plipovtsev y23plipovtsev 20240709 NA 2 JH B1+ iPL 2023 71 (send the link to your google doc (in edit mode!) (the file will be available here for download later)

Prepare for quarterly test vocab pre teach

Download onto your phone or tablet and listen carefully. ]]> sbook_plugins/wordlist_generated_from_xml_clog_sbook_for_sbook_session.inc sbook_plugins/payment_history_generated_from_xml_clog_sbook.inc P.Lipovtsev Pavel Lipovtsev 20240423 46 yo Level ~ 2018 6.5 IELTS Comments has LinkedIn profile but not updating it to avoid drawing attention of HR to his job-hunt Feedback need to deliver at a faster pace w/ more confidence ✓ practise STAR avoid replies in half sentences Methodology speaking strategies Answering interview questions with the Minto Pyramid Identifying support stories Variety of leadership principle questions and answers Identifying single answers for many questions Areas to drill your professional experience your education your personal qualities your successes your mistakes your team playing skills your leadership experience your aspirations Areas of interest greatest & weakest points of your career cross functional collaboration conflict resolution leadership mentoring upstream & downstream feedback Logs JH | Describing strengths & weaknesses (sticky points) JH | Sticky points JH | Preparing for a job interview JH | Being a team player JH | Motivation & success JH | Answering questions with the STAR approach JH | Answering questions with the STAR approach | Identifying single answers for many questions JH | Identifying support stories 1 2 3 JH | Comparing skills (ideal candidate) New breakdown - todo qs for pre-screening Preparing reverse questions qs for 2nd interview behavioural qs / stress interview case study interview Negotiating compensation packages - Anglo-Saxon strategies cf IB Contents subject to changes Targeting your CV (chronological, functional vs skills) CV review in googledocs for LinkedIn Writing a covering letter Building a successful social media profile Drafting your self introduction ('headline' section in LinkedIn) - CV update Brainstorming keywords for a social media profile Writing a LinkedIn profile Preparing for an experience interview Anticipating CV-based questions of head hunters Job interview (preliminary screening) Describing education, strengths & weaknesses Experience interview, current achievements Speaking strategies STAR method Minto Pyramid Kinds of interviews - Answering difficult questions Identifying support stories Drilling support stories Identifying single answers for many questions Behavioural questions Case / stress interview 20240903_tbc 18:40-19:40 1.5 1666 tbc Versioning LinkedIn about section with ChatGPT By the end of this session you will have studied Support stories → input your support stories into AI for improving vocab & narrative (ask AI to structure with the Minto Pyramid & BLUF techniques) → add 3-5 follow-up questions to each support story (continue from: Story 1: policy rejection by VP) https://docs.google.com/document/d/1kmHbm99_BMOdDDLCWZvWKVDCN7pAj4jhq77SVnYgamA/edit?usp=sharing

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 1 Versioning different self-introductions 20240702 hw20240709 active prep_ol_qa edit_ol_qa pix/icons8-hand-with-pen-100_white.png https://docs.google.com/document/d/1OEaKogaH6pwQevWi1a6kJ03KSFMbsAsFCAkF_y60_58/edit?usp=sharing stage 2 → refine with AI and DeepL EACH version → finalise each version by manually editing in a text processor → answer the questions & validate your 3 final versions ]]> 232 1 Versioning different self-introductions Versioning different self-introductions (optional homework) 20240702 hw20240709 active prep_ol_qa edit_ol_qa pix/icons8-hand-with-pen-100_white.png At what occasions do you need a self-introduction? How different are they from each other? https://docs.google.com/document/d/1OEaKogaH6pwQevWi1a6kJ03KSFMbsAsFCAkF_y60_58/edit?usp=sharing stage 2 → refine with AI and DeepL EACH version → finalise each version by manually editing in a text processor → answer the questions & validate your 3 final versions Free VPN Chrome extension - Best VPN by uVPN https://chromewebstore.google.com/detail/free-vpn-chrome-extension/jaoafpkngncfpfggjefnekilbkcpjdgp ChatGPT → check mistakes → rephrase & improve language https://chatgpt.com/ Chatsonic → use suggested prompts to refine AI generated answers e.g. make more engaging https://writesonic.com/chat DeepL Write → copy-paste refined text from AI into DeepL Write for granular changes e.g. double-click on individual words to find synonyms https://www.deepl.com/en/write ]]>

Human made draft (HMD)

AI refined version (ARV)

Human revised version (HRV)

]]> → what mistakes can you find in this first version (HMD)? → how can you improve the generated text? ]]> → what expressions are worth keeping/recycling in this first answer by AI (ARV)? ]]> → what mistakes can you find in this first answer by AI (ARV)? ]]> → what mistakes can you find in this 2nd answer by AI (ARV2)? → has rephrasing the prompt help avoid the mistakes from ARV? ]]> → what expressions are worth keeping/recycling in this 2nd answer by AI (ARV2)? ]]> → are there any narrative mistakes in this 2nd answer by AI (ARV2)? → what better arguments could be included? ]]> Human revised version → what have you added that makes your version less anonymous? → could AI or anyone else have generated your version? → is it both unique & memorable (i.e. without cliches)? ]]> 231 2 Answering follow-up questions with BLUF & Minto Pyramid wip active prep_ol_qa edit_ol_qa pix/icons8-collaboration-100_white.png https://docs.google.com/document/d/1kmHbm99_BMOdDDLCWZvWKVDCN7pAj4jhq77SVnYgamA/edit?usp=sharing → answer the questions ]]> Can you explain your employment gap? ✓ leveraged time available to improve hard & soft skills focus on what you couldn't do while employed What is your greatest strength? ✓ able to distinguish what is necessary to achieve given goals thanks to analytical skills & anticipating needs → determined & committed to achieving goals strike a compromise between confidence & modesty Tell me about a time when you showed leadership. don't only describe your experience, also include challenges involved Where do you see yourself in 5 years? Describe your most challenging project. avoid a chronological narrative 230 2 Answering interview questions with the Minto Pyramid wip active edit_ol_qa pix/icons8-collaboration-100_white.png https://www.linkedin.com/interview-prep/assessments/urn:li:fsd_assessment:(1,a)/question/urn:li:fsd_assessmentQuestion:(10011,aq11)/) → practise the following strategy

Minto Pyramid Principle 1. Answer, thesis or key point 2. Arguments & main points 3. Supporting details & ideas

]]> Can you explain your employment gap? ✓ leveraged time available to improve hard & soft skills focus on what you couldn't do while employed What is your greatest strength? ✓ able to distinguish what is necessary to achieve given goals thanks to analytical skills & anticipating needs → determined & committed to achieving goals strike a compromise between confidence & modesty Tell me about a time when you showed leadership. don't only describe your experience, also include challenges involved Where do you see yourself in 5 years? Describe your most challenging project. avoid a chronological narrative 229 228 20240709 18:40-19:40 1.5 1666 active Negotiation set phrases for a job interview By the end of this session you will have studied Support stories → input your support stories into AI for improving vocab & narrative (ask AI to structure with the Minto Pyramid & BLUF techniques) → add 3-5 follow-up questions to each support story (continue from: Story 1: policy rejection by VP) https://docs.google.com/document/d/1kmHbm99_BMOdDDLCWZvWKVDCN7pAj4jhq77SVnYgamA/edit?usp=sharing

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 1 Versioning different self-introductions 20240702 hw20240709 active prep_ol_qa edit_ol_qa pix/icons8-hand-with-pen-100_white.png https://docs.google.com/document/d/1OEaKogaH6pwQevWi1a6kJ03KSFMbsAsFCAkF_y60_58/edit?usp=sharing stage 2 → refine with AI and DeepL EACH version → finalise each version by manually editing in a text processor → answer the questions & validate your 3 final versions ]]> 227 3 pix/icons8-dictionary-100_white.png Negotiation set phrases Negotiation set phrases 20240704 hw20240705_n2 wip active xml_multi_dd_row 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 --> ]]> 226 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) ]]> 225 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 224 20240702 18:40-19:40 1.5 1666 active Drafting a self-introduction with AI Versioning LinkedIn about section with ChatGPT By the end of this session you will have studied Support stories → input your support stories into AI for improving vocab & narrative (ask AI to structure with the Minto Pyramid & BLUF techniques) → add 3-5 follow-up questions to each support story (continue from: Story 1: policy rejection by VP) https://docs.google.com/document/d/1kmHbm99_BMOdDDLCWZvWKVDCN7pAj4jhq77SVnYgamA/edit?usp=sharing

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 1 Drafting different self-introductions 20240618 hw20240702 pix/icons8-hand-with-pen-100_white.png stage 2 → choose one version → refine with AI and DeepL → answer the questions ]]> 223 1 Drafting different self-introductions 20240618 hw20240702 active prep_ol_qa edit_ol_qa pix/icons8-hand-with-pen-100_white.png Is there any ideal self-introduction for all situations? How can you draft different versions with the help of AI? stage 2 → choose ONLY one version (this is to practise using AI) → refine with AI and DeepL → answer the questions Free VPN Chrome extension - Best VPN by uVPN https://chromewebstore.google.com/detail/free-vpn-chrome-extension/jaoafpkngncfpfggjefnekilbkcpjdgp ChatGPT → check mistakes → rephrase & improve language https://chatgpt.com/ Chatsonic → use suggested prompts to refine AI generated answers e.g. make more engaging https://writesonic.com/chat DeepL Write → copy-paste refined text from AI into DeepL Write for granular changes e.g. double-click on individual words to find synonyms https://www.deepl.com/en/write ]]> https://docs.google.com/document/d/1OEaKogaH6pwQevWi1a6kJ03KSFMbsAsFCAkF_y60_58/edit?usp=sharing In stage 2, complete at least the following 3 steps:

Human made draft (HMD) I am an engineering manager in one of the top ten cyber security vendors in Russia focused on network security area products with a wide proven track record of achievements from leading key product products development which enabled the 50% company revenue to establishing departments and company R&D management processes which increased the overall efficiency. I also had an experience playing the role of cyber-security director in one of the top-5 Russian fintech companies, which broadened my horizons looking for security products from the opposite side site. My efforts in this position have resulted in developing and improving the security policy for a the software bank platform, which provided complex defence of cyber security for the platform saving about 20% of the operational budget. My recent illustrative achievement is the implementation of SSDLC in to the company’s development which enabled us to certify the processes and get got the benefits from the regulation authority.

AI refined version (ARV) Do you know many athletes who excel both as individual players and as team coaches simultaneously? While it may seem impossible, the IT world allows for such versatility, and I'd like to share my journey to illustrate this. Just like every professional athlete starts their career as a team member player, I played with began playing the game of software developmentdeveloping in a student team at the university, and continued in the professional league of Unix-like OS software developers, driven by a passion for exploring Linux and Solaris internals. My accomplishments include developing a security transport daemon and a failover redundancy subsystem for a VPN gateway. Motivated by these successes, I faced a new challenge: building a multiplayer team to develop software-hardware security appliances. As both a coach and lead developer, I established a team from scratch, growing it to over 90 specialists, including system analysts, architects, software developers, and hardware engineers. This effort propelled us to the top league, resulting in the release of over 10 key network security products that accounted for 50% of the company's revenue. Expanding my experience as a referee, I took on the role of judging significant security initiatives at one of the top-5 Russian fintech companies. My efforts in this position led to the development and enhancement of the security policy for the bank's software platform, providing robust cybersecurity and saving approximately 20% of the operational budget. I hope my career journey illustrates my ability to excel in multiple IT roles with outstanding results. And I’m not planning to stop here...

AI refined version #2 (ARV2) ChatGPT4 - refined prompts Make the previous excerpt more emphatic & engaging Make it shorter Can you name many athletes who shine both as star players and as team coaches? In the IT world, this versatility is achievable. Let me share my journey. Like athletes starting out as players, I began in software development with a university team. My passion for Linux and Solaris internals led me to develop a security transport daemon and a failover redundancy subsystem for a VPN gateway. Building on these successes, I took on the challenge of forming a team to create innovative software-hardware security appliances. As both coach and lead developer, I grew our team to over 90 specialists. Our efforts resulted in the release of over 10 key network security products, generating 50% of the company's revenue. I then became a referee, judging major security initiatives at a top Russian fintech company. My work enhanced the bank's cybersecurity policy, saving 20% of the operational budget. My career demonstrates that excelling in multiple IT roles is possible, and I'm just getting started...

]]> Rephrase the following text and correct mistakes. Use neither formal nor informal language. Avoid emphatic register. Avoid phrasal verbs. → what mistakes can you find in this first answer by AI (HMD)? → how can you improve the generated text? ]]> Find more advanced expressions to paraphrase the following (i.e. the previous) self-introduction. Use a more engaging style with literary metaphors. → what expressions are worth keeping/recycling in this first answer by AI (ARV)? ]]> I'd like to share my journey to illustrate this. ✓ This effort propelled us to the top league, resulting in the release of... ✓ And I’m not planning to stop here... ]]> Try your own prompt(s) (ARV) → can you rephrase the prompt to avoid the above mistakes? → does it improve generated contents? ]]> What expressions feel 'stale' and over-used (for instance in LinkedIn profiles)? 〆to be thrilled = often noise rather than facts → excited, happy... What expressions are too emphatic? 〆Like a seasoned sailor navigating through rough waters 〆Excited to dive in and make a splash 〆Like a cultural chameleon 〆I've built and managed teams like a conductor leading a symphony. 〆weathered organizational storms like a seasoned sailor What narrative mistakes are present? 〆a seasoned sailor navigating through rough waters does NOT bring a wealth of experience in coaching, mentoring, and corporate anthropology to my new consulting role 〆With a track record as impressive as a marathon runner crossing the finish line ≠ track record → determination 〆And let's not forget ≠ not adding an argument in favour of sth → And on a personal note 〆make a splash = to become suddenly very successful or very well known ≠ becoming well known with their next consulting project → jump on the bandwagon Can you revise & improve paragraphs and/or ideas? (HRV) e.g. add metrics Which version(s) seems more adequate? (...) ✓ metrics ✓ only v.few metaphors ✓ not excessive or emphatic language 222 1 Versioning different self-introductions Versioning different self-introductions (optional homework) 20240702 hw20240709 active prep_ol_qa edit_ol_qa pix/icons8-hand-with-pen-100_white.png At what occasions do you need a self-introduction? How different are they from each other? https://docs.google.com/document/d/1OEaKogaH6pwQevWi1a6kJ03KSFMbsAsFCAkF_y60_58/edit?usp=sharing stage 2 → refine with AI and DeepL EACH version → finalise each version by manually editing in a text processor → answer the questions & validate your 3 final versions Free VPN Chrome extension - Best VPN by uVPN https://chromewebstore.google.com/detail/free-vpn-chrome-extension/jaoafpkngncfpfggjefnekilbkcpjdgp ChatGPT → check mistakes → rephrase & improve language https://chatgpt.com/ Chatsonic → use suggested prompts to refine AI generated answers e.g. make more engaging https://writesonic.com/chat DeepL Write → copy-paste refined text from AI into DeepL Write for granular changes e.g. double-click on individual words to find synonyms https://www.deepl.com/en/write ]]>

Human made draft (HMD)

AI refined version (ARV)

Human revised version (HRV)

]]> → what mistakes can you find in this first version (HMD)? → how can you improve the generated text? ]]> → what expressions are worth keeping/recycling in this first answer by AI (ARV)? ]]> → what mistakes can you find in this first answer by AI (ARV)? ]]> → what mistakes can you find in this 2nd answer by AI (ARV2)? → has rephrasing the prompt help avoid the mistakes from ARV? ]]> → what expressions are worth keeping/recycling in this 2nd answer by AI (ARV2)? ]]> → are there any narrative mistakes in this 2nd answer by AI (ARV2)? → what better arguments could be included? ]]> Human revised version → what have you added that makes your version less anonymous? → could AI or anyone else have generated your version? → is it both unique & memorable (i.e. without cliches)? ]]> 221 versatility = having a wide variety of skills to propel = to move, drive or push sth forward or in a particular direction 220 wide proven track record of achievements ...which enabled us to certify the processes and ~~got~~ get the benefits ]]> 20240618 18:40-19:40 1.5 1666 active Preparing a self-introduction with AI By the end of this session you will have studied Support stories → input your support stories into AI for improving vocab & narrative (ask AI to structure with the Minto Pyramid & BLUF techniques) → add 3-5 follow-up questions to each support story (continue from: Story 1: policy rejection by VP) https://docs.google.com/document/d/1kmHbm99_BMOdDDLCWZvWKVDCN7pAj4jhq77SVnYgamA/edit?usp=sharing

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 2 Writing a self-introduction 20240611 hw20240618 pix/icons8-hand-with-pen-100_white.png active wip edit_ol_qa prep_ol_qa deadline: 20240221 --> ]]> 219 2 Preparing a self-introduction 20240611 hw20240618 pix/icons8-hand-with-pen-100_white.png active wip edit_ol_qa prep_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 ]]> 218 1 Drafting different self-introductions 20240618 hw20240702 active prep_ol_qa edit_ol_qa pix/icons8-hand-with-pen-100_white.png Is there any ideal self-introduction for all situations? How can you draft different versions with the help of AI? stage 2 → choose ONLY one version (this is to practise using AI) → refine with AI and DeepL → answer the questions Free VPN Chrome extension - Best VPN by uVPN https://chromewebstore.google.com/detail/free-vpn-chrome-extension/jaoafpkngncfpfggjefnekilbkcpjdgp ChatGPT → check mistakes → rephrase & improve language https://chatgpt.com/ Chatsonic → use suggested prompts to refine AI generated answers e.g. make more engaging https://writesonic.com/chat DeepL Write → copy-paste refined text from AI into DeepL Write for granular changes e.g. double-click on individual words to find synonyms https://www.deepl.com/en/write ]]>

Human made draft (HMD)

AI refined version (ARV)

Human revised version (HRV)

]]> Rephrase the following text and correct mistakes. Use neither formal nor informal language. Avoid emphatic register. Avoid phrasal verbs. → what mistakes can you find in this first answer by AI (HMD)? → how can you improve the generated text? ]]> Try your own prompt(s) (ARV) → can you rephrase the prompt to avoid the above mistakes? → does it improve generated contents? ]]> What expressions feel 'stale' and over-used (for instance in LinkedIn profiles)? 〆to be thrilled = often noise rather than facts → excited, happy... What expressions are too emphatic? 〆Like a seasoned sailor navigating through rough waters 〆Excited to dive in and make a splash 〆Like a cultural chameleon 〆I've built and managed teams like a conductor leading a symphony. 〆weathered organizational storms like a seasoned sailor What narrative mistakes are present? 〆a seasoned sailor navigating through rough waters does NOT bring a wealth of experience in coaching, mentoring, and corporate anthropology to my new consulting role 〆With a track record as impressive as a marathon runner crossing the finish line ≠ track record → determination 〆And let's not forget ≠ not adding an argument in favour of sth → And on a personal note 〆make a splash = to become suddenly very successful or very well known ≠ becoming well known with their next consulting project → jump on the bandwagon Can you revise & improve paragraphs and/or ideas? (HRV) e.g. add metrics Which version(s) seems more adequate? (...) ✓ metrics ✓ only v.few metaphors ✓ not excessive or emphatic language 217 to whet the appetite = to increase desire for or interest in sth 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 216 For In my opinion it's not common ]]> 20240611 18:40-19:40 1.5 1666 active How can you tease or whet the appetite of a recruiter at a job interview? (2/2) By the end of this session you will have studied Support stories → input your support stories into AI for improving vocab & narrative (ask AI to structure with the Minto Pyramid & BLUF techniques) → add 3-5 follow-up questions to each support story (continue from: Story 1: policy rejection by VP) https://docs.google.com/document/d/1kmHbm99_BMOdDDLCWZvWKVDCN7pAj4jhq77SVnYgamA/edit?usp=sharing

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 1 Do you seem as senior as you actually are? 20240521 hw20240528 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]]> 215 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 ]]> 214 2 Writing a self-introduction 20240611 hw20240618 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 ]]> 213 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/) 212 20240528 18:40-19:40 1.5 1666 active How can you tease or whet the appetite of a recruiter at a job interview? (1/2) By the end of this session you will have studied Support stories → input your support stories into AI for improving vocab & narrative (ask AI to structure with the Minto Pyramid & BLUF techniques) → add 3-5 follow-up questions to each support story (continue from: Story 1: policy rejection by VP) https://docs.google.com/document/d/1kmHbm99_BMOdDDLCWZvWKVDCN7pAj4jhq77SVnYgamA/edit?usp=sharing

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 1 Do you seem as senior as you actually are? 20240521 hw20240528 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]]> 211 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 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 → 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 ]]> 210 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/) 209 20240521 18:40-19:40 1.5 1666 active Refining BLUF & Minto Pyramid answers with generative AI - 2 By the end of this session you will have studied Support stories → input your support stories into AI for improving vocab & narrative (ask AI to structure with the Minto Pyramid & BLUF techniques) → add 3-5 follow-up questions to each support story (continue from: Story 2: split delivery to customer) https://docs.google.com/document/d/1kmHbm99_BMOdDDLCWZvWKVDCN7pAj4jhq77SVnYgamA/edit?usp=sharing

Support stories - AI enhanced BLUF samples video

audio video recording 20240423_support_stories_bluf_delivery_plipovtsev_take01.mp4 20240423_support_stories_bluf_delivery_plipovtsev_take02.mp4

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 208 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 ]]> 207 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/ ]]> Bottom Line Up Front (BLUF) Give me an example of a time when you tried to accomplish something and failed? ]]> 1PBL Give me an example of a time when you tried to accomplish something and failed? ]]> 206 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? 20240521 hw20240528 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 → 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 ]]> 205 204 executed executing the role of the project manager of NGFW We didn't have limitations ~~as the~~ to | in terms of budget Despite of the customer resistance to move deadlines ]]> 20240423 18:40-19:40 1.5 1666 active Refining BLUF & Minto Pyramid answers with generative AI - 1 By the end of this session you will have studied Support stories → input your support stories into AI for improving vocab & narrative (ask AI to structure with the Minto Pyramid & BLUF techniques) → add 3-5 follow-up questions to each support story (continue from: Story 2 - security policy approval) https://docs.google.com/document/d/1kmHbm99_BMOdDDLCWZvWKVDCN7pAj4jhq77SVnYgamA/edit?usp=sharing

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 203 active textbook Support stories Story 2 - security policy approval https://docs.google.com/document/d/1kmHbm99_BMOdDDLCWZvWKVDCN7pAj4jhq77SVnYgamA/edit?usp=sharing T / Cl → 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) → add 3-5 follow-up questions to each support story → answer the questions → practise BLUF & Minto Pyramid 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 ]]> 202 to lay claim to = to demand as being one's due or property; assert one's right or title to insurmountable = (formal) (of difficulties, problems, etc.) that cannot be dealt with successfully impasse /æmˈpɑ:s/ = difficult situation in which no progress can be made because the people involved cannot agree what to do; deadlock to convene = (formal) to arrange for people to come together for a formal meeting 201 pretend for ask for < apply for < aspire to < lay claim to a position of CTO ]]> 20240409 18:40-19:40 1.5 1666 active Follow-up questions to STAR with Minto / McKinsey Pyramid & BLUF Follow-up questions to STAR with 1PBL & BLUF By the end of this session you will have studied BLUF / Minto Pyramid Principle 1. Answer, thesis or key point 2. Arguments & main points 3. Supporting details & ideas

Support stories → rehearse your support stories for delivery using the Minto Pyramid & BLUF approaches → add 3-5 follow-up questions to each support story (continue from: Give me an example of a time when you tried to accomplish something and failed) https://docs.google.com/document/d/1kmHbm99_BMOdDDLCWZvWKVDCN7pAj4jhq77SVnYgamA/edit?usp=sharing

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 200 1 Follow-up questions to STAR with the Minto Pyramid Follow-up questions to STAR with the Minto Pyramid & BLUF active edit_ol_qa pix/icons8-collaboration-100_white.png How do you make sure your answers are not a long monologue? How can you focus on the results? Can you make a strong, first impression? 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/ ]]> Bottom Line Up Front (BLUF) Give me an example of a time when you tried to accomplish something and failed? ]]> My software development failure resulted in the project taking three times longer than planned, with the main mistake being overconfidence in the initial analysis and R&D proof of concept (PoC) maturity. 1PBL Give me an example of a time when you tried to accomplish something and failed? ]]> 1. Problem: Software development took three times longer than planned. 2. Goal: Develop MS AD integration as a killer feature in NGFW. 3. Mistake: Overconfidence in preliminary analysis and R&D PoC maturity. 4. Consequences: Low PoC quality and outdated OS framework. 5. Solution: Redesigned architecture and re-developed the software from scratch. 6. Challenge: Meeting performance expectations required additional technical research and selecting the appropriate solution for logs accumulation and scanning. 7. Lessons Learned: Avoid overconfidence and conduct thorough cross-review expertise of architecture and technology solutions. Minto Pyramid structure Tell me about a time when you had to use your presentation skills to influence someone's opinion ]]> Minto Pyramid Structure for the Story about Penetration Tests Situation/Goal: Objective: Protect a fintech SW platform from cyber threats resulting in a 10-15% increase in detected security incidents. Complications/Problem: Implementation of infrastructure protection required staff allocation and faced challenges with delegation due to the negative stance of the infrastructure department boss. Unusual Approach/Action: Utilized penetration test results as a persuasive tool after verbal arguments failed to make an impact. Additional Challenges: Involvement of 10-15 staff members from 3-4 different departments posed an additional difficulty. Resolution/Lessons Learned: Lessons learned included the necessity to allocate extra time in the project plan for cross-departmental collaboration and to initiate collaboration well in advance to address such challenges effectively. penetration testing | pen testing = security exercise where a cyber-security expert attempts to find and exploit vulnerabilities in a computer system. The purpose of this simulated attack is to identify any weak spots in a system's defenses which attackers could take advantage of Red Team exercises = conducting simulated attack scenarios with a dedicated "red team" to identify and address security gaps in the platform's defences 199 penetration testing | pen testing = security exercise where a cyber-security expert attempts to find and exploit vulnerabilities in a computer system. The purpose of this simulated attack is to identify any weak spots in a system's defences which attackers could take advantage of Red Team exercises = conducting simulated attack scenarios with a dedicated "red team" to identify and address security gaps in the platform's defences 198 20240326 18:40-19:40 1.5 1666 active Follow-up questions to STAR with 1PBL Communication strategies & tools By the end of this session you will have studied https://rockcontent.com/blog/bluf-meaning/

Support stories → rehearse your support stories for delivery using the Minto Pyramid & BLUF approaches → add 3-5 follow-up questions to each support story https://docs.google.com/document/d/1kmHbm99_BMOdDDLCWZvWKVDCN7pAj4jhq77SVnYgamA/edit?usp=sharing

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 197 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 can you use STAR efficiently at a job interview? What mistakes should you avoid? → practise STAR mostly to 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 → makes the risk of reading & script learnt by heart less prominent ✓ time spent on each part of STAR is not equal 〆avoid describing the situation in granular detail ≠ doesn't show what you can do → describe your task = spend more time on describing your actions → explain its impact at all levels of the company (metrics) ]]> 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 196 1 Follow-up questions to STAR with 1PBL active edit_ol_qa pix/icons8-collaboration-100_white.png Are you able to sum up your achievements in a single sentence to gain impact? 1PBL 1 liner problem (+ solution) biggest challenge lesson learnt src: https://applypass.com/star-format-burned-out-faded-away/ ]]> 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 195 194 20240319 18:40-19:40 1.5 1666 active STAR, Minto Pyramid, 1PBL & BLUF Communication strategies & tools By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. The Business 2.0 Upper Intermediate the_business_upper_intermediate_2_0_students_book_pg32-33_meteor_bank.pdf STAR format: Burned out, faded away → read the article → what mistakes described are similar to yours? → refresh your support stories using the BLUF approach https://applypass.com/star-format-burned-out-faded-away/

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> The Business Upper Intermediate 2.0 B2 2 Information technology IT downtime, hardware upgrade, soft skills retraining Collecting feedback, suggesting solutions Conflict management (when sparks fly) Meteor Bank 193 active textbook tmp_pdf/the_business_upper_intermediate_2_0_students_book_pg32-33_meteor_bank.pdf the_business_mac_millan/the_business_upper_intermediate_2_0/the_business_upper_intermediate_2_0_audio_cd01/the_business_upper_intermediate_2_0_audio_cd01_042.ogg the_business_mac_millan/the_business_upper_intermediate_2_0/the_business_upper_intermediate_2_0_audio_cd01/the_business_upper_intermediate_2_0_audio_cd01_043.ogg the_business_mac_millan/the_business_upper_intermediate_2_0/the_business_upper_intermediate_2_0_audio_cd01/the_business_upper_intermediate_2_0_audio_cd01_044.ogg the_business_mac_millan/the_business_upper_intermediate_2_0/the_business_upper_intermediate_2_0_audio_cd01/the_business_upper_intermediate_2_0_audio_cd01_045.ogg T / Cl Is the bank growing too fast? to the detriment of older customers? (...) What is the most important for a bank? ✓ data security & confidentiality → no way to outsource IT to a 3rd party?! pg 33 ex 5 discussion ]]> 192 2 Follow-up active edit_ol_qa pix/icons8-collaboration-100_white.png How would you expand the bank's business? What stages would you go through? ✓ centralise to ensure same procedures & standards are running in all subsidiaries ✓ replicate, make information redundant for increased reliability through a computer grid What do you think were the reasons for recruiting S.Finlay in the first place? ✓ manage the expansion ✓ meet the rising demand for electronic services ≠ outsource IT What skills does S.Finlay need to improve? What training does he need? 〆managers & sys admins don't understand S.Finlay's strategy 〆staff members don't understand S.Finlay's strategy → share vision = like many IT gurus, S.Finlay may be less skilled at managing people → improve change management skills → communicate action plans better What are your conclusions? Should S.Finlay be replaced? ✓ give oneself the means to achieve your goals ✓ recruit more experienced staff ✓ S.Finlay needs to improve his communication & interpersonal skills to manage more efficiently 191 active textbook ]]> 190 active textbook Strengths Weaknesses Opportunities Threats ]]> 189 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 188 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 187 20240312 18:40-19:40 1.5 1666 active Manners and etiquette - Improving communication & interpersonal skills By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. The Business 2.0 Upper Intermediate the_business_upper_intermediate_2_0_students_book_pg32-33_meteor_bank.pdf

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> The Business Upper Intermediate 2.0 B2 2 Information technology IT downtime, hardware upgrade, soft skills retraining Collecting feedback, suggesting solutions Conflict management (when sparks fly) Meteor Bank 186 active textbook ✓ will drag = future simple → promise In which case [is going to drag | will drag] do you know S.Finlay's plans? ✓ going to + infinitive → plan = S.Finlay has told you his plans & you know what he is going to do ]]> 185 20210630-1227 Arrangements, plans, promises and intentions active decks deck_of_phrases_future_arrangements_plans_promises_intentions.csv 184 20190418-1837 Future forms active decks deck_of_phrases_future_forms.csv 183 active textbook future forms mindmap

future_forms_mindmap.pdf ]]> 182 active textbook tmp_pdf/the_business_upper_intermediate_2_0_students_book_pg32-33_meteor_bank.pdf the_business_mac_millan/the_business_upper_intermediate_2_0/the_business_upper_intermediate_2_0_audio_cd01/the_business_upper_intermediate_2_0_audio_cd01_042.ogg the_business_mac_millan/the_business_upper_intermediate_2_0/the_business_upper_intermediate_2_0_audio_cd01/the_business_upper_intermediate_2_0_audio_cd01_043.ogg the_business_mac_millan/the_business_upper_intermediate_2_0/the_business_upper_intermediate_2_0_audio_cd01/the_business_upper_intermediate_2_0_audio_cd01_044.ogg (to be cont.) ]]> 181 deliberate = done on purpose rather than by accident; planned malicious = intending or intended to do harm can't make an omelette without breaking (some) eggs = to achieve a certain goal one must sometimes incur damage, experience difficulties, or make sacrifices to the detriment of = at the cost of exhausted = very tired to get rid of sb/sth = to make yourself free of sb/sth that is annoying you or that you do not want; to throw sth away to blame ~ sb/sth (for sth) | ~ sth on sb/sth = to think or say that sb/sth is responsible for sth bad to claim = to say that sth is true although it has not been proved and other people may not believe it; to demand or ask for sth because you believe it is your legal right to own or to have it glitch = (informal) a small problem or fault that stops sth working successfully, e.g. A few technical glitches forced us to postpone the demonstration; sudden irregularity or malfunction (of equipment etc.) demanding = (of a person) expecting a lot of work or attention from others; not easily satisfied 180 20240227 18:40-19:40 1.5 1666 active Rising star makes sparks fly Manners and etiquette - Improving communication & interpersonal skills By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. The Business 2.0 Upper Intermediate pg 32 ex 2 reading Rising star makes sparks fly pg 32 ex 3 memo analysis the_business_upper_intermediate_2_0_students_book_pg32-33_meteor_bank.pdf

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> The Business Upper Intermediate 2.0 B2 2 Information technology IT downtime, hardware upgrade, soft skills retraining Collecting feedback, suggesting solutions Conflict management (when sparks fly) Meteor Bank 179 1 Lead in active edit_ol_qa pix/icons8-collaboration-100_white.png Why do employees change jobs? Why is it probably a negative sign? When and why would experienced staff resign? ✓ disagreement with hierarchy ✓ resistance to change ✓ better work opportunities from the competition ✓ weaker motivation & stamina than younger staff members to resign = to officially tell sb that you are leaving your job, an organization, etc stamina /ˈstæmɪnə/ = physical or mental strength that enables you to do sth difficult for long periods of time What knowledge management and/or security issues are likely when experienced staff leave a company? 〆increase of disrupted projects ← personnel who are both key and irreplaceable contribute to the bus factor (losing a replaceable or non-key person would not result in a bus-factor effect) 〆customer dissatisfaction (due to lack of personalised service) 〆delays in delivery 〆longer work hours bus factor = minimum number of team members that have to suddenly disappear from a project before the project stalls due to lack of knowledgeable or competent personnel. The expression "hit by a bus" describes a person either dying or more generally disappearing suddenly from the project; measurement of the risk resulting from information and capabilities not being shared among team members What kind of manager & set of skills are needed when rejuvenating a company's workflow? ✓ a manager with determination that is not offending other people ✓ being result oriented in a way that is not working against employees' workflow = making younger staff members more dynamic is probably not so challenging → focus on diplomacy with senior staff to rejuvenate = to make young again 178 active textbook Lexical material: Staff turnover, restructuring, downtime pg 32 ex 1 discussion T / Cl What kind of person is a rising star? ✓ ambitious, determined, workaholic (...) Such a rising star will make changes that are probably easy - or difficult - to put in place? ✓ probably generate resistance → make sparks fly to make sparks fly = to increase risks of a dispute, to clash pg 32 ex 2 reading Rising star makes sparks fly ]]> 177 active textbook Failures might be deliberate)? ✓ prove wrong strategies are being deployed → try to get rid of Saul Finlay ]]> 176 to resign = to officially tell sb that you are leaving your job, an organization, etc bus factor = minimum number of team members that have to suddenly disappear from a project before the project stalls due to lack of knowledgeable or competent personnel. The expression "hit by a bus" describes a person either dying or more generally disappearing suddenly from the project; measurement of the risk resulting from information and capabilities not being shared among team members turnover = rate at which employees leave a company and are replaced by other people job rotation = practice of changing staff at frequent intervals by discharges and substitutions teething = small problems that a company, product, system, etc. has at the beginning to irritate = to annoy sb, especially by sth you continuously do or by sth that continuously happens to make sparks fly = to increase risks of a dispute, to clash lenient = not as strict as expected when punishing sb or when making sure that rules are obeyed to drag = to pull sb/sth along with effort and difficulty to rejuvenate = to make young again 175 understood understand For the first period (At the beginning) it could ~~be decreased~~ decrease The memo was ~~wroted~~ written by the Operations manager ]]> 20240220 18:40-19:40 1.5 1666 active Fast fitness - Choosing a manager (depending on past & present habits, performance...) (2/2) By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. Market Leader 3rd Intermediate Case study - Fast fitness market_leader_3rd_intermediate_course_book_pg80-81_case_study_recruitment_dilemma_at_fast_fitness.pdf pg 81 compare shortlisted candidates → choose & justify why a candidate is suitable for the post at Fast Fitness → practise 'used to, would' to describe past experience (habits) → practise 'will' to make predictions about how these candidates may perform at Fast Fitness https://docs.google.com/document/d/1FGwP5f6oKzKVgiFcpCL7zNslS3oGLuYXCuhCkUQnuQE/edit

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 174 active textbook → practise 'used to, would' to describe past experience (habits) → practise 'will' to make predictions about how these candidates may perform at Fast Fitness ]]> 173 active textbook DVD case study commentary Feedback What profile does the company actually need? 〆being a sporty person is not a priority, just an asset ✓ emphasise more experience in management in the job description → need to better list skills, knowledge, attitude... How can you test the real capabilities of candidates? ✓ enquire how would encourage clients to renew their subscriptions ✓ ask behavioural questions (...) What common mistake is made when recruiting? 〆recruiting the same person as you are yourself → diversity of people What requirements are essential for Fast Fitness? (part 2) ✓ motivate & lead individual club managers ✓ give direction 〆don't take away independence → need to have ideas that can be adopted by club managers Who would be the best candidate(s)? (part 3) 1) Silvia ✓ features credibility (experience with football team) → will get attention of her colleagues ✓ has tangible ideas ✓ is committed to her own development (evening class in business studies) 2) Martha 〆needs more experience ]]> 172 2 Role play active role_play Practise 'used to', 'would' and 'will' to describe past and present habits. Recycle new expressions and language. Because of the crisis you have problems with your supply chain. You are reporting to your manager about delays on an important project. You are not happy because procedures have changed. Explain how you used to manage your workflow. I'm not used to planning orders so early when I don't know for sure what we'll need! I used to contact suppliers just a couple of weeks in advance. It used to be easy. I would just send an e-mail. You are a project manager. Try to reassure your employee. Suggest how the department will proceed from now on. Don't worry! From now on, you will need to contact your suppliers just a little earlier... You'll be planning your orders with our new software. You'll be getting used to implementing this solution really fast. 171 leisure = time that is spent doing what you enjoy when you are not working or studying martial = connected with fighting or war to put | to lay one's cards on the table = to let someone know your position and interest openly; deal honestly; act without trickery or secrets treadmill = exercise machine that has a moving surface that you can walk or run on while remaining in the same place chain = group of shops/stores or hotels owned by the same company to bug = to annoy or irritate sb flair (~ for sth) = a natural ability to do sth well to liaise (with sb) (especially BrE) = to work closely with sb and exchange information with them outstanding = extremely good; excellent to flock = to go or gather together somewhere in large numbers leisure = time that is spent doing what you enjoy when you are not working or studying to appeal = to attract, to interest sun deck = part of a ship where passengers can sit to enjoy the sun, or a similar area beside a restaurant or swimming pool to liaise (with sb) (especially BrE) = to work closely with sb and exchange information with them outstanding = extremely good; excellent runner-up = person or team that finishes second in a race or competition; a person or team that has not finished first but that wins a prize consignment = quantity of goods that are sent or delivered somewhere 170 about to (achieving) her ~~ability to achieve~~ goals Some components ~~have a chance to be~~ (We) run the risk of being late (of being delivered late) ]]> idle /'aidəl/ = lazy ideal /ai'di:l/ = perfect 20240213 18:40-19:40 1.5 1666 active Fast fitness - Choosing a manager (depending on past & present habits, performance...) (1/2) By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. Market Leader 3rd Intermediate Case study - Fast fitness pg 80 background reading pg 80 task 1 reading pg 81 cards market_leader_3rd_intermediate_course_book_pg80-81_case_study_recruitment_dilemma_at_fast_fitness.pdf

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> Market Leader 3rd edition B1 169 active textbook ✓ to be healthy rather than to look healthy (...) How do you attract people to fitness clubs? ✓ organise groups who can socialise together after a work-out rather than just individuals ✓ offer group discounts for companies → peer pressure → team building ✓ find personal coaches who can motivate (...) Is going to the gym to be healthy or to look healthy? ✓ depends on local culture, urban life style, work life balance ✓ usually to look healthy (people who go to the gym don't seem to need it) pg 80 background reading T / Cl Why are the performances of the club disappointing? Aren't facilities competitive? ✓ yes, they seem to be rather well equipped What can explain the problems that the chain is facing? Why aren't members renewing their cards? ✓ yearly subscriptions are expensive ✓ people are less likely to commit themselves → change from yearly to monthly subscriptions pg 80 Fast fitness job description T / Cl What kind of manager do they need to improve performance? Do you agree with the job description? 〆being a sporty person is not a prerequisite ✓ charisma (...) ]]> 168 20240202-1151 20200424-1620 Past and present habits (used to vs will) active grammar 167 active wip textbook used to - would - will mindmap

Download onto your tablet or print & illustrate the following mindmap in your own way (use colours, symbols, etc) http://www.ictnle.com/mindmaps/used_to_would_will_mindmap.pdf ]]> 166 active textbook tmp_pdf/market_leader_3rd_intermediate_course_book_pg80-81_case_study_recruitment_dilemma_at_fast_fitness.pdf reading pg 81 cards → rank candidates in terms of suitability → practise 'used to', 'would' and 'will' to describe habits pg 80 task 2 listening market_leader/market_leader_3rd_intermediate/market_leader_3rd_intermediate_audio_cd02/market_leader_3rd_intermediate_audio_cd02_010.ogg Sean 〆sounds over-confident 〆doesn't like conflicts market_leader/market_leader_3rd_intermediate/market_leader_3rd_intermediate_audio_cd02/market_leader_3rd_intermediate_audio_cd02_011.ogg Paulo 〆lacks education & experience ✓ may endorse the brand ✓ has a plan to make improvements market_leader/market_leader_3rd_intermediate/market_leader_3rd_intermediate_audio_cd02/market_leader_3rd_intermediate_audio_cd02_012.ogg Martha 〆talks about problems with her boss 〆focuses too much on her achievements with people suffering from Parkinson's disease 〆lacks confidence ✓ has many ideas market_leader/market_leader_3rd_intermediate/market_leader_3rd_intermediate_audio_cd02/market_leader_3rd_intermediate_audio_cd02_013.ogg Silvia ✓ wants to be challenged & earn more ✓ gives facts rather than just opinions ✓ is demanding, convincing ]]> 165 wip active textbook → practise 'used to, would' to describe past experience (habits) → practise 'will' to make predictions about how these candidates may perform at Fast Fitness ]]> 164 leisure = time that is spent doing what you enjoy when you are not working or studying martial = connected with fighting or war to put | to lay one's cards on the table = to let someone know your position and interest openly; deal honestly; act without trickery or secrets treadmill = exercise machine that has a moving surface that you can walk or run on while remaining in the same place chain = group of shops/stores or hotels owned by the same company to bug = to annoy or irritate sb flair (~ for sth) = a natural ability to do sth well to liaise (with sb) (especially BrE) = to work closely with sb and exchange information with them outstanding = extremely good; excellent to flock = to go or gather together somewhere in large numbers leisure = time that is spent doing what you enjoy when you are not working or studying to appeal = to attract, to interest sun deck = part of a ship where passengers can sit to enjoy the sun, or a similar area beside a restaurant or swimming pool to liaise (with sb) (especially BrE) = to work closely with sb and exchange information with them outstanding = extremely good; excellent runner-up = person or team that finishes second in a race or competition; a person or team that has not finished first but that wins a prize consignment = quantity of goods that are sent or delivered somewhere 163 difference comparison with my previous choices He didn't provide the ~~exactly~~ exact way how to solve the issue ]]> 20240206 20240130 18:40-19:40 1.5 1666 active Case study - Selig and Lind (2/2) By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. Market Leader 3rd edition Upper Intermediate Unit 7 Management styles Case study - Selig and Lind pg 73 description of managers 1-4 → read & prepare pg 73 task 2, 3 market_leader_3rd_upper_intermediate_students_book_pg66-73_unit7_management_styles.pdf

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 162 active textbook tmp_pdf/market_leader_3rd_upper_intermediate_pg72-73_selig_and_lind_choosing_a_manager.pdf 〆should have already proven by now that he is prepared to learn & improve himself → current situation is not a warning but a likely dismissal → leadership course is probably too late What management styles should be used? ✓ see pg 67 ex D pg 72 replacing the project manager pg 73 read descriptions pg 73 task 1 2 T / Cl Rank candidates in terms of suitability → Isn't Ruth too decisive? (indeed, sales management consists in pushing people) → Will the team want to work 6-7 days a week with Kazuo when they're already exhausted? → Is Eduardo decisive enough? → Has Martina got sufficient interpersonal skills? pg 73 task 3 4 〆Martina has limited experience in managing people (only IT, not multicultural) ✓ Eduardo may set a better example for a customer service to retail outlets though is not goal oriented ]]> 161 active textbook DVD case study commentary Feedback T / Cl Why did he alienate from his staff? 〆result-oriented 〆unclear goal-setting 〆demotivating by not involving staff in decision-making 〆poor, little constructive feedback → improve communication & interpersonal skills What are the most striking weaknesses of the candidates? 〆Ruth doesn't appear to want to accommodate her management style to an international team 〆Kazuo might turn people off by considering company is more important than individuals 〆Eduardo may be too hesitant and not prepared to take tough decisions because he wants to be liked too much 〆Martina believes people are motivated by money Who would the consultant recommend? ✓ Ruth might face some resistance at the beginning but eventually will meet deadlines = favourite candidate ✓ Eduardo would build a good rapport with team members but might not get things done = front-runner ]]> 160 wip textbook use expressions from pg 67 ex D use expressions from pg 68 ex E see pg 131 writing a report (including an executive summary) ]]> 159 disheartening = not to motivate or encourage distant = not friendly; not wanting a close relationship with sb morale /mə:'æl/ = amount of confidence and enthusiasm, etc. that a person or a group has at a particular time to the letter = in every detail ashamed ~ (of sth/sb / yourself) | ~ (that ...) | ~ (to be sth) = feeling shame or embarrassment about sb/sth or because of sth you have done to alienate /ˈeɪljəneɪt/ = to make sb less friendly or sympathetic towards you; to make sb feel that they do not belong in a particular group; to cause someone or a group of people to stop supporting and agreeing with you front-runner = competitor thought likely to win rapport /ræ'pɔ:r/ (with sb) | ~ (between A and B) = a friendly relationship in which people understand each other very well tenacious = that does not stop holding sth or give up sth easily; determined to overlook = to fail to notice to carry out = to execute, to perform 158 interested to interesting for me I ~~think to wide~~ 'm thinking of increasing my locations list (OR list of destinations) It's another ~~minus~~ disadvantage | weak point | con of her management style ]]> 20240123 18:40-19:40 1.5 1666 active Case study - Selig and Lind (1/2) By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. Market Leader 3rd edition Upper Intermediate Unit 7 Management styles Case study - Selig and Lind pg 72 background market_leader_3rd_upper_intermediate_students_book_pg66-73_unit7_management_styles.pdf Optional homework pg 71 ex E presentation → practise expressions from the useful language box (send the link to your google doc (in edit mode!) market_leader_3rd_upper_intermediate_students_book_pg66-73_unit7_management_styles.pdf

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 157 1 Re-locating to a country / corporate culture with a different work-life balance active edit_ol_qa pix/icons8-collaboration-100_white.png How can interest in work life balance affect the management style of a company? Would you like to - and be able to - relocate to a Scandinavian country with such people-oriented corporate culture? visual aid

]]> Would you like to relocate to Copenhagen, Denmark? ✓ better work life balance in Scandinavian countries ✓ lifestyle closer to nature (...) What differences in corporate culture & management style would you expect in Anglo-Saxon and/or Scandinavian regions? ✓ stronger labour law to protect employees ✓ less stressful work conditions labour law = body of law that applies to matters such as employment, wages, conditions of work, labour unions, and labour-management relations What mistakes could a result-oriented manager make when running an international team with a Scandinavian corporate culture? 〆being too authoritarian 〆making decisions without consensus 〆providing little support for less experienced team members 〆socialising not enough = not taking into consideration cultural differences among team members → needs cross-cultural skills to call a spade a spade = to call a person or thing a name that is true but not polite; speak bluntly; use the plainest language Do you think strong leaders groom weak managers? 〆strong leader may create too comfy a work environment → managers need to be thrown in at the deep end to learn & become autonomous to be thrown in at the deep end = to be given a difficult job without preparation to groom sb (for / as sth) = to prepare or train sb for an important job or position 156 active textbook tmp_pdf/market_leader_3rd_upper_intermediate_pg72-73_selig_and_lind_choosing_a_manager.pdf Lexical material: Choosing the right manager & management style pg 72 background reading T / Cl What management mistakes do you think Paul Johnstone made? 〆perhaps ignored cultural differences among team members 〆perhaps team members were not taught or told how to communicate across cultures (...) Was he too authoritarian? 〆perhaps focused too much on meeting deadlines 〆perhaps wasn't interested in team members' opinions (...) pg 72 management style of Paul team member #1 market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_022.ogg T / Cl What is a better management style: saying what to do or how to do things? ✓ what to do = focus on goals → provide support only if needed = situational management Hersey & Blanchard - Situational leadership

team member #2 market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_023.ogg T / Cl What is more effective: being a people's person or focusing on results? ✓ depends on short & long term goals → build rapport if long term, strategic goals are set Blake & Mouton - Managerial chart

team member #3 market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_024.ogg ]]> 155 labour law = body of law that applies to matters such as employment, wages, conditions of work, labour unions, and labour-management relations to be thrown in at the deep end = to be given a difficult job without preparation to groom sb (for / as sth) = to prepare or train sb for an important job or position to call a spade a spade = to call a person or thing a name that is true but not polite; speak bluntly; use the plainest language disheartening = not to motivate or encourage distant = not friendly; not wanting a close relationship with sb morale /mə:'æl/ = amount of confidence and enthusiasm, etc. that a person or a group has at a particular time to the letter = in every detail ashamed ~ (of sth/sb / yourself) | ~ (that ...) | ~ (to be sth) = feeling shame or embarrassment about sb/sth or because of sth you have done to alienate /ˈeɪljəneɪt/ = to make sb less friendly or sympathetic towards you; to make sb feel that they do not belong in a particular group; to cause someone or a group of people to stop supporting and agreeing with you front-runner = competitor thought likely to win rapport /ræ'pɔ:r/ (with sb) | ~ (between A and B) = a friendly relationship in which people understand each other very well tenacious = that does not stop holding sth or give up sth easily; determined to overlook = to fail to notice to carry out = to execute, to perform 154 the exactly (any) exact information about Copenhagen He doesn't ~~match~~ isn't a good fit for | satisfy the needs of this position ]]> 20240116 18:40-19:40 1.5 1666 active Delivering a presentation By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. Market Leader 3rd edition Upper Intermediate Unit 7 Management styles pg 70 ex F writing - profile of a manager https://docs.google.com/document/d/13zotWjJaOE6RcEw_O5ha-ugqAyiR5MkJyYQK_LS91II/edit market_leader_3rd_upper_intermediate_students_book_pg66-73_unit7_management_styles.pdf

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 153 active textbook ✓ timely solution ✓ blue ocean strategy ✓ celebrity endorsement ✓ cooked fish in an untouched ice cube (e.g. Miele Dialogue Oven) (...) How can you quench the curiosity of your audience? ✓ hand over samples ✓ conduct test drives ✓ run open-door days ✓ organise webinars, workshops ✓ allow 3rd parties to inspect & audit your solutions How can you help people understand & remember your presentation? ✓ ask the audience to imagine themselves in the target situation ✓ explain at what stage the project is ✓ mention partners (lenders, builders, producers, distributors...) → help navigate the project (...) Will slides be enough? 〆the fewer slides, the better ✓ slides should just support the narrative in a memorable way ✓ prefer a live demonstration or performance (...) T / Cl How would you sell iced tea? ✓ distribute samples in supermarkets, parks, sports events ✓ advertise massively on Tv, the internet ✓ contact famous bloggers, influencers, opinion leaders... (...) --> Functional language: Presentation skills pg 70 ex A listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_020.ogg market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_021.ogg pg 71 ex B listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_020.ogg ]]> 152 active textbook tmp_pdf/market_leader_3rd_upper_intermediate_students_book_pg66-73_unit7_management_styles.pdf Rhetorical questions for preparing a presentation ✓ cutting edge technology ✓ 4 Ps = price, promotion, product, placement ✓ 4 Cs = customer solution, cost, convenience, communication Has your offer got a wide appeal? ✓ need to contact target minimum 3 - on average 7(!) - times before point of sale Will your product undoubtedly appeal to security-conscious customers? ✓ authorised point of sale ✓ on-line retail only ✓ generation Y & Z What is a major selling point? ✓ brand image ✓ value for money pg 71 ex C listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_021.ogg Functional language: Stating the purpose, involving the audience Functional language: Persuading, emphasising, exemplifying Functional language: Changing the subject, referring to visuals, discussing implications T / Cl 'Turning now to' means [emphasising a point | changing subjects] ✓ changing subjects pg 71 ex D vocab T / Cl Is there anything missing in this presentation? 〆price positioning ≠ presentation targeting people placing orders → rather convincing, though general, informative product presentation set for homework - to be confirmed pg 71 ex E presentation → practise expressions from the useful language box ]]> 151 wip textbook Presentation delivery Feedback ]]> 150 blue ocean strategy = simultaneous pursuit of differentiation and low cost to open up a new market space and create new demand. It is about creating and capturing uncontested market space, thereby making the competition irrelevant. It is based on the view that market boundaries and industry structure are not a given and can be reconstructed by the actions and beliefs of industry players (src: https://www.blueoceanstrategy.com/what-is-blue-ocean-strategy/) to quench = to satisfy (thirst) ounce = unit for measuring weight, /16 of a pound, equal to 28.35 grams edge over the competition = slight competitive advantage to stand out = to look different; to distinguish oneself to reveal ~ sth (to sb) = to make sth known to sb; to show sth that previously could not be seen to appeal = to attract comprehensive = including all or everything outstanding = distinguished from others in excellence; of major significance or importance hand-out = free document that gives information about an event or a matter of public interest, or that states the views of a political party, etc to stress = to emphasise USP = unique selling point to persuade = to convince curiosity (about sth) | ~ (to do sth) = strong desire to know about sth edge over the competition = slight competitive advantage cutting edge = the newest, most advanced stage in the development of sth to appeal = to attract 4 Ps = price, promotion, product, placement 4 Cs = customer solution, cost, convenience, communication coherency = logical and orderly and consistent relation of parts FMCG = fast moving consumer goods 149 20240109 18:40-19:40 1.5 1666 active Text reference - Presentations Dealing with talented volatile managers - Jim Buckmaster (2/2) By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. Market Leader 3rd edition Upper Intermediate Unit 7 Management styles pg 68 ex E F vocab market_leader_3rd_upper_intermediate_students_book_pg66-73_unit7_management_styles.pdf

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 148 wip textbook Management styles → pg 145 reading student B Jim Buckmaster ]]> 147 active textbook ✓ depends on your mentoring & empowerment skills pg 68 ex E vocab set for homework pg 68 ex F vocab ]]> 146 1 Dealing with talented volatile managers hw20221005 active edit_ol_qa prep_ol_qa pix/icons8-collaboration-100_white.png Are you ready to put up with volatile managers if they are indeed talented? Is it against your principles to shout at work?

]]> How do you deal with a talented, but volatile, manager? ✓ show you are self-motivated ✓ use foul language to support your emotions & engagement in the business = be involved → pretend you are on the same wavelength ✓ be demanding towards your subordinates in the same way foul = including rude words and swearing; offensive If you work unsociable hours, is it evidence of a good or bad management style? 〆too demanding management style ≠ self-motivated staff who enjoy their work unsociable = not enjoying the company of other people; not friendly; unsocial hours (BrE) are those that are outside the normal working day Why is perfectionism not a key to successful management? ✓ better focus on frequent incremental changes ✓ strike a balance between management by consensus and perfectionism = manage your energy, get your priorities right → 20% efforts account for 80% of results (Pareto principle) Pareto principle = rule which states that for many outcomes, roughly 80% of consequences come from 20% of causes. In other words, a small percentage of causes have an outsized effect 145 active textbook pg 69 ex G discussion ]]> 144 20191022-0936 Reference words (the former, the latter) active grammar 143 20191024-1036 Reference words (it, this, that) active grammar 138 active textbook pg 70 ex A B C D grammar pg 70 ex E vocab (former vs latter) set for homework - to be confirmed pg 70 ex F writing - profile of a manager ]]> 137 active textbook tmp_pdf/market_leader_3rd_upper_intermediate_students_book_pg66-73_unit7_management_styles.pdf ✓ timely solution ✓ blue ocean strategy ✓ celebrity endorsement ✓ cooked fish in an untouched ice cube (e.g. Miele Dialogue Oven) (...) How can you quench the curiosity of your audience? ✓ hand over samples ✓ conduct test drives ✓ run open-door days ✓ organise webinars, workshops ✓ allow 3rd parties to inspect & audit your solutions How can you help people understand & remember your presentation? ✓ ask the audience to imagine themselves in the target situation ✓ explain at what stage the project is ✓ mention partners (lenders, builders, producers, distributors...) → help navigate the project (...) Will slides be enough? 〆the fewer slides, the better ✓ slides should just support the narrative in a memorable way ✓ prefer a live demonstration or performance (...) T / Cl How would you sell iced tea? ✓ distribute samples in supermarkets, parks, sports events ✓ advertise massively on Tv, the internet ✓ contact famous bloggers, influencers, opinion leaders... (...) Functional language: Presentation skills pg 70 ex A listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_020.ogg market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_021.ogg pg 71 ex B listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_020.ogg ]]> 136 liable /'laiəbəl/ = likely to be affected by sth, prone to; likely to do sth to put up with = to tolerate, accept patiently; bear foul = including rude words and swearing; offensive Pareto principle = rule which states that for many outcomes, roughly 80% of consequences come from 20% of causes. In other words, a small percentage of causes have an outsized effect unsociable = not enjoying the company of other people; not friendly; unsocial hours (BrE) are those that are outside the normal working day 135 seldom rare situations I don't have ~~the~~ any practice to work (OR any experience in working) with a volatile manager Some of the meetings are really ~~the~~ a waste of time ]]> 20231226 18:40-19:40 1.5 1666 active Dealing with talented volatile managers Dealing with talented volatile managers - Anna Wintour (1/2) By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. Market Leader 3rd edition Upper Intermediate Unit 7 Management styles pg 68 ex A B reading Management styles → pg 69 reading student A Anna Wintour ~~→ pg 145 reading student B Jim Buckmaster~~ (scheduled for next lesson) market_leader_3rd_upper_intermediate_students_book_pg66-73_unit7_management_styles.pdf

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 134 active textbook tmp_pdf/market_leader_3rd_upper_intermediate_students_book_pg66-73_unit7_management_styles.pdf ✓ when people are not owned by the organisation = let people bring their own perceptions, biases, personality, culture at work... pg 67 ex B listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_018.ogg Lexical material: Managerial philosophies What should managers always bear in mind? 1 consideration, respect & trust 2 recognition & credit 3 involvement & availability 4 a sense of justice 5 positive action on an individual basis 6 emphasis on end results ]]> 133 active textbook ✓ Does the end justify the means? pg 67 ex C listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_019.ogg see audioscript pg 160 T / Cl Do many managers in Russia believe in self-direction & self-control of their staff? 〆managerial skills gap in generations & regions → do they want to learn how to develop? e.g. Vkusville → no security guards to acknowledge delivery of goods = cheaper to factor costs of petty food theft than employ for security staff pg 67 ex D speaking T / Cl Which management style gets the best out of people? → depends if people are ready for self-direction... Should a manager be in someone else's shoes, i.e. change their management styles? ✓ be ready to accept feedback from both superiors & your team → acknowledge the fact you may need to change your management style ]]> 132 active textbook 〆bureaucracy 〆decisions are still based on the company's local market rather than international demand (...) pg 68 ex A speaking pg 68 ex B C reading Management styles → pg 69 reading student A Anna Wintour ~~→ pg 145 reading student B Jim Buckmaster~~ ]]> 131 active textbook set for homework pg 68 ex E F vocab ]]> 130 ruthless = disapproving) (of people or their behaviour) hard and cruel; determined to get what you want and not caring if you hurt other people to embrace = (formal) to accept an idea, a proposal, a set of beliefs, etc., especially when it is done with enthusiasm to dismantle = to take apart a machine or structure so that it is in separate pieces; to end an organization or system gradually in an organized way to haggle (with sb) (over sth) = to argue with sb in order to reach an agreement, especially about the price of sth to liaise = (with sb) (especially BrE) to work closely with sb and exchange information with them headcount = act of counting the number of people who are at an event, employed by an organization, etc.; the number of people that have been counted in this way to align sth (with / to sth) = to change sth slightly so that it is in the correct relationship to sth else to align yourself with sb/sth = to publicly support an organization, a set of opinions or a person that you agree with concession (to make a ~) = something that you allow or do, or allow sb to have, in order to end an argument or to make a situation less difficult hefty = (of an amount of money) large; larger than usual or expected to make do = to come to terms with; to use a poor substitute when one does not have the right thing 129 be analyse the situation Do Have you watched that movie? ]]> 20231219 18:40-19:40 1.5 1666 active Management styles, successful managers By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. Market Leader 3rd edition Upper Intermediate Unit 7 Management styles pg 67 ex A vocab market_leader_3rd_upper_intermediate_students_book_pg66-73_unit7_management_styles.pdf

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 128 active textbook Lexical material: Describing the role of a manager and management styles T / Cl Can staff turnover be a reliable way of measuring a manager's success? ✓ might be affected by HR policies ✓ depends on macro-economic circumstances e.g. trends on the labour market (...) pg 66 ex B C starting up ]]> 127 1 pix/icons8-collaboration-100_white.png Roles of a manager active wip deck_shuffled_lines_halign prep_deck_shuffled_lines_halign What are the main roles of a manager? → rank the following roles from the most important to the least → explain or contrast roles → give examples ]]>

key roles

expected profile

least relevant behaviour

]]> 126 active textbook 〆 none What's the opposite of 'decisive'? ✓ indecisive pg 67 ex A vocab T / Cl Do you remember a situation when a manager was inconsiderate? What happened? ✓ when pushed by deadlines to work after hours pg 67 ex B listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_016.ogg T / Cl What is more important to be for a manager [considerate | inspiring | efficient...]? pg 67 ex C speaking pg 67 ex D vocab ]]> 125 2 pix/icons8-collaboration-100_white.png Traits of a manager active wip deck_shuffled_lines_halign prep_deck_shuffled_lines_halign What are the traits of a good manager? → rank the following traits from the most important to the least → explain or contrast traits → give examples ]]>

significant traits

desirable traits

possibly less features

]]> 124 3 pix/icons8-collaboration-100_white.png Management styles active wip xml_multi_dd_row deck_shuffled_lines_halign prep_deck_shuffled_lines_halign What management styles have you experienced? Which do you find more efficient? When? → put the management styles under their respective heading → explain and contrast styles → give examples ]]> 30 8 left 4;6;7;10 5;8 1;2;3;9 123 active textbook ]]> 122 active textbook tmp_pdf/market_leader_3rd_upper_intermediate_students_book_pg66-73_unit7_management_styles.pdf ✓ ability to manage in an increasingly competitive, volatile changing business environment ✓ concern for the recognition of the individual within the organisation = international HR management pg 67 ex A listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_017.ogg ]]> 121 to interfere (in sth) = to get involved in and try to influence a situation that does not concern you, in a way that annoys other people mediator = person or an organization that tries to get agreement between people or groups who disagree with each other unorganised = having no organisation at all disorganised = very bad at arranging or planning things volatile = (often disapproving) (of a person or their moods) changing easily from one mood to another; (of a situation) likely to change suddenly; easily becoming dangerous impediment = something that delays or stops the progress of sth; obstacle 120 20231212 18:40-19:40 1.5 1666 active Introduction to management styles By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. Market Leader 3rd edition Upper Intermediate Unit 7 Management styles market_leader_3rd_upper_intermediate_students_book_pg66-73_unit7_management_styles.pdf

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 1 Why good leaders make you feel safe? 20231128 hw20231205 pix/icons8-collaboration-100_white.png Why good leaders make you feel safe | Simon Sinek What makes a great leader? Management theorist Simon Sinek suggests, it's someone who makes their employees feel secure, who draws staffers into a circle of trust. But creating trust and safety — especially in an uneven economy — means taking on big responsibility. https://www.youtube.com/watch?v=lmyZMtPVodo ]]> 119 1 Why good leaders make you feel safe? 20231128 hw20231205 active edit_ol_qa prep_ol_qa pix/icons8-collaboration-100_white.png Why good leaders make you feel safe | Simon Sinek What makes a great leader? Management theorist Simon Sinek suggests, it's someone who makes their employees feel secure, who draws staffers into a circle of trust. But creating trust and safety — especially in an uneven economy — means taking on big responsibility. https://www.youtube.com/watch?v=lmyZMtPVodo]]> why_good_leaders_make_you_feel_safe_simon_sinek-lmyzmtpvodo.mp4 Why was Captain Swenson recognised? [00:52] ✓ ran into live fire when caught in an ambush in Afghanistan ✓ rescued the wounded ✓ pulled out the dead = brave → reminiscent of a hero? to recognise = to express obligation, thanks, or gratitude for What is remarkable about what Captain Swenson did? [01:36] ✓ he kissed his wounded soldier who was being evacuated by helicopter → emotional intelligence? emotional intelligence = ability to understand, use, and manage your own emotions in positive ways to relieve stress, communicate effectively, empathize with others, overcome challenges and defuse conflict What is the difference in making sacrifices in the army and in business? [02:06] ✓ in the army, they're willing to sacrifice themselves so that others may gain → leaders are rewarded with a medal ✓ in business, leaders give bonuses to people who are ready to sacrifice others so that leaders may gain = opposite action Do you know of - or believe that - soldiers are attracted by the ideology: having a vocation, giving a service to their country? Can employees in business be motivated in the same way? [02:30] 〆their environment doesn't define how they act ✓ they would sacrifice themselves for you (if you can create the right environment) → employees, like soldiers, may work harder if well motivated, or inspired → create the right environment vocation = type of work or way of life that you believe is especially suitable for you What is special about this environment? What are the 2 key ingredients? [03:01] ✓ trust ✓ cooperation ≠ words or instructions → empathy What is the circle of safety? [03:52] ✓ an area where the tribe of social animals collaborate together → feel safe ✓ protect against external danger = feeling of trust & cooperation How does the anecdote of the airport staff support the anti-thesis (i.e. situation in which you are not in the circle of safety)? [05:44] 〆if you don't follow the rules → lose your job = don't trust their leaders What makes a good parent? [06:36] ✓ giving love ✓ ensuring education ✓ teaching discipline ✓ providing support to make great achievements ✓ giving opportunities to try and fail → be a role model? How often should a manager give opportunities to try and fail? → create sandbox environments How many leaders prepare their successors? 〆lack of talent management 〆little concern for knowledge management = self-protection in Russia What is lifetime employment policy? [07:19] ✓ don't lay off staff for performance issues (because you wouldn't lay off children either) → coach when there is an issue Would you sacrifice numbers to save people? [08:18] ✓ in practice, reduce operational costs before labour costs because recruiting is time consuming What is the difference between head counts and heart counts? [09:25] ✓ don't lay off staff during hard times ✓ people who feel safe will collaborate better & spontaneously make compromises = better to all suffer a little than one should suffer a lot How different are some of the recognised leaders at the top and unofficial leaders at the bottom? [10:22] ✓ many leaders at the top feature only authority 〆they lack empathy 〆they are not trusted ✓ leaders at the bottom (usually) lack authority → feature consideration for others ✓ they are trusted = create a safe environment Why are some staff members ready to sacrifice themselves? [11:24] ✓ because that's what their managers would do for them = guarantee of a safe environment for all ≠ networking → don't make staff members feel like a cogwheel in the system, or just a pawn in a board game = being Russian doesn't mean adhering to authoritarian management styles to adhere = to behave according to a particular law, rule, set of instructions, etc 118 1 Introduction to management styles active edit_ol_qa pix/icons8-collaboration-100_white.png Are skills needed to be a female referee different from a male referee? ✓ depends on gender role in a given country or corporate culture gender role = overt expression of attitudes that indicate to others the degree of your maleness or femaleness What management styles do you know of? ✓ authoritative vs democratic ✓ empowering vs controlling ✓ directive vs laid-back & laissez-faire laid-back = calm, and relaxed; seeming not to worry about anything laissez-faire /,leɪseɪˈfɛə/ = allow to do What are the advantages of empowering? ✓ decentralised decision-making ✓ less bureaucratic ✓ employees motivated by company ownership empowering = giving sb the power or authority to do sth What are the characteristics of a strong leadership? ✓ traditional, authoritarian manager ✓ visionary, charismatic leader ✓ decisions made in a top-down approach top-down = approach where an executive decision maker or other top person makes the decisions of how something should be done, from their level to lower levels in the hierarchy How would you define management by consensus? ✓ process of consultation ✓ employees contribute to decision-making consensus = opinion that all members of a group agree with Why should managers achieve consensual management with coaching & mentoring? ✓ be a role model ✓ senior managers groom 'future' managers role model = person that you admire and try to copy to groom = sb (for / as sth) to prepare or train sb for an important job or position 117 to adhere = to behave according to a particular law, rule, set of instructions, etc empowerment = to give sb the power or authority to do sth consensus ~ (among sb) | ~ (about sth) | ~ (that ...) = an opinion that all members of a group agree with consensual /kən'sensu:əl/ /kən'senʃu:əl/ = which people in general agree with decisive /dɪˈsaɪsɪv/ = very important for the final result of a particular situation; able to decide sth quickly and with confidence to groom sb (for / as sth) = to prepare or train sb for an important job or position laid-back = calm, and relaxed; seeming not to worry about anything 116 20231128 18:40-19:40 1.5 1666 active Making staff feel safe By the end of this session you will have studied Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 3 What does it mean to be a mentor? 20231121 hw20231128 pix/icons8-collaboration-100_white.png ✓ sparring partner = person that you regularly have friendly arguments or discussions with; (in boxing) person that a boxer regularly practises with during training video

What does it mean to be a mentor? Simon Sinek Watch the video. https://www.youtube.com/watch?v=lFUXtURI-Dk ]]> 115 3 What does it mean to be a mentor? 20231121 hw20231128 active edit_ol_qa prep_ol_qa pix/icons8-collaboration-100_white.png What does it mean to be a mentor? Simon Sinek Watch the video. https://www.youtube.com/watch?v=lFUXtURI-Dk ]]> what_does_it_mean_to_be_a_mentor_simon_sinek_FUXtURI-Dk.mp4 So we get a lot of questions about being a mentor. What does it mean to be a mentor, will you be my mentor, will I be your mentor? Things like that. Here's what I've learned about mentorship. Mentorship is not something you ask somebody to do like, "Will you be my friend?" It doesn't work like that. When you find somebody you get along with you share values, you share beliefs. You spend time with them, you get to know them. You develop trust, you're vulnerable with them, you open up to them. And you discover that you become friends, it's what happens. You start off as simply acquaintances. In my experience, mentorship is exactly the same. There were people who were much more experienced than me who had wisdom that I didn't have and when I would call them, they would take my calls. And when I would ask them questions, they would always take the time to give me answers. And over the course of time, they became my mentors. Like they became my friends. And I remember one time I was with one of my mentors, Ron Bruder, an amazing guy, and I was leaving his house and I put my arm around him and I said, "You know, I'm glad you're my mentor," and he looked at me and he said, "I'm glad you're mine." And it caught me completely off guard. True mentorship, like true friendship, is not a one way street. It's not about one person only giving advice to the other. Both people are showing up to give and both people are showing up to learn. But you can't ask someone to be your mentor, especially someone who's a total stranger, knock on their door and say, "Will you be my mentor?" if they don't know you and you've never met them. It's like friendship. You cultivate a relationship and if that person is always there for you and wants to see you thrive and succeed and believes in you, then perhaps they will become your mentor, like making a friend. Why was Simon caught completely off guard? ✓ mentoring is not only an exchange from mentor to mentee ✓ wasn't expecting such empathy ✓ hadn't been asking for friendship ≠ not a one-way street off-guard = not prepared; not watching for possible danger; not alert Why is it important to share the same values? ✓ build trust ✓ develop a personal relationship → understand each other's needs & expectations better How do you find a mentor (according to Simon)? ✓ find somebody you get along with → relationship should have begun before actually engaging into mentoring 〆don't knock at the door of someone you don't know ✓ share values ✓ share beliefs ✓ spend time together → build a rather informal relationship ✓ get to know them ✓ develop trust ✓ be vulnerable to them ✓ open up to them Are you ready to be vulnerable? ✓ need to show what you are afraid of to be able to get help → applies to both mentor & mentee vulnerable = weak and easily hurt physically or emotionally 114 1 Why good leaders make you feel safe? 20231128 hw20231205 active prep_ol_qa edit_ol_qa pix/icons8-collaboration-100_white.png Why good leaders make you feel safe | Simon Sinek What makes a great leader? Management theorist Simon Sinek suggests, it's someone who makes their employees feel secure, who draws staffers into a circle of trust. But creating trust and safety — especially in an uneven economy — means taking on big responsibility. https://www.youtube.com/watch?v=lmyZMtPVodo]]> why_good_leaders_make_you_feel_safe_simon_sinek-lmyzmtpvodo.mp4 Why was Captain Swenson recognised? [00:52] ✓ ran into live fire when caught in an ambush in Afghanistan ✓ rescued the wounded ✓ pulled out the dead = brave → reminiscent of a hero? to recognise = to express obligation, thanks, or gratitude for What is remarkable about what Captain Swenson did? [01:36] ✓ he kissed his wounded soldier who was being evacuated by helicopter → emotional intelligence? emotional intelligence = ability to understand, use, and manage your own emotions in positive ways to relieve stress, communicate effectively, empathize with others, overcome challenges and defuse conflict What is the difference in making sacrifices in the army and in business? [02:06] ✓ in the army, they're willing to sacrifice themselves so that others may gain → leaders are rewarded with a medal ✓ in business, leaders give bonuses to people who are ready to sacrifice others so that leaders may gain = opposite action Do you know of - or believe that - soldiers are attracted by the ideology: having a vocation, giving a service to their country? Can employees in business be motivated in the same way? [02:30] 〆their environment doesn't define how they act ✓ they would sacrifice themselves for you (if you can create the right environment) → employees, like soldiers, may work harder if well motivated, or inspired → create the right environment vocation = type of work or way of life that you believe is especially suitable for you What is special about this environment? What are the 2 key ingredients? [03:01] ✓ trust ✓ cooperation ≠ words or instructions → empathy What is the circle of safety? [03:52] ✓ an area where the tribe of social animals collaborate together → feel safe ✓ protect against external danger = feeling of trust & cooperation How does the anecdote of the airport staff support the anti-thesis (i.e. situation in which you are not in the circle of safety)? [05:44] 〆if you don't follow the rules → lose your job = don't trust their leaders What makes a good parent? [06:36] ✓ giving love ✓ ensuring education ✓ teaching discipline ✓ providing support to make great achievements ✓ giving opportunities to try and fail → be a role model? How often should a manager give opportunities to try and fail? → create sandbox environments How many leaders prepare their successors? 〆lack of talent management 〆little concern for knowledge management = self-protection in Russia What is lifetime employment policy? [07:19] ✓ don't lay off staff for performance issues (because you wouldn't lay off children either) → coach when there is an issue Would you sacrifice numbers to save people? [08:18] ✓ in practice, reduce operational costs before labour costs because recruiting is time consuming What is the difference between head counts and heart counts? [09:25] ✓ don't lay off staff during hard times ✓ people who feel safe will collaborate better & spontaneously make compromises = better to all suffer a little than one should suffer a lot How different are some of the recognised leaders at the top and unofficial leaders at the bottom? [10:22] ✓ many leaders at the top feature only authority 〆they lack empathy 〆they are not trusted ✓ leaders at the bottom (usually) lack authority → feature consideration for others ✓ they are trusted = create a safe environment Why are some staff members ready to sacrifice themselves? [11:24] ✓ because that's what their managers would do for them = guarantee of a safe environment for all ≠ networking → don't make staff members feel like a cogwheel in the system, or just a pawn in a board game = being Russian doesn't mean adhering to authoritarian management styles to adhere = to behave according to a particular law, rule, set of instructions, etc 113 sparring partner = person that you regularly have friendly arguments or discussions with; (in boxing) person that a boxer regularly practises with during training off-guard = not prepared; not watching for possible danger; not alert vulnerable = weak and easily hurt physically or emotionally ambush = act of hiding and waiting for sb and then making a surprise attack on them reminiscent of = reminding you of sb/sth to recognise = to express obligation, thanks, or gratitude for emotional intelligence = ability to understand, use, and manage your own emotions in positive ways to relieve stress, communicate effectively, empathize with others, overcome challenges and defuse conflict 112 is more else... They have to trust to each other ]]> 20231121 18:40-19:40 1.5 1666 active Mentoring (2/2) By the end of this session you will have studied Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 1 What is mentoring? 20231116 hw20231121 pix/icons8-collaboration-100_white.png What is Mentoring? Trinity College, Dublin Watch the video. Career mentoring is a relationship between a student or graduate ('mentee') and a more experienced graduate ('mentor'), who is there to support the mentee with developing their career. The purpose of the relationship is the passing on of knowledge, experience and offering advice. Mentors can help with preparing for the world of work, discuss career options and offer practical assistance with getting jobs and a place on a postgraduate course. You are applying for a job as a manager. → how do you give evidence of your mentoring skills? Answer the questions. https://www.youtube.com/watch?v=fcogEuf-7Yg ]]> 111 1 What is mentoring? 20231116 hw20231121 active edit_ol_qa prep_ol_qa pix/icons8-collaboration-100_white.png What is Mentoring? Trinity College, Dublin Watch the video. Career mentoring is a relationship between a student or graduate ('mentee') and a more experienced graduate ('mentor'), who is there to support the mentee with developing their career. The purpose of the relationship is the passing on of knowledge, experience and offering advice. Mentors can help with preparing for the world of work, discuss career options and offer practical assistance with getting jobs and a place on a postgraduate course. You are applying for a job as a manager. → how do you give evidence of your mentoring skills? Answer the questions. https://www.youtube.com/watch?v=fcogEuf-7Yg ]]> what_is_mentoring_trinity_college_dublin.mp4 Have you ever been a mentor? Would you like to be one? Why / why not? ✓ grooming interns to groom = to prepare or train sb for an important job or position Have you had any training to be a mentor? What do you think you should be taught, or shown? ✓ how to be intentional ✓ how to be constructively objective ✓ how to facilitate and guide intentional = highly educated; having extensive information or understanding; knowledgeable; deliberate What communication skills will you need? ✓ be empathetic and patient ✓ be attentive and available ✓ inspire confidence ✓ be open and transparent → should you be honest if you have no relevant experience or are unable to answer certain question? ✓ depends on how close the relationship is empathetic = showing an understanding of and trying to enter into another's feelings big bad world [00:39-00:52]? How can you help mentees navigate obstacles?]]> ✓ draw attention to common mistakes 〆don't discourage from attempting challenges mentee = person who is given help and advice by a more experienced and often older person in the same boat?]]> ✓ share the same doubts and lack of confidence mentors had (perhaps a long time ago) ✓ understand how to make decisions rather than why → learn from their own mistakes ✓ be a role model Why are mentors' professional successes important? [01:48-02:20] ✓ prove that a possibly esoteric background & course of studies followed by a mentee may become a source of living ✓ don't hesitate to study disciplines that may not have a clear vocational relevance → show how some academic knowledge can be put in practice & even monetised ✓ may suggest new career opportunities esoteric = very unusual and understood or liked by only a small number of people, especially those with special knowledge to monetise = process of converting something into money 110 2 Mentoring active edit_ol_qa pix/icons8-collaboration-100_white.png visual aid

]]> How do you choose a mentor? How do you manage expectations? ✓ select someone from your culture ✓ must have experience & achievements in the area you need to develop 〆role model or long lasting relationship are not necessarily sensible criteria → consider having different mentors all your life role model = person that you admire and try to copy What essential criteria are needed when starting? ✓ requests voiced by mentee must be supported by mentor e.g. how to become a good manager? ✓ self-assessment e.g. how much do you think you have scored on a scale of 10? → if 8, then no need to continue mentee = person who is given help and advice by a more experienced and often older person How long should mentoring last? ✓ agree on time frame from the beginning e.g. 5-8 sessions → extend or end when relevant to both parties = mutual interest ≠ mentoring is not when a mentor has solved all issues = when a mentee is self-sufficient mutual = used to describe feelings that two or more people have for each other equally, or actions that affect two or more people equally How do you decide when to end mentoring? ✓ draw a written agreement (not as formal as a contract) to be referred to as a memo → make sure you all agree on when & why to end = draw a line between mentoring & coaching memo (memorandum) = note from one person to another in the same organization Can you use KPIs to validate your mentorship? 〆achieving KPIs are not necessarily enough 〆mentoring may depend on confidential goals e.g. how do you become self-confident? Are all mentees knowledgeable enough to distinguish mentoring from coaching? 〆probably not → make a clear distinction from the beginning mentoring = mutual self-development based on sharing of personal experiences ✓ find solutions within yourself ✓ make use of your own resources → if concrete advice is needed, then turn to coaching knowledgeable = well-informed, knowing a lot How should a mentor behave if the request is from an employee who needs more coaching than mentoring? ✓ check if experience is indeed relevant → mentoring = sharing experience & asking the right questions (focus on areas where the mentor has personal experience) → coaching = art of asking the right questions How can you praise a mentee without a condescending attitude? ✓ show you are equal → you have made the same mistakes ✓ don't give solutions → ask questions to find a solution (in appearance together) condescending = behaving as though you are more important and more intelligent than other people; patronising Why is patting on the shoulder perhaps not a good symbol of mentorship? 〆possible sign of sexual harassment 〆violation of individual's space to pat = to touch sb/sth gently several times with your hand flat, especially as a sign of affection 109 3 What does it mean to be a mentor? 20231121 hw20231128 active prep_ol_qa edit_ol_qa pix/icons8-collaboration-100_white.png What does it mean to be a mentor? Simon Sinek Watch the video. https://www.youtube.com/watch?v=lFUXtURI-Dk ]]> what_does_it_mean_to_be_a_mentor_simon_sinek_FUXtURI-Dk.mp4 So we get a lot of questions about being a mentor. What does it mean to be a mentor, will you be my mentor, will I be your mentor? Things like that. Here's what I've learned about mentorship. Mentorship is not something you ask somebody to do like, "Will you be my friend?" It doesn't work like that. When you find somebody you get along with you share values, you share beliefs. You spend time with them, you get to know them. You develop trust, you're vulnerable with them, you open up to them. And you discover that you become friends, it's what happens. You start off as simply acquaintances. In my experience, mentorship is exactly the same. There were people who were much more experienced than me who had wisdom that I didn't have and when I would call them, they would take my calls. And when I would ask them questions, they would always take the time to give me answers. And over the course of time, they became my mentors. Like they became my friends. And I remember one time I was with one of my mentors, Ron Bruder, an amazing guy, and I was leaving his house and I put my arm around him and I said, "You know, I'm glad you're my mentor," and he looked at me and he said, "I'm glad you're mine." And it caught me completely off guard. True mentorship, like true friendship, is not a one way street. It's not about one person only giving advice to the other. Both people are showing up to give and both people are showing up to learn. But you can't ask someone to be your mentor, especially someone who's a total stranger, knock on their door and say, "Will you be my mentor?" if they don't know you and you've never met them. It's like friendship. You cultivate a relationship and if that person is always there for you and wants to see you thrive and succeed and believes in you, then perhaps they will become your mentor, like making a friend. Why was Simon caught completely off guard? ✓ wasn't expecting such empathy ✓ hadn't been asking for friendship ≠ not a one-way street off-guard = not prepared; not watching for possible danger; not alert Why is it important to share the same values? ✓ build trust ✓ develop a personal relationship How do you find a mentor? ✓ find somebody you get along with ✓ share values ✓ share beliefs ✓ spend time together ✓ get to know them. ✓ develop trust ✓ be vulnerable with them ✓ open up to them Are you ready to be vulnerable? ✓ need to show what you are afraid of to be able to get help 108 brain drain = substantial emigration or migration of individuals. A brain drain can result from turmoil within a nation, the existence of favourable professional opportunities in other countries, or a desire to seek a higher standard of living corporate | technical | industry fellow (in either Science or Engineering) = most senior rank or title one can achieve in a scientific or engineering career, though fellows often also hold business titles such as Vice President or Chief Technology Officer to groom = to prepare or train sb for an important job or position intentional = highly educated; having extensive information or understanding; knowledgeable; deliberate empathetic = showing an understanding of and trying to enter into another's feelings mentorship = patronage, influence, guidance, or direction given by a mentor mentor = someone who teaches or gives help and advice to a less experienced and often younger person. In an organizational setting, a mentor influences the personal and professional growth of a mentee. Most traditional mentorships involve having senior employees mentor more junior employees, but mentors do not necessarily have to be more senior than the people they mentor. What matters is that mentors have experience that others can learn from mentee = person who is given help and advice by a more experienced and often older person to ignite = to (cause to) start burning or explode esoteric = very unusual and understood or liked by only a small number of people, especially those with special knowledge to monetise = process of converting something into money role model = person that you admire and try to copy mutual = used to describe feelings that two or more people have for each other equally, or actions that affect two or more people equally memo (memorandum) = note from one person to another in the same organization knowledgeable = well-informed, knowing a lot to pat = to touch sb/sth gently several times with your hand flat, especially as a sign of affection off-guard = not prepared; not watching for possible danger; not alert 107 way path was (OR has been) quite long ... ability to spend his or ~~she~~ her time to ~~learn~~ teach me ... by monitoring his or ~~she~~ her progress There were ~~another criterias~~ other criteria ]]> 20231116 18:40-19:40 1.5 1666 active Mentoring (1/2) By the end of this session you will have studied Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 2 Role play 20231103 hw20231110 Role B - 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... 106 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. 8 000 relocation package 1200 expat bonus 600 language courses 50 school books 8000+1200+600+50 = 9850 total year 1 150 000 + 9 850 = 159 850 Perks - to be negotiated 2/2 0 relocation package 9350 expat bonus 600 language courses 50 school books 9350+600+50 = 10 000 total year 2-4 150 000 + 10 000 = 160 000 Additional financial incentives (RSU) 18 000 restricted stock units (4 years) Total compensation 18 000 RSU total year 1 150 000 + 9 850 + 18 000 = 177 550 total year 2-4 150 000 + 10 000 + 18 000 = 178 000 HH confidential details for negotiation 150 000 base salary + 30% perks = 45 000 --------------------- max available 200 000 total compensation ]]> 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. 105 wip textbook What are the 4 C's of mentorship? Leveraging mentoring to nurture the 4Cs—conversation, connection, community, and culture—can create an increased sense of belonging in employees, thus building social capital. https://www.centerformentoring.com/grow-good-social-capital-through-the-4-cs-of-mentoring Nine best practices for mentors Be insightful and thoughtful. Ask strategic and thought-provoking questions to help mentees identify goals or obstacles. Be intentional. ... Be constructively objective. ... Be open and transparent. ... Facilitate and guide. ... Be empathetic and patient. ... Be attentive and available. ... Inspire confidence. Q&A How can you praise a mentee without appearing too condescending? Notes:

]]> 104 1 What is mentoring? 20231116 hw20231121 active prep_ol_qa pix/icons8-collaboration-100_white.png What is Mentoring? Trinity College, Dublin Watch the video. Career mentoring is a relationship between a student or graduate ('mentee') and a more experienced graduate ('mentor'), who is there to support the mentee with developing their career. The purpose of the relationship is the passing on of knowledge, experience and offering advice. Mentors can help with preparing for the world of work, discuss career options and offer practical assistance with getting jobs and a place on a postgraduate course. You are applying for a job as a manager. → how do you give evidence of your mentoring skills? Answer the questions. https://www.youtube.com/watch?v=fcogEuf-7Yg ]]> what_is_mentoring_trinity_college_dublin.mp4 Have you ever been a mentor? Would you like to be one? Why / why not? ✓ grooming interns to groom = to prepare or train sb for an important job or position Have you had any training to be a mentor? What do you think you should be taught, or shown? ✓ how to be intentional ✓ how to be constructively objective ✓ how to facilitate and guide intentional = highly educated; having extensive information or understanding; knowledgeable; deliberate What communication skills will you need? ✓ be empathetic and patient ✓ be open and transparent ✓ be attentive and available ✓ inspire confidence empathetic = showing an understanding of and trying to enter into another's feelings big bad world? How can you help mentees navigate obstacles?]]> ✓ draw attention to common mistakes mentee = person who is given help and advice by a more experienced and often older person in the same boat?]]> ✓ share the same doubts and lack of confidence mentors had (perhaps a long time ago) ✓ understand how to make decisions rather than why Why are mentors' professional successes important? ✓ prove that a possibly esoteric background & course of studies followed by a mentee may become a source of living → show how some academic knowledge can be put in practice ✓ may suggest new career opportunities esoteric = very unusual and understood or liked by only a small number of people, especially those with special knowledge 103 brain drain = substantial emigration or migration of individuals. A brain drain can result from turmoil within a nation, the existence of favourable professional opportunities in other countries, or a desire to seek a higher standard of living corporate | technical | industry fellow (in either Science or Engineering) = most senior rank or title one can achieve in a scientific or engineering career, though fellows often also hold business titles such as Vice President or Chief Technology Officer to groom = to prepare or train sb for an important job or position intentional = highly educated; having extensive information or understanding; knowledgeable; deliberate empathetic = showing an understanding of and trying to enter into another's feelings mentorship = patronage, influence, guidance, or direction given by a mentor mentor = someone who teaches or gives help and advice to a less experienced and often younger person. In an organizational setting, a mentor influences the personal and professional growth of a mentee. Most traditional mentorships involve having senior employees mentor more junior employees, but mentors do not necessarily have to be more senior than the people they mentor. What matters is that mentors have experience that others can learn from mentee = person who is given help and advice by a more experienced and often older person to ignite = to (cause to) start burning or explode esoteric = very unusual and understood or liked by only a small number of people, especially those with special knowledge role model = person that you admire and try to copy knowledgeable = well-informed, knowing a lot to pat = to touch sb/sth gently several times with your hand flat, especially as a sign of affection off-guard = not prepared; not watching for possible danger; not alert 102 20231103 17:15-18:15 1.5 1666 active Negotiating job offers Pondering People series | Questions & answers Episode 5 - Negotiating job offers (2/2) By the end of this session you will have studied Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 101 1 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 100 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. 99 active textbook 98 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 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 diligent = showing care and effort in your work or duties RSU = restricted stock units resort = last course of action that you should or can take in a particular situation 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 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 97 he or she his or her salary expectations ]]> 20231027 17:15-18:15 1.5 1666 active JH | Ranking & categorising support stories (3/3) - Motivational coaching By the end of this session you will have studied Support stories Rank & categorise all your support stories in a googledocs https://docs.google.com/document/d/1kmHbm99_BMOdDDLCWZvWKVDCN7pAj4jhq77SVnYgamA/edit?usp=sharing

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 96 active textbook Support stories Rank & categorise all your support stories in a googledocs https://docs.google.com/document/d/1kmHbm99_BMOdDDLCWZvWKVDCN7pAj4jhq77SVnYgamA/edit?usp=sharing ]]> 95 20231003 hw20231010 pix/icons8-hand-with-pen-100_white.png 2 Identifying support stories edit_ol_qa_writing prep_ol_qa_writing stopwatch active Variety of leadership principle questions and answers Do not use the same story more than twice. Prepare 2-3 stories per each of the LPs. If you do use the same story, point it out explicitly. In that case, they, most probably, will ask you to provide another story. In the end, all interviewers will share what they've got with each other and if it appears that you've got just 1-3 interesting stories, then they may think that you haven't experienced enough yet. Add support stories for: → Leadership → Mentoring Give 2-3 examples for the following categories/areas of interest. Explaining how you behave should be supported by personal and memorable stories. → make sure these examples illustrate some key concepts described above. Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? (...) ✓ 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 ]]> Greatest & weakest points of your career What is your biggest achievement? Give me a specific example of a time when you used good judgement and logic in solving a problem. Give me an example of a time when you set a goal and were able to meet or achieve it. Tell me about a time when you had to go above and beyond the call of duty in order to get a job done. Give me an example of a time when you motivated others. Give me an example of a time when you used your fact-finding skills to solve a problem. Describe a time when you anticipated potential problems and developed preventive measures. Describe a time when you set your sights too high (or too low). Give me an example of a time when you tried to accomplish something and failed. Tell me about a time when you missed an obvious solution to a problem. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → critical thinking (in assessing realistic goals) → not resting on your laurels → not collecting only low-hanging fruit ✓ Support stories: → lack of professional experience, best practice → insufficient management routines (e.g. cross-reviews) Cross functional collaboration What would your previous boss & colleagues say about you? How do you build team spirit? Give me an example of a time when you motivated others. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Would you like to make a long-lasting impact or be appreciated? Give me a specific example of a time when you had to conform to a policy with which you did not agree. Please discuss an important written document you were required to complete. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → visionary skills e.g. anticipated trends → team player, gluer, doer, team leader e.g. pulling the team together, inspiring junior staff as a role model... → show impact you have made on others & in the company e.g. now some in-house corporate policy is based on your successful way of achieving a certain goal → showing mutual benefits in deploying a specific solution e.g. scratch my back and I'll scratch yours → adapting delivering to the audience e.g. grading language & simplifying the message → providing a synthesised reply ✓ Support stories: → persuading heads of other depts (e.g. marketing, sales, finance, IT...) to choose your solution / plan → management has appreciated recommendations you had proffered: in retrospect, you were right when everyone else was misled or confused → explaining sth difficult in simple terms for top management → using relevant jargon with team members Conflict resolution Have you ever had to deal with negative upstream and/or downstream feedback? What is your typical way of dealing with conflict? Give me an example. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Describe a time when you were faced with a stressful situation that demonstrated your coping skills. Give me a specific example of a time when you had to conform to a policy with which you did not agree. Tell me about a time when you had too many things to do and you were required to prioritize your tasks. Give me an example of a time when you had to make a split second decision. Tell me about a time you were able to successfully deal with another person even when that individual may not have personally liked you (or vice versa). Tell me about a difficult decision you've made in the last year. Tell me about a recent situation in which you had to deal with a very upset customer or co-worker. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Leadership Give me an example of when you showed initiative and took the lead. Give me an example of a time when you had to make a split second decision. Give me an example of a time when you motivated others. Tell me about a time when you delegated a project effectively. What is your biggest achievement as a leader? Where do you see yourself in 5 years? Would you like to make a long-lasting impact or be appreciated? How do you build team spirit? Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → not only having a supervising role → empowerment → inspirational → multi-generational → decision reached by consensus ✓ Support stories: → took initiative & become a mediator | moderator between company & client → created & shared a vision in times of troubles to save the company's reputation → inspired & motivated team members to follow suit despite additional efforts involved → as a leader, managed to brainstorm ideas with team members to reach a common decision Give me an example of a time when you motivated others. → support becoming too difficult - needed to analyse and find a solution Tell me about a time when you delegated a project effectively. Mentoring Where do you see yourself in 5 years? How do you mentor junior team members? How do you build team spirit? Give me an example of a time when you motivated others. Please tell me about a time you had to fire a friend. ]]> ✓ Key concepts: → mention (geographic) scale & impact at company level on various staff members → evidence mentoring skills when dealing with a challenging employee → show the difference between coaching & mentoring → lesson(s) learnt by your mentee ✓ Support stories: → invested time in a promising recruit who proved to become of the company's strongest assets → groomed staff members who have eventually taken your position or relocated to other countries in multinationals → conducted a challenging appraisal review with a close colleague (friend) who had failed to reach objectives → discharged a manager from an important project → self-confident friend didn't escalate an issue in time Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? Would you like to make a long-lasting impact or be appreciated? Tell me about a time when you delegated a project effectively. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → professional diligence → inspirational impact on colleagues → taking things with a pinch of salt (distancing vs overreacting) → anticipating stress & controlling emotions → lesson learnt (resilience) ✓ Support stories: → mixed peer review which shook your confidence → report re-written & defaced by proof-readers / manager → disappointing performance review by a superior in spite of your hard work → misunderstanding of a given task → pushed to the limits & destabilised by your mentor to get you out of your comfort zone Please tell me about a time you had to fire a friend. ✓ Follow-up questions: How would have someone else reacted in this situation? → may have overreacted → may not want to bite their lip to bite your lip = to repress an emotion; stifle laughter or repress a retort 94 1 Motivational coaching active edit_ol_qa pix/icons8-collaboration-100_white.png How can your background prove you are a good fit for the company? ✓ born & bred in the USSR → be the first, the fastest, the strongest (alliteration) = you are used to fight for a living, for your passion ✓ appetite for risk = be hungry What would make you a good fit for a big tech company? ✓ not afraid of making career changes 'Be hungry', Steve Jobs Are you ready to sacrifice your work-life balance for the sake of innovation? ✓ not the smartest in the toolbox but hard-working = modest approach ✓ not interested in just replicating 〆don't copy success stories → change the world e.g. Jeff Bezos, Amazon - obsessed by customer needs Be obsessed by customer needs! Can you focus on a single important thing & decline all the other interesting ones? ✓ have always put in the hours ✓ see Tim Cook quoting Steve Jobs 'Be proud of what you have achieved and what you have turned down', Steve Jobs Are you - or do you want to be - a self-made man? ✓ refused life as a factory worker, blue collar → had to work sometimes 2-3 times harder than other to succeed e.g. Steve Jobs ✓ experienced hardships reminiscent of survival rather than living a normal life → can't be mediocre to change one's life ≠ not consider yourself as a smart person, just hard-working & determined to be (or not to be) brought up with a sliver spoon Have you got the guts to recognise your failures, and be resilient enough to turn a tragedy into an opportunity? ✓ free yourself from material belongings → relocated many times ✓ rediscover genuine values ✓ never too late to change the world Getting out of your comfort zone What makes you different from other candidates? ✓ bring diversity to the team ✓ compete with post-graduates brought up in a cocoon with prestigious diplomas 93 1 Role play wip 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 ]]> Recycle new expressions and language. 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. 92 wip textbook → what are the strong points? → what can be improved in terms of: * delivery (intonation, stress on keywords, pace, articulation) * use of language (variety of grammar structures) * vocab & register (formal / informal) * narrative (succinct, convincing?) * methodology (relevance & beneficial or rather a hindrance?) Notes:

]]> 91 90 outcome of this significant product was... It ~~needs me~~ meant I had to organise... The manager was not ~~absolutely~~ fully guilty ~~for~~ of ... (OR to be blamed for) ]]> 20231010 18:40-19:40 1.5 1666 active JH | Identifying support stories 5 By the end of this session you will have studied Support stories Add support stories for leadership & mentoring Rank & categorise all your support stories in a googledocs → use the left tab to navigate through your notes during interview → add heading 4 style to new support stories → use bullet points (and NOT prose) to list the key ideas of each support story https://docs.google.com/document/d/1kmHbm99_BMOdDDLCWZvWKVDCN7pAj4jhq77SVnYgamA/edit?usp=sharing Covering letter - Software-Development-Engineering-Manager---Platform-Security_JR-81132 https://docs.google.com/document/d/14Xg9hk8iDKvbAh8xfPYFsnCTAqxonqct/edit

Behavioural questions sample answers video

audio video recording 20231003_behavioural_qs_have_you_ever_had_to_deal_w_negative_upstream_downstream_feedback_plipovstev.mp4 20231003_behavioural_qs_what_would_your_previous_boss_and_colleagues_say_about_you_plipovstev.mp4 20231003_behavioural_qs_feedback_plipovstev.mp4

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 89 active textbook Support stories Rank & categorise all your support stories in a googledocs → use the left tab to navigate through your notes during interview → use bullet points (and NOT prose) to list the key ideas of each support story https://docs.google.com/document/d/1kmHbm99_BMOdDDLCWZvWKVDCN7pAj4jhq77SVnYgamA/edit?usp=sharing ]]> 88 20231003 hw20231010 pix/icons8-hand-with-pen-100_white.png 2 Identifying support stories edit_ol_qa_writing prep_ol_qa_writing stopwatch active Variety of leadership principle questions and answers Do not use the same story more than twice. Prepare 2-3 stories per each of the LPs. If you do use the same story, point it out explicitly. In that case, they, most probably, will ask you to provide another story. In the end, all interviewers will share what they've got with each other and if it appears that you've got just 1-3 interesting stories, then they may think that you haven't experienced enough yet. Add support stories for: → Leadership → Mentoring Give 2-3 examples for the following categories/areas of interest. Explaining how you behave should be supported by personal and memorable stories. → make sure these examples illustrate some key concepts described above. Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? (...) ✓ 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 ]]> Greatest & weakest points of your career What is your biggest achievement? Give me a specific example of a time when you used good judgement and logic in solving a problem. Give me an example of a time when you set a goal and were able to meet or achieve it. Tell me about a time when you had to go above and beyond the call of duty in order to get a job done. Give me an example of a time when you motivated others. Give me an example of a time when you used your fact-finding skills to solve a problem. Describe a time when you anticipated potential problems and developed preventive measures. Describe a time when you set your sights too high (or too low). Give me an example of a time when you tried to accomplish something and failed. Tell me about a time when you missed an obvious solution to a problem. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → critical thinking (in assessing realistic goals) → not resting on your laurels → not collecting only low-hanging fruit ✓ Support stories: → lack of professional experience, best practice → insufficient management routines (e.g. cross-reviews) Cross functional collaboration What would your previous boss & colleagues say about you? How do you build team spirit? Give me an example of a time when you motivated others. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Would you like to make a long-lasting impact or be appreciated? Give me a specific example of a time when you had to conform to a policy with which you did not agree. Please discuss an important written document you were required to complete. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → visionary skills e.g. anticipated trends → team player, gluer, doer, team leader e.g. pulling the team together, inspiring junior staff as a role model... → show impact you have made on others & in the company e.g. now some in-house corporate policy is based on your successful way of achieving a certain goal → showing mutual benefits in deploying a specific solution e.g. scratch my back and I'll scratch yours → adapting delivering to the audience e.g. grading language & simplifying the message → providing a synthesised reply ✓ Support stories: → persuading heads of other depts (e.g. marketing, sales, finance, IT...) to choose your solution / plan → management has appreciated recommendations you had proffered: in retrospect, you were right when everyone else was misled or confused → explaining sth difficult in simple terms for top management → using relevant jargon with team members Conflict resolution Have you ever had to deal with negative upstream and/or downstream feedback? What is your typical way of dealing with conflict? Give me an example. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Describe a time when you were faced with a stressful situation that demonstrated your coping skills. Give me a specific example of a time when you had to conform to a policy with which you did not agree. Tell me about a time when you had too many things to do and you were required to prioritize your tasks. Give me an example of a time when you had to make a split second decision. Tell me about a time you were able to successfully deal with another person even when that individual may not have personally liked you (or vice versa). Tell me about a difficult decision you've made in the last year. Tell me about a recent situation in which you had to deal with a very upset customer or co-worker. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Leadership Give me an example of when you showed initiative and took the lead. Give me an example of a time when you had to make a split second decision. Give me an example of a time when you motivated others. Tell me about a time when you delegated a project effectively. What is your biggest achievement as a leader? Where do you see yourself in 5 years? Would you like to make a long-lasting impact or be appreciated? How do you build team spirit? Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → not only having a supervising role → empowerment → inspirational → multi-generational ✓ Support stories: → took initiative & become a mediator | moderator between company & client → created & shared a vision in times of troubles to save the company's reputation → inspired & motivated team members to follow suit despite additional efforts involved Give me an example of a time when you motivated others. Tell me about a time when you delegated a project effectively. Mentoring Where do you see yourself in 5 years? How do you mentor junior team members? How do you build team spirit? Give me an example of a time when you motivated others. Please tell me about a time you had to fire a friend. ]]> ✓ Key concepts: → mention (geographic) scale & impact at company level on various staff members → evidence mentoring skills when dealing with a challenging employee ✓ Support stories: → invested time in a promising recruit who proved to become of the company's strongest assets → groomed staff members who have eventually taken your position or relocated to other countries in multinationals → conducted a challenging appraisal review with a close colleague (friend) who had failed to reach objectives → discharged a manager from an important project Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? Would you like to make a long-lasting impact or be appreciated? Tell me about a time when you delegated a project effectively. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → professional diligence → inspirational impact on colleagues → taking things with a pinch of salt (distancing vs overreacting) → anticipating stress & controlling emotions → lesson learnt (resilience) ✓ Support stories: → mixed peer review which shook your confidence → report re-written & defaced by proof-readers / manager → disappointing performance review by a superior in spite of your hard work → misunderstanding of a given task → pushed to the limits & destabilised by your mentor to get you out of your comfort zone ✓ Follow-up questions: How would have someone else reacted in this situation? → may have overreacted → may not want to bite their lip to bite your lip = to repress an emotion; stifle laughter or repress a retort 87 86 will be am interested ~~for~~ in it, I will... The main thing | point is that... Our corporate culture is ~~the other than~~ different from western companies a talented student ~~which~~ who I hired ~~in order to~~ so that my story is not too long ]]> archive /'ɔr,kaiv/ 20231003 18:40-19:40 1.5 1666 active JH | Ranking & categorising support stories (2/3) By the end of this session you will have studied Support stories Rank & categorise all your support stories in a googledocs → use the left tab to navigate through your notes during interview → use bullet points (and NOT prose) to list the key ideas of each support story https://docs.google.com/document/d/1kmHbm99_BMOdDDLCWZvWKVDCN7pAj4jhq77SVnYgamA/edit?usp=sharing

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 85 active textbook Support stories Rank & categorise all your support stories in a googledocs → use the left tab to navigate through your notes during interview → use bullet points (and NOT prose) to list the key ideas of each support story https://docs.google.com/document/d/1kmHbm99_BMOdDDLCWZvWKVDCN7pAj4jhq77SVnYgamA/edit?usp=sharing ]]> 84 20231003 hw20231010 pix/icons8-hand-with-pen-100_white.png 2 Identifying support stories edit_ol_qa_writing prep_ol_qa_writing active Variety of leadership principle questions and answers Do not use the same story more than twice. Prepare 2-3 stories per each of the LPs. If you do use the same story, point it out explicitly. In that case, they, most probably, will ask you to provide another story. In the end, all interviewers will share what they've got with each other and if it appears that you've got just 1-3 interesting stories, then they may think that you haven't experienced enough yet. Add support stories for: → Leadership → Mentoring Give 2-3 examples for the following categories/areas of interest. Explaining how you behave should be supported by personal and memorable stories. → make sure these examples illustrate some key concepts described above. Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? (...) ✓ 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 ]]> Greatest & weakest points of your career What is your biggest achievement? Give me a specific example of a time when you used good judgement and logic in solving a problem. Give me an example of a time when you set a goal and were able to meet or achieve it. Tell me about a time when you had to go above and beyond the call of duty in order to get a job done. Give me an example of a time when you motivated others. Give me an example of a time when you used your fact-finding skills to solve a problem. Describe a time when you anticipated potential problems and developed preventive measures. Describe a time when you set your sights too high (or too low). Give me an example of a time when you tried to accomplish something and failed. Tell me about a time when you missed an obvious solution to a problem. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → critical thinking (in assessing realistic goals) → not resting on your laurels → not collecting only low-hanging fruit ✓ Support stories: → lack of professional experience, best practice → insufficient management routines (e.g. cross-reviews) Cross functional collaboration What would your previous boss & colleagues say about you? How do you build team spirit? Give me an example of a time when you motivated others. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Would you like to make a long-lasting impact or be appreciated? Give me a specific example of a time when you had to conform to a policy with which you did not agree. Please discuss an important written document you were required to complete. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → visionary skills e.g. anticipated trends → team player, gluer, doer, team leader e.g. pulling the team together, inspiring junior staff as a role model... → show impact you have made on others & in the company e.g. now some in-house corporate policy is based on your successful way of achieving a certain goal → showing mutual benefits in deploying a specific solution e.g. scratch my back and I'll scratch yours → adapting delivering to the audience e.g. grading language & simplifying the message → providing a synthesised reply ✓ Support stories: → persuading heads of other depts (e.g. marketing, sales, finance, IT...) to choose your solution / plan → management has appreciated recommendations you had proffered: in retrospect, you were right when everyone else was misled or confused → explaining sth difficult in simple terms for top management → using relevant jargon with team members Conflict resolution Have you ever had to deal with negative upstream and/or downstream feedback? What is your typical way of dealing with conflict? Give me an example. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Describe a time when you were faced with a stressful situation that demonstrated your coping skills. Give me a specific example of a time when you had to conform to a policy with which you did not agree. Tell me about a time when you had too many things to do and you were required to prioritize your tasks. Give me an example of a time when you had to make a split second decision. Tell me about a time you were able to successfully deal with another person even when that individual may not have personally liked you (or vice versa). Tell me about a difficult decision you've made in the last year. Tell me about a recent situation in which you had to deal with a very upset customer or co-worker. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Leadership Give me an example of when you showed initiative and took the lead. Give me an example of a time when you had to make a split second decision. Give me an example of a time when you motivated others. Tell me about a time when you delegated a project effectively. What is your biggest achievement as a leader? Where do you see yourself in 5 years? Would you like to make a long-lasting impact or be appreciated? How do you build team spirit? Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → inspirational → multi-generational ✓ Support stories: Mentoring Where do you see yourself in 5 years? How do you mentor junior team members? How do you build team spirit? Give me an example of a time when you motivated others. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? Would you like to make a long-lasting impact or be appreciated? Tell me about a time when you delegated a project effectively. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → professional diligence → inspirational impact on colleagues → taking things with a pinch of salt (distancing vs overreacting) → anticipating stress & controlling emotions → lesson learnt (resilience) ✓ Support stories: → mixed peer review which shook your confidence → report re-written & defaced by proof-readers / manager → disappointing performance review by a superior in spite of your hard work → misunderstanding of a given task → pushed to the limits & destabilised by your mentor to get you out of your comfort zone ✓ Follow-up questions: How would have someone else reacted in this situation? → may have overreacted → may not want to bite their lip to bite your lip = to repress an emotion; stifle laughter or repress a retort 83 82 similar same as a manager We rejected the policy which I was ~~ensure~~ responsible for I was ~~ensure in~~ made to believe (by my boss?) in my | sure about mysuccess, but faced (the) with unpredictable behaviour of VP I was was confused, frustrated and even angry - ~~ensured in my rightness~~convinced I was right The reason was in due to different expectations in order to ~~know~~understand all opinions I was convinced about (confident in) ~~rightness~~ I'll tell you about an (interesting) (unusual | striking) story I spent much time ~~for~~ on the preparation of this meeting In spite of it that I felt not completely satisfied ]]> target /'tə:gət/ 20230909 09:45-10:45 1.5 1666 active JH | Ranking & categorising support stories (1/3) By the end of this session you will have studied Support stories Rank & categorise all your support stories in a googledocs → use the left tab to navigate through your notes during interview → use bullet points (and NOT prose) to list the key ideas of each support story https://docs.google.com/document/d/1kmHbm99_BMOdDDLCWZvWKVDCN7pAj4jhq77SVnYgamA/edit?usp=sharing schedule

alternative time slots available starting 20230911 (to be confirmed) Mondays 18:15-19:15 (but perhaps only in September) Tuesdays 18:30-19:30 Thursdays 17:00-18:00

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 81 active textbook Support stories https://docs.google.com/document/d/1kmHbm99_BMOdDDLCWZvWKVDCN7pAj4jhq77SVnYgamA/edit?usp=sharing T / Cl Feedback ]]> 80 active textbook 79 empirical = based on what is experienced or seen rather than on theory 78 no experience either in HW design or industrial protocols OR experience neither in HW design nor industrial protocols ... lose the customer ~~at all~~ completely ]]> 20230902 09:45-10:45 1.5 1666 active JH | Identifying support stories 4 - Reverse questions By the end of this session you will have studied Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 20230826 hw20230902 pix/icons8-hand-with-pen-100_white.png 5 Identifying support stories (continued from previous lesson - Upstream & downstream feedback) Give 2-3 examples for the following categories/areas of interest. 77 active stopwatch_by_dwyl 76 20230701 hw20230708 pix/icons8-hand-with-pen-100_white.png 2 Identifying support stories edit_ol_qa_writing prep_ol_qa_writing active Variety of leadership principle questions and answers Do not use the same story more than twice. Prepare 2-3 stories per each of the LPs. If you do use the same story, point it out explicitly. In that case, they, most probably, will ask you to provide another story. In the end, all interviewers will share what they've got with each other and if it appears that you've got just 1-3 interesting stories, then they may think that you haven't experienced enough yet. Give 2-3 examples for the following categories/areas of interest. Explaining how you behave should be supported by personal and memorable stories. → make sure these examples illustrate some key concepts described above. Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? (...) ✓ 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 ]]> Greatest & weakest points of your career What is your biggest achievement? Give me a specific example of a time when you used good judgement and logic in solving a problem. Give me an example of a time when you set a goal and were able to meet or achieve it. Tell me about a time when you had to go above and beyond the call of duty in order to get a job done. Give me an example of a time when you motivated others. Give me an example of a time when you used your fact-finding skills to solve a problem. Describe a time when you anticipated potential problems and developed preventive measures. Describe a time when you set your sights too high (or too low). Give me an example of a time when you tried to accomplish something and failed. Tell me about a time when you missed an obvious solution to a problem. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → critical thinking (in assessing realistic goals) → not resting on your laurels → not collecting only low-hanging fruit ✓ Support stories: → lack of professional experience, best practice → insufficient management routines (e.g. cross-reviews) Cross functional collaboration What would your previous boss & colleagues say about you? How do you build team spirit? Give me an example of a time when you motivated others. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Would you like to make a long-lasting impact or be appreciated? Give me a specific example of a time when you had to conform to a policy with which you did not agree. Please discuss an important written document you were required to complete. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → visionary skills e.g. anticipated trends → team player, gluer, doer, team leader e.g. pulling the team together, inspiring junior staff as a role model... → show impact you have made on others & in the company e.g. now some in-house corporate policy is based on your successful way of achieving a certain goal → showing mutual benefits in deploying a specific solution e.g. scratch my back and I'll scratch yours → adapting delivering to the audience e.g. grading language & simplifying the message → providing a synthesised reply ✓ Support stories: → persuading heads of other depts (e.g. marketing, sales, finance, IT...) to choose your solution / plan → management has appreciated recommendations you had proffered: in retrospect, you were right when everyone else was misled or confused → explaining sth difficult in simple terms for top management → using relevant jargon with team members Conflict resolution Have you ever had to deal with negative upstream and/or downstream feedback? What is your typical way of dealing with conflict? Give me an example. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Describe a time when you were faced with a stressful situation that demonstrated your coping skills. Give me a specific example of a time when you had to conform to a policy with which you did not agree. Tell me about a time when you had too many things to do and you were required to prioritize your tasks. Give me an example of a time when you had to make a split second decision. Tell me about a time you were able to successfully deal with another person even when that individual may not have personally liked you (or vice versa). Tell me about a difficult decision you've made in the last year. Tell me about a recent situation in which you had to deal with a very upset customer or co-worker. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Leadership Give me an example of when you showed initiative and took the lead. Give me an example of a time when you had to make a split second decision. Give me an example of a time when you motivated others. Tell me about a time when you delegated a project effectively. What is your biggest achievement as a leader? Where do you see yourself in 5 years? Would you like to make a long-lasting impact or be appreciated? How do you build team spirit? Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Mentoring Where do you see yourself in 5 years? How do you mentor junior team members? How do you build team spirit? Give me an example of a time when you motivated others. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? Would you like to make a long-lasting impact or be appreciated? Tell me about a time when you delegated a project effectively. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → professional diligence → inspirational impact on colleagues → taking things with a pinch of salt (distancing vs overreacting) → anticipating stress & controlling emotions → lesson learnt (resilience) ✓ Support stories: → mixed peer review which shook your confidence → report re-written & defaced by proof-readers / manager → disappointing performance review by a superior in spite of your hard work → misunderstanding of a given task → pushed to the limits & destabilised by your mentor to get you out of your comfort zone ✓ Follow-up questions: How would have someone else reacted in this situation? → may have overreacted → may not want to bite their lip to bite your lip = to repress an emotion; stifle laughter or repress a retort 75 1 Evidence-based interview active edit_ol_qa pix/icons8-collaboration-100_white.png You should work & learn in team but how do you celebrate success? ≠ drinking & feasting ✓ openly acknowledge differences of opinion ✓ relax to defuse tension ✓ get ready for next challenges → success should feel like the beginning a new story rather than the ending of the current one How do you own your commitments? ✓ make promises you can hold and not those beyond your control → be confident you can achieve your goals ✓ satisfy internal & external dependences ✓ mitigate risk ✓ request help when relevant ✓ escalate when needed ✓ be determined ✓ prioritise (at the cost of your work-life balance if you really want to change the world) → observe the Pareto Principle = 20% efforts account for 80% of results ✓ dream big but make small incremental changes When do you show empathy (towards team members, customers)? How does it help you gain insight? ✓ look from the perspective of customers, users, and each other, to deepen understanding 〆don't just copy-paste 〆always avoid an anonymous approach ✓ show compassion for team members burning out ✓ anticipate future needs How do you reflect on your successes and failures? ✓ be transparent to gain maximum feedback ✓ recognise impact of team work 74 3 20230220 Preparing reverse questions Preparing for a job interview (2/2) hw20230222 Preparing reverse questions active edit_ol_qa prep_ol_qa pix/icons8-collaboration-100_white.png hw20230220 Have you got any questions for us? Answer the following questions.]]> Where do you see me in 3-5 years? ✓ check career opportunities → show you expect professional development Do you provide extra training, MBA sponsorship, etc? ✓ interested in continuous training → show you are ambitious → be smarter than the recruiter & ask them before they ask you Who will be my manager? With whom will I interact in the company? → leverage cross functional collaboration opportunities Could you please the profile(s) of my team members? → be a good match for the team What will the on-boarding / induction process cover? → anticipate what you need to brush up or learn on your own → show you want to hit the ground running Can you please explain in detail the job responsibilities regarding... ✓ understand company culture ✓ get a general view of the management structure 73 to bite your lip = to repress an emotion; stifle laughter or repress a retort 72 in of | about the success It was due ~~successfully~~ on time (OR delivered successfully) ]]> resilience /rə'zili:əns/ 20230826 09:45-10:45 1.5 1666 active JH | Identifying support stories 3 By the end of this session you will have studied focusing on a failure (for the following 3 questions) Describe a time when you set your sights too low. Give me an example of a time when you tried to accomplish something and failed. smartphone or tablet device

Download onto your tablet or print the following pdf. English Grammar in Use - Intermediate 3rd ed - Murphy Unit 40 Third conditional

Complete exercises key to exercise

Check your answers with the key at the end of the file english_grammar_in_use_intermediate_3rd_ed_murphy_cambridge_unit40_if_3rd_conditional_key.pdf

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 3 Comparing your profile with the ideal candidate 20230708 hw20230715 active prep_2columns_2qa pix/icons8-collaboration-100_white.png 20230701 hw20230708 pix/icons8-hand-with-pen-100_white.png 5 Identifying support stories (continued from previous lesson - Upstream & downstream feedback) Give 2-3 examples for the following categories/areas of interest. 67 3 Comparing your profile with the ideal candidate 20230708 hw20230715 active prep_2columns_2qa pix/icons8-collaboration-100_white.png ideal candidate 5+ years of software development experience 2+ years of experience leading software developers and/or SREs. Ability to build reliable infrastructure solutions used easily by a wide range of applications. Ability to hire, retain and nurture diverse talent. Ability to create a team culture where individuals feel safe expressing themselves and trying new things. Ability to manage multiple partners and build long standing relationships. Ability to network across a wide variety of internal teams regardless of relation to main responsibility. Ability to track, and if possible contribute to, open standards and industry best practices. Ability to promote the team’s talent and resources across the broader organization. Interest and potential in representing their organization, for their expertise, in the wider industry. (...) ]]> https://docs.google.com/document/d/1pb7X24NLm_Fg5KVFa7JAArPmKnsyPylw/edit?usp=sharing&ouid=114915698865229179686&rtpof=true&sd=true ]]> you ]]> 66 4 Sample questions to the ideal candidate active edit_ol_qa pix/icons8-collaboration-100_white.png What experience have you got as an architecture/senior developer? Have you got any success stories in high level architecture (HLD)? What is your favourite technology stack for security application development? What are the main libraries used in your given development area? → brush up your checklist Could you provide some examples of your contribution to open source projects? What experience have you got in managing various distributed teams, including staff hiring and retaining? You have experience in mentoring: could you please give use examples of how you have inspired, nurtured and coached employees? What are your favourite tools to establish a creative and open-minded team culture? What is your most memorable achievement in communicating and collaborating with internal teams and maintaining a high level of interactivity with company stakeholders? What makes your experience in distributed security applications/platforms development unique? How much expertise can you demonstrate in data encryption & secrecy, strong authentication frameworks, next generation resource access in a hybrid work environment, and security detection & analytics using data technologies? 65 64 being the main ~~architecture~~ architect The meaning was a bit ~~other~~ different This solution is still ~~work~~ works ]]> 20230708 09:45-10:45 1.5 1666 active JH | Understanding expectations from a job description | Writing a covering letter (ideal candidate) By the end of this session you will have studied Writing - covering letter of the ideal candidate stage 1: Search for relevant vacancies → choose a possible job description of your dream job e.g. Software Engineering Team Leader- Platform Security | New York, NY | Bloomberg Careers https://careers.bloomberg.com/job/detail/115156 stage 2: Write a (fictional) covering letter (to an imaginary or real position) ~ 250 words ✓ use a hook in the 1st paragraph ✓ state the job position you are applying for ✓ explain why YOU are the ideal candidate for the job ✓ justify your application with relevant work experience ✓ emphasise skills acquired ✓ give examples of personal qualities that make YOU different ✓ praise the target company ✓ draw a conclusion (recap) https://docs.google.com/document/d/1kE5IXZ1jQaRLmCIgnxWgI5TGso1CMO4L/edit?usp=sharing&ouid=114915698865229179686&rtpof=true&sd=true stage 3: → compare skills & experience of the ideal candidate with your own profile → fill in the gaps of your profile with examples from the ideal candidate stage 4: → drills questions & support stories Rescheduled from previous lesson Find a common support story focusing on a failure (for the following 3 questions) Describe a time when you set your sights too low. Give me an example of a time when you tried to accomplish something and failed. todo - review of (mixed) conditionals

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 20230701 hw20230708 pix/icons8-hand-with-pen-100_white.png 5 Identifying support stories (continued from previous lesson - Upstream & downstream feedback) Give 2-3 examples for the following categories/areas of interest. 63 1 Understanding expectations from a job description active edit_ol_qa pix/icons8-collaboration-100_white.png https://careers.bloomberg.com/job/detail/115156 You'll need to have: (...) Ability to hire, retain and nurture diverse talent. Ability to create a team culture where individuals feel safe expressing themselves and trying new things. Ability to manage multiple partners and build long standing relationships. Ability to network across a wide variety of internal teams regardless of relation to main responsibility. Ability to track, and if possible contribute to, open standards and industry best practices. Ability to promote the team’s talent and resources across the broader organization. Interest and potential in representing their organization, for their expertise, in the wider industry. ]]> How do you retain and nurture diverse talent? ✓ use a whole-person approach ✓ assess intrinsic / extrinsic motivational factors ✓ provide mentoring ✓ run peer reviews to retain = to keep sth; to continue to have sth to nurture = to care for and protect sb/sth while they are growing and developing; to help sb/sth to develop and be successful How do you create a team culture where individuals feel safe expressing themselves and trying new things? ✓ encourage lifelong learning ✓ don't stigmatise mistakes → learn by doing, learn from mistakes to stigmatise = to treat sb in a way that makes them feel that they are very bad or unimportant; to describe as unworthy or disgraceful How do you track, and if possible contribute to, open standards and industry best practices? ✓ observe compliance ✓ attend regular seminars & training providing examples of best practice 62 2 Writing a covering letter (to an imaginary or real position) pix/icons8-hand-with-pen-100_white.png active prep_2columns_2qa edit_2columns_2qa edit_text_for_reading_task shuffled_boxes ✓ use a hook in the 1st paragraph ✓ state the job position you are applying for ✓ explain why YOU are the ideal candidate for the job ✓ justify your application with relevant work experience ✓ emphasise skills acquired ✓ give examples of personal qualities that make YOU different ✓ praise the target company ✓ draw a conclusion (recap) ]]> https://docs.google.com/document/d/1kE5IXZ1jQaRLmCIgnxWgI5TGso1CMO4L/edit?usp=sharing&ouid=114915698865229179686&rtpof=true&sd=true ]]> 61 3 Comparing your profile with the ideal candidate 20230708 hw20230715 active prep_2columns_2qa pix/icons8-collaboration-100_white.png ideal candidate 5+ years of software development experience 2+ years of experience leading software developers and/or SREs. Ability to build reliable infrastructure solutions used easily by a wide range of applications. Ability to hire, retain and nurture diverse talent. Ability to create a team culture where individuals feel safe expressing themselves and trying new things. Ability to manage multiple partners and build long standing relationships. Ability to network across a wide variety of internal teams regardless of relation to main responsibility. Ability to track, and if possible contribute to, open standards and industry best practices. Ability to promote the team’s talent and resources across the broader organization. Interest and potential in representing their organization, for their expertise, in the wider industry. (...) ]]> you ]]> 60 to retain = to keep sth; to continue to have sth to nurture = to care for and protect sb/sth while they are growing and developing; to help sb/sth to develop and be successful to stigmatise = to treat sb in a way that makes them feel that they are very bad or unimportant; to describe as unworthy or disgraceful 59 madam /ˈmædəm/ advertised /'ædvə:,taiz/ 20230701 09:45-10:45 1.5 1666 active JH | Identifying support stories 2 By the end of this session you will have studied Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 20230624 hw20230701 pix/icons8-hand-with-pen-100_white.png 5 Identifying support stories (continued from previous lesson) Give 2-3 examples for the following categories/areas of interest. 58 active stopwatch_by_dwyl 57 20230701 hw20230708 pix/icons8-hand-with-pen-100_white.png 2 Identifying support stories edit_ol_qa_writing prep_ol_qa_writing active Variety of leadership principle questions and answers Do not use the same story more than twice. Prepare 2-3 stories per each of the LPs. If you do use the same story, point it out explicitly. In that case, they, most probably, will ask you to provide another story. In the end, all interviewers will share what they've got with each other and if it appears that you've got just 1-3 interesting stories, then they may think that you haven't experienced enough yet. Give 2-3 examples for the following categories/areas of interest. Explaining how you behave should be supported by personal and memorable stories. → make sure these examples illustrate some key concepts described above. Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? (...) ✓ 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 ]]> Greatest & weakest points of your career What is your biggest achievement? Give me a specific example of a time when you used good judgement and logic in solving a problem. Give me an example of a time when you set a goal and were able to meet or achieve it. Tell me about a time when you had to go above and beyond the call of duty in order to get a job done. Give me an example of a time when you motivated others. Give me an example of a time when you used your fact-finding skills to solve a problem. Describe a time when you anticipated potential problems and developed preventive measures. Describe a time when you set your sights too high (or too low). Give me an example of a time when you tried to accomplish something and failed. Tell me about a time when you missed an obvious solution to a problem. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → critical thinking (in assessing realistic goals) → not resting on your laurels → not collecting only low-hanging fruit ✓ Support stories: → lack of professional experience, best practice → insufficient management routines (e.g. cross-reviews) Cross functional collaboration What would your previous boss & colleagues say about you? How do you build team spirit? Give me an example of a time when you motivated others. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Would you like to make a long-lasting impact or be appreciated? Give me a specific example of a time when you had to conform to a policy with which you did not agree. Please discuss an important written document you were required to complete. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → visionary skills e.g. anticipated trends → team player, gluer, doer, team leader e.g. pulling the team together, inspiring junior staff as a role model... → show impact you have made on others & in the company e.g. now some in-house corporate policy is based on your successful way of achieving a certain goal → showing mutual benefits in deploying a specific solution e.g. scratch my back and I'll scratch yours → adapting delivering to the audience e.g. grading language & simplifying the message → providing a synthesised reply ✓ Support stories: → persuading heads of other depts (e.g. marketing, sales, finance, IT...) to choose your solution / plan → management has appreciated recommendations you had proffered: in retrospect, you were right when everyone else was misled or confused → explaining sth difficult in simple terms for top management → using relevant jargon with team members Conflict resolution Have you ever had to deal with negative upstream and/or downstream feedback? What is your typical way of dealing with conflict? Give me an example. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Describe a time when you were faced with a stressful situation that demonstrated your coping skills. Give me a specific example of a time when you had to conform to a policy with which you did not agree. Tell me about a time when you had too many things to do and you were required to prioritize your tasks. Give me an example of a time when you had to make a split second decision. Tell me about a time you were able to successfully deal with another person even when that individual may not have personally liked you (or vice versa). Tell me about a difficult decision you've made in the last year. Tell me about a recent situation in which you had to deal with a very upset customer or co-worker. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Leadership Give me an example of when you showed initiative and took the lead. Give me an example of a time when you had to make a split second decision. Give me an example of a time when you motivated others. Tell me about a time when you delegated a project effectively. What is your biggest achievement as a leader? Where do you see yourself in 5 years? Would you like to make a long-lasting impact or be appreciated? How do you build team spirit? Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Mentoring Where do you see yourself in 5 years? How do you mentor junior team members? How do you build team spirit? Give me an example of a time when you motivated others. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? Would you like to make a long-lasting impact or be appreciated? Tell me about a time when you delegated a project effectively. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> 56 55 of a year did I ~~noticed~~ notice we had a mistake The results could be ~~dramatically~~ (could have been?) dramatic The customer agreed ~~waiting~~ to wait for us It ~~tooked~~ took over a year If I ~~didn't choose~~ hadn't chosen maybe I ~~didn't~~ wouldn't have the career I have now (mixed conditional type 2) ]]> 20230624 09:45-10:45 1.5 1666 active JH | Identifying support stories By the end of this session you will have studied Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 20230603 hw20230610n2 pix/icons8-hand-with-pen-100_white.png 5 Identifying support stories (rescheduled from previous lesson) Give 2-3 examples for the following categories/areas of interest. 54 active stopwatch_by_dwyl 53 20230624 hw20230701 pix/icons8-hand-with-pen-100_white.png 2 Identifying support stories edit_ol_qa_writing prep_ol_qa_writing active Variety of leadership principle questions and answers Do not use the same story more than twice. Prepare 2-3 stories per each of the LPs. If you do use the same story, point it out explicitly. In that case, they, most probably, will ask you to provide another story. In the end, all interviewers will share what they've got with each other and if it appears that you've got just 1-3 interesting stories, then they may think that you haven't experienced enough yet. Give 2-3 examples for the following categories/areas of interest. Explaining how you behave should be supported by personal and memorable stories. → make sure these examples illustrate some key concepts described above. Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? (...) ✓ 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 ]]> Greatest & weakest points of your career What is your biggest achievement? Give me a specific example of a time when you used good judgement and logic in solving a problem. Give me an example of a time when you set a goal and were able to meet or achieve it. Tell me about a time when you had to go above and beyond the call of duty in order to get a job done. Give me an example of a time when you motivated others. Give me an example of a time when you used your fact-finding skills to solve a problem. Describe a time when you anticipated potential problems and developed preventive measures. Describe a time when you set your sights too high (or too low). Give me an example of a time when you tried to accomplish something and failed. Tell me about a time when you missed an obvious solution to a problem. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → critical thinking (in assessing realistic goals) → not resting on your laurels → not collecting only low-hanging fruit ✓ Support stories: → lack of professional experience, best practice → insufficient management routines (e.g. cross-reviews) Cross functional collaboration What would your previous boss & colleagues say about you? How do you build team spirit? Give me an example of a time when you motivated others. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Would you like to make a long-lasting impact or be appreciated? Give me a specific example of a time when you had to conform to a policy with which you did not agree. Please discuss an important written document you were required to complete. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → adapting delivering to the audience e.g. grading language & simplifying the message → providing a synthesised reply ✓ Support stories: → explaining sth difficult in simple terms for top management → using relevant jargon with team members Conflict resolution Have you ever had to deal with negative upstream and/or downstream feedback? What is your typical way of dealing with conflict? Give me an example. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Describe a time when you were faced with a stressful situation that demonstrated your coping skills. Give me a specific example of a time when you had to conform to a policy with which you did not agree. Tell me about a time when you had too many things to do and you were required to prioritize your tasks. Give me an example of a time when you had to make a split second decision. Tell me about a time you were able to successfully deal with another person even when that individual may not have personally liked you (or vice versa). Tell me about a difficult decision you've made in the last year. Tell me about a recent situation in which you had to deal with a very upset customer or co-worker. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Leadership Give me an example of when you showed initiative and took the lead. Give me an example of a time when you had to make a split second decision. Give me an example of a time when you motivated others. Tell me about a time when you delegated a project effectively. What is your biggest achievement as a leader? Where do you see yourself in 5 years? Would you like to make a long-lasting impact or be appreciated? How do you build team spirit? Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Mentoring Where do you see yourself in 5 years? How do you mentor junior team members? How do you build team spirit? Give me an example of a time when you motivated others. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? Would you like to make a long-lasting impact or be appreciated? Tell me about a time when you delegated a project effectively. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> 52 51 remember refresh | recall | brush up my developer's skills It takes not so as much time ~~like~~ as learning a new technology My role, it's ~~near~~ nearer | closer to manager than tech lead My team didn't have experience ~~both~~ either in X ~~and~~ nor Y The company had ~~growing~~ grown | had been growing It brought about 5 ~~billions of~~ billion in revenues ...and even though we ~~didn't get~~ weren't given a deadline ...and ~~even~~ we didn't even meet the deadline ... and maybe the additional reason for this ~~fail~~ failure ]]> doubt /'daut/ target /'tə:gət/ architecture /'ɔrkə,tektʃə:/ 20230617 09:45-10:45 1.5 1666 active JH | Answering questions with the STAR approach | Identifying single answers for many questions By the end of this session you will have studied Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> pix/icons8-collaboration-100_white.png 4 20230603 hw20230610n1 Identifying single answers for many questions The same areas of interests may be addressed with different questions. Match the following categories / areas of interests with example questions. → add any other questions which could paraphrase the meaning & lead to the same answer 20230603 hw20230610n2 pix/icons8-hand-with-pen-100_white.png 5 Identifying support stories Give 2-3 examples for the following categories/areas of interest. 50 20191113-1654 Adjectives with ed vs ing active grammar 49 pix/icons8-dictionary-100_white.png 1 Vocabulary (buzzwords & key concepts) edit_match_qa shuffled_boxes03 edit_ol_qa_writing active Match areas of interest/categories with buzzwords and/or key concepts. → add your own keywords under each suggested answer Greatest & weakest points of your career ✓ thinking outside the box ✓ determination ✓ resting on your laurels (or not...) resilience ]]> Be aware of buzzwords and keywords for an interview: ✓ show you are aware of professional expectations ✓ give evidence you are familiar with continuous learning ✓ support your interest in current trends greatest & weakest points of your career ✓ thinking outside the box ✓ determination ✓ resilience ✓ resting on your laurels (or not...) ✓ not collecting only low-hanging fruit resilience = ability of people or things to feel better quickly after sth unpleasant, such as shock, injury, etc to rest on one's laurels = to be satisfied with the success you have already won; stop trying to win new honours cross functional collaboration ✓ brainstorming meetings ✓ collaborative editing (MS Teams) ✓ real-time communication and collaboration ✓ version control (github) ✓ peer review conflict resolution ✓ people skills ✓ conflict management ✓ win-win ✓ concessions ✓ empathy concession = something that you allow or do, or allow sb to have, in order to end an argument or to make a situation less difficult empathy = ability to understand another person's feelings, experience, etc leadership ✓ empowerment 〆micromanagement ✓ delegation ✓ corporate culture ✓ engagement empowerment = giving or delegating power or authority mentoring ✓ on-boarding ✓ accelerating personal and professional development of mentees ✓ guidance, advice, feedback ✓ lifelong learning lifelong learning = ongoing, voluntary, and self-motivated pursuit of knowledge for either personal or professional reasons. It is important for an individual's competitiveness and employability, but also enhances social inclusion, active citizenship, and personal development upstream & downstream feedback upstream feedback = employee → manager 〆too often crave only for good news → be wary of absent criticism downstream feedback = manager → employee 〆too often negative ✓ should leverage strengths → don't neglect praise to neglect = to not give enough attention to sth to praise ~ sb/sth (for sth) | ~ sb/sth (as sth) = to express your approval or admiration for sb/sth 48 pix/icons8-collaboration-100_white.png 4 20230603 hw20230610n1 Identifying single answers for many questions edit_match_qa edit_ol_qa_writing active The same areas of interests may be addressed with different questions. Match the following categories / areas of interests with example questions. → add any other questions which could paraphrase the meaning & lead to the same answer Greatest & weakest points of your career Give me an example of a time when you set a goal and were able to meet or achieve it. What is your biggest achievement? ]]> greatest & weakest points of your career What is your biggest achievement? Give me a specific example of a time when you used good judgement and logic in solving a problem. Give me an example of a time when you set a goal and were able to meet or achieve it. Tell me about a time when you had to go above and beyond the call of duty in order to get a job done. Give me an example of a time when you motivated others. Give me an example of a time when you used your fact-finding skills to solve a problem. Describe a time when you anticipated potential problems and developed preventive measures. Describe a time when you set your sights too high (or too low). Give me an example of a time when you tried to accomplish something and failed. Tell me about a time when you missed an obvious solution to a problem. cross functional collaboration What would your previous boss & colleagues say about you? How do you build team spirit? Give me an example of a time when you motivated others. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Would you like to make a long-lasting impact or be appreciated? Give me a specific example of a time when you had to conform to a policy with which you did not agree. Please discuss an important written document you were required to complete. conflict resolution Have you ever had to deal with negative upstream and/or downstream feedback? What is your typical way of dealing with conflict? Give me an example. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Describe a time when you were faced with a stressful situation that demonstrated your coping skills. Give me a specific example of a time when you had to conform to a policy with which you did not agree. Tell me about a time when you had too many things to do and you were required to prioritize your tasks. Give me an example of a time when you had to make a split second decision. Tell me about a time you were able to successfully deal with another person even when that individual may not have personally liked you (or vice versa). Tell me about a difficult decision you've made in the last year. Tell me about a recent situation in which you had to deal with a very upset customer or co-worker. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. leadership Give me an example of when you showed initiative and took the lead. Give me an example of a time when you had to make a split second decision. Give me an example of a time when you motivated others. Tell me about a time when you delegated a project effectively. What is your biggest achievement as a leader? Where do you see yourself in 5 years? Would you like to make a long-lasting impact or be appreciated? How do you build team spirit? Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. mentoring Where do you see yourself in 5 years? How do you mentor junior team members? How do you build team spirit? Give me an example of a time when you motivated others. Please tell me about a time you had to fire a friend. upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? Would you like to make a long-lasting impact or be appreciated? Tell me about a time when you delegated a project effectively. Please tell me about a time you had to fire a friend. 47 resilience = ability of people or things to feel better quickly after sth unpleasant, such as shock, injury, etc to rest on one's laurels = to be satisfied with the success you have already won; stop trying to win new honours concession = something that you allow or do, or allow sb to have, in order to end an argument or to make a situation less difficult empathy = ability to understand another person's feelings, experience, etc empowerment = autonomy; act of conferring legality or sanction or formal warrant; increasing the economic, political, social, educational, gender, or spiritual strength of an entity or entities Sociological empowerment often addresses members of groups that social discrimination processes have excluded from decision-making processes through - for example - discrimination based on disability, race, ethnicity, religion, or gender. Empowerment as a methodology is often associated with feminism: see consciousness-raising (Wikipedia) to neglect = to not give enough attention to sth to praise ~ sb/sth (for sth) | ~ sb/sth (as sth) = to express your approval or admiration for sb/sth to splutter ~ sth (out) | ~ (with sth) = to speak quickly and with difficulty, making soft spitting sounds, because you are angry or embarrassed 46 at my by nature ... and you decided if is it is ~~interested~~ interesting for you your not ]]> 20230603 09:45-10:45 1.5 1666 active JH | Answering questions with the STAR approach By the end of this session you will have studied Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 1 Lead in 20230527 20230603n2 pix/icons8-collaboration-100_white.png The individual must either demonstrate a one-time achievement at the caliber of an Olympic Medal or Nobel prize, or satisfy at least three of the following criteria: Original scientific, scholarly, artistic, athletic or business-related contributions of major significance in the field; Published materials about the individual in professional or major trade publications, or appearance/published materials about the individual in other major media; Membership in associations in the field which require outstanding achievements of their members, as judged by experts in the field; (...) https://cbkimmigration.com/achievement-based/o-1-temporary-visa/general-o-1-criteria-requirements/ Answer the questions.]]> 6 Answering questions with the STAR approach. 20230520 hw20230527n2 pix/icons8-collaboration-100_white.png 45 1 Lead in 20230527 20230603n2 active edit_ol_qa prep_ol_qa pix/icons8-collaboration-100_white.png The individual must either demonstrate a one-time achievement at the caliber of an Olympic Medal or Nobel prize, or satisfy at least three of the following criteria: Original scientific, scholarly, artistic, athletic or business-related contributions of major significance in the field; Published materials about the individual in professional or major trade publications, or appearance/published materials about the individual in other major media; Membership in associations in the field which require outstanding achievements of their members, as judged by experts in the field; (...) https://cbkimmigration.com/achievement-based/o-1-temporary-visa/general-o-1-criteria-requirements/ Answer the questions.]]> What are the advantages? ✓ no need to be employed to apply for this visa ✓ is not limited by quotas (unlike green card lottery) ✓ can be extended without limits ✓ can apply for permanent residence What criteria could you validate (you need at least 3 out of 7) ✓ contributing to the community of your particular industry ✓ getting published in some major media ✓ being an active member of some relevant society (...) How much time will you need to satisfy at least 3 criteria? Will you work full time or part time while preparing your visa? 〆risk of burn out if working full time → give yourself 6-9 months (unless you have already satisfied some criteria) 43 6 Answering questions with the STAR approach 20230220 hw20230527n2 active edit_ol_qa_writing prep_ol_qa edit_ol_qa pix/icons8-collaboration-100_white.png Give me a specific example of a time at your company when you used good judgement and logic in solving a problem with a business solution. (S) Situation (T) Task (A) Action (R) Result (S) Situation In 2021 we had 2 accidents in the main factory that cost a million dollars and disrupted production. It was the first time we had a big explosion. Internal investigation identified the human factor as the cause. (Staff had changed technology but not procedures. They had failed to calculate the risk in the oxygen converter.) (T) Task Based on investigation results, we were tasked by the management council to provide a business solution dealing with risk management. (A) Action We suggested a series of actions to foster a risk culture in the company. It consisted firstly of general courses for managers. The following courses focused on mitigating risk with the supply chain, accounting, etc depending on staff's area of interest. (R) Result Our KPIs were to reach a zero fatality level as well as reduce the LTFR (Lost Time Injury Frequency Rate) from 1.5 to 0.5. → delegate tasks → manage expectations ✓ avoid 'and' → use stronger conjunctions such as 'first, then, therefore' to explain the action - result flow Describe a time when you experienced a stressful situation at work & dealt with it. (be careful not to answer with a chronological description!) (S) Situation (T) Task (A) Action (R) Result (S) Situation In the early days of the Covid pandemic, there were hardly no means of on-line communication beside Skype. Our objective was not to withhold on-going processes. Doing business on-line was a very stressful experience for staff who only knew how to provide a business service face to face. (T) Task We tested 6 solutions to provide our business services on-line. We had to identify the optimum solutions for both staff and clients. (A) Action We outsourced a customer-oriented software company who were able to create the most appropriate solutions tailored to our needs in close cooperation with us. (R) Result We ended up with a win-win solution. They now also sell this product to other companies and not only to us. What is your typical way of dealing with conflict? Give me an example how your environment has helped you to deal successfully with another person even when that individual may not have personally liked you (or vice versa). (S) Situation (T) Task (A) Action (R) Result (S) Situation Clients expect a single interlocutor when enquiring about business solutions, however we have currently 3 services ready to support their needs, and that can be confusing. (T) Task We need to put in place a CRM (customer relationship management) (A) Action One dept focuses on the production function. Another dept deals with all other functions. We have created an on-line CRM system so that it doesn't matter who is responsible for the solution, i.e. we have implemented a needs-oriented system. (R) Result Business needs and access to our existing offers are now available through a user-friendly interface. ✓ don't try to avoid conflict because can be productive ✓ created smaller groups for joint discussions → align positions in small groups → present as one solution 42 pix/icons8-collaboration-100_white.png 4 20230603 hw20230610n1 Identifying single answers for many questions prep_match_qa edit_match_qa edit_ol_qa_writing active The same areas of interests may be addressed with different questions. Match the following categories / areas of interests with example questions. → add any other questions which could paraphrase the meaning & lead to the same answer Greatest & weakest points of your career Give me an example of a time when you set a goal and were able to meet or achieve it. What is your biggest achievement? ]]> greatest & weakest points of your career What is your biggest achievement? Give me a specific example of a time when you used good judgement and logic in solving a problem. Give me an example of a time when you set a goal and were able to meet or achieve it. Tell me about a time when you had to go above and beyond the call of duty in order to get a job done. Give me an example of a time when you motivated others. Give me an example of a time when you used your fact-finding skills to solve a problem. Describe a time when you anticipated potential problems and developed preventive measures. Describe a time when you set your sights too high (or too low). Give me an example of a time when you tried to accomplish something and failed. Tell me about a time when you missed an obvious solution to a problem. cross functional collaboration What would your previous boss & colleagues say about you? How do you build team spirit? Give me an example of a time when you motivated others. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Would you like to make a long-lasting impact or be appreciated? Give me a specific example of a time when you had to conform to a policy with which you did not agree. Please discuss an important written document you were required to complete. conflict resolution Have you ever had to deal with negative upstream and/or downstream feedback? What is your typical way of dealing with conflict? Give me an example. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Describe a time when you were faced with a stressful situation that demonstrated your coping skills. Give me a specific example of a time when you had to conform to a policy with which you did not agree. Tell me about a time when you had too many things to do and you were required to prioritize your tasks. Give me an example of a time when you had to make a split second decision. Tell me about a time you were able to successfully deal with another person even when that individual may not have personally liked you (or vice versa). Tell me about a difficult decision you've made in the last year. Tell me about a recent situation in which you had to deal with a very upset customer or co-worker. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. leadership Give me an example of when you showed initiative and took the lead. Give me an example of a time when you had to make a split second decision. Give me an example of a time when you motivated others. Tell me about a time when you delegated a project effectively. What is your biggest achievement as a leader? Where do you see yourself in 5 years? Would you like to make a long-lasting impact or be appreciated? How do you build team spirit? Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. mentoring Where do you see yourself in 5 years? How do you mentor junior team members? How do you build team spirit? Give me an example of a time when you motivated others. Please tell me about a time you had to fire a friend. upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? Would you like to make a long-lasting impact or be appreciated? Tell me about a time when you delegated a project effectively. Please tell me about a time you had to fire a friend. 41 20230603 hw20230610n2 pix/icons8-hand-with-pen-100_white.png 2 Identifying support stories prep_ol_qa_writing edit_ol_qa_writing prep_ol_qa_writing active Variety of leadership principle questions and answers Do not use the same story more than twice. Prepare 2-3 stories per each of the LPs. If you do use the same story, point it out explicitly. In that case, they, most probably, will ask you to provide another story. In the end, all interviewers will share what they've got with each other and if it appears that you've got just 1-3 interesting stories, then they may think that you haven't experienced enough yet. Give 2-3 examples for the following categories/areas of interest. Explaining how you behave should be supported by personal and memorable stories. → make sure these examples illustrate some key concepts described above. Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? (...) ✓ 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 ]]> Greatest & weakest points of your career What is your biggest achievement? Give me a specific example of a time when you used good judgement and logic in solving a problem. Give me an example of a time when you set a goal and were able to meet or achieve it. Tell me about a time when you had to go above and beyond the call of duty in order to get a job done. Give me an example of a time when you motivated others. Give me an example of a time when you used your fact-finding skills to solve a problem. Describe a time when you anticipated potential problems and developed preventive measures. Describe a time when you set your sights too high (or too low). Give me an example of a time when you tried to accomplish something and failed. Tell me about a time when you missed an obvious solution to a problem. ✓ Key concepts: ✓ Support stories: ]]> Cross functional collaboration What would your previous boss & colleagues say about you? How do you build team spirit? Give me an example of a time when you motivated others. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Would you like to make a long-lasting impact or be appreciated? Give me a specific example of a time when you had to conform to a policy with which you did not agree. Please discuss an important written document you were required to complete. ✓ Key concepts: ✓ Support stories: ]]> Conflict resolution Have you ever had to deal with negative upstream and/or downstream feedback? What is your typical way of dealing with conflict? Give me an example. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Describe a time when you were faced with a stressful situation that demonstrated your coping skills. Give me a specific example of a time when you had to conform to a policy with which you did not agree. Tell me about a time when you had too many things to do and you were required to prioritize your tasks. Give me an example of a time when you had to make a split second decision. Tell me about a time you were able to successfully deal with another person even when that individual may not have personally liked you (or vice versa). Tell me about a difficult decision you've made in the last year. Tell me about a recent situation in which you had to deal with a very upset customer or co-worker. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Leadership Give me an example of when you showed initiative and took the lead. Give me an example of a time when you had to make a split second decision. Give me an example of a time when you motivated others. Tell me about a time when you delegated a project effectively. What is your biggest achievement as a leader? Where do you see yourself in 5 years? Would you like to make a long-lasting impact or be appreciated? How do you build team spirit? Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Mentoring Where do you see yourself in 5 years? How do you mentor junior team members? How do you build team spirit? Give me an example of a time when you motivated others. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? Would you like to make a long-lasting impact or be appreciated? Tell me about a time when you delegated a project effectively. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> 40 cross-team collaboration (or cross-functional collaboration) = happens when employees from separate departments within a company work together on a task or project in any capacity. Doesn't require to work with other functions cross functional collaboration = involves a group of people with a wide range of skills working together on a project. You could hold meetings with accounting, sales, and marketing about the accounts receivable and accounts payable processes. And don't just include department heads, include “regular employees” from each team too, and assign them different responsibilities in line with your objectives 39 something about anything in research The most likely ~~for~~ in my opinion ... tell my colleagues on the same ~~basis~~ at the same level (?) It's maybe ~~more seldom~~ more unusual | rarer cases ~~The other of my~~ Another advantage I have is that... Can you give me some ~~advices~~ pieces of advice ]]> 20230527 09:45-10:45 1.5 1666 active JH | Motivation & success By the end of this session you will have studied Read & complete the gaps in the following excerpt adapted for practising articles. Why Silicon Valley Should Pack Up and Move to Mexico City why_move_to_mexico_city_adapted_for_practising_articles.pdf key to exercise

Check your answers with the key at the end of the file. Prepare your answer for the following question (from previous h/w) Can you think of any reason why we or your future team shouldn't select you?

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 4 20230520 hw20230527 Motivation & success pix/icons8-collaboration-100_white.png pix/icons8-collaboration-100_white.png 6 Answering questions with the STAR approach. 20230220 hw20230527n2 pix/icons8-collaboration-100_white.png 37 5 20230520 hw20230527 Motivation & success pix/icons8-collaboration-100_white.png Explaining motivation & successes active edit_ol_qa prep_ol_qa stopwatch pix/icons8-collaboration-100_white.png What inspires you in a job? ✓ combination of technologies & practice of people skills ✓ pioneering new product lines ✓ being able to see the results of your contribution ✓ impact in both medium & long-terms → show engineering / analytical skills as well abilities to communicate with people = potential for management → choose various examples which illustrate how challenging time scales will or will not impact on motivation = evidence of determination Tell me about a failure. ✓ rejected solution ✓ failed project ✓ lack of personal satisfaction (because exhausted & burnt out) after succeeding professionally at sth ✓ building a non-lasting business relationship ✓ choose an event that marked your career or left a memorable feeling (perhaps frustration, guilt, burnout...) → explain how you identified and then assessed the impact of your failure ✓ give facts e.g. 3 weeks lost, 4 team members unpaid, breach of contract by dissatisfied client → justify steps taken to mitigate damage → what lesson have you learnt? How do you measure success? ✓ use metrics, KPIs, relevant benchmarking tools (e.g. completed tasks) ✓ compare metrics with personal feedback from managers → expect feedback not only when there are problems = praise is just as important as tangible feedback ✓ contribution to company product lines / services ✓ continuous self-development real success = how much you still want to make things change → should keep you motivated ≠ not rest on your laurels to rest on one's laurels = to be satisfied with the success you have already won; stop trying to win new honours What can you do for us that someone else can't? ✓ wide range of management skills from small team to delegating to managers of managers ✓ rich spectrum of time constraints from what had to be achieved for yesterday to long-term projects spreading over many years → you know how to prioritise ✓ practice in (very) varied industries (bigtech, fintech, medical...) ✓ work experience in start-ups, SME, large companies & governmental institutions → focus on how others should be able to do what you do ✓ nobody is NOR should be irreplaceable → provide evidence of the almost extreme diversity of experiences that make you unique → give anecdotes with a touch of humour 36 6 Answering questions with the STAR approach. 20230220 hw20230527n2 active prep_ol_qa edit_ol_qa_writing edit_ol_qa pix/icons8-collaboration-100_white.png Give me a specific example of a time at your company when you used good judgement and logic in solving a problem with a business solution. (S) Situation (T) Task (A) Action (R) Result (S) Situation In 2021 we had 2 accidents in the main factory that cost a million dollars and disrupted production. It was the first time we had a big explosion. Internal investigation identified the human factor as the cause. (Staff had changed technology but not procedures. They had failed to calculate the risk in the oxygen converter.) (T) Task Based on investigation results, we were tasked by the management council to provide a business solution dealing with risk management. (A) Action We suggested a series of actions to foster a risk culture in the company. It consisted firstly of general courses for managers. The following courses focused on mitigating risk with the supply chain, accounting, etc depending on staff's area of interest. (R) Result Our KPIs were to reach a zero fatality level as well as reduce the LTFR (Lost Time Injury Frequency Rate) from 1.5 to 0.5. LTFR = Lost Time Injury Frequency Rate → delegate tasks → manage expectations Describe a time when you experienced a stressful situation at work & dealt with it. (be careful not to answer with a chronological description!) (S) Situation (T) Task (A) Action (R) Result (S) Situation In the early days of the Covid pandemic, there were hardly no means of on-line communication beside Skype. Our objective was not to withhold on-going processes. Doing business on-line was a very stressful experience for staff who only knew how to provide a business service face to face. (T) Task We tested 6 solutions to provide our business services on-line. We had to identify the optimum solutions for both staff and clients. (A) Action We outsourced a customer-oriented software company who were able to create the most appropriate solutions tailored to our needs in close cooperation with us. (R) Result We ended up with a win-win solution. They now also sell this product to other companies and not only to us. What is your typical way of dealing with conflict? Give me an example how your environment has helped you to deal successfully with another person even when that individual may not have personally liked you (or vice versa). (S) Situation (T) Task (A) Action (R) Result (S) Situation Clients expect a single interlocutor when enquiring about business solutions, however we have currently 3 services ready to support their needs, and that can be confusing. (T) Task We need to put in place a CRM (customer relationship management) (A) Action One dept focuses on the production function. Another dept deals with all other functions. We have created an on-line CRM system so that it doesn't matter who is responsible for the solution, i.e. we have implemented a needs-oriented system. (R) Result Business needs and access to our existing offers are now available through a user-friendly interface. ✓ don't try to avoid conflict because can be productive ✓ created smaller groups for joint discussions → align positions in small groups → present as one solution 35 1 Lead in 20230527 20230603n2 active prep_ol_qa edit_ol_qa pix/icons8-collaboration-100_white.png The individual must either demonstrate a one-time achievement at the caliber of an Olympic Medal or Nobel prize, or satisfy at least three of the following criteria: Original scientific, scholarly, artistic, athletic or business-related contributions of major significance in the field; Published materials about the individual in professional or major trade publications, or appearance/published materials about the individual in other major media; Membership in associations in the field which require outstanding achievements of their members, as judged by experts in the field; (...) https://cbkimmigration.com/achievement-based/o-1-temporary-visa/general-o-1-criteria-requirements/ Answer the questions.]]> What are the advantages? ✓ work visa (w/o quotas!) ✓ 6-month self-nomination for green card What criteria could you validate (you need at least 3 out of 7) ✓ contributing to the community ✓ getting published ✓ being a member (...) How much time will you need to satisfy at least 3 criteria? Will you work full time or part time while preparing your visa? 〆risk of burn out if working full time → give yourself 6-9 months (unless you have already satisfied some criteria) 34 appraisal = judgement of the value, performance or nature of sb/sth to praise ~ sb/sth (for sth) | ~ sb/sth (as sth) = to express your approval or admiration for sb/sth to rest on one's laurels = to be satisfied with the success you have already won; stop trying to win new honours nitpicking = action of giving too much attention to unimportant detail; цепляться к мелочам 33 for of my work was... for ← focus on object | of ← from a work perspective I was a manager ~~for~~ of this team
for → the team has a manager | of → the manager has a team There were (OR had been) some ~~scratches~~ drafts I'm not an exception ~~too~~ either I felt ~~myself~~ guilty I was fully responsible ~~at all~~ ]]> certified /'sə:tə,faid/ 20230520 09:45-10:45 1.5 1666 active JH | Being a team player By the end of this session you will have studied Read & complete the gaps in the following excerpt adapted for practising articles. Why Silicon Valley Should Pack Up and Move to Mexico City why_move_to_mexico_city_adapted_for_practising_articles.pdf key to exercise

Check your answers with the key at the end of the file.

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 4 20230429 hw20230520 Being a team player pix/icons8-collaboration-100_white.png 32 4 20230429 hw20230520 Being a team player Being a team player pix/icons8-collaboration-100_white.png Are you a team player? Can people rely on you? active edit_ol_qa prep_ol_qa pix/icons8-collaboration-100_white.png stopwatch How can you add value to the team? Why should we take you? ✓ team player ✓ leadership skills = unique combination of both soft & hard skills → ready to support team members with tangible facts when relevant ✓ you can understand their problems because you have experienced them as well as some stage in your career → know how to inspire, motivate & engage team ✓ your USP ✓ thinking outside the box ✓ you are unique because your set of skills spans... to span = to include a large area or a lot of things USP = unique selling point How did you deal with a conflict in your team? ✓ conflicts are normal & necessary ✓ conflicts tend to arise from different personalities rather than technological choices ✓ anticipate divergent opinions ✓ defuse tension ✓ bring in additional expertise → solve the argument by consensus at team level rather than escalate the issue = gain acceptance by all stakeholders lesson learnt 〆don't expect conflicts to resolve by themselves ✓ address problems as soon as they occur before their impact may affect the whole company ✓ explain steps taken ✓ don't forget to describe what you've learnt Give me an example of a time when your team did not meet a client’s expectation. What happened, and how did you attempt to rectify the situation? = normal part and parcel of any business life e.g. failed to satisfy deadlines, product requirements... 〆needn't carefully explain circumstances to the client ✓ re-prioritise tasks to deliver part of the solution → explained decisions on the long-term to avoid a technical | design debt → ensured client would come back = you are responsible enough to postpone delivery to avoid a design debt in spite of damage reputation ✓ explain the situation ✓ don't forget to describe what you've learnt Can you think of any reason why we or your future team shouldn't select you? 〆not being a good fit for the team 〆no status recognition 〆authority rival 〆inferiority complex ✓ professional maturity → need time to adapt → show what you are doing to hit the ground running → anticipate needs & undertake relevant training → motivation can help overcome such teething problems → show what actions you're taking to avoid this from happening to hit the ground running = to begin an activity immediately and with full commitment maturity = quality of thinking and behaving in a sensible, adult manner 31 5 20230520 hw20230527 Motivation & success pix/icons8-collaboration-100_white.png Explaining motivation & successes active prep_ol_qa edit_ol_qa pix/icons8-collaboration-100_white.png What inspires you in a job? ✓ combination of technologies & practice of people skills → show engineering / analytical skills as well abilities to communicate with people = potential for management Tell me about a failure. ✓ a solution was completely rejected ✓ lack of personal satisfaction (because exhausted & burnt out) after succeeding professionally at sth 1st international assignment 〆focused only on business 〆discarded family support → need to keep your energy levels ✓ choose an event that marked your career or left a memorable feeling (perhaps frustration, guilt, burnout...) → what lesson have you learnt? How do you measure success? ✓ use metrics, KPI, relevant benchmarking tools (e.g. completed tasks) ✓ compare metrics with personal feedback from managers → expect feedback not only when there are problems = praise is just as important as tangible feedback real success = how much you still want to make things change → should keep you motivated ≠ not rest on your laurels to rest on one's laurels = to be satisfied with the success you have already won; stop trying to win new honours What can you do for us that someone else can't? 30 6 Answering questions with the STAR approach. 20230220 hw20230527n2 active prep_ol_qa edit_ol_qa_writing edit_ol_qa pix/icons8-collaboration-100_white.png Give me a specific example of a time at your company when you used good judgement and logic in solving a problem with a business solution. (S) Situation (T) Task (A) Action (R) Result (S) Situation In 2021 we had 2 accidents in the main factory that cost a million dollars and disrupted production. It was the first time we had a big explosion. Internal investigation identified the human factor as the cause. (Staff had changed technology but not procedures. They had failed to calculate the risk in the oxygen converter.) (T) Task Based on investigation results, we were tasked by the management council to provide a business solution dealing with risk management. (A) Action We suggested a series of actions to foster a risk culture in the company. It consisted firstly of general courses for managers. The following courses focused on mitigating risk with the supply chain, accounting, etc depending on staff's area of interest. (R) Result Our KPIs were to reach a zero fatality level as well as reduce the LTFR (Lost Time Injury Frequency Rate) from 1.5 to 0.5. → delegate tasks → manage expectations Describe a time when you experienced a stressful situation at work & dealt with it. (be careful not to answer with a chronological description!) (S) Situation (T) Task (A) Action (R) Result (S) Situation In the early days of the Covid pandemic, there were hardly no means of on-line communication beside Skype. Our objective was not to withhold on-going processes. Doing business on-line was a very stressful experience for staff who only knew how to provide a business service face to face. (T) Task We tested 6 solutions to provide our business services on-line. We had to identify the optimum solutions for both staff and clients. (A) Action We outsourced a customer-oriented software company who were able to create the most appropriate solutions tailored to our needs in close cooperation with us. (R) Result We ended up with a win-win solution. They now also sell this product to other companies and not only to us. What is your typical way of dealing with conflict? Give me an example how your environment has helped you to deal successfully with another person even when that individual may not have personally liked you (or vice versa). (S) Situation (T) Task (A) Action (R) Result (S) Situation Clients expect a single interlocutor when enquiring about business solutions, however we have currently 3 services ready to support their needs, and that can be confusing. (T) Task We need to put in place a CRM (customer relationship management) (A) Action One dept focuses on the production function. Another dept deals with all other functions. We have created an on-line CRM system so that it doesn't matter who is responsible for the solution, i.e. we have implemented a needs-oriented system. (R) Result Business needs and access to our existing offers are now available through a user-friendly interface. ✓ don't try to avoid conflict because can be productive ✓ created smaller groups for joint discussions → align positions in small groups → present as one solution 29 to regurgitate = (disapproving) to repeat sth you have heard or read without really thinking about it or understanding it USP = unique selling point part and parcel = necessary or important part; something necessary to a larger thing technical | design debt = implied cost of future reworking required when choosing an easy but limited solution instead of a better approach that could take more time to hit the ground running = to begin an activity immediately and with full commitment maturity = quality of thinking and behaving in a sensible, adult manner 28 an (some) experience in the development of... According to this task They couldn't ~~make~~ strike a deal They blocked the project ~~moved~~ 's development I listened to the opinions of both developers ...to split ~~for~~ in 2 teams Even though I forced the dept I couldn't meet the deadline It's ~~really~~ a real story ]]> opponent /əˈpəunənt/ 20230429 09:45-10:45 1.5 1666 active JH | Preparing for a job interview By the end of this session you will have studied Read & complete the gaps in the following excerpt adapted for practising articles. Digital heaven digital_heaven_adapted_for_practising_articles.pdf key to exercise

Check your answers with the key at the end of the file. smartphone or tablet device

Download onto your phone or tablet and listen carefully. What constructive feedback would your peers share about you? (reply in Russian) https://disk.yandex.ru/i/xDJhsBVlPbz5OA

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 3 20230422 hw20230429 Preparing for a job interview pix/icons8-collaboration-100_white.png 27 3 20230422 hw20230429 Preparing for a job interview Preparing for a job interview active edit_ol_qa prep_ol_qa pix/icons8-collaboration-100_white.png How do you prepare for a job interview? What topics do you think questions during a job interview will cover? → name at least 6 categories ✓ your professional experience ✓ your education ✓ your personal qualities ✓ your successes ✓ your mistakes ✓ your team playing skills ✓ your leadership experience ✓ your aspirations ✓ sales efficiency & excellence ✓ strategic thinking possible topics: ✓ your team playing skills ✓ your leadership experience ✓ communication skills (e.g. explaining sophisticated in simple terms) ✓ digital transformation ✓ presence & share in e-commerce (...) What do you most like to do in your free time? ✓ some team sport(s) → prove you can be a team player ✓ individual sport(s) → evidence your competitiveness ✓ some hobbies → show your ability to socialise ✓ board member of a running association → prove you can have a good work life balance ≠ couch potato → prove you can be a team player → evidence your competitiveness couch potato = (informal, disapproving) person who spends a lot of time sitting and watching television Why do you want to change jobs? 〆The job doesn't meet my expectations. 〆It is the consequence of an acquisition... 〆|✓ limited career growth ✓ always looking forward to new challenges ✓ gain more experience in new areas ✓ take more responsibilities ✓ had started applying for international assignments well before the current economic outlook = mature, well planned decision taken already years ago ✓ be positive → explain why it is your choice = you shouldn't be forced into that situation Why have you chosen this company and not a competitor? ✓ The job description matches my skills & interests ✓ The firm enjoys a good reputation ✓ I could get a chance to specialise in [field] ✓ I expect to have [better remunerated | more varied | more challenging] career opportunities ✓ strong corporate policy focusing on long-term results more than [vague guidelines in previous companies] ✓ people-oriented company → provide quantitative data about the company e.g. was ranked number one, has been awarded... What is your greatest achievement? ✓ succeeded in building the most committed team ✓ increased both sales and profit although these are not always linked ✓ wrote an algorithm that earned a patent ✓ conducted a seminar which inspired colleagues worldwide (...) ✓ should be unique, memorable → sth you are proud of Give me an example of a time when you did not meet a client’s expectation. What happened, and how did you attempt to rectify the situation? sample answer: ✓ satisfy a market of high prices & high discounts → win the market first → explain decisions on the long-term & why it is profitable only then 〆the Russian market is moving away from a demonstrative behaviour (e.g. demand for flashy goods such as the Porsche Cayenne) ✓ learnt how to work in close collaboration with... ✓ explain the situation ✓ don't forget to describe what you've learnt to rectify = to put right sth that is wrong, to correct 26 4 20230429 hw20230520 Being a team player Being a team player pix/icons8-collaboration-100_white.png Are you a team player? Can people rely on you? active prep_ol_qa edit_ol_qa pix/icons8-collaboration-100_white.png stopwatch How can you add value to the team? Why should we take you? ✓ thinking outside the box ✓ team player ✓ leadership skills ✓ know how to motivate & engage team ✓ exhaustive understanding of internal company policies ✓ unique combination of direct sales, digital transformation & strategic thinking ✓ your USP ✓ you are unique because your set of skills spans... to span = to include a large area or a lot of things USP = unique selling point How did you deal with a conflict in your team? ✓ conflicts are normal & necessary ✓ explain steps taken ✓ don't forget to describe what you've learnt Give me an example of a time when your team did not meet a client’s expectation. What happened, and how did you attempt to rectify the situation? = normal part and parcel of any business life e.g. failed to satisfy deadlines, product requirements... 〆needn't carefully explain circumstances to the client ✓ re-prioritise tasks to deliver part of the solution → explained decisions on the long-term to avoid a technical | design debt → ensured client would come back = you are responsible enough to postpone delivery to avoid a design debt in spite of damage reputation ✓ explain the situation ✓ don't forget to describe what you've learnt Can you think of any reason why we or your future team shouldn't select you? 〆not being a good fit for the team 〆no status recognition 〆authority rival 〆inferiority complex ✓ professional maturity → need time to adapt → show what you are doing to hit the ground running → anticipate needs & undertake relevant training → motivation can help overcome such teething problems → show what actions you're taking to avoid this from happening to hit the ground running = to begin an activity immediately and with full commitment maturity = quality of thinking and behaving in a sensible, adult manner 25 couch potato = (informal, disapproving) person who spends a lot of time sitting and watching television to span = to include a large area or a lot of things USP = unique selling point to defuse = to stop a possibly dangerous or difficult situation from developing, especially by making people less angry or nervous reciprocity = situation in which two people, countries, etc. provide the same help or advantages to each other to rectify = to put right sth that is wrong, to correct maturity = quality of thinking and behaving in a sensible, adult manner to regurgitate = (disapproving) to repeat sth you have heard or read without really thinking about it or understanding it 24 fluently fluency Some of ~~this~~ these pauses is are | were because ... Not only do I play this game, but is I am also the coach We continuously ~~training~~ trained He was ~~boring~~ bored ...another reason why team members could ~~be burnt~~ burn out There are several reasons ~~for it~~ I have been working ~~worked~~ in my company more than 20 years As far as I ~~can~~ know, your company was... The ~~another~~ other reason is that... I spent a lot of time ~~for~~ on supporting our products I'm really proud ~~for~~ of this success ]]> 20230422 09:45-10:45 1.5 1666 active JH | Describing strengths & weaknesses (sticky points) By the end of this session you will have studied Read & complete the gaps in the following excerpt adapted for practising articles. Don't use antivirus firms linked to Russia The Guardian Saturday 2 December 2017 don_t_use_antivirus_firms_linked_to_russia_adapted_for_practising_articles.pdf key to exercise

Check your answers with the key at the end of the file.

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> Sticky points (rescheduled from previous lesson) 20230401 hw20230408 Anticipate areas that a head hunter may try to use against you to destabilise you during a stress or case interview. Prepare your answers to the following sticky questions. → identify areas that may need improvement Bottoms Up - JH B2 Preparing for professional mobility 23 1 Building self-confidence wip active edit_ol_qa pix/icons8-collaboration-100_white.png Imagine you are only a junior or middle manager. What evidence can you give of your professional maturity? How can you prove you have enough experience to match their team? What can you do to boost your self-confidence? When would you decide to escalate a problem raised by a customer? ✓ depends on company culture ✓ management sometimes expect you to deal with customer requests → distinguish minor financial risks from threats to the company's reputation = expect empowerment from your managers What constructive feedback would your peers share about you? ✓ colleagues suggested you had potential for more than what you were doing with them → changed jobs regularly to gain a broader perspective Where do you see yourself in 3-5 years? What do you need to get there? ✓ more exposure to international needs ✓ soft skills = often more relevant than hard skills e.g. each company have their own, in-house technologies 22 3 Sticky points 20230401 hw20230408 Describing weaknesses edit_ol_qa prep_ol_qa active Are you able to anticipate areas that a head hunter may try to use against you to destabilise you during a stress or case interview? Prepare your answers to the following sticky questions. → practise with the stopwatch → identify areas that may need improvement stopwatch What could be your weakest points? 〆transitional period for adapting to a new environment 〆superficial knowledge in some areas sticky = (informal) difficult or unpleasant superficial = of or on the surface of sth; (often disapproving) not studying or looking at sth thoroughly; seeing only what is obvious; appearing to be true, real or important until you look at it more carefully What differences in interpersonal skills & leadership will you encounter? = show awareness of possible blind spots → expect a mix of styles which depends on the company's corporate culture

McGregor - Theory X and Theory Y Management

]]> ✓ use relevant examples & MBA methodology when applying for a management position e.g. I had to be a McGregor X-type kind of manager when... empowerment = encouraging workers to improve the way they do their own jobs; to give sb the power or authority to do sth linear-active culture = culture where you may want to be concise, precise, and factual, avoid interruptions and distractions, and follow a clear agenda and timeline What constructive feedback would your peers share about you? ✓ team player ✓ inspiring leader ✓ provide occasional hands-on support if team members need help = be supportive → show potential for growth ✓ give an example (consider using the STAR method) ✓ avoid confrontation because you should be a team player e.g. I should pay more attention to what exactly people say What would be the hardest part of coming to this company? ✓ work-life balance → relocation of your family 〆coping with stressful deadlines 〆having regular performance appraisal during the probation period 〆lacking proper induction 21 3 20230422 hw20230429 Preparing for a job interview Preparing for a job interview active prep_ol_qa pix/icons8-collaboration-100_white.png How do you prepare for a job interview? What topics do you think questions during a job interview will cover? → name at least 6 categories ✓ your professional experience ✓ your education ✓ your personal qualities ✓ your successes ✓ your mistakes ✓ your team playing skills ✓ your leadership experience ✓ your aspirations ✓ sales efficiency & excellence ✓ strategic thinking possible topics: ✓ your team playing skills ✓ your leadership experience ✓ communication skills (e.g. explaining sophisticated in simple terms) ✓ digital transformation ✓ presence & share in e-commerce (...) What do you most like to do in your free time? ✓ some team sport(s) → prove you can be a team player ✓ individual sport(s) → evidence your competitiveness ✓ some hobbies → show your ability to socialise ✓ board member of a running association → prove you can have a good work life balance ≠ couch potato → prove you can be a team player → evidence your competitiveness couch potato = (informal, disapproving) person who spends a lot of time sitting and watching television Why do you want to change jobs? 〆The job doesn't meet my expectations. 〆It is the consequence of an acquisition... 〆|✓ limited career growth ✓ always looking forward to new challenges ✓ gain more experience in new areas ✓ take more responsibilities ✓ had started applying for international assignments well before the current economic outlook = mature, well planned decision taken already years ago ✓ be positive → explain why it is your choice = you shouldn't be forced into that situation Why have you chosen this company and not a competitor? ✓ The job description matches my skills & interests ✓ The firm enjoys a good reputation ✓ I could get a chance to specialise in [field] ✓ I expect to have [better remunerated | more varied | more challenging] career opportunities ✓ strong corporate policy focusing on long-term results more than [vague guidelines in previous companies] ✓ people-oriented company → provide quantitative data about the company e.g. was ranked number one, has been awarded... What is your greatest achievement? ✓ succeeded in building the most committed team ✓ increased both sales and profit although these are not always linked ✓ wrote an algorithm that earned a patent ✓ conducted a seminar which inspired colleagues worldwide (...) ✓ should be unique, memorable → sth you are proud of Can you think of any reason why we shouldn't select you? ✓ professional maturity 〆status recognition 〆authority rival ✓ lack of local market & clients → need time to adapt → show what you are doing to hit the ground running → show what actions you're taking to avoid this from happening to hit the ground running = to begin an activity immediately and with full commitment maturity = quality of thinking and behaving in a sensible, adult manner 20 couch potato = (informal, disapproving) person who spends a lot of time sitting and watching television to span = to include a large area or a lot of things USP = unique selling point to defuse = to stop a possibly dangerous or difficult situation from developing, especially by making people less angry or nervous reciprocity = situation in which two people, countries, etc. provide the same help or advantages to each other to rectify = to put right sth that is wrong, to correct maturity = quality of thinking and behaving in a sensible, adult manner to meddle in | with sth = (disapproving) to become involved in sth that does not concern you 19 Last time I ~~didn't see~~ haven't seen any new vacancies recently The good thing is that I have time to prepare better for interview There is ~~no one of these styles~~ not a single style ~~The other stress~~ Another stressful factor which ~~could be faced~~ I may have to face is... and ~~that's it~~ I believe I have summarised the main points ~~I suppose~~ (avoid showing indecisiveness AND be more assertive by asking the interviewer a follow-up question) Have you got any questions? ]]> 20230415 09:45-10:45 1.5 1666 active JH | CV updates, Covering letter - feedback By the end of this session you will have studied CV updates → make amendments to your CV as suggested https://docs.google.com/document/d/1w57O8hrpp-2vKgMgdU-fS4LhH32uK2HJ/edit?usp=share_link&ouid=114915698865229179686&rtpof=true&sd=true https://docs.google.com/document/d/1vYl2wLVnpUvCwYk069LJXHCqVcjHpqOyZfYBmffLon8/edit https://docs.google.com/document/d/1rritCIi432VXZHbzdZRu2s2_fxxcMyU9/edit?usp=share_link&ouid=114915698865229179686&rtpof=true&sd=true

Covering letter https://docs.google.com/document/d/1pDILbGBvDL1x-anStxjNXdhZjG5uvq8b/edit

How to Write a Cover Letter in 2022 | Beginner's Guide Read the following guidelines. Header - Input contact information Greeting the hiring manager Opening paragraph - Grab the reader’s attention with 2-3 of your top achievements Second paragraph - Explain why you’re the perfect candidate for the job Third paragraph - Explain why you’re a good match for the company Formal closing → what do you like/dislike about its format? → what techniques can you use to improve yours? https://novoresume.com/career-blog/how-to-write-a-cover-letter-guide

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> Sticky points (rescheduled from previous lesson) 20230401 hw20230408 Anticipate areas that a head hunter may try to use against you to destabilise you during a stress or case interview. Prepare your answers to the following sticky questions. → identify areas that may need improvement 2 Improving reduced clause descriptions in a CV 20230408 hw20230415 pix/icons8-collaboration-100_white.png Bottoms Up - JH B2 Preparing for professional mobility 18 2 Improving reduced clause descriptions in a CV Writing a CV with balanced grammatical structures for style (reduced clauses) 20230408 hw20230415 active edit_ol_qa_writing prep_ol_qa_writing edit_ol_qa pix/icons8-collaboration-100_white.png Responsibilities • Provide accounting support • Maintain a database of currency operations. • participate in yearly financial reports; Be consistent with punctuation]]> → either skip all articles ✓ Organization of delivery processes of goods from suppliers to company warehouse → or use all of them ✓ Organization of the delivery process of goods from the supplier to a warehouse of the company ✓ be consistent with ellipses of articles T travel and V visa policies]]> Use capital letters only in names or acronyms Got Gained ~~interesting~~ eye-opening | company-wide | international experience • ~~Created~~ Designed | Developed ~~new~~ innovativeproducts ]]> Avoid simple expressions such as 'good, bad...' Be quantitative → quote figures in percentage (e.g. by 15% within 12 months) → show measurable progress 〆avoid subjective adjectives Give references to scale & impact (team, departmental level, company-wide?) → use geography → define stakeholders Fech Fetch your labour contract at the HR ~~center~~ centre (BrEn) ✓ ~~Fech~~ Fetch your ~~labour~~ labor contract at the HR center (AmEn) ]]> Use a spell checker and be consistent with the language (e.g. either British English or American English, but not both). Be grammatically consistent when listing tasks 17 3 Sticky points 20230401 hw20230408 Describing weaknesses edit_ol_qa prep_ol_qa active Are you able to anticipate areas that a head hunter may try to use against you to destabilise you during a stress or case interview? Prepare your answers to the following sticky questions. → practise with the stopwatch → identify areas that may need improvement stopwatch What could be your weakest points? 〆transitional period for adapting to a new environment 〆superficial knowledge in some areas sticky = (informal) difficult or unpleasant superficial = of or on the surface of sth; (often disapproving) not studying or looking at sth thoroughly; seeing only what is obvious; appearing to be true, real or important until you look at it more carefully What differences in interpersonal skills & leadership will you encounter? = show awareness of possible blind spots → expect a mix of styles which depends on the company's corporate culture

McGregor - Theory X and Theory Y Management

✓ I have tangible experience in the following: • contributing to knowledge sharing. I have created 23 new articles for the Documentation & Localization department at Kaspersky Labs. • communicating with a multitude of stakeholders [skip this list if already mentioned in the CV?] (developers, QA engineers, product and project managers, system analysts, technical support engineers, editors, localization engineers). Feedback from subject matter experts from Europe & the US have helped me to improve API and SDK documentation in (some 'stunning' quantitative data).

Technical writer Customer Support - Singapore https://www.wise.jobs/role/4708400-technical-writer/ impeccable = without mistakes or faults; perfect → check if they recruit non-native speakers, or what exam levels are expected e.g. CAE (Certificate of Advanced English - Cambridge) - IELTS 95+ (= usual required level for attending an MBA) FYI Freelance technical writer - sample https://code.tutsplus.com/articles/create-a-javascript-ajax-post-request-with-and-without-jquery--cms-39195 ]]> 14 threefold = 3 times to hit the ground running = to be successful from the start of an activity 13 convenient | confidence confident public speaker ]]> 20230408 09:45-10:45 1.5 1666 active JH | CV review (chronological, functional vs skills) By the end of this session you will have studied CV sample - Stanford Read the following CV. → what do you like/dislike about its format? → what techniques can you use to improve yours? https://www.gsb.stanford.edu/sites/gsb/files/Sample-Marketing-Resume.pdf?pid=

In order to drill behavioural questions, we need to cover your skills & achievements as listed in your CV. → submit your CV for feedback https://docs.google.com/document/d/1w57O8hrpp-2vKgMgdU-fS4LhH32uK2HJ/edit?usp=share_link&ouid=114915698865229179686&rtpof=true&sd=true https://docs.google.com/document/d/1vYl2wLVnpUvCwYk069LJXHCqVcjHpqOyZfYBmffLon8/edit → share your LinkedIn Profile for feedback (send the link to your google doc (in edit mode!)

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> Sticky points 20230401 hw20230408 Anticipate areas that a head hunter may try to use against you to destabilise you during a stress or case interview. Prepare your answers to the following sticky questions. → identify areas that may need improvement Bottoms Up - JH B2 Preparing for professional mobility 12 CV Feedback active textbook the a defence-level evaluation technique 〆inconsistent ellipses of articles in reduced clauses → either skip all articles, or use all 〆inconsistent spelling (BrEn vs AmEn) Notes:

]]> 11 1 Preparing a CV Preparing a CV active deck_shuffled_lines_valign shuffled_lines deck_shuffled_lines deck_shuffled_lines_halign shuffled_boxes prep_deck_shuffled_lines_halign How can you craft your CV to attract head hunters? Summary Work experience Education Skills Additional information | Miscellanies | Other ]]> Summary catchy phrase your USP (unique selling point) professional expectations Work experience from / to period - company name company background / profile (brief description) position & responsibilities in the company tangible (quantitative) achievements & skill set Education academic title(s) certificates training, seminars... Skills hard skills soft skills Additional information | Miscellanies | Other languages extracurricular activities / community service ]]> 10 2 Improving reduced clause descriptions in a CV Writing a CV with balanced grammatical structures for style (reduced clauses) 20230408 hw20230415 active prep_ol_qa_writing edit_ol_qa_writing edit_ol_qa pix/icons8-collaboration-100_white.png Responsibilities • Provide accounting support • Maintain a database of currency operations. • participate in yearly financial reports; Be consistent with punctuation]]> → either skip all articles ✓ Organization of delivery processes of goods from suppliers to company warehouse → or use all of them ✓ Organization of the delivery process of goods from the supplier to a warehouse of the company ✓ be consistent with ellipses of articles T travel and V visa policies]]> Use capital letters only in names or acronyms Got Gained ~~interesting~~ eye-opening | company-wide | international experience • ~~Created~~ Designed | Developed ~~new~~ innovativeproducts ]]> Avoid simple expressions such as 'good, bad...' Be quantitative → quote figures in percentage (e.g. by 15% within 12 months) → show measurable progress 〆avoid subjective adjectives Give references to scale & impact (team, departmental level, company-wide?) → use geography → define stakeholders Fech Fetch your labour contract at the HR ~~center~~ centre (BrEn) ✓ ~~Fech~~ Fetch your ~~labour~~ labor contract at the HR center (AmEn) ]]> Use a spell checker and be consistent with the language (e.g. either British English or American English, but not both). Be grammatically consistent when listing tasks 9 wip textbook ✓ CV = course of life → BrEn ✓ resume = short summary or account of sth = CV (AmEn) What kinds of CV do you know of? ✓ chronological CV = most current position to back in time ✓ functional CV = major areas of experience or achievements ✓ skills CV = what you can do ]]> 8 active textbook diploma with honours means the same as [with distinctions | summa cum laude]? honours = BrEn → with distinctions Graduated from [name of university] with an Honors Degree in [subject] diploma with honors means the same as [with distinctions | summa cum laude]? honors = AmEn → summa cum laude ]]> 7 Single Source Approach = technique that encourages once-only-creation of a resource, such as a document, in a manner that it could be reused or repurposed for different contexts. A levels = school leaving qualification offered by educational bodies in the United Kingdom to students completing secondary or pre-university education HNC (High National Certificate) = higher education/further education qualification in the United Kingdom (usually 1 year) HND (Higher National Diploma) = diploma given for vocational training that prepares the student for a career in a particular area; good students may progress to a course leading to a degree BA (Bachelor of Arts) degree in = diploma after a 2-3 year course at university graduate = someone who has completed a university degree, especially a first degree Bachelor of Arts with Honours (Baccalaureatus in Artibus Cum Honore) = 1-2 year postgraduate degree BE = Bachelor of Engineering or a Bachelor of Science in Engineering is an academic undergraduate degree awarded to a student after three to five years of studying engineering at an accredited college or university Master's degree in = academic degree higher than a bachelor's degree but lower than a doctor's degree post-graduate = person with a higher degree; student who continues studies after graduation (кандидат наук) to undertake = to study, ~ a research degree in (subject) candidate of sciences = PhD (in some countries) = кандидат наук doctor (of sciences) = someone who holds the highest level of degree given by a university summa cum laude (AmEn) = red diploma (in Russia) voluntary = done willingly, not because you are forced apprentice = young person who works for an employer for a fixed period of time in order to learn the particular skills needed in their job; intern apprenticeship = internship; period of time working as an apprentice; a job as an apprentice literate = able to read and write consecutive = following one after another in a series, without interruption to liaise ~ (with sb) (especially BrE) = to work closely with sb and exchange information with them; to act as a link between two or more people or groups P.T.O = please turn over (the page) impeccable = without mistakes or faults; perfect nitpicking = цепляться к мелочам 6 As a project coordinator provided complex defence of cyber security for innovative software platform and increased defence score from 40 to 80 saving about 20% of operational budget. As a project coordinator provided complex defence of cyber security for an innovative software platform and increased the defence score from 40 to 80 saving about 20% of the operationalof operational budget Played a the role of cyber security expert As cyber security expert, created and implemented cyber ~~the~~ a defence-level evaluation technique which ~~lead to~~measures the security level of a software platform ~~security level measurement~~ according to a contextual threat model and decreases the ~~connected~~ related risks level ~~drammatically~~. ... and decreased connected risks level ~~dramatically~~ (by 80%?) more than 90 employees of various specializations: system analysts, architects ~~and so on.~~to name but two reduce cluster switch time to ~~about a few~~ approximately 2-3 seconds ]]> 20230401 09:45-10:45 1.5 1666 active JH | Job hunt debriefing questions By the end of this session you will have studied CV sample - Stanford Read the following CV. → what do you like/dislike about its format? → what techniques can you use to improve yours? https://www.gsb.stanford.edu/sites/gsb/files/Sample-Marketing-Resume.pdf?pid= --> Topics - to be confirmed Professional mobility: - CV feedback - anticipating CV-based questions of head hunters * minimum B1+ level recommended - job interview (prep + role play of preliminary screening) * minimum B2 level recommended - experience interview (STAR method) - behavioural questions (application to post-graduate, MBA-oriented, universities) * minimum C1 level recommended - case / stress interview (for post-graduate, management profile candidates) - Facebook vs Google vs Amazon interview question types (combining strategies & success stories for attending parallel interviews at rival companies) (...)

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 5 1 Language & communication needs assessment active edit_ol_qa pix/icons8-collaboration-100_white.png What position(s) are you applying for? In which industry(ies)? project manager, software development team in cybersecurity InfoTechs (top 10 cybersecurity) ✓ big tech ✓ fintech ✓ FCMG (...) FMCG | CPG = fast-moving consumer goods, also known as consumer packaged goods (CPG), products sold quickly and at a relatively low cost fintech = portmanteau of "financial technology", refers to firms using new technology to compete with traditional financial methods in the delivery of financial services. Artificial intelligence, blockchain, cloud computing, and big data are regarded as the "ABCD" of fintech. What company(ies) will you approach? ✓ multinationals ✓ joint-ventures ✓ SME Checkpoint PowerAlta to approach = to speak to sb about sth, especially to ask them for sth or to offer to do sth SME = small and medium-sized enterprises Have you envisaged relocation? Under what conditions? ✓ may accept a lower position ✓ depends on relocation package ✓ fringe benefits to envisage = to imagine what will happen in the future fringe benefits = extra things that an employer gives you as well as your wages Have you already undertaken any steps to contact potential employers? ✓ monitor vacancies ✓ inquire about internal promotion (to assess your future in the present company) ✓ request your employee file from the local personnel officer ✓ consider relocation targets ✓ schedule potential interview deadlines ✓ undergo preliminary screening (out of curiosity) to undertake = to make yourself responsible for sth and start doing it What body of knowledge/evidence have you got to support your application(s)? ✓ CV ✓ LinkedIn profile ✓ references ✓ certificates of on-line course completion body of sth = large amount or mass of something, especially something that has been collected, e.g. body of knowledge/evidence/opinion reference = letter written by sb who knows you, giving information about your character and abilities, especially to a new employer 4 2 Debriefing questions Describing strengths edit_ol_qa active Answer the following questions. What are your strengths? ✓ ability to learn on the go → agile approach ✓ building & leading a team ✓ undertaking ambitious tasks ✓ having a strategic vision → understand the big picture to assess a roadmap ✓ being results oriented → adjust work-life balance depending on urgency → be loyal to people ✓ spanning both hard & soft skills ✓ give concrete examples → provide tangible data, statistics How well are you able to collaborate with other depts? ✓ attended training in cross-functional collaboration ✓ had to work with teams across different regions, time zones, corporate cultures... → consider yourself more as a team player / team leader ✓ focus on scale ✓ mention any relevant training What is your most recent success story? ✓ focus on a real success with company-wide impact rather than a minor but more recent one ✓ give metrics How can you make use of your Russian experience & leverage it abroad? ✓ local business practice sometimes more effective than best practices abroad ✓ greater flexibility or different management behaviour of your corporate environment could be a source of inspiration ✓ build brand awareness ✓ transfer technologies to leverage = to influence people and get the results you want What is the pool of competing candidates? ✓ explain how you would be able to adapt better, faster... (based on your experience) → stress why you are a good match for this company 3 3 Sticky points 20230401 hw20230408 Describing weaknesses prep_ol_qa edit_ol_qa active Are you able to anticipate areas that a head hunter may try to use against you to destabilise you during a stress or case interview? Prepare your answers to the following sticky questions. → practise with the stopwatch → identify areas that may need improvement stopwatch What could be your weakest points? 〆transitional period for adapting to a new environment 〆superficial knowledge in some areas sticky = (informal) difficult or unpleasant superficial = of or on the surface of sth; (often disapproving) not studying or looking at sth thoroughly; seeing only what is obvious; appearing to be true, real or important until you look at it more carefully What differences in interpersonal skills & leadership will you encounter? = show awareness of possible blind spots → expect a mix of styles which depends on the company's corporate culture

McGregor - Theory X and Theory Y Management

]]> ✓ use relevant examples & MBA methodology when applying for a management position e.g. I had to be a McGregor X-type kind of manager when... empowerment = encouraging workers to improve the way they do their own jobs; to give sb the power or authority to do sth linear-active culture = culture where you may want to be concise, precise, and factual, avoid interruptions and distractions, and follow a clear agenda and timeline What constructive feedback would your peers share about you? ✓ team player ✓ inspiring leader ✓ provide occasional hands-on support if team members need help = be supportive → show potential for growth ✓ give an example (consider using the STAR method) ✓ avoid confrontation because you should be a team player e.g. I should pay more attention to what exactly people say What would be the hardest part of coming to this company? ✓ work-life balance → relocation of your family 〆coping with stressful deadlines 〆having regular performance appraisal during the probation period 〆lacking proper induction 2 FMCG | CPG = fast-moving consumer goods, also known as consumer packaged goods (CPG), products sold quickly and at a relatively low cost fintech = portmanteau of "financial technology", refers to firms using new technology to compete with traditional financial methods in the delivery of financial services. Artificial intelligence, blockchain, cloud computing, and big data are regarded as the "ABCD" of fintech. to approach = to speak to sb about sth, especially to ask them for sth or to offer to do sth SME = small and medium-sized enterprises to envisage = to imagine what will happen in the future fringe benefits = extra things that an employer gives you as well as your wages to undertake = to make yourself responsible for sth and start doing it body of sth = large amount or mass of something, especially something that has been collected, e.g. body of knowledge/evidence/opinion reference = letter written by sb who knows you, giving information about your character and abilities, especially to a new employer to leverage = to influence people and get the results you want sticky = (informal) difficult or unpleasant superficial = of or on the surface of sth; (often disapproving) not studying or looking at sth thoroughly; seeing only what is obvious; appearing to be true, real or important until you look at it more carefully 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 linear-active culture = culture where you may want to be concise, precise, and factual, avoid interruptions and distractions, and follow a clear agenda and timeline multi-active culture = culture where you may want to be friendly, enthusiastic, and empathetic, allow for some flexibility and improvisation, and use stories and examples to illustrate your points reactive culture = culture where you may want to be polite, respectful, and humble, listen attentively and patiently, and use indirect and subtle cues to convey your messages 1 successfully passing the interview After successfully ~~passing~~ undergoing the interview OK, I ~~catched~~ caught it | got it ...more than 2-3 ~~thousands~~ thousand employees I will be learn more about the country... ...that's why I 'm agree (OR I'm willing) to accept lower positions It's ~~real~~ true So, you have no deadlines? ~~Yes~~ No (I haven't) ~~When~~ If the ~~employee~~ employer ~~could~~ wanted to see my CV I'm well-balanced... an illustration ~~for it~~ (for example) I'm reliable ...a ~~reason for it~~ proof of that ... to listen to them ~~As far as I can recall~~ Well, my most recent success story was... When I started to do carry out these responsibilities ]]> target /'tə:gət/