body language (thumbs up) generative /ˈdʒen.ər.ə.tɪv/ = able to produce or create something; ~ AI: use or study of artificial intelligences that are able to produce text, images, etc integrative /ˈɪn.tə.ɡrə.tɪv/ = combining two or more things in order to make them more effective immersive /ɪˈmɜː.sɪv/ = seeming to surround the audience, player, etc. so that they feel completely involved in something What does ‘the kindling of a flame” rather than ‘the filling of a vessel’ suggest about the role of educators / keynote speakers in engaging their audience? ✓ use kindling (small dry pieces of wood) to start a fire ↔ true education involves "igniting" the intrinsic curiosity and joy within each person ✓ like "sparks" that help minds and feelings grow → instil thirst for knowledge, critical thinking skills, and a passion for lifelong learning 〆discard passive process of "filling a vessel" ↔ don't just give knowledge ✓ webinars must encourage viewers to participate (i.e. become active participants) and want to learn more → use of AI to design compelling presentations will soon become the norm ✓ new information should be layered on existing knowledge → focus on the periphery of knowledge → keep learners engaged ✓ reward purposeful action → refresh knowledge at optimal intervals → make forgetting curve less steep kindling = small dry pieces of wood to instil sth (in / into sb) = to gradually make sb feel, think or behave in a particular way over a period of time 37 1 How humans and AI can work together to create better businesses 20240405 hw20240412_n2 active wip edit_ol_qa prep_ol_qa pix/icons8-movie-100_white.png Have you ever experienced high-tech bureaucracy? What could this look like? How humans and AI can work together to create better businesses Sylvain Duranton - TED@BCG Mumbai September 2019 Here's a paradox: as companies try to streamline their businesses by using artificial intelligence to make critical decisions, they may inadvertently make themselves less efficient. Business technologist Sylvain Duranton advocates for a "Human plus AI" approach -- using AI systems alongside humans, not instead of them -- and shares the specific formula companies can adopt to successfully employ AI while keeping humans in the loop https://www.ted.com/talks/sylvain_duranton_how_humans_and_ai_can_work_together_to_create_better_businesses?language=en → watch the video → answer the questions]]> how_humans_and_AI_can_work_together_to_create_better_businesses_53024.mp4 What is algocracy? [01:03] ✓ situation when AI takes more and more critical decisions according to rules outside of any human control ✓ bureaucracy favours rules and procedures over human judgement ✓ AI decides solely based on rules (mostly inferred from past data) What is the human-zero mindset? Why is it so tempting? [01:46] ✓ situation when many corporate executives behave like bureaucrats from the past → take costly, old-fashioned humans out of the loop → rely only upon AI to take decisions ✓ "Human plus AI" route is long, costly & difficult → business teams, tech teams, data-science teams have to iterate for months to craft exactly how humans and AI can best work together to craft = to make sth using special skills, especially with your hands What examples of silly AI behaviour are given? [02:41] visual

]]> 1 2 3 34 3 pix/icons8-collaboration-100_white.png Adapting your communication style according to the Lewis model wip active xml_multi_dd_row visual aid

]]> 30 20 left 1;2;3 4;5;6 7;8;9 be concise, precise, and factual avoid interruptions and distractions follow a clear agenda and timeline be friendly, enthusiastic, and empathetic allow for some flexibility and improvisation use stories and examples to illustrate your points be polite, respectful, and humble listen attentively and patiently use indirect and subtle cues to convey your messages 33 4 Pros and cons of the Lewis model (Richard D.Lewis) 20231021-8ach hw20231028-14ach-n1 wip prep_ol_qa edit_ol_qa pix/icons8-hand-with-pen-100_white.png pix/icons8-collaboration-100_white.png What are the pros of this model? The Lewis Model, born in an era of rampant globalisation of business, is particularly appropriate for assessing an individual’s likely performance in a commercial role. The design of the questionnaire is based on business situations. The nomenclature of the typologies is succinct: Linear-active, Multi-active, Reactive. While the three types are distinctive, each possesses behavioural elements from the other two categories. It is a question of which one is dominant. Many individuals deviate from the national type in a work situation e.g. engineers and accountants tend to be Linear, sales people Multi-active, lawyers and doctors Reactive. A Training Officer, on being told that “Candidate A is basically monochronic and low-context but high on uncertainty avoidance, has a tendency towards collectivism and femininity and is past-oriented,” may well ask, “What shall I do with him?” If the description is Linear-active, Multi-active or Reactive, the answer is clear and succinct: The location of each individual shows how close he or she is in behaviour or affinity to different cultures. How does this information help training officers, headhunters or others engaged in the placement of new recruits in the company structure? After assessment, the individual’s cultural profile is pinpointed inside the triangle, showing how close or how far it is to the world’s major cultural groups. It indicates not only how much affinity their behaviour has to that of other countries but also shows their similarity to or deviation from their own national norm, as well as their compatibility with other people tested. This is particularly useful if members of a proposed team are tested simultaneously. What are the cons of this model? The Lewis model has its limitations and criticisms, such as oversimplifying or stereotyping cultures, disregarding individual differences and personal preferences, not reflecting the dynamic and evolving nature of cultures and communication, and not accounting for other factors such as power, gender, age, education, religion, etc. It is important to use the Lewis model as a starting point for cross-cultural communication but not as an end point. You should always be open-minded, curious, and respectful of other perspectives and experiences; furthermore, you should seek feedback and clarification when in doubt. 32 to tease = to laugh at sb and make jokes about them either in a friendly way or in order to annoy or embarrass them narcissistic /ˌnɑː.sɪˈsɪs.tɪk/ = having too much interest in and admiration for yourself hard-wired = automatically thinking or behaving in a particular way purposeful /ˈpə:pəsful/ = having or indicating purpose, intentional aversive = making someone feel a strong dislike for something, or making them not want to do it generative /ˈdʒen.ər.ə.tɪv/ = able to produce or create something; ~ AI: use or study of artificial intelligences that are able to produce text, images, etc integrative /ˈɪn.tə.ɡrə.tɪv/ = combining two or more things in order to make them more effective immersive /ɪˈmɜː.sɪv/ = seeming to surround the audience, player, etc. so that they feel completely involved in something kindling = small dry pieces of wood to instil sth (in / into sb) = to gradually make sb feel, think or behave in a particular way over a period of time 31 algocracy = situation in which algorithm-based systems structure and constrain the opportunities for human participation in, and comprehension of, public decision- making divergence = difference between conflicting facts or claims or opinions left brain type = logical, analytical, orderly. The theory suggests that people who are left-brain dominant do well in careers that involve linear thinking, math, and verbal information. This includes careers such as accountant, scientist, or computer programmer right brain type = creative, emotional, intuitive. More likely imaginative and innovative thinkers, often drawn to fields where they can express themselves freely and help others funnel = device that is wide at the top and narrow at the bottom, used for pouring liquids or powders into a small opening; in marketing: e.g. discovery, interest, appraisal, confirmation to stifle /'staifəl/ = to prevent sth from happening; to prevent a feeling from being expressed to keep juices flowing = to become inspired to greater creativity, productivity, or energy, or to cause such a feeling in someone to craft = to make sth using special skills, especially with your hands derrick = tall structure over an oil well for holding a drill (which makes the hole in the ground for getting the oil out) 30 divergence = difference between conflicting facts or claims or opinions left brain type = logical, analytical, orderly. The theory suggests that people who are left-brain dominant do well in careers that involve linear thinking, math, and verbal information. This includes careers such as accountant, scientist, or computer programmer right brain type = creative, emotional, intuitive. More likely imaginative and innovative thinkers, often drawn to fields where they can express themselves freely and help others funnel = device that is wide at the top and narrow at the bottom, used for pouring liquids or powders into a small opening; in marketing: e.g. discovery, interest, appraisal, confirmation to stifle /'staifəl/ = to prevent sth from happening; to prevent a feeling from being expressed to keep juices flowing = to become inspired to greater creativity, productivity, or energy, or to cause such a feeling in someone 29 20240315 17:00-18:30 MSK | 15:00-16:30 CET 1.5 20 ((-20*1.5)=-30)+ -180 = -210 euros active How to end the war in Ukraine? By the end of this session you will have studied Zoom meeting details I.Bogatyrev - D.Potter Zoom Meeting (recurring) Meeting ID: 589 650 112 Password: 8XUPie https://us04web.zoom.us/j/589650112 ]]> 28 1 pix/icons8-microscope-100_white.png How to end the war in the Ukraine? active wip xml_multi_dd_row xml_multi_dd_row xml_multi_dd_row xml_multi_dd_row What steps could be taken to end the conflict in the Ukraine? How many scenarios could be envisaged? → find & compare events with identical numbers → put each event under the likely resulting scenario → decide if you agree or disagree with the hypothetical chain of events ]]> I think that if... 1 Trump wins the 2024 presidential elections → Putin wins the war On the other hand, if... 1 Biden wins the 2024 presidential elections and increases the USA's war effort in the Ukraine → Zelensky wins the war because... ]]> 31 34 left

Putin annexes most of the Ukraine's eastern territories, including Crimea Putin & Zelensky reach a peace agreement

The eastern territories annexed by Russia, as well as Crimea, are officially recognised as part of the Russian Federation Zelensky wins the war

The Ukraine recovers its territorial sovereignty (incl. Crimea, though not officially recognised by the Russian Federation) ]]> 1;2;3;4 5;6;7;8;9;10 11;12;13;14;15;16 A moderator - perhaps from Germany, e.g. A.Merkel who was on good terms with Putin, or O.Scholz who has always defended his refusal to send Taurus missiles - is chosen to make it clear to Putin that these forces will have only a peace keeping role 4 European ground troops don't intervene in the name of NATO because their countries fear the USA would leave the alliance and Russia would strike back 5 The presence of European ground troops is strictly limited to training on the ground and logistics 6 Over time, European ground troops take on the role of preserving some line of demarcation which will become in effect a new border (e.g. North/South Korea) 1 Biden wins the 2024 presidential elections and increases the USA's war effort in the Ukraine 2 Macron & other European leaders (invigorated by USA on-going support) decide to support the Ukraine with human resources on the Ukrainian battlefield 3 The role of European ground troops progressively transforms from logistics into a reaction force 4 Russia has by now fully changed its industries to procure for military needs, it still has more population available to be mobilised than Europe, and therefore continues its never-ending bombings and attacks on the front-line despite (or as a response to?) the increasing military defence made available to the Ukraine 5 For some strange (unlikely?) reason (unknown at the time of this writing) Putin's popularity is on the wane, the government (and perhaps the public opinion) start questioning the objectives of this never-ending war 6 The Russian government decides to treat Putin as a hero, and thanks to propaganda manages to make the special operation in the Ukraine a success.
The Nazis have been exterminated, people of the eastern republics now enjoy freedom, etc. Even Crimea is given independence: it has the status of a special republic of XYZ. The war is ended because it is perceived as a victory by Russians ]]> Putin wins the war Trump wins the 2024 presidential elections (he had promised to end the war) Trump threatens the USA will quit NATO if European member countries continue to provide military support in the Ukraine Most of Western European countries fear their warfare is not ready without the USA's membership in NATO & decide to back down despite earlier political commitments/agreements to provide the Ukraine with aid Zelensky can't mobilise enough human resources, lacks support from the Ukrainian public opinion, he is forced to make concessions to end the war Putin annexes most of the Ukraine's eastern territories, including Crimea Putin & Zelensky reach a peace agreement European leaders are determined not to lose face but realise they can't afford to prolong their war effort European leaders need to signal to the public opinion they have supported the Ukraine politically, financially as well as with warfare, and finally send troops to the Ukraine Neither Europe nor the USA want to get entangled in a nuclear conflict with Russia. A moderator - perhaps German, e.g. A.Merkel who was on good terms with Putin, or O.Scholz who has always defended his refusal to send Taurus missiles - is chosen to make it clear to Putin that these forces will have only a peace keeping role European ground troops don't intervene in the name of NATO because their countries fear the USA would leave the alliance and Russia would strike back The presence of European ground troops is strictly limited to training on the ground and logistics Over time, European ground troops take on the role of preserving some line of demarcation which will become in effect a new border (e.g. North/South Korea) The eastern territories annexed by Russia, as well as Crimea, are officially recognised as part of the Russian Federation Zelensky wins the war Biden wins the 2024 presidential elections and increases the USA's war effort in the Ukraine Macron & other European leaders (invigorated by USA on-going support) decide to support the Ukraine with human resources on the Ukrainian battlefield The role of European ground troops progressively transforms from logistics into a reaction force Russia has by now fully changed its industries to procure for military needs, it still has more population available to be mobilised than Europe, and therefore continues its never-ending bombings and attacks on the front-line despite (or as a response to?) the increasing military defence made available to the Ukraine For some strange (unlikely?) reason (unknown at the time of this writing) Putin's popularity is on the wane, the government (and perhaps the public opinion) start questioning the objectives of this never-ending war The Russian government decides to treat Putin as a hero, and thanks to propaganda manages to make the special operation in the Ukraine a success.
The Nazis have been exterminated, people of the eastern republics now enjoy freedom, etc. Even Crimea is given independence: it has the status of a special republic of XYZ. The war is ended because it is perceived as a victory by Russians The Ukraine recovers its territorial sovereignty (incl. Crimea, though not officially recognised by the Russian Federation) ]]> 27 26 20240301 17:00-18:30 MSK | 15:00-16:30 CET 1.5 20 ((-20*1.5)=-30)+ -150 = -180 euros active STAR, Minto Pyramid, 1PBL & BLUF By the end of this session you will have studied https://applypass.com/star-format-burned-out-faded-away/

Zoom meeting details I.Bogatyrev - D.Potter Zoom Meeting (recurring) Meeting ID: 589 650 112 Password: 8XUPie https://us04web.zoom.us/j/589650112 ]]> 25 1 Communication strategies active edit_ol_qa pix/icons8-collaboration-100_white.png What communication strategies do you use to describe your achievements & goals? https://applypass.com/star-format-burned-out-faded-away/ → answer the questions ]]> https://applypass.com/star-format-burned-out-faded-away/ The Minto Pyramid Principle (aka the McKinsey’s Pyramid Principle) Minto Pyramid Principle, also referred to as the McKinsey’s Pyramid Principle, is a tool used to process and structure large amounts of information to convey a story, message or presentation without omitting important details. The principle of the McKinsey Pyramid is to cut to the chase in written texts or presentations. This ensures that the audience’s attention is captured and that a riveting story can be created that’s easy to remember and understand. https://www.toolshero.com/communication-skills/minto-pyramid-principle/ BLUF Bottom Line Up Front is basically the staff-and-above-level special: it’s extraordinary at shielding your counterpart from unnecessary details; you tell them the most important thing first, don’t make them wait til the end to hear why they should be listening at the beginning! This is the opposite approach of STAR, which often buries the lede https://en.wikipedia.org/wiki/BLUF_(communication) ]]> What is the STAR method? When do you use it? (S) Situation (T) Task (A) Action (R) Result = technique used by interviewers to gather all the relevant information about a specific capability that the job requires What typical mistakes could you make when using the STAR method? 〆may promote windbag answers 〆is reminiscent of a playbook → suggests filling up time (2-3min / qs) rather than focusing on relevance 〆doesn't allow a natural exchange with the interlocutor → may ignore follow-up questions → prefer a faster answer (to leave room for follow-up questions) windbag = person who talks too much, and does not say anything important or interesting playbook = set of rules, suggestions, or methods that are considered to be suitable for a particular activity, industry, job, etc In what other communicative situations could you use STAR? ✓ need to explain a challenge to a new audience from scratch → is probably not relevant when the situation is internal to an organisation ✓ report results at a presentation / webinar ✓ story telling Less is more?]]> ✓ focus on results → start with the conclusion ✓ provide only details to support your answer → invert the narrative progression from introduction (situation) to bottom-line first What is the Minto Pyramid (aka McKinsey Pyramid)? 1. answer, thesis or key point 2. arguments & main points 3. supporting details & ideas Minto Pyramid = effective communication tool to quickly and clearly communicate complex issues to busy business executives. Developed in 1987 by Barbara Minto, a McKinsey consultant, and is used not only by McKinsey but by most top consulting firms What is BLUF? ✓ Bottom Line Up Front ✓ relevant to senior staff & management levels = busy, time-constrained, or overloaded with lots of information → shields counterpart from unnecessary details ✓ tell the most important thing first → don’t make audience wait for the end = understand the rationale from the start → relevant to presentations ✓ don't give empty instructions = if they need to read you, explain why at the beginning 24 2 Job interview strategies active edit_ol_qa pix/icons8-collaboration-100_white.png What strategies can you use to describe your career & ambitions at job interview? https://applypass.com/star-format-burned-out-faded-away/ → answer the questions ]]> visual

]]> How can the STAR method help you answer behavioural questions? ✓ (S) situation → The interviewer wants you to present a recent challenging situation in which you found yourself. ✓ (T) task What were you required to achieve? → The interviewer will be looking to see what you were trying to achieve from the situation. Some performance development methods use “Target” rather than “Task”. Job interview candidates who describe a “Target” they set themselves instead of an externally imposed “Task” emphasize their own intrinsic motivation to perform and to develop their performance. ✓ (A) action What did you do? → The interviewer will be looking for information on what you did, why you did it and what the alternatives were. ✓ (R) results What was the outcome of your actions? What did you achieve through your actions? Did you meet your objectives? What did you learn from this experience? Have you used this learning since? (src: Wikipedia) To what extend could you use STAR? ✓ only use its breakdown to prepare for a job interview 〆don't use it during the interview itself! → identify most significant support stories using the STAR approach ≠ don't regurgitate a script learnt by heart → anticipate follow-up questions Methodology: Improving instant, visual access to support stories ✓ list relevant experiences in a googledocs ✓ write down the first introductory sentence for the Situation paragraph only → save this sentence as the title (e.g. ctrl + alt + 3 = heading style 3) = should become visible in the outline in the left margin for quick access ✓ use bullet points & noun phrases instead of prose → Time spent on each STAR part is not equal 〆avoid describing the situation in granular detail ≠ doesn't show what you can do → describe your task = explain its impact at all levels of the company (if relevant) → spend more time on describing your actions What is 1PBL? https://applypass.com/star-format-burned-out-faded-away/ ]]> What should you focus on more: context & team or your contribution? ✓ individual contribution (80%) → support with metrics/impact 23 windbag = person who talks too much, and does not say anything important or interesting playbook = set of rules, suggestions, or methods that are considered to be suitable for a particular activity, industry, job, etc Minto Pyramid = effective communication tool to quickly and clearly communicate complex issues to busy business executives. Developed in 1987 by Barbara Minto, a McKinsey consultant, and is used not only by McKinsey but by most top consulting firms 22 20240216 17:00-18:30 MSK | 15:00-16:30 CET 1.5 20 ((-20*1.5)=-30)+ -120 = -150 euros active Chemical burns, poisoning and prison: the persecution of Alexei Navalny (The Guardian) By the end of this session you will have studied Zoom meeting details I.Bogatyrev - D.Potter Zoom Meeting (recurring) Meeting ID: 589 650 112 Password: 8XUPie https://us04web.zoom.us/j/589650112 ]]> 21 active textbook https://www.theguardian.com/world/2024/feb/16/chemical-burns-poisoning-prison-alexei-navalny-persecution Putin critic remained defiant despite facing years of abuse including 2020 attempt on his life. In his last court hearing on Thursday, Alexei Navalny looked frail. Appearing via video link, close-shaven and face gaunt, his deteriorating appearance reflected years in jail that were plagued by allegations of systematic abuse. But his mind was defiant. Infused with a heavy touch of irony and humour, a distinctive hallmark of the opposition leader, Navalny joked with journalists and scolded the authorities. He ironically asked the judge for part of his “enormous salary”. “Because I am running out of money thanks to your decisions,” Navalny said, referring to numerous fines imposed on him. The next day, Russian authorities said he had died in a maximum-security prison in the country’s far north. His demise, if confirmed, will be widely seen as the final chapter in what looks like the Kremlin’s systematic effort to silence the most vocal and prominent thorn in the side of the Russian government. For years, Navalny was harassed, intimidated and jailed as his prominence in Russia grew. In 2017, a doctor told him he had lost 80% of the sight in one eye after suffering a chemical burn when an assailant threw a green liquid in his face. But those attacks looked like child’s play when in 2020 he survived an elaborate FSB plot to poison him with Soviet-era novichok. Navalny soon became unwell after getting on a plane in the Siberian city of Tomsk for a flight back to Moscow. The change in his condition was sudden and violent. Navalny went to the toilet at the back of the plane. He did not re-emerge, instead collapsing. Video footage shows the crew scurrying towards him. Passengers described grim, animal-like howls of pain. An unauthorised, on the spot decision by the pilot to divert the plane to a nearby city, where he received emergency treatment, appeared to have saved his life. A long and uncertain road to recovery in Europe followed the poisoning. Step by step Navalny grew stronger. He started to walk and recognise people. German doctors soon confirmed he had been poisoned with a military-grade nerve agent from the novichok family. Navalny later duped his attackers into admitting to putting poison in underwear in Tomsk. Asked why he survived, the FSB office told Navalny it was probably because his plane had made an emergency landing. If he had continued to Moscow – a journey of another three hours or so – he would probably have died, the officer said. The agent stressed his superiors had got the poison dose right. But while Navalny survived the first attempt on his life it would mark the start of a grim series of repressions that would eventually lead to his death on Thursday. Five months after falling victim to the FSB operation, he decided to go home, risking his own freedom to issue a direct challenge to the Kremlin. It was apparent from the start that his return would not be appreciated by the Kremlin. Navalny’s plane landed at Moscow’s Sheremetyevo airport, diverted from its original destination of Vnukovo airport where hundreds of supporters and media had been waiting. But he was in good spirits. “What bad things can happen to me inside Russia?” he quipped on the plane, telling reporters: “We won’t be able to take off unless you sit down.” Navalny kissed his wife, Yulia, goodbye as he was arrested upon arrival in Moscow. It would be the last time the two would hold each other. A court soon handed him a three-and-a-half-year prison term, which would be followed by more and more sentences. At the time of his death, Navalny was due to serve a cumulative three decades in prison. It was made clear he would remain in jail as long as Putin remained in power. In jail, Russia’s most famous opposition leader faced some of the worst excesses of the Russian prison system. He said the Kremlin wanted to break him, as a punishment for staying alive. His team feared worse. Navalny went on hunger strike after being denied urgent medical treatment in prison. He said the authorities subjected him to psychological pressure and sleep deprivation, detailing a fellow inmate to wake him every hour on the pretext of making sure he had not escaped. He halted the hunger strike on the advice of his doctors but his torment continued. Navalny complained of numbness in one leg so severe that he could not put weight on it. Defying personal risks, hundreds of Russian doctors signed open letters asking Putin to “stop abusing” Navalny in jail. Much of his time in jail would be spent alone, in the notorious punitive isolation cell, or ShIzo, for minor infringements of prison rules or without any explanation at all. Last April worries grew when Navalny started grappling with severe stomach pain that his allies said could be the result of slow-acting poison. “His situation is critical, we are all very concerned,” his close ally Ruslan Shaveddinov told the Guardian at the time, foreshadowing events to come. “We believe that they are gradually killing him, using slow-acting poison which is applied through food.” Shaveddinov called the withholding of care a slow-motion assassination attempt by the Russian government. In December, Navalny disappeared from view, triggering new fears over his wellbeing. His whereabouts was unknown for almost three weeks before his allies located him in a remote penal colony in Russia’s far north. Navalny’s final destination would be the Kharp high-security prison. Even by Russian standards, the Gulag-era “Polar Wolf” colony was rough. Surrounded by mountains and tundra, with freezing dark winters making way for short, mosquito-infested summers, Navalny was virtually cut off from the outside world. But he remained positive, making light of his grim ordeal. “I’m still in a good mood, as befits a Santa Claus,” he said, referring to his winter clothing of sheepskin coat and fur hat and the beard he grew during his transportation. But his allies expressed grave concern about the harsh conditions his already frail body would face. “This prison will be much worse than the one that was before,” warned his spokesperson Kira Yarmysh. Navalny appeared to persevere. His last letter, passed to his lawyers on Valentine’s Day, was dedicated to Yulia. “Baby, between us there are cities, takeoff lights of airfields, blue snowstorms and thousands of kilometres. But I feel that you are near every second, and I love you with all my strength.” Navalny prepared a message in case of the worst-case scenario. Shortly before flying out to Moscow in January 2021, he was asked what he would say to the Russian people if he was killed. “My message for the situation if I am killed is very simple: don’t give up.” ]]> 20 active textbook 19 18 20240202 17:00-18:30 MSK | 15:00-16:30 CET 1.5 20 ((-20*1.5)=-30)+ -90 = -120 euros active High and low context cultures By the end of this session you will have studied Zoom meeting details I.Bogatyrev - D.Potter Zoom Meeting (recurring) Meeting ID: 589 650 112 Password: 8XUPie https://us04web.zoom.us/j/589650112 ]]> 3 Beyond Culture - Summary and Review 20240112 hw20240119 → read a summary of the best seller 'Beyond Culture' by Edward T.Hall → answer the questions 17 3 Beyond Culture - Summary and Review active 20240112 hw20240119 edit_short_reading_floating prep_short_reading_floating edit_reading_floating Why is culture still a divider? → read a summary of the best seller 'Beyond Culture' by Edward T.Hall → answer the questions What are the advantages & disadvantages of using implicit communication? ✓ less attention can be paid to spoken words, which speeds up communication considerably 〆is faster in the moment but much slower to change overall What are the advantages & disadvantages of using explicit communication? ✓ meanings can be changed quickly 〆is slower, requiring more spoken information and longer messages Why is being late to an appointment is much more tolerated in Latin America than it is in the United States? ✓ in Latin America you might need to prioritize an issue. Changing plans last minute, however, is seen as rude in the US and Northern Europe, as people from these cultures expect you to plan your schedule in advance According to the text, how is space perceived in Europe as opposed to Japan? ✓ people from Western cultures tend to associate space with private ownership and personal status. A stranger moving your stuff is just wrong. What example(s) of a country's former social organisation do you know of? ✓ bowing practice in Japan stems from its feudal history What can questioning your own beliefs help you understand? ✓ may help better understand foreign cultures Beyond Culture - summary Beyond Culture - summary Edward T.Hall https://lifeclub.org/books/beyond-culture-edward-hall-review-summary

Beyond Culture Key Idea #1: Your actions and thoughts are shaped by the culture in which you grow up. Human beings are cultural by nature. Regardless of where a person is born and raised, her culture – the ideas, customs and social mores of her community – will inevitably have an effect on the way she acts and thinks throughout her life. ]]> From birth, we begin to learn from the people around us. In this way, a person’s actions are changeable, as they suit the cultural context in which the person exists. Over time, learned actions develop into ingrained habits. Eventually, these habits become second nature, almost automatic. By the time we’ve reached adulthood, these learned actions have become internalized, unconscious behaviours, specific to the culture in which we were raised. A good example of this can be found in the way people greet each other. While the Japanese bow, Inuits rub noses. Such behaviours are taken for granted within each culture and are performed automatically. Both actions, however different, convey respect or gratitude, yet only when performed in the context of each respective culture. Beyond Culture Key Idea #2: You perform learned cultural rituals on a daily basis – often without even realizing it. The sequence of actions that people perform together differs from culture to culture. Settling disputes is one particular practice that is often culturally determined. A person from England or America, for example, might first offer subtle verbal hints that something is wrong. He might then send a message through an emissary, before directly confronting the other party. If none of these actions resolve the dispute, he might resort to legal action.]]> People from Latin America or Mediterranean cultures, on the other hand, see handling disputes much differently. In general, people from these cultures try to avoid confrontation with co-workers or family members unless they feel that they must engage directly. Beyond Culture Key Idea #3: Different cultures have different ways of communicating, and each has its pros and cons. Have you ever struggled to plan an event with people from different cultural backgrounds? This situation isn’t uncommon and results from cultural differences in communication. In short, different cultures have different ways of communicating. Some communicate explicitly while others communicate implicitly. ]]> Cultures that communicate explicitly include those in Germany, Switzerland, the countries of Scandinavia and (although to a lesser extent) the United States. In the context of these cultures, plans are typically set clearly and plainly, using words. The downside of such communication is that a message must contain all the necessary information so there can be communication at all. This can slow things down, as messages are long and complex. Other cultures, however, rely more on implicit communication. This means that a lot of communicated information is embedded in context and the body language of the people involved. In Asian cultures, for example, people are on the lookout for verbal symbols or physical gestures as part of a conversation, and such gestures are easily understood by the group. Using implicit communication means that less attention can be paid to spoken words, which speeds up communication considerably. There are pros and cons, of course, to both styles. Explicit communication is slower, requiring more spoken information and longer messages. But the upside is that meanings can be changed quickly. Implicit communication, in contrast, is faster in the moment but much slower to change overall. Physical gestures, in particular, rely on historical tradition for meaning. Gestures can’t take on new meanings quickly, but spoken language can. If a culture is stable for a long time, people become more able to efficiently communicate, often through developing implicit signs to speed things up. But if a culture is changing rapidly, communication remains explicit, as it allows for more flexible communication. Beyond Culture Key Idea #4: Cultural differences shape the way you walk, and the way you perceive time. In Northern Europe and America, people view time as a straight line, moving forward into the future. Such a view leads people to schedule work hours strictly, setting deadlines for specific tasks. People from cultures in the Middle East and Latin America, in contrast, tend to focus on the present moment. They often prioritize tasks on the fly, based on what is most pressing at that moment. For people in these cultures, time is flexible, and deadlines are seldom hard or fast. Differences in the perception of time can certainly explain many cultural differences. For instance, being late to an appointment is much more tolerated in Latin America than it is in the United States. In Latin America, it is understood that you might need to prioritize an issue that you feel is more pressing than your appointment. Changing plans last minute, however, is seen as rude in the US and Northern Europe, as people from these cultures expect you to plan your schedule in advance. Beyond Culture Key Idea #5: You see the world through the lens of your culture, which can lead to a lot of misunderstanding. Actions deemed “appropriate” are in particular a sensitive area between cultures. You may be startled or even offended by the actions of a person from another culture, especially when the gesture clashes or conflicts with what you see as correct or acceptable. ]]> Japanese hotels offer a useful example. Here it’s common practice for hotel staff to move your luggage to a new room without asking your permission. Staff will do this if your room is needed urgently by another party (for example, a large family). For the Japanese, this is a completely normal practice, and even connotes familiarity and a sense of inclusion for the guest who is being moved. Yet American and European guests, when faced with such a situation, are often shocked and insulted. Why? People from Western cultures tend to associate space with private ownership and personal status. A stranger moving your stuff is just wrong. In Western cultures, children are trained to get ready for the job market, thus schooling is competitive and task-driven. Regular exams measure student achievement and awards are given to those who excel. In contrast, children of Pueblo Indian descent are educated by peers and role models, spending time with them and absorbing their knowledge. This system is informal, and children play more than study before their working lives begin. Pueblo Indians prefer this method, feeling that the Western system is unfair to children and therefore damaging to society. Beyond Culture Key Idea #6: It takes a lot of work to understand another culture, but it’s worth it. Understanding other cultures is difficult, often because it requires knowledge of a culture’s particular historical and social context.]]> In Japan, for example, people are expected to use an appropriate degree of politeness depending on their relationship to a person – whether the person is a superior, a teacher, a friend or family. This practice stems from Japan’s feudal history. Until recently, social standing was determined by a person’s status and wealth. People from lower ranks were required to show respect to people from higher ranks. Today’s degrees of politeness is just one consequence of the country’s former social organization. https://lifeclub.org/books/beyond-culture-edward-hall-review-summary)]]> implicit = suggested without being directly expressed; forming part of sth (although perhaps not directly expressed) explicit = (of a statement or piece of writing) clear and easy to understand ingrained = (of a habit, an attitude, etc.) that has existed for a long time and is therefore difficult to change emissary = /ˈemɪsərɪ/ person who is sent to deliver an official message, especially from one country to another, or to perform a special task resort = to make use of sth, especially sth bad, as a means of achieving sth, often because there is no other possible solution embedded = (of feelings) felt very strongly and difficult to change lookout = to watch carefully for sb/sth in order to avoid danger, etc. or in order to find sth you want pressing = needing to be dealt with immediately; urgent startled = excited by sudden surprise or alarm and making a quick involuntary movement connote = to suggest a feeling, an idea, etc. as well as the main meaning role model = person that you admire and try to copy stem = to come from, to originate feudal = connected to the social system in medieval Europe whereby a vassal held land from a superior in exchange for allegiance and service

16 1 Pros and cons of high context and low context culture model (Edward T.Hall) 20231014-6ach hw20231021-8ach-n2 active edit_ol_qa prep_ol_qa pix/icons8-hand-with-pen-100_white.png pix/icons8-collaboration-100_white.png What are the advantages and possible limitations or disadvantages of the high context and low context culture model by Edward T.Hall? . → find examples → search the internet if relevant]]> What are the pros of this model? ✓ popular framework in intercultural-communication studies ✓ help inform and educate individuals on how to better facilitate communication between individuals of different cultural backgrounds ✓ anticipate if a given group is likely to be inclusive enough for outsiders or additional team building is required → more inclusive in low-context ✓ predict how long the decision making process may last & when you still have time to change something → faster in low-context ✓ schedule negotiations with informal meetings before negotiating rather than after (to celebrate) → priority is given to building strong, long-term relationships in high context culture inclusive = including a wide range of people, things, ideas, etc What are the cons of this model? 〆lacks (or has been criticised for lacking) empirical validation 〆cultural context can also shift and evolve e.g. a study has argued that both Japan and Finland (high-context cultures) are becoming lower-context with the increased influence of Western Europe and United States culture 〆might oversimplify cultural differences and ignore other factors that contribute to communication styles, such as individual characteristics and personal experiences of team members 〆could run the risk of prioritizing task-oriented communication or under-estimating the value of relationship-building when dealing with partners from a low-context culture 〆can lead to ethnocentric views that place one communication style above another. Some people may perceive the communication style in their own culture as superior or more effective (ethnocentrism) 〆may emphasise the role of traditions and consequently hinder innovation 〆could underestimate a group's abilities to adapt to change = risk of stereotyping or making assumptions 〆According to Zaidman, Edward T.Halls' model doesn’t explain variations within a culture or variations among cultures. e.g. it fails to distinguish between the high-context communication of a Japanese businessman and the high-context communication of an Indian → see also Stephen B. Ryan criticism for the creation of harmful stereotypes leading to an increase in misunderstandings and miscommunication Common sense is the collection of prejudices acquired by age eighteen. Albert Einstein 15 5 Communication breakdown How to avoid and/or mitigate communication breakdowns using the low context and high context culture approaches wip pix/icons8-microscope-100_white.png edit_2columns_2qa prep_2columns_2qa edit_1qa How can you use the high context vs low context approach to cultures to avoid a communication breakdown? Explain what went wrong on both sides. Díaz was quite certain Mr Chen had said he was coming. Mr Chen was quite certain he had communicated that he absolutely could not come because he was going to be celebrating his daughter’s birthday with his family. Suggest how the manager could have avoided this misunderstanding. 14 1 Fish can't see water 20231025 hw20231101 active edit_ol_qa prep_ol_qa pix/icons8-cafe-100_white.png What do you understand by the expression 'Fish can't see water'? Management and the board are often, if not always, blind to their own culture – fish can’t see water – and may not realise derailing cultural dynamics, in time leading to under-performance or, in the worst case, financial disaster. The message of this book is simple: national culture, through its influence on corporate culture, has a powerful but often invisible impact on the success of global companies. Fish Can't See Water: How National Culture can Make or Break Your Corporate Strategy, by Richard D.Lewis & Kai Hammerich - 2013 Watch the video to find out more about the Lewis model. video

The Lewis Model https://www.youtube.com/watch?v=_T98wFx73V0 Answer the questions.]]> visual aid

]]> Fish can't see water in the same way as you can't see your own culture. It is your natural environment that's why we don’t know we are in water, and as a consequence we don’t understand our surroundings. ]]> the_lewis_model_fish_cant_see_water.mp4 the looser model differs from older models in that most cross-cultural misfortune oh the monochromic people who did one thing at a time the pollak like people who tried to do many things at a time and that was about it I felt that one category had been forgotten and that's the Asians who are neither monotonic are polychronic the Lewis model shows three different types of human being we call them linear active multi active and reactive linear active people are Germans and Americans they do one thing at a time they're quite definite they go forward they plan well ahead the job oriented you know multi active people they're people oriented emotional try to do many things at once get excited where he see me it's aliens are a good example and then of course the reactive people are the Asians Chinese Japanese Koreans Vietnamese what do they do they try to make you speak first to establish what your aims and intentions are and that enables them to modify the reply so they don't sound you know too worried about it they accept certain things and and that way and they can create a slightly harmonious response and a harmonious attitude from the beginning when we're doing business with different countries we should ascertain to which cultural category the country belongs you have to study the the category and then respond to that category by adapting to it so your own behavior will have to correspond in a suitable manner to the people you're doing business with How does the Lewis model differ from most cross-cultural models? 〆older models focus mostly on the distinction between monotonic & polychronic cultures 〆omit people from Asian cultures who are neither monotonic, nor polychronic Lewis considered that previous cross-culturalists, in accumulating the multiplicity of dimensions listed in the preceding paragraph, ran the risk of creating confusion for those who sought clarity and succinctness. Moreover, he pointed out that the experts’ preoccupation with north/south, mono-chronic/poly-chronic dichotomies, had caused them to overlook or ignore the powerful Asian mindset (comprising, in fact, half of humanity). He named this behavioural category Reactive, thereby creating a model that is essentially tripartite and cites the following characteristics: What nationalities are typically linear active? What are their characteristics? Germans, Americans(...) Linear-Actives are task-oriented, highly-organized planners, who complete action chains by doing one thing at a time, preferably in accordance with a linear agenda. loquacious = talkative What nationalities are typically multi active? What are their characteristics? Italians Multi-Actives are emotional, loquacious and impulsive people who attach great importance to family, feelings, relationships, people in general. They like to do many things at the same time and are poor followers of agendas. What nationalities are typically reactive? What are their characteristics? Chinese, Japanese, Koreans(...) Reactives are good listeners, who rarely initiate action or discussion, preferring first to listen to and establish the other’s position, then react to it and form their own opinion. 13 high-context culture and low-context culture = ends of a continuum of how explicit the messages exchanged in a culture are and how important the context is in communication. The continuum pictures how people communicate with others through their range of communication abilities: utilizing gestures, relations, body language, verbal messages, or non-verbal messages. Typically refer to language groups, nationalities, or regional communities. However, the concept may also apply to corporations, professions, and other cultural groups, as well as to settings such as online and offline communication. autocracy = system of government in which absolute power is held by the ruler, known as an autocrat. It includes most forms of monarchy and dictatorship, while it is contrasted with democracy and feudalism. Various definitions of autocracy exist. They may restrict autocracy to a single individual, or they may also apply autocracy to a group of rulers who wield absolute power. The autocrat has total control over the exercise of civil liberties within the autocracy, choosing under what circumstances they may be exercised, if at all. Governments may also blend elements of autocracy and democracy, forming an anocracy subtle = (often approving) not very noticeable or obvious, using indirect methods, in order to achieve sth contemplative /kən'templətiv/ = thinking quietly and seriously about sth; meditative, reflective 12 20240126 17:00-18:30 MSK | 15:00-16:30 CET 1.5 20 ((-20*1.5)=-30)+ -60 = -90 euros active Making a career without burning out By the end of this session you will have studied Zoom meeting details I.Bogatyrev - D.Potter Zoom Meeting (recurring) Meeting ID: 589 650 112 Password: 8XUPie https://us04web.zoom.us/j/589650112 ]]> 3 Beyond Culture - Summary and Review 20240112 hw20240119 → read a summary of the best seller 'Beyond Culture' by Edward T.Hall → answer the questions 11 active textbook 10 9 20240112 12:00-13:30 MSK | 10:00-11:30 CET 17:00-18:30 MSK | 15:00-16:30 CET 1.5 20 ((-20*1.5)=-30)+ -30 = -60 euros active Melting the cultural iceberg | Low vs high-context cultures By the end of this session you will have studied Zoom meeting details I.Bogatyrev - D.Potter Zoom Meeting (recurring) Meeting ID: 589 650 112 Password: 8XUPie https://us04web.zoom.us/j/589650112 ]]> 8 1 Lead in Understanding the differences between low context and high context cultures active edit_ol_qa prep_ol_qa pix/icons8-cafe-100_white.png Look at this photo of Erin Meyer, author of 'The Culture map'. What do you think she is miming? Is her body language really needed? visual aid

Erin Meyer is a professor at INSEAD, where she directs the executive education programme Leading Across Borders and Cultures. She is also the co-author (with Reed Hastings) of No Rules Rules: Netflix and the Culture of Reinvention (Penguin, 2020). → watch the video to find out why video

Leadership Speaker Erin Meyer: Low Context vs. High Context Societies https://www.youtube.com/watch?v=9oYfhTC9lIQ → are the statements below true or false?]]> erin_meyer_low_context_vs_high_context_societies_9oYfhTC9lIQ.mp4 Audio transcript in a low context society while we are communicating we assume that we have a low level of shared context what does that mean it means that we don't have the same reference points or the same body of knowledge or relationships that we have a low level of shared context so in a low context society we believe that good effective professional communication is a communication that's very explicit it's very simple and very clear in a low conduct society we're trained that if I want you to understand blue then I have to say blue literally we're trained in a low context culture that if I give a presentation I should tell you what I'm going to tell you and then I should tell you and then I should tell you what I've told you why do I tell you the same thing three times because we're focused overall on making sure that the message was passed simply and clearly in a high context society while we're communicating we assume or consider that we have a larger body of shared context that we have the same reference points body of knowledge information and because we assume all of this shared context in a high context society we believe good effective communication is a communication that's more implicit or layered or nuanced I had a German individual who said to me you know Aaron in Germany at the end of a meeting we almost always do a recap first we do a verbal recap and then we do a written recap that's low context right clarification clarification clarification he said now that I've been working frequently with the French I often find that at the end of a meeting I'll get ready to do a recap and my French colleagues will just stand up and someone will say eh voila there it is and I'll think to myself but voila what and then I'll be very surprised to see that it just seems that people know what's been sited that they know what's supposed to happen next without going through all of those levels of clarification that I'm so used to in my own culture I had a second example I was doing some work a while ago in Istanbul and I had a Turkish client who was telling me about all of these issues that he was having with his new American boss and I said when your boss was here did you tell him what you're telling me now and he said well you know Aaron I made it known so that he could see it if he wanted to see it and I thought to myself he probably didn't see it right I'll give you a third example from China I was giving a presentation at a conference in China last year and all the people in the room worked for the same multinational American company before I worked within the Chairman who was this American from New York City gave a presentation that went very well and then he left afterwards when I was working with the group we were talking about this and I had the Chinese human resource director raise his hand and he said you know Aaron this concept is very interesting to me because the whole time the chairman was talking I was trying to make sure that I was listening with all of my senses that I was picking up all of the levels of meaning that he might be trying to pass now that I look at this I'm asking myself the question is it possible that there was no meaning beyond that you know first those simple words that he was saying and I thought to myself that that chairman would have been really surprised to note think that anyone was trying to understand his message beyond the first degree When you give a presentation in a low context culture you should tell people what you're going to tell them, then you should tell them, and then you should tell them what you've told them. ✓ true → you tell the same thing three times because you are focused overall on making sure that the message was passed simply and clearly In a low context culture you are focused overall on making sure that the message was passed simply and clearly because while you are communicating you assume you have a large body of shared context. 〆false → you assume you haven't got a large body of shared context In a high context society people believe good effective communication is more explicit. 〆false → it is more implicit Germany has low context culture because (for example) at the end of a meeting they almost always do a recap first, then do a verbal recap, and then do a written recap . ✓ true → low context clarification In Istanbul, a Turkish client had problems with his new American boss, so he made it known so that his boss could see it if he wanted to see it. His American boss probably got the message. 〆false → the American boss is probably not used to reading implicit, high context clues 7 2 pix/icons8-collaboration-100_white.png Traits of high context and low context cultures 20231018 hw20231025 active xml_multi_dd_row What are the characteristics of people from low and high context cultures? How do they interact with each other? harmony and the well-being of the group are preferred over individual achievement is more typical of a high context culture. → For example, when a person has succeeded in a project, they tend to remain modest. → Therefore, they may not feel comfortable with direct, verbal praise from a low context person (i.e. how they interact) because it would distinguish them from others.]]>45 20 left 1;2;3;4;5;6;7 8;9;10;11;12;13;14 relies heavily on explicit verbal skills members' communication must be more explicit, direct, and elaborate individuals are not expected to have knowledge of each other's histories or backgrounds communication is not necessarily shaped by long-standing relationships between speakers meaning of messages is more dependent on the words being spoken than on the interpretation of more subtle or unspoken cues individualism prefer the uncompromising and dominating communication style often exhibit less-direct verbal and non-verbal communication utilize small communication gestures read more meaning into less-direct messages harmony and the well-being of the group are preferred over individual achievement relational, collectivist, intuitive, and contemplative close-knit community prefer the avoiding and obliging conflict styles 6 3 Beyond Culture - Summary and Review active 20240112 hw20240119 prep_short_reading_floating edit_short_reading_floating edit_reading_floating Why is culture still a divider? → read a summary of the best seller 'Beyond Culture' by Edward T.Hall → answer the questions What are the advantages & disadvantages of using implicit communication? ✓ less attention can be paid to spoken words, which speeds up communication considerably 〆is faster in the moment but much slower to change overall What are the advantages & disadvantages of using explicit communication? ✓ meanings can be changed quickly 〆is slower, requiring more spoken information and longer messages Why is being late to an appointment is much more tolerated in Latin America than it is in the United States? ✓ in Latin America you might need to prioritize an issue. Changing plans last minute, however, is seen as rude in the US and Northern Europe, as people from these cultures expect you to plan your schedule in advance According to the text, how is space perceived in Europe as opposed to Japan? ✓ people from Western cultures tend to associate space with private ownership and personal status. A stranger moving your stuff is just wrong. What example(s) of a country's former social organisation do you know of? ✓ bowing practice in Japan stems from its feudal history What can questioning your own beliefs help you understand? ✓ may help better understand foreign cultures Beyond Culture - summary Beyond Culture - summary Edward T.Hall https://lifeclub.org/books/beyond-culture-edward-hall-review-summary

5 2 pix/icons8-collaboration-100_white.png The cultural iceberg active xml_multi_dd_column deck_shuffled_lines_valign deck_shuffled_lines_halign prep_deck_shuffled_lines_halign Do you always know how to behave in another country? Are cultural differences always visible? → match the descriptions with the categories → find examples to illustrate some disparities ]]> ✓ their language (...) What is more difficult to understand when you are in another country? (what is below the surface) ✓ body language (...) ]]> 40 -0.4 16 bottom visual aid

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]]> 4 3 The cultural iceberg - Follow-up wip edit_ol_qa prep_ol_qa pix/icons8-microscope-100_white.png pix/icons8-metronome-filled-100_white.png pix/icons8-treadmill-100_white.png How do people interact with each other? How do they communicate in different cultures? How will expectations & the way they are expressed vary from one country to the other? Give examples. Where will attitudes towards age differ greatly, or on the contrary be quite obvious between 2 nations? to differ = to be different In what social occasion(s) could (the use of) space prove to be an obstacle to a casual conversation? Why could a culture's relation to time be a source of irritation to another one? Give examples. How can a particular leadership style be misinterpreted by people from different continents? Give examples. 3 4 pix/icons8-collaboration-100_white.png High context and low context countries active xml_multi_dd_row Are the following countries more high context or low context? 20 16 left 1;2;3;4;5 6;7;8;9 10;11;12;13;14;15;16 17;18;19;20;21;22;23 USA Canada Australia Netherlands Germany Poland Finland Denmark UK Argentina Brazil Spain Italy France Russia Singapore Kenya India Iran Saudi Arabia China Korea Japan visual aid

]]> 2 contemplative = thinking quietly and seriously about sth implicit = suggested without being directly expressed; forming part of sth (although perhaps not directly expressed) explicit = (of a statement or piece of writing) clear and easy to understand ingrained = (of a habit, an attitude, etc.) that has existed for a long time and is therefore difficult to change emissary = /ˈemɪsərɪ/ person who is sent to deliver an official message, especially from one country to another, or to perform a special task to resort = to make use of sth, especially sth bad, as a means of achieving sth, often because there is no other possible solution embedded = (of feelings) felt very strongly and difficult to change to lookout = to watch carefully for sb/sth in order to avoid danger, etc. or in order to find sth you want pressing = needing to be dealt with immediately; urgent startled = excited by sudden surprise or alarm and making a quick involuntary movement to connote = to suggest a feeling, an idea, etc. as well as the main meaning role model = person that you admire and try to copy to stem = to come from, to originate feudal /ˈfju:dl/ = connected to the social system in medieval Europe whereby a vassal held land from a superior in exchange for allegiance and service 1