ykhrenov y25ykhrenov 20251226 145 130 2 81 58 (send the link to your google doc (in edit mode!) icons8-reading-100.png quarterly test Prepare for quarterly test vocab pre teach functional language grammar focus smartphone or tablet device listening Download onto your phone or tablet and listen carefully. :!php ~/www/soosh/xml2mbz_overwrite_offline.php ~/www/ictnle.com3/sdata/inc_xml_mdl/course_log_ykhrenov_2025.xml :!php ../../../moosh/moosh.php course-restore --overwrite ../mbz_bup_offline/course_log_ykhrenov_2025.xml_2mdl.mbz 130 :!php ~/www/soosh/xml2mbz_update_onl.php ~/www/ictnle.com3/sdata/inc_xml_mdl/course_log_ykhrenov_2025.xml todo passive forms econometrics, financial modelling 20250822 27 yo https://habr.com/ru/news/948890/ https://www.bbc.co.uk/news/articles/cm2zk4l8g26o ]]> sbook_plugins/wordlist_generated_from_xml_clog_sbook_for_sbook_session.inc sbook_plugins/payment_history_generated_from_xml_clog_sbook.inc 20260113 18:15-19:15 1 3000 -3000 + 0 = -3000 tbc JH | Mock interviews 13 By the end of this session you will have studied https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?tab=t.0 → review your support stories → decide which are most relevant to each topic and/or area of interest → anticipate how questions may overlap and/or be paraphrased → prepare for behavioural questions with the Mock interview assessment sheet template zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> The Business 2.0 Upper Intermediate B2 Case study - Car Glazer 125 Analysis active textbook 〆asked the garage to repair his private car (a BMW) 〆lied to Garage Miler by saying Car Glazing would cover the costs → F.Nowak owes everyone some explanations pg 99 ex 5 discussion T / Cl Can this endanger customer business relationships? ✓ probably yes = spoil company reputation → fire F.Novak immediately or investigate? pg 99 ex 6 listening for detail the_business_mac_millan/the_business_upper_intermediate_2_0/the_business_upper_intermediate_2_0_audio_cd02/the_business_upper_intermediate_2_0_audio_cd02_039.ogg T / Cl What has F.Novak just achieved? ✓ has landed the biggest contract the company has ever had = has good networking & sales skills Whose BMW did F.Novak have repaired? ✓ perhaps a representative of this new insurance company = doing a favour to win a tender? → discuss the issue with your compliance officer Is it good business practice? 〆bribing? → should have kept his hierarchy in the loop How will you explain the situation to Garage Miler? = rather awkward to acknowledge F.Nowak was right → make up some story & pay outstanding debts asap Conclusion Would you want to work with a sales rep who has such ways and means? ✓ if Car Glazer agrees to pay the bill, it means they accept this practice... If he did it once, don't you run the risk of him doing it again? → consider some warning, reprimand...? Is it fair/ethical to prefer a company to another one because they have repaired your car for free? 〆probably not (...) If you were in Emily's position, would you be a whistle-blower? = leak to the media that the No 1 insurance company chose a service provider because they were done a favour? → all depends if Car Glazer pays the bill ]]> 124 to embezzle = to steal money that you are responsible for or that belongs to your employer sickie (to throw a ~) = day when you say that you are ill/sick and cannot go to work when it is not really true petty = small amount of money kept in an office for small payments petty cash = small amount of money kept in an office for buying small things that are needed to reprimand ~ sb (for sth) = (formal) to tell sb officially that you do not approve of them or their actions dent = hollow place in a hard surface, usually due to being hitting by sth in the course of = during, while evasive = not willing to give clear answers to a question; vague whistle-blower = (used especially in newspapers) person who informs people in authority or the public that the company they work for is doing sth wrong or illegal Bottoms Up - JH B2 Preparing for professional mobility 123 3 Mock interview - Feedback Mock interview (general format) - Feedback TEMPLATE active prep_2columns_2qa edit_2columns_2qa pix/icons8-quiz-100_white.png Use this assessment sheet for feedback of behavioural questions ]]> stopwatch Methodology
[ ] repeats or paraphrases question to confirm understanding (also, to stall for time while finding a story) [ ] elicits expected skills to be validated by initial behavioural question (by 'thinking aloud') [ ] addresses question with convincing story [ ] shows awareness of and/or experience in adjacent core skills [ ] does not follow only a chronological narrative [ ] follows a clear & logical narrative progression (STAR, CARL, BLUF, Minto/McKinsey Pyramid, SWOT...) [ ] uses metrics effectively (and regularly, not just to draw conclusions) [ ] ends initial answer with 'Would you like to hear more?' [ ] engages in natural conversation (no regurgitation, attentive to follow-up questions)
Use of STAR approach
[ ] succinct situation (and NOT a chronological description) [ ] single-sentence task (focusing on 'I' rather than 'we') [ ] numerous actions (incl. cross collaboration to suggest size) [ ] results (incl. for a variety of stakeholders to show impact scale) [ ] lessons learnt [ ] greater focus on actions than context (think 'STAAAAAAR')
Target area(s) of interest
[ ] identifies skills (areas of interest, aka buckets) to be evidenced in the support story [ ] greatest & weakest points of your career [ ] upstream & downstream feedback [ ] cross functional collaboration [ ] conflict resolution [ ] leadership [ ] mentoring
Leadership tell-tale signs
[ ] demonstrates ownership (although may not be in a managing / leading position) [ ] motivates stakeholders (across the company and possibly more) [ ] empowers team members (incl. signs of mentoring) [ ] can initiate & take decisions without hierarchical support [ ] acts as team lead (although may face resistance) [ ] has a vision and is not just a manager
]]> Additional comments
= paraphrased version of Feedback
]]> 122 121 20251226 18:15-19:15 1 6000 20251219 3000 -3000 + -3000 +6000 = 0 active Case study Car Glazer International By the end of this session you will have studied https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?tab=t.0 → review your support stories → decide which are most relevant to each topic and/or area of interest → anticipate how questions may overlap and/or be paraphrased → prepare for behavioural questions with the Mock interview assessment sheet template smartphone or tablet device print Download onto your tablet or print the following pdf for our next lesson. The Business 2.0 Upper Intermediate pg 98 ex 2 scan reading Case study Car Glazer International the_business_upper_intermediate_2_0_students_book_pg98-99_case_study_car_glazer_international.pdf zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> The Business 2.0 Upper Intermediate B2 Case study - Car Glazer 120 Case study - Car Glazer active textbook Have you ever got a reprimand? Was it fair? ✓ perhaps for arriving at work late ✓ when printing your CV from work = hint at job hunting If you make personal photocopies at work, should you get a warning or a reprimand? 〆probably not, unless perhaps during working hours Under what circumstances should staff be given a reprimand? 〆in the event of unethical behaviour pg 98 ex 1 discussion pg 98 ex 2 scan reading T / Cl If you think someone in your partner's department has been dishonest, but have no evidence, do you investigate yourself or remain evasive? ✓ remain evasive Would you want to be a whistle-blower? ✓ depends if you might lose your job If customers have an outstanding bill, do you wait and see or do you chase them? ✓ you chase them How can you chase debtors? ✓ with some reminders & follow-up calls ]]> 119 Analysis active textbook e-mail pg 99 ex 4 listening for detail the_business_mac_millan/the_business_upper_intermediate_2_0/the_business_upper_intermediate_2_0_audio_cd02/the_business_upper_intermediate_2_0_audio_cd02_038.ogg T / Cl Do you think F.Novak has embezzled some money? 〆asked the garage to repair his private car (a BMW) 〆lied to Garage Miler by saying Car Glazing would cover the costs → F.Nowak owes everyone some explanations pg 99 ex 5 discussion (to be continued) ]]> 118 to embezzle = to steal money that you are responsible for or that belongs to your employer sickie (to throw a ~) = day when you say that you are ill/sick and cannot go to work when it is not really true petty = small amount of money kept in an office for small payments petty cash = small amount of money kept in an office for buying small things that are needed to reprimand ~ sb (for sth) = (formal) to tell sb officially that you do not approve of them or their actions dent = hollow place in a hard surface, usually due to being hitting by sth in the course of = during, while evasive = not willing to give clear answers to a question; vague whistle-blower = (used especially in newspapers) person who informs people in authority or the public that the company they work for is doing sth wrong or illegal 117 good well I early said you told you earlier that... If they broked broke something once, they will do it twice It can affect to your clients ]]> 20251219 18:15-19:15 1 3000 -3000 + 0 = -3000 active JH | Mock interviews 12 By the end of this session you will have studied https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?tab=t.0 → review your support stories → decide which are most relevant to each topic and/or area of interest → anticipate how questions may overlap and/or be paraphrased → prepare for behavioural questions with the Mock interview assessment sheet template Optional homework Stop memorizing STAR for behavioral interviews. Start selecting better stories By Gilad Naor | Published: December 4, 2025; Last updated: December 5, 2025 https://interviewing.io/blog/stop-memorizing-star-for-behavioral-interviews-start-selecting-better-stories What is more important: story selection and content or story delivery? ✓ story selection and content rather than story delivery see chart Mistakes people make in behavioural interviews that get them down-levelled 38% Not showcasing conflict resolution skills / inability to work with difficult people 22% Not matching stories / project scope to seniority level What dimensions in support stories should brainstorming identify? Handling ambiguity Managing conflict Driving cross-team initiatives Technical trade-offs at scale Stakeholder management Dealing with failure zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 116 1 Mock interview - Feedback Mock interview (general format) - Feedback TEMPLATE active prep_2columns_2qa edit_2columns_2qa pix/icons8-quiz-100_white.png Use this assessment sheet for feedback of behavioural questions What compromises have you had to strike that challenged your values? ]]> stopwatch Methodology
[✓] repeats or paraphrases question to confirm understanding (also, to stall for time while finding a story) [ ] elicits expected skills to be validated by initial behavioural question (by 'thinking aloud') [ ] addresses question with convincing story [ ] shows awareness of and/or experience in adjacent core skills [ ] does not follow only a chronological narrative [ ] follows a clear & logical narrative progression (STAR, CARL, BLUF, Minto/McKinsey Pyramid, SWOT...) [ ] uses metrics effectively (and regularly, not just to draw conclusions) [✓] ends initial answer with 'Would you like to hear more?' [✓] engages in natural conversation (no regurgitation, attentive to follow-up questions)
Use of STAR approach
[ ] succinct situation (and NOT a chronological description) [ ] single-sentence task (focusing on 'I' rather than 'we') [ ] numerous actions (incl. cross collaboration to suggest size) [✓] results (incl. for a variety of stakeholders to show impact scale) [✓] lessons learnt [ ] greater focus on actions than context (think 'STAAAAAAR')
Target area(s) of interest
[ ] identifies skills (areas of interest, aka buckets) to be evidenced in the support story [ ] greatest & weakest points of your career [ ] upstream & downstream feedback [ ] cross functional collaboration [✓] conflict resolution [ ] leadership [ ] mentoring
Leadership tell-tale signs
[✓] demonstrates ownership (although may not be in a managing / leading position) [✓] motivates stakeholders (across the company and possibly more) [ ] empowers team members (incl. signs of mentoring) [ ] can initiate & take decisions without hierarchical support [ ] acts as team lead (although may face resistance) [ ] has a vision and is not just a manager
]]> Additional comments
What compromises have you had to strike that challenged your values? = paraphrased version of Have you had to make a difficult decision in the last year? How did you behave when you had to conform to a policy with which you did not agree? 00:08 S disagreed w/ role 00: asked manager why this rule was so important = chronological and and better understood business decision T identifying a better resolution 02:02 A started testing large language model sent python code 02:26 R 80% time reduction shared solutions w/ colleagues who also started using it 02:56 Lesson learnt 03:14 Follow-up questions Feedback 〆was not STAAAAAAR 〆rather chronological description 〆not enough metrics 〆no ambiguity
]]> 115 2 Mock interview - Feedback Mock interview (general format) - Feedback TEMPLATE active prep_2columns_2qa edit_2columns_2qa pix/icons8-quiz-100_white.png Use this assessment sheet for feedback of behavioural questions How do you mitigate tensions with a stakeholder who is more important than you in the hierarchy? ]]> stopwatch Methodology
[✓] repeats or paraphrases question to confirm understanding (also, to stall for time while finding a story) [ ] elicits expected skills to be validated by initial behavioural question (by 'thinking aloud') [〆] addresses question with convincing story too low-level [ ] shows awareness of and/or experience in adjacent core skills [ ] does not follow only a chronological narrative [✓] follows a clear & logical narrative progression (STAR, CARL, BLUF, Minto/McKinsey Pyramid, SWOT...) [ ] uses metrics effectively (and regularly, not just to draw conclusions) [✓] ends initial answer with 'Would you like to hear more?' [✓] engages in natural conversation (no regurgitation, attentive to follow-up questions)
Use of STAR approach
[✓] succinct situation (and NOT a chronological description) [ ] single-sentence task (focusing on 'I' rather than 'we') [✓] numerous actions (incl. cross collaboration to suggest size) [✓] results (incl. for a variety of stakeholders to show impact scale) [✓] lessons learnt [✓] greater focus on actions than context (think 'STAAAAAAR')
Target area(s) of interest
[ ] identifies skills (areas of interest, aka buckets) to be evidenced in the support story [ ] greatest & weakest points of your career [ ] upstream & downstream feedback [✓] cross functional collaboration [✓] conflict resolution [ ] leadership [ ] mentoring
Leadership tell-tale signs
[✓] demonstrates ownership (although may not be in a managing / leading position) [ ] motivates stakeholders (across the company and possibly more) [ ] empowers team members (incl. signs of mentoring) [ ] can initiate & take decisions without hierarchical support [ ] acts as team lead (although may face resistance) [ ] has a vision and is not just a manager
]]> Additional comments
How do you mitigate tensions with a stakeholder who is more important than you in the hierarchy? = paraphrased version of What is your typical way of dealing with conflict? 00:18 S caught errors in the demo during product presentation 00:58 T resolve tension solve bugs restore trust 01:16 A org w/ developers found pb w/ code created short roadmap fix bugs after 3 -6 hrs deadline by the end of the week scheduled reg status meetings delivered questions to stakeholders 02:58 R returned trust all members were satisfied 03:19 learnt that reduce tensions between stakeholders = key of to success 04:00 follow-up qs need to always plan budget & time for debugging Feedback ✓ STAAAAAR 〆too low-level story → should target a higher level situation
]]> 114 113 must to do had to complete some very boring works tasks I have a different view with from | to my team leader delivered gave | passed questions to stakeholders key of to success ]]> take it /'teɪk it/ ticket /ˈtɪkɪt/ 20251125 18:15-19:15 1 3000 20251125 3000 -3000 + 3000 = 0 active JH | Mock interviews 11 By the end of this session you will have studied https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?tab=t.0 → review your support stories → decide which are most relevant to each topic and/or area of interest → anticipate how questions may overlap and/or be paraphrased → prepare for behavioural questions with the Mock interview assessment sheet template zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 112 2 Mock interview - Feedback Mock interview (general format) - Feedback TEMPLATE active prep_2columns_2qa edit_2columns_2qa pix/icons8-quiz-100_white.png Use this assessment sheet for feedback of behavioural questions Have you ever felt some team members were not pulling their weight? What did you / would you do to get their commitment to corporate objectives? ]]> stopwatch Methodology
[X] repeats or paraphrases question to confirm understanding (also, to stall for time while finding a story) [X] elicits expected skills to be validated by initial behavioural question (by 'thinking aloud') [?] addresses question with convincing story [ ] shows awareness of and/or experience in adjacent core skills [ ] does not follow only a chronological narrative [ ] follows a clear & logical narrative progression (STAR, CARL, BLUF, Minto/McKinsey Pyramid, SWOT...) [ ] uses metrics effectively (and regularly, not just to draw conclusions) [ ] ends initial answer with 'Would you like to hear more?' [ ] engages in natural conversation (no regurgitation, attentive to follow-up questions)
Use of STAR approach
[ ] succinct situation (and NOT a chronological description) [ ] single-sentence task (focusing on 'I' rather than 'we') [〆] numerous actions (incl. cross collaboration to suggest size) [?] results (incl. for a variety of stakeholders to show impact scale) [✓] lessons learnt [〆] greater focus on actions than context (think 'STAAAAAAR')
Target area(s) of interest
[ ] identifies skills (areas of interest, aka buckets) to be evidenced in the support story [ ] greatest & weakest points of your career [✓] upstream & downstream feedback [ ] cross functional collaboration [✓] conflict resolution [✓] leadership [ ] mentoring
Leadership tell-tale signs
[✓] demonstrates ownership (although may not be in a managing / leading position) [✓] motivates stakeholders (across the company and possibly more) [ ] empowers team members (incl. signs of mentoring) [ ] can initiate & take decisions without hierarchical support [ ] acts as team lead (although may face resistance) [ ] has a vision and is not just a manager
]]> Additional comments
Have you ever felt some team members were not pulling their weight? What did you / would you do to get their commitment to corporate objectives? = paraphrased version of How good are you at motivating others? Take 01 01:25 S integration stared to feel himself proud 01:58 T understand team member's behaviour 02:06 spoke to TL explain less efficient work 03:50 pause Take 02 03:54 S at Sovkombank asked developer to fix urgent task didn't respect his time wanted to create integration further 01:20 T resolve conflict assess why task was important 01:37 A scheduled meeting 02:44 pause 03:19 What actions did you take to mitigate this conflict? more urgent task than create integration → problems w/ Central Bank lacked other team members able to fix this issue → nobody could draw network diagram, describe sources... Feedback 〆misunderstood vocab 'to pull your weight' 〆not mentioned stakeholders involved 〆no metrics Take 03 00:10 S needed to create a reconciliation tool a developer was writing a lot of queries → burnt out T had to motivate developer who had burnt out 01:17 A noticed discrepancies 95% - 5% had more time to write scripts and after that 03:55 R reached ... learnt that need to constantly share results in your team
]]> 111 3 Mock interview - Feedback Mock interview (general format) - Feedback TEMPLATE active prep_2columns_2qa edit_2columns_2qa pix/icons8-quiz-100_white.png Use this assessment sheet for feedback of behavioural questions Have you ever faced a trying situation but persisted with your solution although your popularity at work would suffer from your decision? ]]> stopwatch Methodology
[✓] repeats or paraphrases question to confirm understanding (also, to stall for time while finding a story) [ ] elicits expected skills to be validated by initial behavioural question (by 'thinking aloud') [ ] addresses question with convincing story [ ] shows awareness of and/or experience in adjacent core skills [ ] does not follow only a chronological narrative [ ] follows a clear & logical narrative progression (STAR, CARL, BLUF, Minto/McKinsey Pyramid, SWOT...) [ ] uses metrics effectively (and regularly, not just to draw conclusions) [ ] ends initial answer with 'Would you like to hear more?' [ ] engages in natural conversation (no regurgitation, attentive to follow-up questions)
Use of STAR approach
[ ] succinct situation (and NOT a chronological description) [ ] single-sentence task (focusing on 'I' rather than 'we') [✓] numerous actions (incl. cross collaboration to suggest size) [✓] results (incl. for a variety of stakeholders to show impact scale) [ ] lessons learnt [✓] greater focus on actions than context (think 'STAAAAAAR')
Target area(s) of interest
[ ] identifies skills (areas of interest, aka buckets) to be evidenced in the support story [?] greatest & weakest points of your career [?] upstream & downstream feedback [✓] cross functional collaboration [✓] conflict resolution [✓] leadership [ ] mentoring
Leadership tell-tale signs
[✓] demonstrates ownership (although may not be in a managing / leading position) [ ] motivates stakeholders (across the company and possibly more) [ ] empowers team members (incl. signs of mentoring) [ ] can initiate & take decisions without hierarchical support [ ] acts as team lead (although may face resistance) [ ] has a vision and is not just a manager
]]> Additional comments
Have you ever faced a trying situation but persisted with your solution although your popularity at work would suffer from your decision? = paraphrased version of Would you like to make a long-lasting impact or be appreciated? S bugs due to technical debt T A researched where was mentioned scheduling many meetings explained the importance of... And thirdly, I scheduled a demo session showed a clear situation R trust increased fully reduced bugs learnt that technical debt is more important than... have to resolve in time Feedback 〆metrics → could affect 1 M users using the banking app!
]]> 110 to pull your weight = to do your full share of work; do your part trying = annoying or difficult to deal with to persist (in sth / in doing sth) | ~ (with sth) = to continue to do sth in spite of difficulties or opposition, in a way that can seem unreasonable 109 say talk about it to the TL He couldn't understand his weight the importance of his work I understood explained to him that... Maybe he made some sanctions for us would apply some sanctions on us A lot of people don't understand their weight role I noticed developers became burn out had burnt out and after that, I noticed he understood their weight his role | share of the work | what was expected from him When I 've got a was at junior grade level ]]> 20251118 18:15-19:15 1 3000 -3000 + 3000 = 0 active JH | Mock interviews 10 | Position levels in FAANG By the end of this session you will have studied https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?tab=t.0 → review your support stories → decide which are most relevant to each topic and/or area of interest → anticipate how questions may overlap and/or be paraphrased → prepare for behavioural questions with the Mock interview assessment sheet template (optional homework) Becoming an MLE at FAANG: What you need to know to know about MLE roles and interviews at Google, Meta, and other top companies By Shivam Anand | Published: July 17, 2025 https://interviewing.io/blog/becoming-an-mle-at-faang-what-you-need-to-know zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 108 1 Mock interview - Feedback Mock interview (general format) - Feedback TEMPLATE active prep_2columns_2qa edit_2columns_2qa pix/icons8-quiz-100_white.png Use this assessment sheet for feedback of behavioural questions Have you ever responded negatively during a performance appraisal meeting? Why / why not? ]]> stopwatch Methodology
[x] repeats or paraphrases question to confirm understanding (also, to stall for time while finding a story) [ ] elicits expected skills to be validated by initial behavioural question (by 'thinking aloud') [ ] addresses question with convincing story [ ] shows awareness of and/or experience in adjacent core skills [ ] does not follow only a chronological narrative [✓] follows a clear & logical narrative progression (STAR, CARL, BLUF, Minto/McKinsey Pyramid, SWOT...) [ ] uses metrics effectively (and regularly, not just to draw conclusions) [ ] ends initial answer with 'Would you like to hear more?' [ ] engages in natural conversation (no regurgitation, attentive to follow-up questions)
Use of STAR approach
[ ] succinct situation (and NOT a chronological description) [ ] single-sentence task (focusing on 'I' rather than 'we') [ ] numerous actions (incl. cross collaboration to suggest size) [ ] results (incl. for a variety of stakeholders to show impact scale) [ ] lessons learnt [ ] greater focus on actions than context (think 'STAAAAAAR')
Target area(s) of interest
[ ] identifies skills (areas of interest, aka buckets) to be evidenced in the support story [ ] greatest & weakest points of your career [?] upstream & downstream feedback [ ] cross functional collaboration [ ] conflict resolution [ ] leadership [ ] mentoring
Leadership tell-tale signs
[ ] demonstrates ownership (although may not be in a managing / leading position) [ ] motivates stakeholders (across the company and possibly more) [ ] empowers team members (incl. signs of mentoring) [ ] can initiate & take decisions without hierarchical support [ ] acts as team lead (although may face resistance) [ ] has a vision and is not just a manager
]]> Additional comments
= paraphrased version of Have you ever had to deal with negative upstream and/or downstream feedback? Feedback Take 01 00:56 S recently 02:14 T get plans 02:24 A to resolve that I asked ... new sys analyst thx to AI 03:52 trying to use this practice which I knew to... 04:52 unexpected end Take 02 00:16 S need to upgrade from jr to middle grade created a plan w/ TL 01:12 T fix mistakes & prep for next perf review 01:31 A noticed that couldn't ask right qs → prepared qs before meeting secondly sql skills ChatGPT 02:56-03:11 finally erm - pause finally understood that also had weak 04:19 R fixed all issues middle grade increased comm w/ stakeholders got harder tasks to help upgrade self 05:30 〆no metrics! 〆wrong story for a senior manager, only for a jr
]]> 107 1 pix/icons8-dictionary-100_white.png Position levels in FAANG active wip xml_multi_dd_row What professional skills are needed at each level in FAANG companies? Can you find evidence to be hired at your target level? 17 12 left 1;2;3 4;5;6 7;8;9;10 11;12;13 106 scope (for sb) (to do sth) = opportunity or ability to do or achieve sth; range of things that a subject, an organization, an activity, etc. deals with project ownership = responsibility for a project's vision, goals, and ultimate success or failure. It involves a high-level strategic role, often filled by the head of the business unit that will benefit from the project, who acts as a champion for the project and ensures it aligns with business objectives. The project owner works with the project manager, who handles the day-to-day execution adjacent = (to sth) (of an area, a building, a room, etc.) situated next to or near sth 105 do a lot of research a lot of I need another system analyst to do make my work easy easier I am very completely overloaded I'm the ownership owner of the project ]]> 20251114 18:15-19:15 1 6000 20251114 3000 -3000 + 6000 = 3000 active Treat AI as Draft Always By the end of this session you will have studied Treat AI as Draft Always - The Fundamental Split Read the following article → answer the questions https://gun.io/news/2025/11/what-engineers-revealed-using-claude-code/ (optional homework) Becoming an MLE at FAANG: What you need to know to know about MLE roles and interviews at Google, Meta, and other top companies By Shivam Anand | Published: July 17, 2025 https://interviewing.io/blog/becoming-an-mle-at-faang-what-you-need-to-know zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> 104 1 Treat AI as Draft Always - The Fundamental Split active edit_ol_qa pix/icons8-collaboration-100_white.png Can or should AI help you work faster? Why/why not? Demonstrating how you use AI, as well as taking into consideration its opportunities and threats, will prove how mature a candidate you are, and arguably justify why you are not among those who will be replaced by AGI in the future. https://gun.io/news/2025/11/what-engineers-revealed-using-claude-code/ Read the article → answer the questions]]> ## Treat AI as Draft Always https://gun.io/news/2025/11/what-engineers-revealed-using-claude-code/ The Fundamental Split Engineering teams fall into two camps: Camp 1: Activity Optimizers Measure success by PRs shipped, features delivered, velocity gains “Shoot and forget” works great Judge by the final output Focus on what gets built Camp 2: Outcome Protectors Measure success by bugs prevented, incidents avoided, maintainability preserved “Set and forget is crazy” Judge by what happens six months later Focus on what can be maintained “For code I really don’t care about, I’m happy to ‘shoot and forget’, but if I ever need to understand that code I have an uphill battle. Reading intermediate diffs and treating the process like actual pair programming has worked well for me.” The problem with “shoot and forget”: you’re trading the fun part (writing code) for the hard part (debugging code you didn’t write and don’t understand). “If it were easy to gain a mental model of the code simply by reading, then debugging would be trivial. The whole point of debugging is that there are differences between your mental model of the code and what the code is actually doing.” You can’t maintain what you don’t understand. You can’t debug what you didn’t reason through. Camp 1: Activity Optimizers • Measure success by PRs shipped, features delivered, velocity gains • “Shoot and forget” works great • Judge by the final output • Focus on what gets built ]]> ✓ Measure success by PRs shipped, features delivered, velocity gains → arguably valid in sales when under pressure to meet tight deadlines 〆“Shoot and forget” works great → today's context memory makes such practice irrelevant 〆focusing on what gets built without understanding how can be a risk ✓ judge by the final output may involve reading intermediate diffs → treat the process like pair programming Camp 2: Outcome Protectors • Measure success by bugs prevented, incidents avoided, maintainability preserved • “Set and forget is crazy” • Judge by what happens six months later • Focus on what can be maintained ]]> ✓ preserving maintainability is a must ✓ should never just set and forget, but recycle prompts & fine-tune them ✓ focusing on what can be maintained is a sound piece of advice to avoid over-engineering For code I really don’t care about, I’m happy to ‘shoot and forget’, but if I ever need to understand that code I have an uphill battle ]]> ✓ you’re trading the fun part (writing code) for the hard part → uphill battle = debugging code you didn’t write and don’t understand If it were easy to gain a mental model of the code simply by reading, then debugging would be trivial. The whole point of debugging is that there are differences between your mental model of the code and what the code is actually doing. ]]> 〆can’t maintain what you don’t understand 〆can’t debug what you didn’t reason through 〆AI-assisted code shows 45% higher vulnerability rates 〆8x more technical debt than human-written code → activity optimizers are measuring the wrong thing 103 chore = task that you do regularly; unpleasant or boring task iffy = (especially BrE) not in perfect condition; bad in some way; not certain bloated = full of liquid or gas and therefore bigger than normal, in a way that is unpleasant; full of food and feeling uncomfortable to untangle = to undo string, hair, wire, etc. that has become twisted or has knots in it; to make sth that is complicated or confusing easier to deal with or understand 102 to till 9pm It's caused by (It happens) because they're using the wrong IDs A tool who which | that can log our systems I can present it before to my future potential employers Thanks for to this solution now we can fix errors on time You must describe about (OT talk about) how you made services for people ]]> 20251111 18:15-19:15 1 3000 -3000 + 3000 = 0 active Behaving like an A player By the end of this session you will have studied https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?tab=t.0 → review your support stories → decide which are most relevant to each topic and/or area of interest → anticipate how questions may overlap and/or be paraphrased → prepare for behavioural questions with the Mock interview assessment sheet template A-Players: Who are they? Dima Korolev Nov 27, 2024 Read the article. → answer the questions https://dimakorolev.substack.com/p/a-players-who-are-they (optional homework) Becoming an MLE at FAANG: What you need to know to know about MLE roles and interviews at Google, Meta, and other top companies By Shivam Anand | Published: July 17, 2025 https://interviewing.io/blog/becoming-an-mle-at-faang-what-you-need-to-know zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 101 1 Behaving like an A-player active edit_ol_qa prep_ol_qa pix/icons8-collaboration-100_white.png Imagine you are being interviewed for your dream job. How can you convince a recruiter that you are the A-player they need? https://dimakorolev.substack.com/p/a-players-who-are-they Read the article. → answer the questions]]> I’ve blocked Thursday for deep work since it was the easiest day to free up negotiating with smaller companies: The approach is similar to playing the game of whoever looks away first loses. But instead of looking away, you lose by showing less commitment and dedication than your negotiation partner. (...) Many people make the mistake of defending their territory first. But the best strategy is, in fact, to attack! Not the person, of course, but the problem. Both you and the person you are speaking with clearly want to succeed; If you are using the tool or the process "because you have to," you may be slashing your success. (...) That's the way you need to use the tools today: to succeed, not to follow some process. MVP - minimum viable product If you find yourself focusing mostly on one of the layers of the MVP chart above, and you want to become an A-player at the same time, then the single most impactful change in perspective for you may well be to begin thinking of the whole pyramid https://dimakorolev.substack.com/p/a-players-who-are-they Notion vs Airtable https://www.notion.so/compare-against/notion-vs-airtable ]]> Know the rules well, so you can break them effectively. Dalai Lama ]]> ✓ must first fully understand the rules → know when and how to break them for a valid reason → create something new and effective ✓ distinguish between someone who is competent and experienced enough to innovate → consciously break rules ≠ someone who simply ignores them out of ignorance, laziness, or incompetence The best A-players I know often confess that they do not really know the limits of what they are “allowed” to do—“because every time I have an outrageous idea, it turns out I am not punished for testing the waters.” Dima Korolev https://dimakorolev.substack.com/p/a-players-who-are-they ]]> ✓ take for granted you are given 'carte blanche' ✓ don't be afraid of making mistakes → secure professional recognition outrageous = very shocking and unacceptable carte blanche = complete freedom to act as one wishes The uniting principle is exactly this: work-life synergy, not balance Dima Korolev https://dimakorolev.substack.com/p/a-players-who-are-they ]]> ✓ be ready to work long hours because you enjoy your job = prerequisite to outperforming other people → intrinsic motivator during a job interview ✓ show how you will enjoy the challenges at this company regardless of the hours needed to complete tasks intrinsic = inherent, essential; belonging naturally (intrinsic value) Under pressure, you don't rise to the level of your understanding; you sink to the level of your instincts If you can't run, then walk. If you can't walk, then crawl. But whatever you do, you have to keep moving forward. Navy SEALs (United States Navy Sea, Air, and Land (SEAL) Teams, commonly known as Navy SEALs, are the U.S. Navy's primary special operations force) ]]> ✓ always keep some margin before burnout → don't get yourself in a position of survival at any cost e.g. making concessions to keep your job ✓ don't rest on your laurels → keep learning & don't rely only on technology you know already ✓ don't stop to regret mistaken decisions → be resilient → learn from your mistakes or pretend to have done so asap to rest on one's laurels = to be satisfied with the success you have already won; stop trying to win new honours resilient = able to feel better quickly after sth unpleasant such as shock, injury, etc Facts are, I've “accidentally” made several people millionaires while doing - what I was having fun - doing Dima Korolev https://dimakorolev.substack.com/p/a-players-who-are-they ]]> ✓ you should enjoy your job ✓ be contagious → share your passion → inspire stakeholders ✓ show your impact across the company contagious = spreading quickly to other people, like a disease The end goal is never the tools or the processes. The end goal is for you to be “smart together”. Aline Lerner https://interviewing.io/blog ]]> ✓ identify common ground ✓ find ambitions shared by other stakeholders → build teams ✓ demonstrate how you and the company can be more effective together ✓ look for AI augmenting your skills 100 outrageous = very shocking and unacceptable carte blanche = complete freedom to act as one wishes intrinsic = inherent, essential; belonging naturally (intrinsic value) to rest on one's laurels = to be satisfied with the success you have already won; stop trying to win new honours resilient = able to feel better quickly after sth unpleasant such as shock, injury, etc contagious = spreading quickly to other people, like a disease 99 from by my head (of dept) You understand that in a usually usual situation you can't climb a tree I decided I should move on push my team (forward) I can behave myself (OR control myself) under pressure The company will have get got more income They have activities twenty-four per seven ]]> initiative /ɪˈnɪʃɪətɪv/ 20251028 18:15-19:15 1 3000 -3000 + 6000 = 3000 active JH | Reverse questions By the end of this session you will have studied https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?tab=t.0 → review your support stories → decide which are most relevant to each topic and/or area of interest → anticipate how questions may overlap and/or be paraphrased → prepare for behavioural questions with the Mock interview assessment sheet template zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 98 1 Preparing reverse questions Preparing reverse questions active edit_ol_qa prep_ol_qa pix/icons8-collaboration-100_white.png Imagine you have answered all questions at a job interview... Have you got any questions for us? What questions will you ask them? How do you respond? ✓ make sure you explain how their answers to your questions resonate with your experience and expectations Look at the answers below. → why are there relevant? ]]> Is this a new position or a substitution? Why? ✓ maternity leave ✓ promotion to another dept ✓ restructuring ✓ deployment of a new technology stack → recognise signs of high staff turnover due to excessive workload What will the on-boarding / induction process cover? ✓ anticipate what you need to brush up or learn on your own → ensure you make a good impression from the beginning → show you want to hit the ground running Where do you expect me to perform my duties? Why? ✓ on-site ✓ hybrid ✓ remote → explain you are not against any location as much as potential micro-management Can you please explain in detail the job responsibilities regarding... ✓ understand company culture ✓ get a general view of the management structure → assess the constraints you may experience Why do you think I may contribute successfully to the profile(s) of my team? What mistakes should I anticipate? ✓ show interest in team playing → be a good match for the team ✓ pre-empt conflicts with certain team members → identify toxic workplaces To what extent will I own my projects? ✓ omnipresent delegation → more horizontal management style Who will be my manager? With whom will I interact in the company? ✓ confirm team matching → leverage cross functional collaboration opportunities e.g. opportunities for liaising in English with multinational teams Do you provide extra training, MBA sponsorship, etc? ✓ hint at continuous training → show you are ambitious ✓ be smarter than the recruiter & ask them before they ask you Where do you see me in 3-5 years? What will you have for me to get there? ✓ check career opportunities → decide how realistic their expectations are ✓ make sure this is not a dead end job ! don't frighten recruiters with too ambitious views → show you expect professional development 97 to pre-empt = to prevent sth from happening by taking action to stop it to hit the ground running = to start something and proceed at a fast pace with great enthusiasm; to immediately work hard and successfully at a new activity to be snowed under = to have so much work that you have problems dealing with it all 96 to me I am disappoint disappointed I just said that I 've had already got some masters ]]> 20251024 18:15-19:15 1 3000 -3000 + 9000 = 6000 active JH | Mock interviews 9 | Motivational techniques and buzzwords By the end of this session you will have studied https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?tab=t.0 → review your support stories → decide which are most relevant to each topic and/or area of interest → anticipate how questions may overlap and/or be paraphrased → prepare for behavioural questions with the Mock interview assessment sheet template Buzzwords When answering behavioural questions with supporting stories, it is sometimes a good idea to name things to show the recruiter you are aware of such concepts, and strive to grow as a professional. → match the expressions with the definitions → describe a real-life or fictional situation with each expression zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH Templates B2 - C1 Vocab review 95 2 pix/icons8-dictionary-100_white.png Motivational techniques and buzzwords active wip xml_multi_dd_row What buzzwords, key expressions and trendy principles will make a recruiter happy? 14 10 left 1 2 3 4 5 6 Would you take up a job if it didn't include some medical insurance plan? ✓ probably only if you worked freelance → expect a minimum of hygiene factors e.g. corporate laptop Have you ever felt you had been resting on your laurels too long? How did you change that situation? ✓ after meeting a tight deadline and resting after burning out → keep improving your skills Have you ever felt some of your staff members were not given a task or promotion because of gender role discrimination? How did you react? ✓ shocked by pay rate disparities rather than lack of equal opportunities → avoid demotivating colleagues by sharing compensation package details Would you be ready to change companies if you lacked a sense of belonging? ✓ make sure you match your team before joining ✓ keep in mind the disadvantages of telework When did you last feel guilty of only reaching for the low-hanging fruit? ✓ no motivation in addressing the technical debt of legacy technologies → relied on workarounds 94 sense of belonging = feeling of being happy or comfortable as part of a particular group and having a good relationship with the other members of the group Herzberg 2-factor theory = motivators will fail if hygiene factors are not satisfactory hygiene factor = feature of a job that will make a worker unhappy if it is not provided, for example fair pay or comfortable working conditions: Hygiene factors are those which are necessary for people to work, not those that actually motivate people to work harder gender role = overt expression of attitudes that indicate to others the degree of your maleness or femaleness low-hanging fruit = most easily achieved of a set of tasks, measures, goals, etc to rest on one's laurels = to be satisfied with the success you have already won; stop trying to win new honours Bottoms Up - JH B2 Preparing for professional mobility 93 1 Mock interview - Feedback Mock interview (general format) - Feedback TEMPLATE active prep_2columns_2qa edit_2columns_2qa pix/icons8-quiz-100_white.png Use this assessment sheet for feedback of behavioural questions Have you ever had trouble keeping morale & motivation of team members when challenged by deadlines? What did you do? ]]> stopwatch Methodology
[ ] repeats or paraphrases question to confirm understanding (also, to stall for time while finding a story) [ ] elicits expected skills to be validated by initial behavioural question (by 'thinking aloud') [X] addresses question with convincing story [ ] shows awareness of and/or experience in adjacent core skills [ ] does not follow only a chronological narrative [✓] follows a clear & logical narrative progression (STAR, CARL, BLUF, Minto/McKinsey Pyramid, SWOT...) [?] uses metrics effectively (and regularly, not just to draw conclusions) [✓] ends initial answer with 'Would you like to hear more?' [X] engages in natural conversation (no regurgitation, attentive to follow-up questions)
Use of STAR approach
[✓] succinct situation (and NOT a chronological description) [✓] single-sentence task (focusing on 'I' rather than 'we') [X ] numerous actions (incl. cross collaboration to suggest size) [ ] results (incl. for a variety of stakeholders to show impact scale) AND lessons learnt [?] greater focus on actions than context (think 'STAAAAAAR')
Target area(s) of interest
[ ] identifies skills (areas of interest, aka buckets) to be evidenced in the support story [✓] greatest & weakest points of your career [ ] upstream & downstream feedback [?] cross functional collaboration [?] conflict resolution [✓] leadership [ ] mentoring
Leadership tell-tale signs
[X] demonstrates ownership (although may not be in a managing / leading position) [?] motivates stakeholders (across the company and possibly more) [ ] empowers team members (incl. signs of mentoring) [?] can initiate & take decisions without hierarchical support [?] acts as team lead (although may face resistance) [ ] has a vision and is not just a manager
]]> Additional comments
How good are you at motivating others? 00:29 S Moscow stock exchange registration response from stakeholders to hurry up 01:24 T resolve conflict between stakeholders & teams 01:38 A keep calm split roadmap into another other steps 02:39 pause created agreement functionality will not expand 03:30 pause started to develop faster 03:51 R delivered upgrade on time and I kept motivation 04:21 end → motivation? agile approach Feedback !!! no metrics 〆little convincing delivery - tired? lack of motivation? 〆inaccurate grammar lessons learnt?
]]> 92 upskill me to next grade motivate | justify my promotion You just need to adopt yourself adapt Thanks for to this, you can easily share with others I explained to him that... ]]> 20251021 18:15-19:15 1 9000 20251021 3000 -3000 + 3000 + 9000 = 9000 active JH | Mock interviews 8 | Management techniques and buzzwords By the end of this session you will have studied https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?tab=t.0 → review your support stories → decide which are most relevant to each topic and/or area of interest → anticipate how questions may overlap and/or be paraphrased → prepare for behavioural questions with the Mock interview assessment sheet template Buzzwords When answering behavioural questions with supporting stories, it is sometimes a good idea to name things to show the recruiter you are aware of such concepts, and strive to grow as a professional. → match the expressions with the definitions → describe a real-life or fictional situation with each expression zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH Templates B2 - C1 Vocab review 91 1 pix/icons8-dictionary-100_white.png Management techniques and buzzwords active wip xml_multi_dd_row What buzzwords, key expressions and trendy principles will make a recruiter happy? 22 8 left 1 2 3 4 Have you been in a situation when you felt your team was not ready to adapt to change? What did you do to convince them? ✓ implement local technological stack as a substitute for foreign solutions under sanctions → need to be agile to perform changes quickly in order not to fall behind the competition ✓ go the extra mile to preserve trust of loyal customers Have you ever resorted to the Pareto Principle and then regretted it? Would you encourage team members to use this approach to meet deadlines? ✓ skipped authoring some documentation because it seemed self-explanatory → was unable to find mistakes when requested help Have you ever volunteered to a stretch project which got out of your control? ✓ proved to be beyond your scope → was too ambitious 〆failed to assimilate the technology in a timely manner When did you last encounter a system that was not resilient enough? What steps did you take to address the issue? 〆experienced lack of scalability 〆hampered by technological legacy → created micro services 90 stretch project = challenging assignment that pushes an employee beyond their current capabilities, supporting growth and confidence in new domains resilience engineering = proactive design of systems and organisations that can absorb, adapt to and recover from unexpected disruptions agile mindset = thought process that involves understanding, collaborating, learning, and staying flexible to achieve high-performing results. This way of thinking helps teams adapt to change, rather than struggle around it 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 Bottoms Up - JH B2 Preparing for professional mobility 89 1 Mock interview - Feedback Mock interview (general format) - Feedback TEMPLATE active prep_2columns_2qa edit_2columns_2qa pix/icons8-quiz-100_white.png Use this assessment sheet for feedback of behavioural questions Have you ever misinterpreted feedback from your team members? Why? ]]> stopwatch Methodology
[✓] repeats or paraphrases question to confirm understanding (also, to stall for time while finding a story) [ ] elicits expected skills to be validated by initial behavioural question (by 'thinking aloud') [ ] addresses question with convincing story [ ] shows awareness of and/or experience in adjacent core skills [ ] does not follow only a chronological narrative [ ] follows a clear & logical narrative progression (STAR, CARL, BLUF, Minto/McKinsey Pyramid, SWOT...) [X] uses metrics effectively (and regularly, not just to draw conclusions) [✓] ends initial answer with 'Would you like to hear more?' [✓] engages in natural conversation (no regurgitation, attentive to follow-up questions)
Use of STAR approach
[✓] succinct situation (and NOT a chronological description) [✓] single-sentence task (focusing on 'I' rather than 'we') [ ] numerous actions (incl. cross collaboration to suggest size) [ ] results (incl. for a variety of stakeholders to show impact scale) AND lessons learnt [ ] greater focus on actions than context (think 'STAAAAAAR')
Target area(s) of interest
[ ] identifies skills (areas of interest, aka buckets) to be evidenced in the support story [✓] greatest & weakest points of your career [✓] upstream & downstream feedback [✓] cross functional collaboration [✓] conflict resolution [ ] leadership [ ] mentoring
Leadership tell-tale signs
[✓] demonstrates ownership (although may not be in a managing / leading position) [ ] motivates stakeholders (across the company and possibly more) [ ] empowers team members (incl. signs of mentoring) [ ] can initiate & take decisions without hierarchical support [ ] acts as team lead (although may face resistance) [ ] has a vision and is not just a manager
]]> Additional comments
= paraphrased version of Have you ever had to deal with negative upstream and/or downstream feedback? 00:31 S I remember the case when... coupon calculator form TL developer team couldn't understand how to present 01:27 T resolve conflict 01:35 A firstly, I asked him 1-1 meeting 02:09 secondly I stayed focused to on read more practice for... 02:50 read resources e.g. habr e.g. how to explain business requirements to developers 03:37 R 04:14 requested follow-up My require-ts was bad for them You didn't explain ... 05:48 Were you too emotional or were you able to keep distance? end 08:18 Feedback 〆a little weak on metrics 40% speed increase
]]> 88 confirm confirmation from stakeholders It can grow make you more smarter I tried to avtomate automate a test It's not necessarily necessary to write code You should hear listen to your colleagues even when you don't understand him ... which increased speed to by 40% ]]> 20251014 18:15-19:15 1 3000 -3000 + 6000 = 3000 active JH | Mock interviews 7 | Buzzwords (4/4) By the end of this session you will have studied https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?tab=t.0 → review your support stories → decide which are most relevant to each topic and/or area of interest → anticipate how questions may overlap and/or be paraphrased → prepare for behavioural questions with the Mock interview assessment sheet template Buzzwords When answering behavioural questions with supporting stories, it is sometimes a good idea to name things to show the recruiter you are aware of such concepts, and strive to grow as a professional. → match the expressions with the definitions → describe a real-life or fictional situation with each expression zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH Templates B2 - C1 Vocab review 87 10 4 pix/icons8-dictionary-100_white.png Buzzwords (4/4) active wip xml_multi_dd_row What buzzwords, key expressions and trendy principles will make a recruiter happy? 17 10 left 1 2 3 4 5 6 7 8 How do you ensure knowledge transfer you passed onto your subordinates was successfully assimilated? ✓ compare processes & results before and after ✓ look at questions & feedback from colleagues Have you ever overestimated the cost and impact of deploying a new technology & discouraged its implementation, and yet, you were later proved to be wrong? ✓ when being too risk averse because under time pressure ✓ when failing to consider other options because of budget constraints What resistance from your teams do you often face when managing change? ✓ lack of motivation to change proven procedures & routines ✓ inadequate commitment ✓ poor ownership Have you ever taken measures to improve the team climate in order to take bolder decisions without fear of punishment? ✓ set an example ✓ make and learn from mistakes → distinguish reckless solutions from creative and/or empirical ones bold = brave, courageous What can you do when team members turn down your empowerment opportunities or don't want to be held responsible? ✓ support them with guidelines ✓ suggest a roadmap ✓ stimulate their confidence in their skills 86 time management = organising and planning how to divide time between specific activities effectively impact assessment = evaluating the potential consequences or benefits of a decision or action vision setting = defining and communicating a clear, inspiring direction for a team or organisation delegation = assigning responsibility and authority for tasks while maintaining accountability empowerment = encouraging workers to improve the way they do their own jobs, and/or give them the power or authority to do sth decision-making under pressure = the ability to make effective choices quickly in challenging situations change management = guiding individuals and teams through organisational transitions smoothly knowledge transfer = sharing skills, expertise, and experience to help others grow professionally psychological safety = a team climate where members feel safe to take risks and express themselves without fear of punishment succession planning = preparing individuals to assume key roles in the future to ensure continuity of leadership Bottoms Up - JH B2 Preparing for professional mobility 85 1 Mock interview - Feedback Mock interview (general format) - Feedback TEMPLATE active prep_2columns_2qa edit_2columns_2qa pix/icons8-quiz-100_white.png Use this assessment sheet for feedback of behavioural questions How did you adapt when you had to observe requirements and KPIs you did not approve of? ]]> stopwatch Methodology
[ ] repeats or paraphrases question to confirm understanding (also, to stall for time while finding a story) [X] elicits expected skills to be validated by initial behavioural question (by 'thinking aloud') [✓] addresses question with convincing story [ ] shows awareness of and/or experience in adjacent core skills [ ] does not follow only a chronological narrative [〆] follows a clear & logical narrative progression (STAR, CARL, BLUF, Minto/McKinsey Pyramid, SWOT...) [ ] uses metrics effectively (and regularly, not just to draw conclusions) [ ] ends initial answer with 'Would you like to hear more?' [ ] engages in natural conversation (no regurgitation, attentive to follow-up questions)
Use of STAR approach
[ ] succinct situation (and NOT a chronological description) [ ] single-sentence task (focusing on 'I' rather than 'we') [ ] numerous actions (incl. cross collaboration to suggest size) [ ] results (incl. for a variety of stakeholders to show impact scale) AND lessons learnt [ ] greater focus on actions than context (think 'STAAAAAAR')
Target area(s) of interest
[✓] identifies skills (areas of interest, aka buckets) to be evidenced in the support story [ ] greatest & weakest points of your career [ ] upstream & downstream feedback [ ] cross functional collaboration [✓] conflict resolution [ ] leadership [ ] mentoring
Leadership tell-tale signs
[ ] demonstrates ownership (although may not be in a managing / leading position) [ ] motivates stakeholders (across the company and possibly more) [ ] empowers team members (incl. signs of mentoring) [ ] can initiate & take decisions without hierarchical support [ ] acts as team lead (although may face resistance) [ ] has a vision and is not just a manager
]]> Additional comments
00:48 requested paraphrase 01:28 S It happened w/ me recently when... DR plan for info sys was angry T ? 02:30 A firstly I explained I'm not qualified for and secondly I claimed 03:20 he explained that I mustn't do it alone → S or A? 03:35 paused 04:18 gave up Feedback 〆unclear if refused, accepted, or tried to negotiate Talked w/ TL After this business reason I could understand... R reduced by 80% shared solutions w/ colleagues
]]> 84 more faster You need to follow for business needs It 's not depends doesn't depend on my analyst analysis ]]> report /rɪˈpɔ:t/ 20251009 18:15-19:15 1 3000 -3000 + 9000 = 6000 active JH | Mock interviews 6 | Buzzwords (3/4) By the end of this session you will have studied Support stories Find a common support story for the following question: Do you always interrupt your workflow to analyse your mistakes? Why / why not? This is a paraphrased version of: When things go wrong, do you take time to evaluate your work? (What is your typical way of dealing with conflict?) ! Watch out = typical question with no single, perfect answer → identify key concepts e.g. rationale & buzzwords head hunters expect to hear from you → choose & prepare a support story e.g. recall surprising facts & figures, metrics → answer the question with a relevant narrative structure e.g. STAR, CARL, BLUF, Minto / McKinsey Pyramid → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about → use the following AI prompt to facilitate oral delivery of your notes Make short sentences using the past participle or infinitive form and bullet points for each idea https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing Set of support stories https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?tab=t.0 → review your support stories → decide which are most relevant to each topic and/or area of interest → anticipate how questions may overlap and/or be paraphrased → prepare for behavioural questions with the Mock interview assessment sheet template Buzzwords When answering behavioural questions with supporting stories, it is sometimes a good idea to name things to show the recruiter you are aware of such concepts, and strive to grow as a professional. → match the expressions with the definitions → describe a real-life or fictional situation with each expression zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH Templates B2 - C1 Vocab review 83 9 3 pix/icons8-dictionary-100_white.png Buzzwords (3/4) active wip xml_multi_dd_row What buzzwords, key expressions and trendy principles will make a recruiter happy? 17 10 left 1 2 3 4 5 6 7 8 9 10 Why are there probably more professional boundaries in a state company than a private one? ✓ perhaps because of a more vertical hierarchy ✓ government structures often don't encourage socialising during work hours Which do you find more challenging: stakeholder alignment or cross-functional alignment? ✓ stakeholders may be more difficult to satisfy Have you ever had some coping strategy that made things even worse? ✓ taking a few days off to avoid burn out when under pressure to meet deadlines Have you felt your storytelling had failed? Why? 〆too lengthy introduction with no clear end-state 〆joke with a punchline was misunderstood because of cultural differences When did you successfully make use of de-escalation techniques? ✓ decided to have a break, postponed the meeting → avoid a shouting match & saying things you'd regret later ✓ ask a third party to play the role of a moderator / mediator Have you got any favourite strategies to mitigate risks? ✓ never make substantial changes at the end of a working day or week ✓ avoid making requests on Mondays and Fridays 82 stakeholder alignment = process of getting different parties with a shared interest to agree on priorities, expectations, and timelines cross-functional teamwork = collaboration between employees from different departments to achieve shared objectives influence without authority = the ability to guide others’ decisions or actions without formal power conflict resolution = strategies used to address and manage disagreements productively professional boundaries = limits set in workplace relationships to ensure mutual respect and efficiency risk mitigation = strategies taken to reduce the likelihood or impact of potential problems storytelling in business = use of narrative techniques to convey ideas and engage an audience persuasive communication = ability to convince others to support an idea or take action win-win outcome = a resolution where all parties benefit or feel their needs are addressed negotiation skills = techniques used to reach mutually acceptable agreements between parties de-escalation techniques = methods for reducing tension and preventing conflict from worsening coping strategies = methods used to manage pressure, anxiety, or emotional strain to persuade = to convince Bottoms Up - JH B2 Preparing for professional mobility 81 1 Mock interview - Feedback Mock interview (general format) - Feedback TEMPLATE active prep_2columns_2qa edit_2columns_2qa pix/icons8-quiz-100_white.png Use this assessment sheet for feedback of behavioural questions Do you always interrupt your workflow to analyse your mistakes? Why / why not? (take 02) ]]> stopwatch Methodology
[✓] repeats or paraphrases question to confirm understanding (also, to stall for time while finding a story) [ ] elicits expected skills to be validated by initial behavioural question (by 'thinking aloud') [ ] addresses question with convincing story [X] shows awareness of and/or experience in adjacent core skills ← cross functional collaboration [ ] does not follow only a chronological narrative [?] follows a clear & logical narrative progression (STAR, CARL, BLUF, Minto/McKinsey Pyramid, SWOT...) [?] uses metrics effectively (and regularly, not just to draw conclusions) [✓] ends initial answer with 'Would you like to hear more?' [✓] engages in natural conversation (no regurgitation, attentive to follow-up questions)
Use of STAR approach
[ ] succinct situation (and NOT a chronological description) [ ] single-sentence task (focusing on 'I' rather than 'we') [ ] numerous actions (incl. cross collaboration to suggest size) [✓] results (incl. for a variety of stakeholders to show impact scale) AND lessons learnt [ ] greater focus on actions than context (think 'STAAAAAAR')
Target area(s) of interest
[ ] identifies skills (areas of interest, aka buckets) to be evidenced in the support story [ ] greatest & weakest points of your career [✓] upstream & downstream feedback [?] cross functional collaboration [ ] conflict resolution [ ] leadership [ ] mentoring
Leadership tell-tale signs
[ ] demonstrates ownership (although may not be in a managing / leading position) [ ] motivates stakeholders (across the company and possibly more) [ ] empowers team members (incl. signs of mentoring) [ ] can initiate & take decisions without hierarchical support [ ] acts as team lead (although may face resistance) [ ] has a vision and is not just a manager
]]> Additional comments
00:17 strong assertive comment I think you must... 00:29 S 00:50 T get & prepare require-ts 00:59 A I thought... PSI showed TL found mistakes I spend a lot of time for on that 02:18 I understood I need to prepare better architecture = lessons learnt after that I also understood that... need to ask stakeholders was shy to ask sth about that 2 reasons to help avoid mistakes in the future → R started ~ 3:00? 03:46 next iteration prepared/ wo mistakes delivered on time 04:02 would you like to know more? I honestly wanted to understand by myself Feedback 〆v.chronological narrative 〆confusing breakdown 〆absolutely no metrics
]]> 80 3 Mock interview - Feedback Mock interview (general format) - Feedback TEMPLATE active prep_2columns_2qa edit_2columns_2qa pix/icons8-quiz-100_white.png Use this assessment sheet for feedback of behavioural questions Tell me about a time when you had to use your presentation skills to influence someone's opinion ]]> stopwatch Methodology
[✓] repeats or paraphrases question to confirm understanding (also, to stall for time while finding a story) [ ] elicits expected skills to be validated by initial behavioural question (by 'thinking aloud') [?] addresses question with convincing story [ ] shows awareness of and/or experience in adjacent core skills [ ] does not follow only a chronological narrative [ ] follows a clear & logical narrative progression (STAR, CARL, BLUF, Minto/McKinsey Pyramid, SWOT...) [?] uses metrics effectively (and regularly, not just to draw conclusions) [ ] ends initial answer with 'Would you like to hear more?' [ ] engages in natural conversation (no regurgitation, attentive to follow-up questions)
Use of STAR approach
[✓] succinct situation (and NOT a chronological description) [✓] single-sentence task (focusing on 'I' rather than 'we') [✓] numerous actions (incl. cross collaboration to suggest size) [ ] results (incl. for a variety of stakeholders to show impact scale) AND lessons learnt [✓] greater focus on actions than context (think 'STAAAAAAR')
Target area(s) of interest
[ ] identifies skills (areas of interest, aka buckets) to be evidenced in the support story [✓] greatest & weakest points of your career [ ] upstream & downstream feedback [✓] cross functional collaboration [?] conflict resolution [ ] leadership [ ] mentoring
Leadership tell-tale signs
[✓] demonstrates ownership (although may not be in a managing / leading position) [ ] motivates stakeholders (across the company and possibly more) [ ] empowers team members (incl. signs of mentoring) [✓] can initiate & take decisions without hierarchical support [ ] acts as team lead (although may face resistance) [ ] has a vision and is not just a manager
]]> Additional comments
00:28 S it happened to me when 00:49 T My task was to prove him, to make him sure reassure him 01:05 A compare w/ another sys proved had a clear data set explained how calculated metrics showed how to upgrade model 02:32 R as a result thx to my suggested steps started to implement 02:52 end 2 follow-up qs Feedback 〆a little short but convincing delivery → add more details about how you dealt w/ resistance conflict w/ risk dept ? metrics
]]> 79 for on that My task was to prove (option1: sth to) him (option2: that) I needed to make him sure reassure him ]]> 20251003 18:15-19:15 1 12000 20251003 3000 -3000 + 12000 = 9000 active JH | Mock interviews 5 | Buzzwords (2/4) By the end of this session you will have studied https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?tab=t.0 → review your support stories → decide which are most relevant to each topic and/or area of interest → anticipate how questions may overlap and/or be paraphrased → prepare for behavioural questions with the Mock interview assessment sheet template Buzzwords When answering behavioural questions with supporting stories, it is sometimes a good idea to name things to show the recruiter you are aware of such concepts, and strive to grow as a professional. → match the expressions with the definitions → describe a real-life or fictional situation with each expression zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH Templates B2 - C1 Vocab review 78 2 8 pix/icons8-dictionary-100_white.png Buzzwords (2/4) active wip xml_multi_dd_row What buzzwords, key expressions and trendy principles will make a recruiter happy? 17 10 left 1 2 3 4 5 6 7 8 9 10 77 lessons learned = insights gained from past mistakes or failures that inform better future decisions constructive feedback = specific, actionable advice aimed at improving performance or behaviour recognition culture = an environment where contributions and achievements are regularly acknowledged and valued self-reflection = the process of evaluating one’s own actions and decisions to identify strengths and areas for improvement team synergy = the combined effort of a group producing results greater than the sum of individual contributions inspirational leadership = influencing others positively through vision, enthusiasm, and example peer accountability = shared responsibility among colleagues to maintain standards and meet commitments cognitive bias = a systematic pattern of deviation from rational judgement that can lead to overlooking solutions fresh perspective = an alternative viewpoint that brings new ideas or approaches to a problem emotional intelligence = the ability to recognise, understand, and manage one’s own emotions and the emotions of others feedback loop = a process where output or results are evaluated to make improvements in future actions Bottoms Up - JH B2 Preparing for professional mobility 76 1 Mock interview - Feedback Mock interview (general format) - Feedback TEMPLATE active prep_2columns_2qa edit_2columns_2qa pix/icons8-quiz-100_white.png Use this assessment sheet for feedback of behavioural questions Tell me about a time when you were held responsible together with your team for failing to meet deadlines ]]> stopwatch Methodology
[ ] repeats or paraphrases question to confirm understanding (also, to stall for time while finding a story) [ ] elicits expected skills to be validated by initial behavioural question (by 'thinking aloud') [ ] addresses question with convincing story [ ] shows awareness of and/or experience in adjacent core skills [ ] does not follow only a chronological narrative [ ] follows a clear & logical narrative progression (STAR, CARL, BLUF, Minto/McKinsey Pyramid, SWOT...) [?] uses metrics effectively (and regularly, not just to draw conclusions) [X] ends initial answer with 'Would you like to hear more?' [ ] engages in natural conversation (no regurgitation, attentive to follow-up questions)
Use of STAR approach
[ ] succinct situation (and NOT a chronological description) [ ] single-sentence task (focusing on 'I' rather than 'we') [X] numerous actions (incl. cross collaboration to suggest size) [ ] results (incl. for a variety of stakeholders to show impact scale) AND lessons learnt [ ] greater focus on actions than context (think 'STAAAAAAR')
Target area(s) of interest
[ ] identifies skills (areas of interest, aka buckets) to be evidenced in the support story [ ] greatest & weakest points of your career [ ] upstream & downstream feedback [X] cross functional collaboration [ ] conflict resolution [ ] leadership [ ] mentoring
Leadership tell-tale signs
[ ] demonstrates ownership (although may not be in a managing / leading position) [ ] motivates stakeholders (across the company and possibly more) [ ] empowers team members (incl. signs of mentoring) [ ] can initiate & take decisions without hierarchical support [ ] acts as team lead (although may face resistance) [ ] has a vision and is not just a manager
]]> Additional comments
S as a sys analyst, failed to write a description about given process couldn't meet deadline to implement important feature T implement a fix quickly A admitted my mistakes told TL about my mistakes started to understand how this operation was written after 2 days wrote clear tech doc matched w/ previous tech requirements got confirmation from dev deliverable in 2 days R increased stakeholder satisfaction learnt that you can really forget... important to stay calm notify TL Feedback unclear exposure of S 〆not a story about peer accountability!
]]> 75 1 Mock interview - Feedback Mock interview (general format) - Feedback TEMPLATE active prep_2columns_2qa edit_2columns_2qa pix/icons8-quiz-100_white.png Use this assessment sheet for feedback of behavioural questions Do you always interrupt your workflow to analyse your mistakes? Why / why not? ]]> stopwatch Methodology
[ ] repeats or paraphrases question to confirm understanding (also, to stall for time while finding a story) [ ] elicits expected skills to be validated by initial behavioural question (by 'thinking aloud') [ ] addresses question with convincing story [ ] shows awareness of and/or experience in adjacent core skills [ ] does not follow only a chronological narrative [ ] follows a clear & logical narrative progression (STAR, CARL, BLUF, Minto/McKinsey Pyramid, SWOT...) [ ] uses metrics effectively (and regularly, not just to draw conclusions) [ ] ends initial answer with 'Would you like to hear more?' [ ] engages in natural conversation (no regurgitation, attentive to follow-up questions)
Use of STAR approach
[ ] succinct situation (and NOT a chronological description) [ ] single-sentence task (focusing on 'I' rather than 'we') [ ] numerous actions (incl. cross collaboration to suggest size) [ ] results (incl. for a variety of stakeholders to show impact scale) AND lessons learnt [ ] greater focus on actions than context (think 'STAAAAAAR')
Target area(s) of interest
[ ] identifies skills (areas of interest, aka buckets) to be evidenced in the support story [ ] greatest & weakest points of your career [ ] upstream & downstream feedback [ ] cross functional collaboration [ ] conflict resolution [ ] leadership [ ] mentoring
Leadership tell-tale signs
[ ] demonstrates ownership (although may not be in a managing / leading position) [ ] motivates stakeholders (across the company and possibly more) [ ] empowers team members (incl. signs of mentoring) [ ] can initiate & take decisions without hierarchical support [ ] acts as team lead (although may face resistance) [ ] has a vision and is not just a manager
]]> Additional comments
~ 30 to find story S at Sovcombank... (...) aborted
]]> 74 important relevant to this company The stack of European companies is different than from | to the one we have The development had been going good well lost the line thread ]]> 20250930 18:15-19:15 1 3000 -3000 + 3000 = 0 active Motivating teams with intrinsic and extrinsic factors How can cultural differences impact global teams? 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 Upper Intermediate Case study Motivating the sales team pg 80 reading Background market_leader_3rd_upper_intermediate_students_book_pg80-81-136-138-142_case_study_motivating_the_sales_team.pdf Set of support stories https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?tab=t.0 → review your support stories → decide which are most relevant to each topic and/or area of interest → anticipate how questions may overlap and/or be paraphrased → prepare for behavioural questions with the Mock interview assessment sheet template Buzzwords When answering behavioural questions with supporting stories, it is sometimes a good idea to name things to show the recruiter you are aware of such concepts, and strive to grow as a professional. → match the expressions with the definitions → describe a real-life or fictional situation with each expression zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Market Leader 3rd edition B2 Unit 8 Team building 73 Case study: Motivating the sales team active wip textbook What obstacles could you face when motivating an international sales team? ✓ different financial expectations ✓ contradictory work life balance needs ✓ cross cultural communication breakdown (...) pg 80 background - reading T / Cl What problems does David Seymour have? 〆sales below target 〆low morale 〆Asian expansion in doubt 〆launch of new products next year under question → team members are not working together?... pg 80 David Seymour - reading T / Cl Is tighter control the right tool to improve sales performance of team members motivated most likely by intrinsic factors? 〆 probably not pg 80 David Seymour's plan T / Cl Do you agree with his ideas? 〆no individual commission might not be fair 〆being the least successful performer 〆weekly reports reminiscent of micromanagement → no team building actions pg 80 listening sales meeting market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_030.ogg T / Cl What solutions do you agree with? Why? (...) pg 81 task 1 2 3 4 5 6 pg 136 director 1 T / Cl Who is guilty of poor sales results [team | David]? ✓ probably David → find a new manager pg 142 director 2 T / Cl What would you recommend [fire David | move him to another department | provide him with training]? ✓ many members are quite experienced already! → difficult team to manage (...) Who needs training? ✓ David (team-building rather than motivating) ✓ Natalya (sales) ✓ Hank (interpersonal skills) (...) pg 138 director 3 T / Cl Would you replace David with Chang? 〆too polite 〆not assertive enough in meetings → needs training Has Chang got greater potential for leadership? 〆training may not change mentality ✓ likeable & cooperative → can bring the team back together = people person pg 136 director 4 T / Cl Could Sonia be a good match to improve the team's morale? 〆 workaholic ]]> 72 DVD case study commentary active wip textbook If you were a consultant, what recommendations would you proffer? DVD case study commentary Feedback T / Cl What are David's mistakes according to the consultant? 〆no common ground (what is 'success'?) 〆no shared criteria 〆changes in compensation like opening a Pandora's box 〆no alignment of the team 〆DS isn't a good listener → should encourage team to communicate together rather than one to one What should monthly reports provide? ✓ celebrate success together (perhaps a little too formal?) ✓ indicate where help is required What conclusions can be drawn? 〆either David shouldn't be given a warning (yet) or be fired immediately → David needs support, continuous training in team building = mistake of HR in hiring him in the 1st place ⇒ recruit a new manager to start team building from scratch?... ]]> 71 intrinsic = inherent, essential; belonging naturally (intrinsic value) extrinsic = not forming an essential part of a thing or arising or originating from the outside Herzberg 2-factor theory = motivators will fail if hygiene factors are not satisfactory hygiene factor = feature of a job that will make a worker unhappy if it is not provided, for example fair pay or comfortable working conditions: Hygiene factors are those which are necessary for people to work, not those that actually motivate people to work harder purchasing power = money that people have available to buy goods with to persist = to continue to do sth in spite of difficulties or opposition, in a way that can seem unreasonable to win over = to convince; to make (someone) agree, understand, or realize the truth or validity of something to get the picture = to get the meaning of something to pull your weight = to do your full share of work; do your part to have a quiet word in sb's ear = to talk in secret to put off = to hold back to a later time compound = thing consisting of two or more separate things combined together to compound = to make sth bad become even worse by causing further harm, e.g. The problems were compounded by severe food shortages 70 's not depends doesn't depend on economical economic policies I can spend it for on games, my education He suggests them some goals to them ]]> 20250926 18:15-19:15 1 3000 -3000 + 6000 = 3000 active JH | Mock interviews 4 | Buzzwords (1/4) JH | Set of support stories | Buzzwords (1/4) | Mock interviews By the end of this session you will have studied https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?tab=t.0 → review your support stories → decide which are most relevant to each topic and/or area of interest → anticipate how questions may overlap and/or be paraphrased → prepare for behavioural questions with the Mock interview assessment sheet template Buzzwords When answering behavioural questions with supporting stories, it is sometimes a good idea to name things to show the recruiter you are aware of such concepts, and strive to grow as a professional. → match the expressions with the definitions → describe a real-life or fictional situation with each expression zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH Templates B2 - C1 Vocab review 69 1 7 pix/icons8-dictionary-100_white.png Buzzwords (1/4) active wip xml_multi_dd_row What buzzwords, key expressions and trendy principles will make a recruiter happy? 17 10 left 1 2 3 4 5 6 7 8 9 10 68 Bottoms Up - JH B2 Preparing for professional mobility 67 3 Mock interview - Feedback Mock interview (general format) - Feedback TEMPLATE active prep_2columns_2qa edit_2columns_2qa pix/icons8-quiz-100_white.png Use this assessment sheet for feedback of behavioural questions Give me an example of a time when you set a goal and were able to meet or achieve it. ]]> stopwatch Methodology
[ ] paraphrases question to confirm understanding ← need more stalling for time [ ] elicits expected skills to be validated by initial behavioural question (by 'thinking aloud') [✓] addresses question with relevant story [?] shows awareness of and/or experience in adjacent core skills [ ] does not follow a chronological narrative [✓] follows a clear & logical narrative progression (STAR, CARL, BLUF, Minto/McKinsey Pyramid, SWOT...) [X] uses metrics effectively [X] engages in natural conversation (no regurgitation, attentive to follow-up questions)
Use of STAR approach
[✓] succinct situation (and NOT a chronological description) [✓] single-sentence task (focusing on 'I' rather than 'we') [✓] numerous actions (incl. cross collaboration to suggest size) [ ] results (incl. for a variety of stakeholders to show impact scale) AND lessons learnt
Target area(s) of interest
[ ] identifies skills (areas of interest) to be evidenced in the support story [✓] greatest & weakest points of your career [ ] upstream & downstream feedback [ ] cross functional collaboration [ ] conflict resolution [ ] leadership [ ] mentoring
Leadership tell-tale signs
[X] acts as team lead [ ] empowers team members [ ] can initiate & take decisions without hierarchical support [?] has a vision and is not just a manager
]]> Additional comments
ML model legal clients 00:25 S 2 years when I started to work... 01:02 pause 01:28 T and I set a goal to create for them a tool 01:52 A firstly I decided after that, we needed to collect... also I understood how pipeline of... 03:04 pause tried to understand I needed to talk w/ stakeholders more 04:26 R reduced loan approval time by 50% 05:00 would you like to hear more? ✓ asking for follow-up question
]]> 66 3 Mock interview - Feedback Mock interview (general format) - Feedback TEMPLATE active prep_2columns_2qa edit_2columns_2qa pix/icons8-quiz-100_white.png Use this assessment sheet for feedback of behavioural questions Give me an example of a time when you motivated others. ]]> stopwatch Methodology
[✓] paraphrases (repeats) question to confirm understanding [ ] elicits expected skills to be validated by initial behavioural question (by 'thinking aloud') [✓] addresses question with relevant story [✓] shows awareness of and/or experience in adjacent core skills [ ] does not follow a chronological narrative [✓] follows a clear & logical narrative progression (STAR, CARL, BLUF, Minto/McKinsey Pyramid, SWOT...) [ ] uses metrics effectively [✓] engages in natural conversation (no regurgitation, attentive to follow-up questions)
Use of STAR approach
[✓] succinct situation (and NOT a chronological description) [✓] single-sentence task (focusing on 'I' rather than 'we') [✓] numerous actions (incl. cross collaboration to suggest size) [X] results (incl. for a variety of stakeholders to show impact scale) AND lessons learnt
Target area(s) of interest
[✓] identifies skills (areas of interest) to be evidenced in the support story [✓] greatest & weakest points of your career [✓] upstream & downstream feedback [ ] cross functional collaboration [ ] conflict resolution [ ] leadership [ ] mentoring
Leadership tell-tale signs
[ ] acts as team lead [ ] empowers team members [ ] can initiate & take decisions without hierarchical support [✓] has a vision and is not just a manager
]]> Additional comments
00:10 S burnout of data scientists → how many people? 00:42 T I decided to help them by creating... 00:52 my task was to create a tool retrain their model 01:05 A I organised a meeting to ... I created ... I offered them a structure and after that we compared and, and, and we noticed we had 100% successful between 03:36 R reduced 60% to 40% I think I created a really good service 04:48 end ✓ asks for follow-up questions Feedback → provide more metrics to give an idea of the size & impact across the company 〆language occasionally impedes effective communication → slow down delivery → use a variety of discourse markers (instead of 'and, and, and') e.g. what's more, additionally, furthermore
]]> 65 many much time and due for to this When we have Once we had created the model and thanks for to that for theirs stakeholders their stakeholders we noticed we had 100% successful success they say told me thank you (OR they were grateful) ]]> 20250923 18:15-19:15 1 3000 -3000 + 9000 = 6000 active JH | Mock interviews 3 JH | Set of support stories | Buzzwords (1/4) | Mock interviews By the end of this session you will have studied https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?tab=t.0 → review your support stories → decide which are most relevant to each topic and/or area of interest → anticipate how questions may overlap and/or be paraphrased → prepare for behavioural questions with the Mock interview assessment sheet template zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 64 1 Mock interview - Feedback Mock interview (general format) - Feedback TEMPLATE active prep_2columns_2qa edit_2columns_2qa pix/icons8-quiz-100_white.png Use this assessment sheet for feedback of behavioural questions Tell me about a time when you were forced to make an unpopular decision. ]]> stopwatch Methodology
[ ] paraphrases question to confirm understanding [ ] elicits expected skills to be validated by initial behavioural question (by 'thinking aloud') [?] addresses question with relevant story [ ] shows awareness of and/or experience in adjacent core skills [ ] does not follow a chronological narrative [ ] follows a clear & logical narrative progression (STAR, CARL, BLUF, Minto/McKinsey Pyramid, SWOT...) [ ] uses metrics effectively ← not enough! [ ] engages in natural conversation (no regurgitation, attentive to follow-up questions)
Use of STAR approach
[ ] succinct situation (and NOT a chronological description) [✓] single-sentence task (focusing on 'I' rather than 'we') [ ] numerous actions (incl. cross collaboration to suggest size) [ ] results (incl. for a variety of stakeholders to show impact scale) AND lessons learnt
Target area(s) of interest
[ ] identifies skills (areas of interest) to be evidenced in the support story [?] greatest & weakest points of your career [ ] upstream & downstream feedback [ ] cross functional collaboration [?] conflict resolution [?] leadership [ ] mentoring
Leadership tell-tale signs
[ ] acts as team lead [ ] empowers team members [?] can initiate & take decisions without hierarchical support [?] has a vision and is not just a manager
]]> Additional comments
~ 30" finding a relevant story 00:15 S our task was to score... ... had few resources needed to split 01:29 mistakes 01:33 T I decided to fix it I offered my TL to create... (pause) single services to... 02:29 A asked for help from data scientist 02:52 R decreased number of errors from 40 to 20% got better process to implement a new model 03:25 end Feedback 〆too short delivery 〆2-3 long pauses (looking for ideas?) 〆not clear was unpopular → no evidence of resistance or hurdles
]]> 63 2 Mock interview - Feedback Mock interview (general format) - Feedback TEMPLATE active prep_2columns_2qa edit_2columns_2qa pix/icons8-quiz-100_white.png Use this assessment sheet for feedback of behavioural questions How did you deal with a very upset customer or co-worker? ]]> stopwatch Methodology
[ ] paraphrases question to confirm understanding [ ] elicits expected skills to be validated by initial behavioural question (by 'thinking aloud') [✓] addresses question with relevant story [ ] shows awareness of and/or experience in adjacent core skills [ ] does not follow a chronological narrative [ ] follows a clear & logical narrative progression (STAR, CARL, BLUF, Minto/McKinsey Pyramid, SWOT...) [X] uses metrics effectively [ ] engages in natural conversation (no regurgitation, attentive to follow-up questions)
Use of STAR approach
[ ] succinct situation (and NOT a chronological description) [ ] single-sentence task (focusing on 'I' rather than 'we') [✓] numerous actions (incl. cross collaboration to suggest size) [?] results (incl. for a variety of stakeholders to show impact scale) AND lessons learnt ← missing!
Target area(s) of interest
[ ] identifies skills (areas of interest) to be evidenced in the support story [ ] greatest & weakest points of your career [ ] upstream & downstream feedback [?] cross functional collaboration [✓] conflict resolution [ ] leadership [ ] mentoring
Leadership tell-tale signs
[ ] acts as team lead [ ] empowers team members [✓] can initiate & take decisions without hierarchical support [ ] has a vision and is not just a manager
]]> Additional comments
00:28 finding relevant story S short deadline negative feedback I noticed that... stressful situation T who set it? A ? 01:21 I asked the business to show us how many blocks... 01:57 organised quick call stakeholders showed us what I brought tech doc shared w/ dev team organised a new demo 02:42 hadn;t got negative feedback interface felt more usable → more IT related vocab 02:58 and that's all Feedback 〆too short delivery 〆not enough metrics (tho' getting better) 〆no lessons learnt e.g. emotional intelligence → ask for follow-up questions instead of saying 'And that's all!'
]]> 62 to union join it It helped me fastly find a story fast | quickly ]]> 20250919 18:15-19:15 1 3000 -3000 + 12000 = 9000 active JH | Mock interviews 2 JH | Set of support stories | Buzzwords (1/4) | Mock interviews By the end of this session you will have studied https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?tab=t.0 → review your support stories → decide which are most relevant to each topic and/or area of interest zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 61 1 Mock interview - Feedback Mock interview (general format) - Feedback TEMPLATE active prep_2columns_2qa edit_2columns_2qa pix/icons8-quiz-100_white.png Use this assessment sheet for feedback of behavioural questions When did you last experience a stressful situation that stretched your coping skills? ]]> stopwatch Methodology
[X] paraphrases (repeats) question to confirm understanding [ ] elicits expected skills to be validated by initial behavioural question (by 'thinking aloud') [?] addresses question with relevant story ← scope? [ ] shows awareness of and/or experience in adjacent core skills [!] does not follow a chronological narrative [ ] follows a clear & logical narrative progression (STAR, CARL, BLUF, Minto/McKinsey Pyramid, SWOT...) [!] uses metrics effectively [ ] engages in natural conversation (no regurgitation, attentive to follow-up questions)
Use of STAR approach
[ ] succinct situation (and NOT a chronological description) [ ] single-sentence task (focusing on 'I' rather than 'we') [ ] numerous actions (incl. cross collaboration to suggest size) [ ] results (incl. for a variety of stakeholders to show impact scale) AND lessons learnt
Target area(s) of interest
[ ] identifies skills (areas of interest) to be evidenced in the support story [?] greatest & weakest points of your career [ ] upstream & downstream feedback [?] cross functional collaboration [ ] conflict resolution [ ] leadership [ ] mentoring
Leadership tell-tale signs
[ ] acts as team lead [ ] empowers team members [ ] can initiate & take decisions without hierarchical support [ ] has a vision and is not just a manager
]]> Additional comments
00:20 Recently, we have released some ... 01:16 paused? 01:38 developers blamed Kafka system analysts blamed... 02:09 take 2 00:13 S Recently we ... Me & sys analysts blamed... We had a critical situation queries 01:19 T To resolve that I decided 01:42 A we started to debug our code 02:03 thx to my ability to create 02:59 I wrote a specification 03:08 R That's all Feedback metrics 2 ML dev ops time span 〆only 3hrs!? → should be w/in 12hrs
]]> 60 2 Mock interview - Feedback Mock interview (general format) - Feedback TEMPLATE active prep_2columns_2qa edit_2columns_2qa pix/icons8-quiz-100_white.png Use this assessment sheet for feedback of behavioural questions Give me an example of a time when you tried to accomplish something and failed. ]]> stopwatch Methodology
[X] paraphrases question to confirm understanding [ ] elicits expected skills to be validated by initial behavioural question (by 'thinking aloud') [ ] addresses question with relevant story [ ] shows awareness of and/or experience in adjacent core skills [ ] does not follow a chronological narrative [ ] follows a clear & logical narrative progression (STAR, CARL, BLUF, Minto/McKinsey Pyramid, SWOT...) [ ] uses metrics effectively [ ] engages in natural conversation (no regurgitation, attentive to follow-up questions)
Use of STAR approach
[ ] succinct situation (and NOT a chronological description) [ ] single-sentence task (focusing on 'I' rather than 'we') [ ] numerous actions (incl. cross collaboration to suggest size) [ ] results (incl. for a variety of stakeholders to show impact scale) AND lessons learnt
Target area(s) of interest
[ ] identifies skills (areas of interest) to be evidenced in the support story [ ] greatest & weakest points of your career [ ] upstream & downstream feedback [ ] cross functional collaboration [ ] conflict resolution [ ] leadership [ ] mentoring
Leadership tell-tale signs
[ ] acts as team lead [ ] empowers team members [ ] can initiate & take decisions without hierarchical support [ ] has a vision and is not just a manager
]]> Additional comments
00:31 getting support story 00:14 When I was at Sovkombank Take 2 00:10 S I have this situation when I tried to... 00:48 gave up Take 3 00:05 S I have this situation when I tried to... how calculator was working 00:32 wrote SQL forgot to switch to test layer 00:57 loaded wrong coupon values T? 01:15 to resolve I honestly ... this mistake created by me 01:28 pause? 01:48 and the pb was that... 02:44 A asked a dev to recount... also ... 03:28 pause? 03:36 S trying to understand how the calculator works forgot to switch to testing environ-t made a mistake in production environ-t T address the mistake A I notified TL I requested help from a dev We recounted with a new algo R metrics decreased from 40% to 0% learnt how to colour-code environ-ts to avoid such mistake in the future
]]> 59 for the company Thanks for to that we rapidly ... We resolved for in 3 hrs I wasn't guilt for guilty of | responsible for these mistakes This mistake created was made by me ]]> 20250916 18:15-19:15 1 3000 -3000 + 3000 = 0 active JH | Formatting notes | Common mistakes | Mock interviews By the end of this session you will have studied https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?tab=t.0 → review your support stories → decide which are most relevant to each topic and/or area of interest Formatting notes https://www.ictnle.com/xml4teaching/xml_load_file_mdl.php?file=../sdata/inc_xml_mdl/course_log_ykhrenov_2025_mdl.xml&mdlid=176 Look at some sample notes → match the kinds of formatting with the sample versions → which formats are easier to recycle and improvise with? Why? zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 58 1 2 pix/icons8-microscope-100_white.png Formatting notes for support stories active wip xml_multi_dd_row How can you prepare your notes to ensure you sound both self-confident and spontaneous? 14 6 left version 1
liaising 4 Doc & Loc dept
15 new articles
feedback - EU US sm experts
doc improved in prod descriptions 4 sales
knowledge sharing version 2
While I was liaising for the Documentation & Localization department of my previous company I authored 15 new articles, indeed I had been tasked to collect feedback from subject matter experts from Europe & the US; the latter really helped me improve documentation in product descriptions for the sales team and, consequently, I successfully contributed to knowledge sharing. version 3
I authored 15 new articles for the Documentation & Localization department in my previous company.

This was achieved by communicating with a multitude of stakeholders, such as European and North American subject matter experts.

As a result the documentation in product descriptions for the sales team was much improved.
Consequently, I successfully contributed to knowledge sharing. version 4
• liaising for the Documentation & Localization department
• author of 15 new articles
• collected feedback from European and North American subject matter experts
• documentation improved in product descriptions for the sales team
• contributed to knowledge sharing version 5
• liaised for the Documentation & Localization department
• communicated with a multitude of stakeholders
• authored 15 new articles
• collected feedback from European and North American subject matter experts
• improved documentation in product descriptions for the sales team
• contributed to knowledge sharing version 6
• liaising for the Documentation & Localization department
• communication with a multitude of stakeholders
• authoring of 15 new articles
• feedback collection from European and North American subject matter experts
• improvement of documentation in product descriptions for the sales team
• contribution to knowledge sharing ]]> 1 2 3 4 5 6 telegraphic liaising 4 Doc & Loc dept 15 new articles feedback - EU US sm experts doc improved in prod descriptions 4 sales knowledge sharing 〆telegraphic notes are less legible without context prose While I was liaising for the Documentation & Localization department of my previous company I authored 15 new articles, indeed I had been tasked to collect feedback from subject matter experts from Europe & the US; the latter really helped me improve documentation in product descriptions for the sales team and, consequently, I successfully contributed to knowledge sharing. 〆prose with lengthy sentences features much unnecessary information → hampers improvisation paragraphing I authored 15 new articles for the Documentation & Localization department in my previous company. This was achieved by communicating with a multitude of stakeholders, such as European and North American subject matter experts. As a result the documentation in product descriptions for the sales team was much improved. Consequently, I successfully contributed to knowledge sharing. 〆paragraphing of thoughts is only relevant to answers in written interviews, provided they remain succinct bullet points • liaising for the Documentation & Localization department • author of 15 new articles • collected feedback from European and North American subject matter experts • documentation improved in product descriptions for the sales team • contributed to knowledge sharing 〆inconsistent grammar forms & disparate bullet points may be confusing grammatically balanced with action verbs (past participles, gerunds, noun phrases) • liaised for the Documentation & Localization department • communicated with a multitude of stakeholders • authored 15 new articles • collected feedback from European and North American subject matter experts • improved documentation in product descriptions for the sales team • contributed to knowledge sharing ✓ bullet points with action verbs are more legible & easier to retrieve relevant data from → faster to drill, recycle for another question and improvise with = recommended format for preparing answers to questions grammatically balanced with gerunds & noun phrases • liaising for the Documentation & Localization department • communication with a multitude of stakeholders • authoring of 15 new articles • feedback collection from European and North American subject matter experts • improvement of documentation in product descriptions for the sales team • contribution to knowledge sharing 〆lengthy noun phrases & gerunds with prepositions are more relevant to listing skills in a CV than past actions ]]> 57 1 3 pix/icons8-dictionary-100_white.png Common mistakes & best practice found in support stories active wip xml_multi_dd_row 14 6 left Take up the challenge although it involved dealing with technical debt
Leveraged legacy software
Set an agenda over 5 weeks
Coded, deployed & tested the solution
Authored a unique product
Built a reputation as a reliable partner able to deal with any customer request ]]> 1 2 3 4 5 6 lack of metrics I have contributed to quite a few innovations, including one that won an award, which have had a significant impact on response time and, consequently, on the company's turnover. I now lead a team responsible for releasing new products for customers from a variety of horizons. rambling description of an anonymous experience (taking place in a vacuum) Witnessing the transformative power of IT first hand ignited a fire within me to become a dedicated IT team lead committed to fostering growth, nurturing curiosity, and empowering future generations. My journey towards becoming a team lead has been marked by a diverse array of experiences and a steadfast commitment to professional excellence. absence of examples to support claims I’m skilled in working in fast-paced environments, have plenty of experience in cross-functional collaboration, and have managed to keep a balance between being a manager and team player. wrong narrative / story-telling approach We had a customer who was a prominent player on the market, though quite tight-fisted, so, in the end, we released a version specially for them. Once upon a time this customer requested a feature that had been deprecated years earlier. It took our team 5 weeks to find a technological solution. We don't usually manage retro-compatibility. We deployed legacy tools. Eventually, we offered an approach within their budget. → Examples of best practice rhetorical question Do you want to be an award-winning company? Are you always struggling with tight deadlines? I have contributed to 8 projects last year that reduced response time by 30% on average. Could you imagine a better way to achieve customer satisfaction in B2B and B2C? personalisation & localisation I was fortunate to witness the transformative power of IT first hand in a start-up. As the company grew it ignited a fire within me to become a dedicated IT team lead. At the same time as our organisation of 10 people developed, I committed to fostering growth, nurturing curiosity, and empowering our new employees from both the capital and smaller towns of our eastern European region. narrative with Minto/McKinsey pyramid We authored a unique product to satisfy backwards compatibility requirements of a leading market player. This was achieved despite a limited budget and short advance notice. Although their technology was obsolete, our team leveraged legacy software within only 5 weeks. We remain open to any challenges, including those involving a technical debt. narrative with STAR (S) Situation A prominent customer required a solution to satisfy backwards compatibility at short notice and within tight budget constraints. (T) Task Take up the challenge although it involved dealing with technical debt (A) Action Leveraged legacy software Set an agenda over 5 weeks Coded, deployed & tested the solution (R) Result Authored a unique product Built a reputation as a reliable partner able to deal with any customer request ]]> 56 Bottoms Up - JH B2 Preparing for professional mobility 55 1 Mock interview - Feedback Mock interview (general format) - Feedback TEMPLATE active prep_2columns_2qa edit_2columns_2qa pix/icons8-quiz-100_white.png Use this assessment sheet for feedback of behavioural questions When did you last experience a stressful situation that stretched your coping skills? Attempted but failed: Tell me about a time when you missed an obvious solution to a problem. Give me an example of a time when you tried to accomplish something and failed. ]]> stopwatch Methodology
[ ] paraphrases question to confirm understanding [ ] elicits expected skills to be validated by initial behavioural question (by 'thinking aloud') [ ] addresses question with relevant story [ ] shows awareness of and/or experience in adjacent core skills [ ] does not follow a chronological narrative [ ] follows a clear & logical narrative progression (STAR, CARL, BLUF, Minto/McKinsey Pyramid, SWOT...) [ ] uses metrics effectively [ ] engages in natural conversation (no regurgitation, attentive to follow-up questions)
Use of STAR approach
[ ] succinct situation (and NOT a chronological description) [ ] single-sentence task (focusing on 'I' rather than 'we') [ ] numerous actions (incl. cross collaboration to suggest size) [ ] results (incl. for a variety of stakeholders to show impact scale) AND lessons learnt
Target area(s) of interest
[ ] identifies skills (areas of interest) to be evidenced in the support story [ ] greatest & weakest points of your career [ ] upstream & downstream feedback [ ] cross functional collaboration [ ] conflict resolution [ ] leadership [ ] mentoring
Leadership tell-tale signs
[ ] acts as team lead [ ] empowers team members [ ] can initiate & take decisions without hierarchical support [ ] has a vision and is not just a manager
]]> Additional comments
00:21 OK, I have many examples how... 00:45 to cut I started to... (Take 3!) 00:15 S I have this case 00:30 T my team leader asked me to... 00:48 A To resolve that I started to (dried out...)
]]> 54 20250912 18:15-19:15 1 3000 -3000 + 6000 = 3000 active Workplace culture JH | Set of support stories | Buzzwords (1/4) | Mock interviews By the end of this session you will have studied https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?tab=t.0 → review your support stories → decide which are most relevant to each topic and/or area of interest Formatting notes https://www.ictnle.com/xml4teaching/xml_load_file_mdl.php?file=../sdata/inc_xml_mdl/course_log_ykhrenov_2025_mdl.xml&mdlid=176 Look at some sample notes → match the kinds of formatting with the sample versions → which formats are easier to recycle and improvise with? Why? zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Business Partner B2 Unit 1.1 Workplace culture 53 Workplace culture active textbook Would you like to work in such a colourful environment as the one pictured in the photo? ✓ synonymous of a dynamic corporate culture 〆excessively bright & distracting If the highest aim of a captain were to preserve his ship, he would keep it in port forever. Thomas Aquinas, Italian philosopher Should taking risks be part of your corporate culture? = don't keep your ship in port for ever → be ready to experience damage pg 7 quotation pg 8 ex 1 Lead in ]]> 52 Corporate culture at Gravity Payments active textbook How can decision-making depend on the corporate culture? Should everyone be treated equally? ✓ decisions are achieved by consensus in a flat hierarchy ✓ decisions are pushed from top to bottom in a more vertical corporate culture → depends on what is more efficient in each situation ≠ equality Is it an important part of corporate culture for staff to be able to share ideas? ✓ unwritten rules that employees are expected to engage in & be committed to their company pg 8 ex 2 A B video business_partner/business_partner_b2/business_partner_b2_video_files/business_partner_b2_video_unit_1l1_1_1_1.mp4 pg 8 ex 3 listening comprehension business_partner/business_partner_b2/business_partner_b2_video_files/business_partner_b2_video_unit_1l1_1_1_1.mp4 pg 8 ex 4 speaking ]]> 51 Elements of corporate culture active textbook Who would most likely leave your company if an equal pay structure was implemented? ✓ senior staff ♠ pay structure = collocation Lexical material: Elements of corporate culture pg 8 ex 5 vocab T / Cl How will organisational behaviour♣ in a state company differ from a private enterprise? 〆probably less teamwork in a state company (due to micro control by middle managers) ✓ probably more teamwork in a private enterprise (as a result of empowerment) ♣ organisational behaviour = how people in an organisation work together & how this affects the organisation as a whole pg 9 ex 6 vocab set for homework pg 9 ex 7 vocab T / Cl Does an open-plan office help improve the working atmosphere? ✓ encourages team working 〆may feel irritating to staff who need to concentrate pg 9 ex 8 A B speaking ]]> 50 1 pix/icons8-collaboration-100_white.png Corporate culture Evaluating corporate culture active wip deck_shuffled_lines_halign prep_deck_shuffled_lines_halign What values are important in a company's culture? What would make you want to join or leave a company?
top priorities
high on the agenda
less important
]]> 49 Role play active textbook What is most likely to cause problems in the corporate culture of your company? 〆working long hours 〆work-life balance pg 9 ex 9 A B role play ]]> 48 organisational behaviour = how people in an organisation work together & how this affects the organisation as a whole 47 was down dropped If I heard about some bad relation to with the employees, I would abandon their products Look to at us, we are all happy When you join to this company, you understand that... My brother was being catched cheated by such company I don't want for the CEO to scream shouting at me It not depends doesn't depend on your skills ]]> 20250909 18:15-19:15 1 3000 -3000 + 9000 = 6000 active Expressing regrets and criticism, making recommendations | JH | Set of support stories JH | Set of support stories | Formatting notes | Buzzwords (1/4) By the end of this session you will have studied You look exhausted! (1) You can't have slept well. (2) You must have been working all weekend. (3) You should have made a break, or you're going to burn out! What does your colleague mean? (1) speculation - negative form (2) speculation - affirmative form (3) regret, criticism smartphone or tablet device print Download onto your tablet or print the following pdf for our next lesson. Market Leader Upper Intermediate pg 78 ex B grammar market_leader_3rd_upper_intermediate_students_book_pg76-78_recipes_for_team_building_modal_perfect.pdf Set of support stories https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?tab=t.0 Set of support stories (see below) Look at the areas of interest you will likely cover during a behavioural questions interview. → review your support stories → decide which are most relevant to each topic You may want to breakdown your support stories into a table with the following headings. Feel free to add any relevant column (e.g. keywords, metrics...)
Greatest & weakest points of your career • biggest achievement • professional diligence (beyond the call of duty) • fact-finding & problem-solving challenge • ambitions & failures
Behavioural questions • 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.
Support stories (list your own!) 1 Implementing a new software tool that increased productivity by 30% 2 Launching a product that became a market leader within six months 3 Working overtime to meet tight deadlines for a key client project 4 Performing a root cause analysis to address recurring operational bottlenecks (...)
zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Market Leader 3rd edition B2 Unit 8 Team building 46 20230130-1907 Drill: Modal verbs selection B2 02 active review 45 20230130-1914 Drill: Modal verbs selection B2 04 active review 44 2 20230202 hw20230207 Role play active wip role_play Recycle new expressions and language. You are disappointed by your team. You are running a continuous assessment meeting to find out why they are late on schedule. → explain what priorities were not addressed, what should have been done and what needn't You needn't have considered what is neither important nor urgent! You should have set more time aside in your calendar to cover what was important. Only then could you have better understood what is urgent but not important. Finally, you would have understood what is urgent and important, and should have started with those... You are late on schedule. You are arguing about the mistakes made in your time management strategy with your manager. → explain how you would have prioritised your tasks (80/20 rule, aka Pareto Principle) You needn't have told us to consider what is not urgent nor important in the first place... We couldn't have delegated what is urgent but unimportant because we lack staff! We should have avoided competing priorities by focusing on a single goal at a time. We needn't have tried to address multiple tasks at the same time because it decreased our performance. We ought to have identified the 20% objectives that can produce 80% results and make them the priority! 43 Role play active textbook pg 78 ex C speaking → role play ]]> 42 Pareto Principle (aka the 80/20 rule, the law of the vital few, the principle of factor sparsity) = for many outcomes, roughly 80% of consequences come from 20% of causes Bottoms Up - JH B2 Preparing for professional mobility 41 4 pix/icons8-collaboration-100_white.png Identifying single answers for many questions 1/2 xml_multi_dd_column xml_multi_dd_row 20230603 hw20230610n1 active What questions are you likely to get at a job interview? Which could overlap? 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 What is your biggest achievement? Give me an example of a time when you set a goal and were able to meet or achieve it. (...) ]]> #dbd039 80 -0.4 8 bottom 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. 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. 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. ]]> 1 2 3 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. ]]> 40 5 pix/icons8-collaboration-100_white.png Identifying single answers for many questions 2/2 xml_multi_dd_column xml_multi_dd_row 20230603 hw20230610n1 active What questions are you likely to get at a job interview? Which could overlap? 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 What is your biggest achievement? Give me an example of a time when you set a goal and were able to meet or achieve it. (...) ]]> #dbd039 80 -0.4 8 bottom Give me an example of a time when you had to make a split second decision.
Give me an example of when you showed initiative and took the lead.
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. 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. 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. ]]> 1 2 3 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 a time when you motivated others. Give me an example of a time when you had to make a split second decision. Give me an example of when you showed initiative and took the lead. 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. ]]> 39 1 8 Set of support stories active prep_ol_qa edit_ol_qa pix/icons8-hand-with-pen-100_white.png Have you got enough support stories to answer all possible behavioural questions?
Greatest & weakest points of your career • biggest achievement • professional diligence (beyond the call of duty) • fact-finding & problem-solving challenge • ambitions & failures
Behavioural questions • 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.
Support stories (list your own!) 1 Implementing a new software tool that increased productivity by 30% 2 Launching a product that became a market leader within six months 3 Working overtime to meet tight deadlines for a key client project 4 Performing a root cause analysis to address recurring operational bottlenecks (...)
]]> Greatest & weakest points of your career biggest achievement professional diligence (beyond the call of duty) fact-finding & problem-solving challenge ambitions & failures Upstream & downstream feedback making a long-lasting impact or being appreciated motivating others (as a team player pulling their weight) missing an obvious solution dealing with negative upstream and/or downstream feedback When things go wrong, do you take time to evaluate your work? Cross functional collaboration feedback from previous boss & colleagues difficult relationships at work developing preventive measures showing initiative and taking the lead presentation skills to influence someone's opinion managing cross-functional stakeholder relationships and partnerships Conflict resolution ways & means of dealing with conflict argumentative pitch to overcome someone's resistance stressful situation stretching your coping skills dealing with a very upset customer or co-worker conforming to a controversial policy prioritising tasks Leadership building team spirit delegating a project effectively distinguishing leadership from management taking a decision on the spur of the moment making an unpopular decision firing a friend Where do you see yourself in 5 years? contribution to shaping technical direction and setting team's roadmap Mentoring mentoring junior team members building a high-performing and psychologically safe team culture strategy for growing engineers within your team to support long-term retention and leadership succession Give definitions of approximately 100 words for each buzzword which a head hunter would expect to hear in each answer about the topics above mentioned. Use British English spelling and grammar. Use the delimiter ' = ' between the key expression and the definition. Don't use capital letters at the beginning of the key expression. Don't use a full stop at the end of the definition. ]]> Greatest & weakest points of your career biggest achievement professional diligence (beyond the call of duty) fact-finding & problem-solving challenge ambitions & failures ]]> Upstream & downstream feedback making a long-lasting impact or being appreciated motivating others (as a team player pulling their weight) missing an obvious solution dealing with negative upstream and/or downstream feedback When things go wrong, do you take time to evaluate your work? ]]> Cross functional collaboration feedback from previous boss & colleagues difficult relationships at work developing preventive measures showing initiative and taking the lead presentation skills to influence someone's opinion managing cross-functional stakeholder relationships and partnerships ]]> Conflict resolution ways & means of dealing with conflict argumentative pitch to overcome someone's resistance stressful situation stretching your coping skills dealing with a very upset customer or co-worker conforming to a controversial policy prioritising tasks ]]> Leadership building team spirit delegating a project effectively distinguishing leadership from management taking a decision on the spur of the moment making an unpopular decision firing a friend Where do you see yourself in 5 years? contribution to shaping technical direction and setting team's roadmap ]]> Mentoring mentoring junior team members building a high-performing and psychologically safe team culture strategy for growing engineers within your team to support long-term retention and leadership succession ]]> 38 to empower = to give sb the power or authority to do sth; to authorise well-rounded = having a variety of experiences and abilities and a fully developed personality; providing or showing a variety of experience, ability, etc 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 37 20250829 18:15-19:15 1 3000 -3000 + 12000 = 9000 active Recipes for team building | Modal perfect Expressing regrets and criticism, making recommendations JH | Set of support stories | Formatting notes | Buzzwords (1/4) 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 Upper Intermediate pg 76 ex A B C D E reading pg 77 Recipes for team building market_leader_3rd_upper_intermediate_students_book_pg76-78_recipes_for_team_building_modal_perfect.pdf postponed to next lesson Set of support stories (see below) Look at the areas of interest you will likely cover during a behavioural questions interview. → review your support stories → decide which are most relevant to each topic You may want to breakdown your support stories into a table with the following headings. Feel free to add any relevant column (e.g. keywords, metrics...)
Greatest & weakest points of your career • biggest achievement • professional diligence (beyond the call of duty) • fact-finding & problem-solving challenge • ambitions & failures
Behavioural questions • 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.
Support stories (list your own!) 1 Implementing a new software tool that increased productivity by 30% 2 Launching a product that became a market leader within six months 3 Working overtime to meet tight deadlines for a key client project 4 Performing a root cause analysis to address recurring operational bottlenecks (...)
zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Market Leader 3rd edition B2 Unit 8 Team building 36 Recipes for team building active textbook Have you got any secrets for building a team? ✓ empowerment [competition | no competition]? 〆no competition [formal atmosphere | not contrived atmosphere]? 〆not contrived atmosphere Lexical material: Team building pg 76 ex A B reading pg 77 Recipes for team building T / Cl What other activities could help build team spirit in an informal atmosphere? ✓ board games ✓ modelling clay ]]> 35 to foster = to promote the growth of to contrive = to make or work out a plan for; to devise contrived = artificially formal; showing effects of planning or manipulation to persist = to refuse to stop; continue firmly or obstinately (in an opinion or a course of action) esp. despite obstacles, remonstrance... dab hand (at sth) = person who is very good at doing sth or using sth pedestrian = without any imagination or excitement; dull DOS = Dept of State, federal department in the United States that sets and maintains foreign policies to cook up = to plan and put together; make up; invent storm = situation in which a lot of people suddenly express very strong feelings about sth to pitch in = (informal) to join in and help with an activity, by doing some of the work or by giving money, advice, etc dispersed = spread over a wide area eponymous = eponymous character of a book, play, film/movie, etc. is the one mentioned in the title client hospitality = typically an organization that contracts with a hotel or other hospitality provider to arrange accommodations or services for their employees, members, or guests to resort to = to do something because there is no other way of achieving something to persist = to continue to do sth in spite of difficulties or opposition, in a way that can seem unreasonable to win over = to convince; to make (someone) agree, understand, or realize the truth or validity of something to get the picture = to get the meaning of something to pull your weight = to do your full share of work; do your part to have a quiet word in sb's ear = to talk in secret to put off = to hold back to a later time compound = thing consisting of two or more separate things combined together to compound = to make sth bad become even worse by causing further harm, e.g. The problems were compounded by severe food shortages 34 20200120-1123 Modal perfect (perfect infinitive) active grammar 33 Language review: Modal perfect active textbook When your team miss a deadline, do you acknowledge you should have scheduled your roadmap better or blame others? ✓ you should have scheduled better = modal perfect ✓ you needn't have blamed others pg 78 ex A grammar pg 78 ex B grammar ]]> 32 Pareto Principle (aka the 80/20 rule, the law of the vital few, the principle of factor sparsity) = for many outcomes, roughly 80% of consequences come from 20% of causes 31 lose miss deadlines Every person of (OR Nobody is) in your group don't isn't sure where is he is now ]]> 20250826 18:15-19:15 1 3000 -3000 + 15000 = 12000 active Stages of team development (Bruce Tuckman) & possible dysfunctions (Patrick Lenciono) | Team building to mitigate communication problems Team building Recipes for team building Expressing regrets and criticism, making recommendations JH | Set of support stories | Formatting notes | Buzzwords (1/4) 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 Upper Intermediate pg 76 ex A B C D E reading pg 77 Recipes for team building market_leader_3rd_upper_intermediate_students_book_pg76-78_recipes_for_team_building_modal_perfect.pdf postponed to next lesson Set of support stories (see below) Look at the areas of interest you will likely cover during a behavioural questions interview. → review your support stories → decide which are most relevant to each topic zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Market Leader 3rd edition B2 Unit 8 Team building 30 1 Stages of team development (Bruce Tuckman) & possible dysfunctions (Patrick Lenciono) Stages of team development (Bruce Tuckman) & possible dysfunctions (Patrick Lenciono) active edit_ol_qa pix/icons8-collaboration-100_white.png What could go wrong in a team? How do you build a team? ✓ recruit a variety of profiles ✓ motivate ✓ build team spirit ✓ find a sense of direction ✓ establish a method of working ✓ recognise skills & abilities ✓ involve ✓ control, then stand back (...) team-development_03.png]]> ✓ show team members can rely on you ✓ (but) make team responsible for results ✓ team members can choose tasks according to their interests & skills → self-managed teams often provide better results than when managed by a single leader pivotal /'pivətəl/ = of great importance because other things depend on it team-development_00.jpg ]]> ✓ forming ✓ storming (choose and / or test leader) ✓ norming ✓ performing = 4 stages of team development → assess whether the team is young or already experienced & ready for challenging tasks → adapt management style to team's level of professional cohesiveness & readiness (situational management) to adjourn = to stop a meeting or an official process for a period of time team-development_01.jpg ]]> team-development_02.png ]]> patrick_lenciono_five_dysfunctions_of_a_team.jpg


]]> patrick_lenciono_five_dysfunctions_of_a_team_02.gif]]> vulnerable = able to be easily physically or mentally hurt, influenced, or attacked 29 Building successful teams active textbook Who encourages teams to work towards a common goal? How? ✓ the team leader ✓ makes the goal clear and understandable Building successful teams pg 76 ex A listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_025.ogg ]]> 28 Kinds of team members active textbook What kind of role do you usually play in a team [leader | creator | glue | doer]? What does it depend on? 〆only when requested → fewer opportunities for casual conversation, sharing feelings Should you be limited by subject-heading thinking? 〆probably not ✓ though some agenda is needed → need to have random, creative ideas Will you talk with colleagues without a specific need? 〆perhaps not because you are stuck in your daily work → need for informal meetings, integration activities pg 76 ex B listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_026.ogg T / Cl Who pulls the team together? ✓ the gluers What do they look after? ✓ pastoral needs = relationship (emotional, 'spiritual') needs of people pg 76 ex C listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_027.ogg T / Cl What kind of role do you usually play in a team [leader | creator | glue | doer]? What does it depend on? ✓ professional experience ✓ personal qualities (...) ]]> 27 Management types and corporate cultures active textbook How are teams managed in different cultures? What does it depend on? ✓ power distance (i.e. importance of hierarchy) ✓ individualism vs collectivism pg 76 ex D listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_028.ogg T / Cl What form of leadership is more popular in Russia [empowerment | command & control]? ✓ depends on corporate culture ✓ perhaps traditionally C2 What form of leadership is more popular in the US [empowerment | command & control]? ✓ empowered form of leadership ]]> 26 intrinsic = inherent, essential; belonging naturally (intrinsic value) extrinsic = not forming an essential part of a thing or arising or originating from the outside Herzberg 2-factor theory = motivators will fail if hygiene factors are not satisfactory hygiene factor = feature of a job that will make a worker unhappy if it is not provided, for example fair pay or comfortable working conditions: Hygiene factors are those which are necessary for people to work, not those that actually motivate people to work harder purchasing power = money that people have available to buy goods with empowered management = form of management where someone is given an instruction and left to do it how they want pastoral /ˈpɑ:stərəl/ = relating to the work of a priest or teacher in giving help and advice on personal matters, not just those connected with religion or education to steer = to take control of a situation and influence the way in which it develops; to control the direction in which a boat, car, etc. moves C2 = command and control form of management (vertical) 25 individuals individual communication skills ... and which block every people person must be responsible for You must start to hear listen to them My team leader now has and both a leader role and a gluer role ]]> 20250822 18:15-19:15 1 12000 20250820 0 free lesson + 3000 + 12000 = +15000 -3000 + 3000 = 0 active JH | Identifying support stories | Mentoring By the end of this session you will have studied Support stories Find a common support story for the following questions: Mentoring optional topics (middle & senior manager levels) How do you approach building a high-performing and psychologically safe team culture? ← update What is your strategy for growing engineers within your team to support long-term retention and leadership succession? → identify key concepts e.g. rationale & buzzwords head hunters expect to hear from you → choose & prepare a support story e.g. recall surprising facts & figures, metrics → answer the question with a relevant narrative structure e.g. STAR, CARL, BLUF, Minto / McKinsey Pyramid → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about → use the following AI prompt to facilitate oral delivery of your notes Make short sentences using the past participle or infinitive form and bullet points for each idea https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 24 1 31 pix/icons8-collaboration-100_white.png How do you approach building a high-performing and psychologically safe team culture? active edit_ol_qa Do not use the same story more than twice. Prepare at least 2-3 stories per experience area. If you do use the same story, explain why. Collect as many facts & figures as possible since you may be able to narrate one story with given metrics A, and recycle the same story from a different angle while relying on metrics B. Make short sentences of 70-100 words using the past participle or infinitive form and bullet points for each idea → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about ]]> stopwatch How do you approach building a high-performing and psychologically safe team culture? What kind of experience does this question call for? What is the rationale? ]]> ✓ Experience mentoring leadership ✓ Rationale showing empathy understanding what makes team members pull their weight to pull your weight = to do your fair share of work that a group of people is doing together What key concepts & buzzwords are expected in your answer? ✓ Key concepts encouraging regular feedback cycles through 1:1s and retrospectives establishing team norms that promote inclusiveness and open dialogue recognising achievements through public praise and reward systems balancing individual autonomy with collective accountability for outcomes fostering continuous learning through peer programming and knowledge sharing investing in team rituals that reinforce shared identity and purpose reducing burnout through workload visibility and sustainable pace 〆ignoring team morale while focusing only on metrics ✓ Buzzwords psychological safety team norm psychological safety = team climate where members feel safe to take interpersonal risks, voice opinions, and admit mistakes without fear of humiliation or punishment team norm = agreed-upon standard or behaviour pattern that guides how members interact and make decisions collectively What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? (S) Situation 1) personal support story if relevant to seniority level 2) description of your role model, e.g. your current or former manager → explain what you learnt from them attended one-to-one session with your manager understood importance to trust your manager & lead appreciated public recognition learnt to respect other people's achievements (T) Task (A) Action (R) Result tried to apply what you had observed looking forward to attending training in team management as you grow in the organisation What follow-up questions should you anticipate on this topic? Can you give examples of how you mentored junior team members? Have you ever attended a course organised by HR that covered some tips for team building? 23 1 32 pix/icons8-collaboration-100_white.png What is your strategy for growing engineers within your team to support long-term retention and leadership succession? active edit_ol_qa Do not use the same story more than twice. Prepare at least 2-3 stories per experience area. If you do use the same story, explain why. Collect as many facts & figures as possible since you may be able to narrate one story with given metrics A, and recycle the same story from a different angle while relying on metrics B. Make short sentences of 70-100 words using the past participle or infinitive form and bullet points for each idea → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about ]]> stopwatch What is your strategy for growing engineers within your team to support long-term retention and leadership succession? What kind of experience does this question call for? What is the rationale? ]]> ✓ Experience mentoring ✓ Rationale What key concepts & buzzwords are expected in your answer? ✓ Key concepts conducting regular growth conversations tied to long-term career goals assigning stretch projects aligned with emerging leadership tracks advocating for promotion readiness through documented achievements offering mentorship opportunities within and beyond the team rotating team members into architecture or customer-facing initiatives sponsoring attendance at conferences and open-source communities building ladders that support IC and management dual tracks 〆delaying feedback until performance reviews ✓ Buzzwords stretch project promotion readiness stretch project = challenging assignment that pushes an employee beyond their current capabilities, supporting growth and confidence in new domains promotion readiness = condition of being fully prepared for advancement based on consistently demonstrated competencies, impact, and behaviours What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? (S) Situation 1) personal support story if relevant to seniority level 2) description of your role model, e.g. your current or former manager → explain what you learnt from them team building knowledge sharing open learning feedback & recognition high motivation & reduced turnover (T) Task (A) Action (R) Result What follow-up questions should you anticipate on this topic? What can you do to keep elder, more experienced team members? ✓ challenge them with stretch projects rather than just financial reward 22 psychological safety = team climate where members feel safe to take interpersonal risks, voice opinions, and admit mistakes without fear of humiliation or punishment team norm = agreed-upon standard or behaviour pattern that guides how members interact and make decisions collectively stretch project = challenging assignment that pushes an employee beyond their current capabilities, supporting growth and confidence in new domains promotion readiness = condition of being fully prepared for advancement based on consistently demonstrated competencies, impact, and behaviours 21 for in about 3 hrs We had a meeting one time once a month It's almost similar that to the previous one How I should motivate elder team members except raise beside | apart from by raising their salary? To become a system architecture architect I need to learn... I should to explore new sources I'm not a mathematics mathematician It's not interesting too either It 's can make me grow myself in the future Can you remember when I talked told you about... ]]> procedure /prəˈsi:dʒə/ 20250815 18:15-19:15 1 3000 -3000 + 6000 = 3000 active JH | Identifying support stories | Covering letter feedback | Mentoring By the end of this session you will have studied Writing - covering letter of the ideal candidate → check 2 new versions https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?tab=t.0 icon Support stories Find a common support story for the following questions: Mentoring How do you mentor junior team members? optional topics (middle & senior manager levels) How do you approach building a high-performing and psychologically safe team culture? What is your strategy for growing engineers within your team to support long-term retention and leadership succession? → identify key concepts e.g. rationale & buzzwords head hunters expect to hear from you → choose & prepare a support story e.g. recall surprising facts & figures, metrics → answer the question with a relevant narrative structure e.g. STAR, CARL, BLUF, Minto / McKinsey Pyramid → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about → use the following AI prompt to facilitate oral delivery of your notes Make short sentences using the past participle or infinitive form and bullet points for each idea https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 20 1 25 pix/icons8-collaboration-100_white.png How do you mentor junior team members? active edit_ol_qa Do not use the same story more than twice. Prepare at least 2-3 stories per experience area. If you do use the same story, explain why. Collect as many facts & figures as possible since you may be able to narrate one story with given metrics A, and recycle the same story from a different angle while relying on metrics B. Make short sentences of 70-100 words using the past participle or infinitive form and bullet points for each idea → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about ]]> stopwatch How do you mentor junior team members? What kind of experience does this question call for? What is the rationale? ]]> ✓ Experience mentoring ✓ Rationale assess leadership style measure coaching effectiveness test communication clarity highlight team development mindset demonstrate empathy and investment in others What key concepts & buzzwords are expected in your answer? ✓ Key concepts scheduled regular one-on-one check-ins for guidance shared lessons learned from past project experiences provided constructive feedback during code/design reviews co-created development plans with skill milestones modelled best practices in execution and communication encouraged ownership through guided autonomy celebrated growth to build confidence connected mentees with relevant resources and networks ✓ Buzzwords mentorship mentorship = developmental partnership where a more experienced individual supports the growth of a less experienced team member. It involves sharing knowledge, offering guidance, providing feedback, and fostering professional development. Effective mentors build trust, tailor support to individual needs, and encourage self-directed learning. Mentorship contributes to succession planning, team cohesion, and organizational resilience by nurturing future leaders What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? (S) Situation an intern had to explain the workflow & processes at your company you volunteered to mentor them in order to improve your skills (T) Task help the on-boarding process (A) Action gave responsibilities reviewed documentation provided feedback to improve descriptions showed how to speak with shareholders suggested what questions should be asked (R) Result intern acknowledged being more confident understood how to think and not just what to do What follow-up questions should you anticipate on this topic? Have you experienced a situation during on-boarding in which the new recruit resisted? What have you learnt from your mentoring experience? ✓ passion for self-development ✓ latest trends & technologies Would you enjoy mentoring more employees? Why / why not? 19 1 31 pix/icons8-collaboration-100_white.png How do you approach building a high-performing and psychologically safe team culture? active edit_ol_qa Do not use the same story more than twice. Prepare at least 2-3 stories per experience area. If you do use the same story, explain why. Collect as many facts & figures as possible since you may be able to narrate one story with given metrics A, and recycle the same story from a different angle while relying on metrics B. Make short sentences of 70-100 words using the past participle or infinitive form and bullet points for each idea → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about ]]> stopwatch How do you approach building a high-performing and psychologically safe team culture? What kind of experience does this question call for? What is the rationale? ]]> ✓ Experience mentoring leadership ✓ Rationale showing empathy understanding what makes team members pull their weight What key concepts & buzzwords are expected in your answer? ✓ Key concepts encouraging regular feedback cycles through 1:1s and retrospectives establishing team norms that promote inclusiveness and open dialogue recognising achievements through public praise and reward systems balancing individual autonomy with collective accountability for outcomes fostering continuous learning through peer programming and knowledge sharing investing in team rituals that reinforce shared identity and purpose reducing burnout through workload visibility and sustainable pace 〆ignoring team morale while focusing only on metrics ✓ Buzzwords psychological safety team norm psychological safety = team climate where members feel safe to take interpersonal risks, voice opinions, and admit mistakes without fear of humiliation or punishment team norm = agreed-upon standard or behaviour pattern that guides how members interact and make decisions collectively What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? (S) Situation 1) personal support story if relevant to seniority level 2) description of your role model, e.g. your current or former manager (T) Task (A) Action (R) Result What follow-up questions should you anticipate on this topic? 18 17 grew up helped | groomed only one colleague I explained to him too I want to focus for on this task It is a very really huge task I was joined IT but my backstage background was... I couldn't understand everything anything I was the only one should know (OR who knew) how to do it He asked how you feel yourself felt OR (how I felt) = chitchat ]]> 20250812 18:15-19:15 1 3000 -3000 + 9000 = 6000 active JH | Identifying support stories | Conflict resolution | Mentoring By the end of this session you will have studied stage 5: → update your CV → check compliance with some ATS ATS - Applicant Tracking System Enhancv’s Resume Checker forms its ATS score with a two-tier system When you’re applying for a job, there’s a high chance your resume will be screened through an applicant tracking system way before it finds its way on a recruiter’s screen. ATS helps hiring managers find the right candidates by searching for keywords and adding the resume to a database. That’s why the success of your resume is highly dependent on how optimized your resume is for the job you’re applying for, the resume template you’re using, and what skills and keywords you have included. https://enhancv.com/resources/resume-checker/ icon Support stories Find a common support story for the following questions: Conflict resolution When did you last experience a stressful situation that stretched your coping skills? Mentoring How do you mentor junior team members? → identify key concepts e.g. rationale & buzzwords head hunters expect to hear from you → choose & prepare a support story e.g. recall surprising facts & figures, metrics → answer the question with a relevant narrative structure e.g. STAR, CARL, BLUF, Minto / McKinsey Pyramid → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about → use the following AI prompt to facilitate oral delivery of your notes Make short sentences using the past participle or infinitive form and bullet points for each idea https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 16 1 18 pix/icons8-collaboration-100_white.png When did you last experience a stressful situation that stretched your coping skills? Describe a time when you were faced with a stressful situation that demonstrated your coping skills active edit_ol_qa Have you got any strategies to mitigate emotions in dire straits? Do not use the same story more than twice. Prepare at least 2-3 stories per experience area. If you do use the same story, explain why. Collect as many facts & figures as possible since you may be able to narrate one story with given metrics A, and recycle the same story from a different angle while relying on metrics B. Make short sentences of 70-100 words using the past participle or infinitive form and bullet points for each idea → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about ]]> stopwatch When did you last experience a stressful situation that stretched your coping skills, and how did you respond to it under pressure? What kind of experience does this question call for? What is the rationale? ]]> ✓ Experience conflict resolution cross-functional collaboration ✓ Rationale ability to deal with high-stakes, high-pressure situations effective communication high stakes = situation with significant risk and potential for substantial gains or losses. It implies that the outcome of the situation, whether positive or negative, will have major consequences for those involved What key concepts & buzzwords are expected in your answer? ✓ Key concepts managing crisis resolution during a critical service outage impacting over 1 million users coordinating stakeholder communication with daily updates and issue-tracking dashboards escalating incidents through structured incident management protocols leading cross-functional debugging sessions to isolate infrastructure faults identifying single points of failure and proposing resilience engineering solutions facilitating post-mortem analysis for root cause identification and process improvement adopting cognitive reframing techniques for stress management and team morale support neglecting emotional regulation or reactive problem-solving under time constraints ✓ Buzzwords crisis resolution resilience engineering cross-team communication empathy for team members in difficulty fact-finding crisis resolution = process of addressing and resolving a high-stakes, high-pressure situation through structured actions and communication strategies resilience engineering = proactive design of systems and organisations that can absorb, adapt to and recover from unexpected disruptions What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? (S) Situation 10-20 000 end users couldn't obtain a credit decision business partners issued warnings alarmed raised by customers because your monitoring system was down a number of stakeholders were delayed by a glitch in the product nobody wanted to solve the problem & just blamed each other engineers blamed the Kafka model (T) Task identify the problem ASAP engineer some resilient solution rather than just find a workaround (A) Action addressed the problem in real time instead of using the company's project tracking tool documented the root cause created a checklist (R) Result pipeline worked w/o delays (S) Situation experienced 2000 bugs instead of usual 150 bugs after product cannibalisation leveraged your expertise to analyse & prioritise bugs rather than just fix them high-level product manager had only compared product functionalities rather than underlying technologies targeted functional parity & same resources different task from just adding a compatibility layer between some old to a newer Kaspersky Point Security (T) Task demonstrate how some randomly recurring bugs share the same root cause = design issue → lead team to deal with bugs in a timely manner convince team to complete mission impossible (i.e. 2000 bugs in 4 weeks) (A) Action scheduled meeting w/ senior team members provided examples reproducible in different environments Q&A team reincarnated (rather than just reproduced) glitches in various wui categorised bugs per priorities applied Paretto principle managed occasional resistance from some team members to work under such pressure celebrated success with pizza every 50 bugs (R) Result mitigated mistakes due to flawed time tracking estimated by product manager postponed release only by a 1 week (S) Situation (T) Task (A) Action (R) Result What follow-up questions should you anticipate on this topic? What strategies did you use to maintain emotional regulation and team morale during the stressful incident? How did you ensure that knowledge gained during the incident was captured and shared effectively with the wider organisation? In retrospect, what would you improve about your approach to handling the incident and leading under pressure? What strategies did you use to maintain emotional regulation and team morale during the stressful incident? ✓ practising active listening to acknowledge emotional responses in the team ✓ applying cognitive reframing techniques to reduce anxiety and maintain focus ✓ encouraging psychological safety through transparency and empathy ✓ setting short-term, achievable goals to restore a sense of progress ✓ maintaining visibility on task ownership to reduce ambiguity and pressure ✓ communicating recognition for effort under duress 〆allowing unfiltered emotional reactions to dominate group interactions 〆ignoring burnout signals or dismissing personal well-being emotional regulation = ability to monitor, evaluate and modify emotional reactions to promote constructive behaviour under pressure psychological safety = shared belief that it is safe to take interpersonal risks without fear of negative consequences duress /djuəˈres/ = threats or force that are used to make sb do sth How did you ensure that knowledge gained during the incident was captured and shared effectively with the wider organisation? ✓ conducting structured post-incident review sessions with action item tracking ✓ creating technical documentation for issue patterns and fixes ✓ integrating lessons learned into runbooks and standard operating procedures ✓ encouraging team-wide knowledge sharing through internal workshops ✓ coordinating debriefs with leadership to align on systemic improvements ✓ uploading retrospective summaries to shared repositories for future reference 〆allowing insights to remain undocumented or siloed 〆repeating preventable mistakes without organisational learning mechanisms post-incident review = structured meeting held after a critical event to evaluate what happened, why, and how to improve future response runbook = detailed guide or manual containing standard procedures for handling recurring operational scenarios or incidents In retrospect, what would you improve about your approach to handling the incident and leading under pressure? ✓ allocating clearer responsibilities earlier to reduce task overlap ✓ improving stakeholder alignment by refining escalation criteria ✓ applying stress testing frameworks to anticipate weak points ✓ adopting more granular incident categorisation for faster triage ✓ implementing regular incident simulations to train response teams ✓ reducing cognitive load by limiting concurrent task switching 〆repeating improvised actions without long-term structural fixes 〆assuming prior experience alone guarantees effective leadership stress testing = evaluating how systems or teams perform under extreme or unexpected conditions to uncover vulnerabilities incident categorisation = process of classifying incidents based on severity, impact and urgency to guide response protocols 15 crisis resolution = process of addressing and resolving a high-stakes, high-pressure situation through structured actions and communication strategies resilience engineering = proactive design of systems and organisations that can absorb, adapt to and recover from unexpected disruptions emotional regulation = ability to monitor, evaluate and modify emotional reactions to promote constructive behaviour under pressure psychological safety = shared belief that it is safe to take interpersonal risks without fear of negative consequences duress /djuəˈres/ = threats or force that are used to make sb do sth post-incident review = structured meeting held after a critical event to evaluate what happened, why, and how to improve future response runbook = detailed guide or manual containing standard procedures for handling recurring operational scenarios or incidents stress testing = evaluating how systems or teams perform under extreme or unexpected conditions to uncover vulnerabilities incident categorisation = process of classifying incidents based on severity, impact and urgency to guide response protocols high stakes = situation with significant risk and potential for substantial gains or losses. It implies that the outcome of the situation, whether positive or negative, will have major consequences for those involved 14 was were affected I'm (OR I was) just trying to hear listen to (the ) people who have a problem ... and explain how many times long they must wait ]]> 20250805 18:15-19:15 1 12000 20250805 3000 -3000 + 0 + 12000 = 9000 active JH | Covering letter | Identifying support stories | Conflict resolution 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 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) → paste your introductions in some on-line word processor https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing 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 stage 5: → update your CV → check compliance with some ATS ATS - Applicant Tracking System Enhancv’s Resume Checker forms its ATS score with a two-tier system When you’re applying for a job, there’s a high chance your resume will be screened through an applicant tracking system way before it finds its way on a recruiter’s screen. ATS helps hiring managers find the right candidates by searching for keywords and adding the resume to a database. That’s why the success of your resume is highly dependent on how optimized your resume is for the job you’re applying for, the resume template you’re using, and what skills and keywords you have included. https://enhancv.com/resources/resume-checker/ icon Support stories Find a common support story for the following questions: Conflict resolution How did you deal with a very upset customer or co-worker? How do you mentor junior team members? → identify key concepts e.g. rationale & buzzwords head hunters expect to hear from you → choose & prepare a support story e.g. recall surprising facts & figures, metrics → answer the question with a relevant narrative structure e.g. STAR, CARL, BLUF, Minto / McKinsey Pyramid → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about → use the following AI prompt to facilitate oral delivery of your notes Make short sentences using the past participle or infinitive form and bullet points for each idea https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 13 2 Comparing your profile with the ideal candidate 20230708 hw20230715 active prep_2columns_2qa pix/icons8-collaboration-100_white.png ideal candidate (example drawn from a real job description) 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. (...) ]]> (provide a link to your Googledoc) ]]> you ]]> Sample questions to the ideal candidate 12 1 24 pix/icons8-collaboration-100_white.png How did you deal with a very upset customer or co-worker? active edit_ol_qa Do not use the same story more than twice. Prepare at least 2-3 stories per experience area. If you do use the same story, explain why. Collect as many facts & figures as possible since you may be able to narrate one story with given metrics A, and recycle the same story from a different angle while relying on metrics B. Make short sentences of 70-100 words using the past participle or infinitive form and bullet points for each idea → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about ]]> stopwatch How did you deal with a very upset customer or co-worker? What kind of experience does this question call for? What is the rationale? ]]> ✓ Experience conflict resolution ✓ Rationale evaluate emotional control measure customer-centric mindset test empathy under stress assess ability to resolve conflict highlight communication finesse What key concepts & buzzwords are expected in your answer? ✓ Key concepts practise active de-escalation using calm tone validate concerns through empathetic listening apologise sincerely when appropriate offer resolution options aligned with policies follow up post-resolution to ensure satisfaction escalate diplomatically when issue exceeded scope document interaction for team learning maintain composure under emotional pressure ✓ Buzzwords conflict resolution conflict resolution = process of managing and resolving disputes in a constructive manner. It involves communication, empathy, patience, and a structured approach to problem-solving. In high-stress interactions—such as with upset clients or colleagues—conflict resolution skills allow professionals to de-escalate tension, restore trust, and prevent future incidents. Effective conflict resolution improves team morale, customer satisfaction, and workplace harmony What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? (S) Situation colleague wanted to complete another, more interesting task than your common, urgent project (T) Task explain how important by giving the big picture (A) Action took simple, incremental decisions together created a climate of consensus worked together on testing (R) Result finished the project on time What follow-up questions should you anticipate on this topic? Would you be ready to work again with this person? Why / why not? Will be able to avoid such situations happening again? 11 to empower = to give sb the power or authority to do sth; to authorise well-rounded = having a variety of experiences and abilities and a fully developed personality; providing or showing a variety of experience, ability, etc 10 botha both technical and business-oriented perspective to system development and integration I'll try to hear listen to my co-worker ]]> 20250729 18:15-19:15 1 3000 -3000 + 3000 = 0 active JH | Identifying support stories | Conflict resolution By the end of this session you will have studied Support stories Find a common support story for the following questions: Conflict resolution Have you had to make a difficult decision in the last year? How did you deal with a very upset customer or co-worker? → identify key concepts e.g. rationale & buzzwords head hunters expect to hear from you → choose & prepare a support story e.g. recall surprising facts & figures, metrics → answer the question with a relevant narrative structure e.g. STAR, CARL, BLUF, Minto / McKinsey Pyramid → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about → use the following AI prompt to facilitate oral delivery of your notes Make short sentences using the past participle or infinitive form and bullet points for each idea https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing schedule 20250801 cancellation DP (to be confirmed) zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 9 1 24 pix/icons8-collaboration-100_white.png Have you had to make a difficult decision in the last year? active edit_ol_qa Do not use the same story more than twice. Prepare at least 2-3 stories per experience area. If you do use the same story, explain why. Collect as many facts & figures as possible since you may be able to narrate one story with given metrics A, and recycle the same story from a different angle while relying on metrics B. Make short sentences of 70-100 words using the past participle or infinitive form and bullet points for each idea → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about ]]> stopwatch Have you had to make a difficult decision in the last year? What kind of experience does this question call for? What is the rationale? ]]> ✓ Experience ✓ Rationale reveal decision-making under pressure test ethical compass highlight leadership courage explore strategic trade-offs assess confidence in ambiguous situations What key concepts & buzzwords are expected in your answer? ✓ Key concepts chose between competing budget allocations under pressure downsized underperforming initiative despite team investment removed underperforming vendor after review pivoted roadmap mid-quarter affecting original scope prioritized ethics over convenience in compliance issue considered long-term trade-offs over short-term gains consulted mentors and legal before final call communicated decision transparently with affected parties ✓ Buzzwords decision-making decision-making = cognitive process of selecting a course of action from multiple alternatives. In business, it includes analysing data, weighing risks, considering stakeholder input, and acting decisively under uncertainty. Strong decision-makers balance intuition and logic, remain accountable, and learn from outcomes. This competency is essential for leadership roles, especially when navigating high-stakes or morally complex scenarios What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? (S) Situation technical debt limited response time needed to comply with Central Bank regulations to process at least 6 applications for credit per second machine learning models' forecasts disrupted & unreliable due to inaccurate clients' overdue period could have lost both prospective & existing clients (T) Task improve response time of legacy code at the risk of breaking credit conveyor identify weak logic needed to decide between either re-writing with legacy code 10-15 processes to improve time response by 20% or addressing a single process with modern technologies to improve response time by 30% (A) Action convinced team leader to go for a modern technological stack rather than just rely on the old one used debug tools to check code in different client cases provided feedback & created a diagram describing the process for developers developers optimised code thanks to feedback re-wrote code with new libraries & technologies (R) Result 30% improvement of response time (S) Situation (T) Task (A) Action (R) Result credit bureau /bjuəˈrəu/ = is a data collection agency that gathers account information from various creditors and provides that information to a consumer reporting agency in the United States, a credit reference agency in the United Kingdom, a credit reporting body in Australia, a credit information company (CIC) in India, a Special Accessing Entity in the Philippines, and also to private lenders.[1] It is not the same as a credit rating agency. What follow-up questions should you anticipate on this topic? 8 for re-write on re-writing 10-15 processes, I would improve have improved by only 10-15% It is a very bureaucracy bureaucratic bank If we had an audition (some) auditing we would have got have | could experience problems (= 2nd conditional) I would rather improve current processes rather than create something new ]]> debt /det/ 20250725 18:15-19:15 1 3000 -3000 + 6000 = 3000 active JH | Identifying support stories | Leadership / Conflict resolution / Cross functional collaboration By the end of this session you will have studied Support stories Find a common support story for the following questions: Leadership / Conflict resolution / Cross functional collaboration How did you behave when you had to conform to a policy with which you did not agree? ← update Mentoring Have you been able to successfully deal with another person even when that individual may not have personally liked you (or vice versa)? Have you had to make a difficult decision in the last year? → identify key concepts e.g. rationale & buzzwords head hunters expect to hear from you → choose & prepare a support story e.g. recall surprising facts & figures, metrics → answer the question with a relevant narrative structure e.g. STAR, CARL, BLUF, Minto / McKinsey Pyramid → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about → use the following AI prompt to facilitate oral delivery of your notes Make short sentences using the past participle or infinitive form and bullet points for each idea https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing schedule 20250701 cancellation DP 20250707-11 cancellation DP 20250714-23 cancellation YK zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 7 3 26 pix/icons8-collaboration-100_white.png How did you behave when you had to conform to a policy with which you did not agree? active edit_ol_qa Do not use the same story more than twice. Prepare at least 2-3 stories per experience area. If you do use the same story, explain why. Collect as many facts & figures as possible since you may be able to narrate one story with given metrics A, and recycle the same story from a different angle while relying on metrics B. Make short sentences of 70-100 words using the past participle or infinitive form and bullet points for each idea → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about ]]> stopwatch How did you behave when you had to conform to a policy with which you did not agree? What kind of experience does this question call for? What is the rationale? ]]> ✓ Experience conflict resolution cross functional collaboration leadership ✓ Rationale measure professionalism test integrity alignment explore ability to manage internal conflict reveal communication style gauge cultural fit assess critical thinking in constraints What key concepts & buzzwords are expected in your answer? ✓ Key concepts complied with policy despite personal reservations voiced concerns constructively through proper channels researched rationale behind compliance standards balanced integrity with organizational alignment supported team morale despite misalignment collaborated on policy feedback in revision cycles modelled professionalism under conflicting directives documented issues for future policy improvement ✓ Buzzwords professionalism professionalism = conduct, behaviour, and attitude expected in a business environment. It includes reliability, ethical behaviour, respect for policies, accountability, and strong interpersonal skills. Even when disagreeing with policies or directives, professionals uphold decorum, communicate responsibly, and act in the organization’s best interest. Demonstrating professionalism builds trust, fosters respect, and maintains team and stakeholder confidence during friction or change What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? (S) Situation keeping data marks description in a state bank up to date such rather bureaucratic tasks are usually dealt with by some technical writers teams depended on results to send to the Central Bank (= business reason) would face problems with auditors & be prohibited to use your model → high stakes (T) Task leveraged LLM to cross-check with the Central Bank optimised banking process and dropped time consuming tasks (A) Action initially refused to complete because was not a technical writer came to a compromise with your manager to be granted more time & resources (explain what actions you took to mitigate the conflict) wanted to understand clearly the business reason since in 2025 AI might be able to solve such a task anyway wrote short instructions to obtain clear description using human language (R) Result reduced time by 80% generated more consistent documentation spared more time for system analysis more staff began using this solution (S) Situation keeping data marks description in a state bank up to date such rather bureaucratic tasks are usually dealt with by some technical writers (T) Task leveraged LLM to cross-check with the Central Bank optimised banking process (A) Action came to a compromise with your manager to be granted more time & resources wrote short instructions to obtain clear description using human language (explain what actions you took to mitigate the conflict) (R) Result reduced time by 80% generated more consistent documentation spared more time for system analysis 〆avoid a story with no arguing or disagreeing → don't jump to the resolution without describing how you mitigated the conflict What follow-up questions should you anticipate on this topic? Were you alone in addressing this issue or did you manage to make other stakeholders satisfied too? 6 1 27 pix/icons8-collaboration-100_white.png Have you been able to successfully deal with another person even when that individual may not have personally liked you (or vice versa)? active high stakes = situation with significant risk and potential for substantial gains or losses. It implies that the outcome of the situation, whether positive or negative, will have major consequences for those involved edit_ol_qa Do not use the same story more than twice. Prepare at least 2-3 stories per experience area. If you do use the same story, explain why. Collect as many facts & figures as possible since you may be able to narrate one story with given metrics A, and recycle the same story from a different angle while relying on metrics B. Make short sentences of 70-100 words using the past participle or infinitive form and bullet points for each idea → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about ]]> stopwatch Have you been able to successfully deal with another person even when that individual may not have personally liked you (or vice versa)? What kind of experience does this question call for? What is the rationale? ]]> ✓ Experience conflict resolution / mentoring ✓ Rationale assess interpersonal maturity explore conflict navigation test professionalism highlight emotional discipline evaluate collaboration under tension demonstrate inclusivity What key concepts & buzzwords are expected in your answer? ✓ Key concepts maintained professionalism during interpersonal friction focused on shared objectives in project execution avoided emotional escalation by setting boundaries built rapport through consistent, respectful communication found common ground in mutual deliverables reframed interactions around outcomes not opinions practised empathy to understand opposing viewpoint received recognition for conflict-neutral collaboration ✓ Buzzwords relationship management relationship management = ability to maintain positive, productive interactions with colleagues, clients, and stakeholders—even amid disagreement. It involves empathy, communication, diplomacy, and the ability to balance personal feelings with professional goals. Strong relationship managers create psychologically safe work environments, resolve friction constructively, and align diverse personalities around shared objectives. This is key in cross-functional and client-facing roles What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? (S) Situation the team you joined had never had any system or business analyst experienced staff engineer didn't read your feedback & documentation would fail to perceive need for your business analysis (T) Task liaising between developers & stakeholders play a significant role in the product team to improve customer satisfaction prove to the team they had many logical mistakes (rather than bugs in the code) (A) Action wrote shorter documentation to detail use case & highlight what important logic had been omitted gave mini presentations to explain exceptions to the rule focused on how your input could reduce time (R) Result was eventually reached out for regular support helped developers generate structural diagrams, clear technical documentation developing time dropped by 20% (S) Situation (T) Task (A) Action (R) Result What follow-up questions should you anticipate on this topic? 5 it them (my holidays) good well He explained to me that... Nobody don't know knew what we should do with that ]]> resume /'rezə,mei/ 20250704 18:15-19:15 1 9000 20250704 3000 -3000 + 0 +9000 = 6000 active JH | Identifying support stories | Leadership By the end of this session you will have studied Support stories Find a common support story for the following questions: Leadership / Conflict resolution / Cross functional collaboration How did you behave when you had to conform to a policy with which you did not agree? When did you last have too many things to do and how did you prioritize your tasks? Mentoring Have you been able to successfully deal with another person even when that individual may not have personally liked you (or vice versa)? → identify key concepts e.g. rationale & buzzwords head hunters expect to hear from you → choose & prepare a support story e.g. recall surprising facts & figures, metrics → answer the question with a relevant narrative structure e.g. STAR, CARL, BLUF, Minto / McKinsey Pyramid → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about → use the following AI prompt to facilitate oral delivery of your notes Make short sentences using the past participle or infinitive form and bullet points for each idea https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing schedule 20250701 cancellation DP 20250707-11 cancellation DP 20250714-23 cancellation YK zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 4 3 pix/icons8-collaboration-100_white.png How did you behave when you had to conform to a policy with which you did not agree? active edit_ol_qa Do not use the same story more than twice. Prepare at least 2-3 stories per experience area. If you do use the same story, explain why. Collect as many facts & figures as possible since you may be able to narrate one story with given metrics A, and recycle the same story from a different angle while relying on metrics B. Make short sentences of 70-100 words using the past participle or infinitive form and bullet points for each idea → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about ]]> stopwatch How did you behave when you had to conform to a policy with which you did not agree? What kind of experience does this question call for? What is the rationale? ]]> ✓ Experience conflict resolution cross functional collaboration leadership ✓ Rationale measure professionalism test integrity alignment explore ability to manage internal conflict reveal communication style gauge cultural fit assess critical thinking in constraints What key concepts & buzzwords are expected in your answer? ✓ Key concepts complied with policy despite personal reservations voiced concerns constructively through proper channels researched rationale behind compliance standards balanced integrity with organizational alignment supported team morale despite misalignment collaborated on policy feedback in revision cycles modelled professionalism under conflicting directives documented issues for future policy improvement ✓ Buzzwords professionalism professionalism = conduct, behaviour, and attitude expected in a business environment. It includes reliability, ethical behaviour, respect for policies, accountability, and strong interpersonal skills. Even when disagreeing with policies or directives, professionals uphold decorum, communicate responsibly, and act in the organization’s best interest. Demonstrating professionalism builds trust, fosters respect, and maintains team and stakeholder confidence during friction or change What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? (S) Situation keeping data marks description in a state bank up to date such rather bureaucratic tasks are usually dealt with by some technical writers (T) Task leveraged LLM to cross-check with the Central Bank optimised banking process (A) Action came to a compromise with your manager to be granted more time & resources wrote short instructions to obtain clear description using human language (explain what actions you took to mitigate the conflict) (R) Result reduced time by 80% generated more consistent documentation spared more time for system analysis 〆avoid a story with no arguing or disagreeing → don't jump to the resolution without describing how you mitigated the conflict What follow-up questions should you anticipate on this topic? Were you alone in addressing this issue or did you manage to make other stakeholders satisfied too? 3 1 28 pix/icons8-collaboration-100_white.png When did you last have too many things to do and how did you prioritise your tasks? active edit_ol_qa Do not use the same story more than twice. Prepare at least 2-3 stories per experience area. If you do use the same story, explain why. Collect as many facts & figures as possible since you may be able to narrate one story with given metrics A, and recycle the same story from a different angle while relying on metrics B. Make short sentences of 70-100 words using the past participle or infinitive form and bullet points for each idea → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about ]]> stopwatch When did you last have too many things to do and how did you prioritise your tasks? What kind of experience does this question call for? What is the rationale? ]]> ✓ Experience conflict resolution ✓ Rationale evaluate time management test ability to handle pressure assess delegation skills reveal decision-making process understand prioritization logic observe communication strategy What key concepts & buzzwords are expected in your answer? ✓ Key concepts conducted task audit identifying urgent-impact matrix delegated non-critical items based on team capacity sequenced deliverables using deadlines and dependencies blocked calendar for deep work on high-stakes tasks communicated expectations to stakeholders transparently leveraged productivity tools for real-time tracking reassessed priorities during weekly standups practised stress management ensuring sustained performance ✓ Buzzwords prioritization prioritization = ability to rank tasks or objectives based on urgency, importance, and resource constraints. It enables professionals to allocate effort where it creates the most impact. Effective prioritization requires analytical thinking, discipline, and awareness of both short-term deadlines and long-term goals. Mastering this skill increases productivity, reduces burnout, and ensures strategic execution in high-pressure environments What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? (S) Situation was snowed under with fixing integration, reviewing reports, a coupon calculator... had to address failure to load client transactions in a banking app product owner could have lost their job (T) Task needed to intervene ASAP to avoid reputational damage & financial losses (A) Action spoke to manager analysed each task to estimate impact on each project focused on urgent task the 1st week to the detriment of 2 others (delayed to following week) implemented the Pareto Principle (R) Result reduced claims from users and technical team from 70% to 30% saved the day ✓ give metrics to show the scale of the project 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 to save the day = to find or provide a solution to a difficulty or disaster What follow-up questions should you anticipate on this topic? Have you ever been in a situation when stakeholders disagreed with each other? How did you manage their conflicting priorities? How did other stakeholders feel when you let them down? Did they appreciate your dedication & professionalism? Have you had to decline some projects which were more promising in order to meet deadlines? How did you feel about it? Could anyone else have done this job? Why / why not? 2 professionalism = conduct, behaviour, and attitude expected in a business environment. It includes reliability, ethical behaviour, respect for policies, accountability, and strong interpersonal skills. Even when disagreeing with policies or directives, professionals uphold decorum, communicate responsibly, and act in the organization’s best interest. Demonstrating professionalism builds trust, fosters respect, and maintains team and stakeholder confidence during friction or change 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 to save the day = to find or provide a solution to a difficulty or disaster 1 What was the way before you arrived How was your trip? You need to record | input | register how many credit delinquencies the client had He said told me that we haven't any budget for this position ]]>