DemoB2JH DemoB2JH 20240109 (send the link to your google doc (in edit mode!) (the file will be available here for download later) 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. ]]> sbook_plugins/wordlist_generated_from_xml_clog_sbook_for_sbook_session.inc Job Hunt crash course CV sample - Stanford Read the following CV. → what do you like/dislike about its format? → what techniques can you use to improve yours? https://www.gsb.stanford.edu/sites/gsb/files/Sample-Marketing-Resume.pdf?pid=

Contents subject to changes

Targeting your CV (chronological, functional vs skills) CV review in googledocs for LinkedIn Writing a covering letter Building a successful social media profile Drafting your self introduction ('headline' section in LinkedIn) - CV update Brainstorming keywords for a social media profile Writing a LinkedIn profile Preparing for an experience interview Anticipating CV-based questions of head hunters Job interview (preliminary screening) Describing education, strengths & weaknesses Experience interview, current achievements Speaking strategies STAR method Minto Pyramid Kinds of interviews - Answering difficult questions Identifying support stories Drilling support stories Identifying single answers for many questions Behavioural questions Case / stress interview ]]> 20240109 18:40-19:40 1.5 1666 active Text reference - Presentations Dealing with talented volatile managers - Jim Buckmaster (2/2) By the end of this session you will have studied Zoom meeting details ]]> wip textbook Management styles → pg 145 reading student B Jim Buckmaster ]]> wip textbook ✓ depends on your mentoring & empowerment skills pg 68 ex E vocab set for homework pg 68 ex F vocab ]]> 1 Dealing with talented volatile managers hw20221005 active edit_ol_qa prep_ol_qa pix/icons8-collaboration-100_white.png Are you ready to put up with volatile managers if they are indeed talented? Is it against your principles to shout at work? visual aid
]]> How do you deal with a talented, but volatile, manager? ✓ show you are self-motivated ✓ use foul language to support your emotions & engagement in the business = be involved → pretend you are on the same wavelength ✓ be demanding towards your subordinates in the same way foul = including rude words and swearing; offensive If you work unsociable hours, is it evidence of a good or bad management style? 〆too demanding management style ≠ self-motivated staff who enjoy their work unsociable = not enjoying the company of other people; not friendly; unsocial hours (BrE) are those that are outside the normal working day Why is perfectionism not a key to successful management? ✓ better focus on frequent incremental changes ✓ strike a balance between management by consensus and perfectionism = manage your energy, get your priorities right → 20% efforts account for 80% of results (Pareto principle) Pareto principle = rule which states that for many outcomes, roughly 80% of consequences come from 20% of causes. In other words, a small percentage of causes have an outsized effect wip textbook pg 69 ex G discussion ]]> liable /'laiəbəl/ = likely to be affected by sth, prone to; likely to do sth to put up with = to tolerate, accept patiently; bear foul = including rude words and swearing; offensive Pareto principle = rule which states that for many outcomes, roughly 80% of consequences come from 20% of causes. In other words, a small percentage of causes have an outsized effect unsociable = not enjoying the company of other people; not friendly; unsocial hours (BrE) are those that are outside the normal working day seldom rare situations I don't have the any practice to work (OR any experience in working) with a volatile manager Some of the meetings are really the a waste of time ]]> 20231226 18:40-19:40 1.5 1666 active Dealing with talented volatile managers Dealing with talented volatile managers - Anna Wintour (1/2) By the end of this session you will have studied print Download onto your tablet or print the following pdf for our next lesson. Market Leader 3rd edition Upper Intermediate Unit 7 Management styles pg 68 ex A B reading Management styles → pg 69 reading student A Anna Wintour → pg 145 reading student B Jim Buckmaster (scheduled for next lesson) market_leader_3rd_upper_intermediate_students_book_pg66-73_unit7_management_styles.pdf zoom_meeting.png Zoom meeting details ]]> active textbook tmp_pdf/market_leader_3rd_upper_intermediate_students_book_pg66-73_unit7_management_styles.pdf ✓ when people are not owned by the organisation = let people bring their own perceptions, biases, personality, culture at work... pg 67 ex B listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_018.ogg Lexical material: Managerial philosophies What should managers always bear in mind? 1 consideration, respect & trust 2 recognition & credit 3 involvement & availability 4 a sense of justice 5 positive action on an individual basis 6 emphasis on end results ]]> active textbook ✓ Does the end justify the means? pg 67 ex C listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_019.ogg see audioscript pg 160 T / Cl Do many managers in Russia believe in self-direction & self-control of their staff? 〆managerial skills gap in generations & regions → do they want to learn how to develop? e.g. Vkusville → no security guards to acknowledge delivery of goods = cheaper to factor costs of petty food theft than employ for security staff pg 67 ex D speaking T / Cl Which management style gets the best out of people? → depends if people are ready for self-direction... Should a manager be in someone else's shoes, i.e. change their management styles? ✓ be ready to accept feedback from both superiors & your team → acknowledge the fact you may need to change your management style ]]> active textbook 〆bureaucracy 〆decisions are still based on the company's local market rather than international demand (...) pg 68 ex A speaking pg 68 ex B C reading Management styles → pg 69 reading student A Anna Wintour → pg 145 reading student B Jim Buckmaster ]]> active textbook set for homework pg 68 ex E F vocab ]]> ruthless = disapproving) (of people or their behaviour) hard and cruel; determined to get what you want and not caring if you hurt other people to embrace = (formal) to accept an idea, a proposal, a set of beliefs, etc., especially when it is done with enthusiasm to dismantle = to take apart a machine or structure so that it is in separate pieces; to end an organization or system gradually in an organized way to haggle (with sb) (over sth) = to argue with sb in order to reach an agreement, especially about the price of sth to liaise = (with sb) (especially BrE) to work closely with sb and exchange information with them headcount = act of counting the number of people who are at an event, employed by an organization, etc.; the number of people that have been counted in this way to align sth (with / to sth) = to change sth slightly so that it is in the correct relationship to sth else to align yourself with sb/sth = to publicly support an organization, a set of opinions or a person that you agree with concession (to make a ~) = something that you allow or do, or allow sb to have, in order to end an argument or to make a situation less difficult hefty = (of an amount of money) large; larger than usual or expected to make do = to come to terms with; to use a poor substitute when one does not have the right thing be analyse the situation Do Have you watched that movie? ]]> 20231219 18:40-19:40 1.5 1666 active Management styles, successful managers By the end of this session you will have studied print Download onto your tablet or print the following pdf for our next lesson. Market Leader 3rd edition Upper Intermediate Unit 7 Management styles pg 67 ex A vocab market_leader_3rd_upper_intermediate_students_book_pg66-73_unit7_management_styles.pdf zoom_meeting.png Zoom meeting details ]]> active textbook Lexical material: Describing the role of a manager and management styles T / Cl Can staff turnover be a reliable way of measuring a manager's success? ✓ might be affected by HR policies ✓ depends on macro-economic circumstances e.g. trends on the labour market (...) pg 66 ex B C starting up ]]> 1 pix/icons8-collaboration-100_white.png Roles of a manager active wip deck_shuffled_lines_halign prep_deck_shuffled_lines_halign What are the main roles of a manager? → rank the following roles from the most important to the least → explain or contrast roles → give examples ]]>
key roles
expected profile
least relevant behaviour
]]> active textbook 〆 none What's the opposite of 'decisive'? ✓ indecisive pg 67 ex A vocab T / Cl Do you remember a situation when a manager was inconsiderate? What happened? ✓ when pushed by deadlines to work after hours pg 67 ex B listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_016.ogg T / Cl What is more important to be for a manager [considerate | inspiring | efficient...]? pg 67 ex C speaking pg 67 ex D vocab ]]> 2 pix/icons8-collaboration-100_white.png Traits of a manager active wip deck_shuffled_lines_halign prep_deck_shuffled_lines_halign What are the traits of a good manager? → rank the following traits from the most important to the least → explain or contrast traits → give examples ]]>
significant traits
desirable traits
possibly less features
]]> 3 pix/icons8-collaboration-100_white.png Management styles active wip xml_multi_dd_row deck_shuffled_lines_halign prep_deck_shuffled_lines_halign What management styles have you experienced? Which do you find more efficient? When? → put the management styles under their respective heading → explain and contrast styles → give examples ]]> 30 8 left 4;6;7;10 5;8 1;2;3;9 active textbook ]]> active textbook tmp_pdf/market_leader_3rd_upper_intermediate_students_book_pg66-73_unit7_management_styles.pdf ✓ ability to manage in an increasingly competitive, volatile changing business environment ✓ concern for the recognition of the individual within the organisation = international HR management pg 67 ex A listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_017.ogg ]]> to interfere (in sth) = to get involved in and try to influence a situation that does not concern you, in a way that annoys other people mediator = person or an organization that tries to get agreement between people or groups who disagree with each other unorganised = having no organisation at all disorganised = very bad at arranging or planning things volatile = (often disapproving) (of a person or their moods) changing easily from one mood to another; (of a situation) likely to change suddenly; easily becoming dangerous impediment = something that delays or stops the progress of sth; obstacle 20231212 18:40-19:40 1.5 1666 active Introduction to management styles By the end of this session you will have studied print Download onto your tablet or print the following pdf for our next lesson. Market Leader 3rd edition Upper Intermediate Unit 7 Management styles market_leader_3rd_upper_intermediate_students_book_pg66-73_unit7_management_styles.pdf zoom_meeting.png Zoom meeting details ]]> 1 Why good leaders make you feel safe? 20231128 hw20231205 pix/icons8-collaboration-100_white.png Why good leaders make you feel safe | Simon Sinek What makes a great leader? Management theorist Simon Sinek suggests, it's someone who makes their employees feel secure, who draws staffers into a circle of trust. But creating trust and safety — especially in an uneven economy — means taking on big responsibility. https://www.youtube.com/watch?v=lmyZMtPVodo ]]> 1 Why good leaders make you feel safe? 20231128 hw20231205 active edit_ol_qa prep_ol_qa pix/icons8-collaboration-100_white.png Why good leaders make you feel safe | Simon Sinek What makes a great leader? Management theorist Simon Sinek suggests, it's someone who makes their employees feel secure, who draws staffers into a circle of trust. But creating trust and safety — especially in an uneven economy — means taking on big responsibility. https://www.youtube.com/watch?v=lmyZMtPVodo]]> why_good_leaders_make_you_feel_safe_simon_sinek-lmyzmtpvodo.mp4 Why was Captain Swenson recognised? [00:52] ✓ ran into live fire when caught in an ambush in Afghanistan ✓ rescued the wounded ✓ pulled out the dead = brave → reminiscent of a hero? to recognise = to express obligation, thanks, or gratitude for What is remarkable about what Captain Swenson did? [01:36] ✓ he kissed his wounded soldier who was being evacuated by helicopter → emotional intelligence? emotional intelligence = ability to understand, use, and manage your own emotions in positive ways to relieve stress, communicate effectively, empathize with others, overcome challenges and defuse conflict What is the difference in making sacrifices in the army and in business? [02:06] ✓ in the army, they're willing to sacrifice themselves so that others may gain → leaders are rewarded with a medal ✓ in business, leaders give bonuses to people who are ready to sacrifice others so that leaders may gain = opposite action Do you know of - or believe that - soldiers are attracted by the ideology: having a vocation, giving a service to their country? Can employees in business be motivated in the same way? [02:30] 〆their environment doesn't define how they act ✓ they would sacrifice themselves for you (if you can create the right environment) → employees, like soldiers, may work harder if well motivated, or inspired → create the right environment vocation = type of work or way of life that you believe is especially suitable for you What is special about this environment? What are the 2 key ingredients? [03:01] ✓ trust ✓ cooperation ≠ words or instructions → empathy What is the circle of safety? [03:52] ✓ an area where the tribe of social animals collaborate together → feel safe ✓ protect against external danger = feeling of trust & cooperation How does the anecdote of the airport staff support the anti-thesis (i.e. situation in which you are not in the circle of safety)? [05:44] 〆if you don't follow the rules → lose your job = don't trust their leaders What makes a good parent? [06:36] ✓ giving love ✓ ensuring education ✓ teaching discipline ✓ providing support to make great achievements ✓ giving opportunities to try and fail → be a role model? How often should a manager give opportunities to try and fail? → create sandbox environments How many leaders prepare their successors? 〆lack of talent management 〆little concern for knowledge management = self-protection in Russia What is lifetime employment policy? [07:19] ✓ don't lay off staff for performance issues (because you wouldn't lay off children either) → coach when there is an issue Would you sacrifice numbers to save people? [08:18] ✓ in practice, reduce operational costs before labour costs because recruiting is time consuming What is the difference between head counts and heart counts? [09:25] ✓ don't lay off staff during hard times ✓ people who feel safe will collaborate better & spontaneously make compromises = better to all suffer a little than one should suffer a lot How different are some of the recognised leaders at the top and unofficial leaders at the bottom? [10:22] ✓ many leaders at the top feature only authority 〆they lack empathy 〆they are not trusted ✓ leaders at the bottom (usually) lack authority → feature consideration for others ✓ they are trusted = create a safe environment Why are some staff members ready to sacrifice themselves? [11:24] ✓ because that's what their managers would do for them = guarantee of a safe environment for all ≠ networking → don't make staff members feel like a cogwheel in the system, or just a pawn in a board game = being Russian doesn't mean adhering to authoritarian management styles to adhere = to behave according to a particular law, rule, set of instructions, etc 1 Introduction to management styles active edit_ol_qa pix/icons8-collaboration-100_white.png Are skills needed to be a female referee different from a male referee? ✓ depends on gender role in a given country or corporate culture gender role = overt expression of attitudes that indicate to others the degree of your maleness or femaleness What management styles do you know of? ✓ authoritative vs democratic ✓ empowering vs controlling ✓ directive vs laid-back & laissez-faire laid-back = calm, and relaxed; seeming not to worry about anything laissez-faire /,leɪseɪˈfɛə/ = allow to do What are the advantages of empowering? ✓ decentralised decision-making ✓ less bureaucratic ✓ employees motivated by company ownership empowering = giving sb the power or authority to do sth What are the characteristics of a strong leadership? ✓ traditional, authoritarian manager ✓ visionary, charismatic leader ✓ decisions made in a top-down approach top-down = approach where an executive decision maker or other top person makes the decisions of how something should be done, from their level to lower levels in the hierarchy How would you define management by consensus? ✓ process of consultation ✓ employees contribute to decision-making consensus = opinion that all members of a group agree with Why should managers achieve consensual management with coaching & mentoring? ✓ be a role model ✓ senior managers groom 'future' managers role model = person that you admire and try to copy to groom = sb (for / as sth) to prepare or train sb for an important job or position to adhere = to behave according to a particular law, rule, set of instructions, etc empowerment = to give sb the power or authority to do sth consensus ~ (among sb) | ~ (about sth) | ~ (that ...) = an opinion that all members of a group agree with consensual /kən'sensu:əl/ /kən'senʃu:əl/ = which people in general agree with decisive /dɪˈsaɪsɪv/ = very important for the final result of a particular situation; able to decide sth quickly and with confidence to groom sb (for / as sth) = to prepare or train sb for an important job or position laid-back = calm, and relaxed; seeming not to worry about anything 20231128 18:40-19:40 1.5 1666 active Making staff feel safe By the end of this session you will have studied Zoom meeting details ]]> 3 What does it mean to be a mentor? 20231121 hw20231128 pix/icons8-collaboration-100_white.png ✓ sparring partner = person that you regularly have friendly arguments or discussions with; (in boxing) person that a boxer regularly practises with during training video What does it mean to be a mentor? Simon Sinek Watch the video. https://www.youtube.com/watch?v=lFUXtURI-Dk ]]> 3 What does it mean to be a mentor? 20231121 hw20231128 active edit_ol_qa prep_ol_qa pix/icons8-collaboration-100_white.png What does it mean to be a mentor? Simon Sinek Watch the video. https://www.youtube.com/watch?v=lFUXtURI-Dk ]]> what_does_it_mean_to_be_a_mentor_simon_sinek_FUXtURI-Dk.mp4 So we get a lot of questions about being a mentor. What does it mean to be a mentor, will you be my mentor, will I be your mentor? Things like that. Here's what I've learned about mentorship. Mentorship is not something you ask somebody to do like, "Will you be my friend?" It doesn't work like that. When you find somebody you get along with you share values, you share beliefs. You spend time with them, you get to know them. You develop trust, you're vulnerable with them, you open up to them. And you discover that you become friends, it's what happens. You start off as simply acquaintances. In my experience, mentorship is exactly the same. There were people who were much more experienced than me who had wisdom that I didn't have and when I would call them, they would take my calls. And when I would ask them questions, they would always take the time to give me answers. And over the course of time, they became my mentors. Like they became my friends. And I remember one time I was with one of my mentors, Ron Bruder, an amazing guy, and I was leaving his house and I put my arm around him and I said, "You know, I'm glad you're my mentor," and he looked at me and he said, "I'm glad you're mine." And it caught me completely off guard. True mentorship, like true friendship, is not a one way street. It's not about one person only giving advice to the other. Both people are showing up to give and both people are showing up to learn. But you can't ask someone to be your mentor, especially someone who's a total stranger, knock on their door and say, "Will you be my mentor?" if they don't know you and you've never met them. It's like friendship. You cultivate a relationship and if that person is always there for you and wants to see you thrive and succeed and believes in you, then perhaps they will become your mentor, like making a friend. Why was Simon caught completely off guard? ✓ mentoring is not only an exchange from mentor to mentee ✓ wasn't expecting such empathy ✓ hadn't been asking for friendship ≠ not a one-way street off-guard = not prepared; not watching for possible danger; not alert Why is it important to share the same values? ✓ build trust ✓ develop a personal relationship → understand each other's needs & expectations better How do you find a mentor (according to Simon)? ✓ find somebody you get along with → relationship should have begun before actually engaging into mentoring 〆don't knock at the door of someone you don't know ✓ share values ✓ share beliefs ✓ spend time together → build a rather informal relationship ✓ get to know them ✓ develop trust ✓ be vulnerable to them ✓ open up to them Are you ready to be vulnerable? ✓ need to show what you are afraid of to be able to get help → applies to both mentor & mentee vulnerable = weak and easily hurt physically or emotionally 1 Why good leaders make you feel safe? 20231128 hw20231205 active prep_ol_qa edit_ol_qa pix/icons8-collaboration-100_white.png Why good leaders make you feel safe | Simon Sinek What makes a great leader? Management theorist Simon Sinek suggests, it's someone who makes their employees feel secure, who draws staffers into a circle of trust. But creating trust and safety — especially in an uneven economy — means taking on big responsibility. https://www.youtube.com/watch?v=lmyZMtPVodo]]> why_good_leaders_make_you_feel_safe_simon_sinek-lmyzmtpvodo.mp4 Why was Captain Swenson recognised? [00:52] ✓ ran into live fire when caught in an ambush in Afghanistan ✓ rescued the wounded ✓ pulled out the dead = brave → reminiscent of a hero? to recognise = to express obligation, thanks, or gratitude for What is remarkable about what Captain Swenson did? [01:36] ✓ he kissed his wounded soldier who was being evacuated by helicopter → emotional intelligence? emotional intelligence = ability to understand, use, and manage your own emotions in positive ways to relieve stress, communicate effectively, empathize with others, overcome challenges and defuse conflict What is the difference in making sacrifices in the army and in business? [02:06] ✓ in the army, they're willing to sacrifice themselves so that others may gain → leaders are rewarded with a medal ✓ in business, leaders give bonuses to people who are ready to sacrifice others so that leaders may gain = opposite action Do you know of - or believe that - soldiers are attracted by the ideology: having a vocation, giving a service to their country? Can employees in business be motivated in the same way? [02:30] 〆their environment doesn't define how they act ✓ they would sacrifice themselves for you (if you can create the right environment) → employees, like soldiers, may work harder if well motivated, or inspired → create the right environment vocation = type of work or way of life that you believe is especially suitable for you What is special about this environment? What are the 2 key ingredients? [03:01] ✓ trust ✓ cooperation ≠ words or instructions → empathy What is the circle of safety? [03:52] ✓ an area where the tribe of social animals collaborate together → feel safe ✓ protect against external danger = feeling of trust & cooperation How does the anecdote of the airport staff support the anti-thesis (i.e. situation in which you are not in the circle of safety)? [05:44] 〆if you don't follow the rules → lose your job = don't trust their leaders What makes a good parent? [06:36] ✓ giving love ✓ ensuring education ✓ teaching discipline ✓ providing support to make great achievements ✓ giving opportunities to try and fail → be a role model? How often should a manager give opportunities to try and fail? → create sandbox environments How many leaders prepare their successors? 〆lack of talent management 〆little concern for knowledge management = self-protection in Russia What is lifetime employment policy? [07:19] ✓ don't lay off staff for performance issues (because you wouldn't lay off children either) → coach when there is an issue Would you sacrifice numbers to save people? [08:18] ✓ in practice, reduce operational costs before labour costs because recruiting is time consuming What is the difference between head counts and heart counts? [09:25] ✓ don't lay off staff during hard times ✓ people who feel safe will collaborate better & spontaneously make compromises = better to all suffer a little than one should suffer a lot How different are some of the recognised leaders at the top and unofficial leaders at the bottom? [10:22] ✓ many leaders at the top feature only authority 〆they lack empathy 〆they are not trusted ✓ leaders at the bottom (usually) lack authority → feature consideration for others ✓ they are trusted = create a safe environment Why are some staff members ready to sacrifice themselves? [11:24] ✓ because that's what their managers would do for them = guarantee of a safe environment for all ≠ networking → don't make staff members feel like a cogwheel in the system, or just a pawn in a board game = being Russian doesn't mean adhering to authoritarian management styles to adhere = to behave according to a particular law, rule, set of instructions, etc sparring partner = person that you regularly have friendly arguments or discussions with; (in boxing) person that a boxer regularly practises with during training off-guard = not prepared; not watching for possible danger; not alert vulnerable = weak and easily hurt physically or emotionally ambush = act of hiding and waiting for sb and then making a surprise attack on them reminiscent of = reminding you of sb/sth to recognise = to express obligation, thanks, or gratitude for emotional intelligence = ability to understand, use, and manage your own emotions in positive ways to relieve stress, communicate effectively, empathize with others, overcome challenges and defuse conflict is more else... They have to trust to each other ]]> 20231121 18:40-19:40 1.5 1666 active Mentoring (2/2) By the end of this session you will have studied Zoom meeting details ]]> 1 What is mentoring? 20231116 hw20231121 pix/icons8-collaboration-100_white.png What is Mentoring? Trinity College, Dublin Watch the video. Career mentoring is a relationship between a student or graduate ('mentee') and a more experienced graduate ('mentor'), who is there to support the mentee with developing their career. The purpose of the relationship is the passing on of knowledge, experience and offering advice. Mentors can help with preparing for the world of work, discuss career options and offer practical assistance with getting jobs and a place on a postgraduate course. You are applying for a job as a manager. → how do you give evidence of your mentoring skills? Answer the questions. https://www.youtube.com/watch?v=fcogEuf-7Yg ]]> 1 What is mentoring? 20231116 hw20231121 active edit_ol_qa prep_ol_qa pix/icons8-collaboration-100_white.png What is Mentoring? Trinity College, Dublin Watch the video. Career mentoring is a relationship between a student or graduate ('mentee') and a more experienced graduate ('mentor'), who is there to support the mentee with developing their career. The purpose of the relationship is the passing on of knowledge, experience and offering advice. Mentors can help with preparing for the world of work, discuss career options and offer practical assistance with getting jobs and a place on a postgraduate course. You are applying for a job as a manager. → how do you give evidence of your mentoring skills? Answer the questions. https://www.youtube.com/watch?v=fcogEuf-7Yg ]]> what_is_mentoring_trinity_college_dublin.mp4 Have you ever been a mentor? Would you like to be one? Why / why not? ✓ grooming interns to groom = to prepare or train sb for an important job or position Have you had any training to be a mentor? What do you think you should be taught, or shown? ✓ how to be intentional ✓ how to be constructively objective ✓ how to facilitate and guide intentional = highly educated; having extensive information or understanding; knowledgeable; deliberate What communication skills will you need? ✓ be empathetic and patient ✓ be attentive and available ✓ inspire confidence ✓ be open and transparent → should you be honest if you have no relevant experience or are unable to answer certain question? ✓ depends on how close the relationship is empathetic = showing an understanding of and trying to enter into another's feelings big bad world [00:39-00:52]? How can you help mentees navigate obstacles?]]> ✓ draw attention to common mistakes 〆don't discourage from attempting challenges mentee = person who is given help and advice by a more experienced and often older person in the same boat?]]> ✓ share the same doubts and lack of confidence mentors had (perhaps a long time ago) ✓ understand how to make decisions rather than why → learn from their own mistakes ✓ be a role model Why are mentors' professional successes important? [01:48-02:20] ✓ prove that a possibly esoteric background & course of studies followed by a mentee may become a source of living ✓ don't hesitate to study disciplines that may not have a clear vocational relevance → show how some academic knowledge can be put in practice & even monetised ✓ may suggest new career opportunities esoteric = very unusual and understood or liked by only a small number of people, especially those with special knowledge to monetise = process of converting something into money 2 Mentoring active edit_ol_qa pix/icons8-collaboration-100_white.png visual aid
]]> How do you choose a mentor? How do you manage expectations? ✓ select someone from your culture ✓ must have experience & achievements in the area you need to develop 〆role model or long lasting relationship are not necessarily sensible criteria → consider having different mentors all your life role model = person that you admire and try to copy What essential criteria are needed when starting? ✓ requests voiced by mentee must be supported by mentor e.g. how to become a good manager? ✓ self-assessment e.g. how much do you think you have scored on a scale of 10? → if 8, then no need to continue mentee = person who is given help and advice by a more experienced and often older person How long should mentoring last? ✓ agree on time frame from the beginning e.g. 5-8 sessions → extend or end when relevant to both parties = mutual interest ≠ mentoring is not when a mentor has solved all issues = when a mentee is self-sufficient mutual = used to describe feelings that two or more people have for each other equally, or actions that affect two or more people equally How do you decide when to end mentoring? ✓ draw a written agreement (not as formal as a contract) to be referred to as a memo → make sure you all agree on when & why to end = draw a line between mentoring & coaching memo (memorandum) = note from one person to another in the same organization Can you use KPIs to validate your mentorship? 〆achieving KPIs are not necessarily enough 〆mentoring may depend on confidential goals e.g. how do you become self-confident? Are all mentees knowledgeable enough to distinguish mentoring from coaching? 〆probably not → make a clear distinction from the beginning mentoring = mutual self-development based on sharing of personal experiences ✓ find solutions within yourself ✓ make use of your own resources → if concrete advice is needed, then turn to coaching knowledgeable = well-informed, knowing a lot How should a mentor behave if the request is from an employee who needs more coaching than mentoring? ✓ check if experience is indeed relevant → mentoring = sharing experience & asking the right questions (focus on areas where the mentor has personal experience) → coaching = art of asking the right questions How can you praise a mentee without a condescending attitude? ✓ show you are equal → you have made the same mistakes ✓ don't give solutions → ask questions to find a solution (in appearance together) condescending = behaving as though you are more important and more intelligent than other people; patronising Why is patting on the shoulder perhaps not a good symbol of mentorship? 〆possible sign of sexual harassment 〆violation of individual's space to pat = to touch sb/sth gently several times with your hand flat, especially as a sign of affection 3 What does it mean to be a mentor? 20231121 hw20231128 active prep_ol_qa edit_ol_qa pix/icons8-collaboration-100_white.png What does it mean to be a mentor? Simon Sinek Watch the video. https://www.youtube.com/watch?v=lFUXtURI-Dk ]]> what_does_it_mean_to_be_a_mentor_simon_sinek_FUXtURI-Dk.mp4 So we get a lot of questions about being a mentor. What does it mean to be a mentor, will you be my mentor, will I be your mentor? Things like that. Here's what I've learned about mentorship. Mentorship is not something you ask somebody to do like, "Will you be my friend?" It doesn't work like that. When you find somebody you get along with you share values, you share beliefs. You spend time with them, you get to know them. You develop trust, you're vulnerable with them, you open up to them. And you discover that you become friends, it's what happens. You start off as simply acquaintances. In my experience, mentorship is exactly the same. There were people who were much more experienced than me who had wisdom that I didn't have and when I would call them, they would take my calls. And when I would ask them questions, they would always take the time to give me answers. And over the course of time, they became my mentors. Like they became my friends. And I remember one time I was with one of my mentors, Ron Bruder, an amazing guy, and I was leaving his house and I put my arm around him and I said, "You know, I'm glad you're my mentor," and he looked at me and he said, "I'm glad you're mine." And it caught me completely off guard. True mentorship, like true friendship, is not a one way street. It's not about one person only giving advice to the other. Both people are showing up to give and both people are showing up to learn. But you can't ask someone to be your mentor, especially someone who's a total stranger, knock on their door and say, "Will you be my mentor?" if they don't know you and you've never met them. It's like friendship. You cultivate a relationship and if that person is always there for you and wants to see you thrive and succeed and believes in you, then perhaps they will become your mentor, like making a friend. Why was Simon caught completely off guard? ✓ wasn't expecting such empathy ✓ hadn't been asking for friendship ≠ not a one-way street off-guard = not prepared; not watching for possible danger; not alert Why is it important to share the same values? ✓ build trust ✓ develop a personal relationship How do you find a mentor? ✓ find somebody you get along with ✓ share values ✓ share beliefs ✓ spend time together ✓ get to know them. ✓ develop trust ✓ be vulnerable with them ✓ open up to them Are you ready to be vulnerable? ✓ need to show what you are afraid of to be able to get help brain drain = substantial emigration or migration of individuals. A brain drain can result from turmoil within a nation, the existence of favourable professional opportunities in other countries, or a desire to seek a higher standard of living corporate | technical | industry fellow (in either Science or Engineering) = most senior rank or title one can achieve in a scientific or engineering career, though fellows often also hold business titles such as Vice President or Chief Technology Officer to groom = to prepare or train sb for an important job or position intentional = highly educated; having extensive information or understanding; knowledgeable; deliberate empathetic = showing an understanding of and trying to enter into another's feelings mentorship = patronage, influence, guidance, or direction given by a mentor mentor = someone who teaches or gives help and advice to a less experienced and often younger person. In an organizational setting, a mentor influences the personal and professional growth of a mentee. Most traditional mentorships involve having senior employees mentor more junior employees, but mentors do not necessarily have to be more senior than the people they mentor. What matters is that mentors have experience that others can learn from mentee = person who is given help and advice by a more experienced and often older person to ignite = to (cause to) start burning or explode esoteric = very unusual and understood or liked by only a small number of people, especially those with special knowledge to monetise = process of converting something into money role model = person that you admire and try to copy mutual = used to describe feelings that two or more people have for each other equally, or actions that affect two or more people equally memo (memorandum) = note from one person to another in the same organization knowledgeable = well-informed, knowing a lot to pat = to touch sb/sth gently several times with your hand flat, especially as a sign of affection off-guard = not prepared; not watching for possible danger; not alert way path was (OR has been) quite long ... ability to spend his or she her time to learn teach me ... by monitoring his or she her progress There were another criterias other criteria ]]> 20231116 18:40-19:40 1.5 1666 active Mentoring (1/2) By the end of this session you will have studied Zoom meeting details ]]> 2 Role play 20231103 hw20231110 Role B - A head hunter has contacted you to make an offer after you'd submitted your CV. This is not your dream job but you want to keep all options in your pocket. Stall for time (the interview for your dream job is in 2 weeks!). Negotiate terms: ask for more holidays, relocation package... 2 Role play 20231103 hw20231110 active role_play Recycle new expressions and language. ✓ If you give me your best offer, I'll give you my best consideration → never give exact figures ]]> You are a head hunter. You've spent many months trying to find the ideal candidate for a big tech. You are impressed by the CV & want to make a compelling offer. 8 000 relocation package 1200 expat bonus 600 language courses 50 school books 8000+1200+600+50 = 9850 total year 1 150 000 + 9 850 = 159 850 Perks - to be negotiated 2/2 0 relocation package 9350 expat bonus 600 language courses 50 school books 9350+600+50 = 10 000 total year 2-4 150 000 + 10 000 = 160 000 Additional financial incentives (RSU) 18 000 restricted stock units (4 years) Total compensation 18 000 RSU total year 1 150 000 + 9 850 + 18 000 = 177 550 total year 2-4 150 000 + 10 000 + 18 000 = 178 000 HH confidential details for negotiation 150 000 base salary + 30% perks = 45 000 --------------------- max available 200 000 total compensation ]]> A head hunter has contacted you to make an offer after you'd submitted your CV. This is not your dream job but you want to keep all options in your pocket. Stall for time (the interview for your dream job is in 2 weeks!). Negotiate terms: ask for more holidays, relocation package... ✓ I'm afraid I already have some very competitive offers. ✓ I don't feel comfortable enough to share these figures with you because it is confidential. ✓ I can't give you more details but I can say that if you increased at least the base salary / compensation package / equity... I'd be happy to reconsider your offer. wip textbook What are the 4 C's of mentorship? Leveraging mentoring to nurture the 4Cs—conversation, connection, community, and culture—can create an increased sense of belonging in employees, thus building social capital. https://www.centerformentoring.com/grow-good-social-capital-through-the-4-cs-of-mentoring Nine best practices for mentors Be insightful and thoughtful. Ask strategic and thought-provoking questions to help mentees identify goals or obstacles. Be intentional. ... Be constructively objective. ... Be open and transparent. ... Facilitate and guide. ... Be empathetic and patient. ... Be attentive and available. ... Inspire confidence. Q&A How can you praise a mentee without appearing too condescending? Notes:
]]> 1 What is mentoring? 20231116 hw20231121 active prep_ol_qa pix/icons8-collaboration-100_white.png What is Mentoring? Trinity College, Dublin Watch the video. Career mentoring is a relationship between a student or graduate ('mentee') and a more experienced graduate ('mentor'), who is there to support the mentee with developing their career. The purpose of the relationship is the passing on of knowledge, experience and offering advice. Mentors can help with preparing for the world of work, discuss career options and offer practical assistance with getting jobs and a place on a postgraduate course. You are applying for a job as a manager. → how do you give evidence of your mentoring skills? Answer the questions. https://www.youtube.com/watch?v=fcogEuf-7Yg ]]> what_is_mentoring_trinity_college_dublin.mp4 Have you ever been a mentor? Would you like to be one? Why / why not? ✓ grooming interns to groom = to prepare or train sb for an important job or position Have you had any training to be a mentor? What do you think you should be taught, or shown? ✓ how to be intentional ✓ how to be constructively objective ✓ how to facilitate and guide intentional = highly educated; having extensive information or understanding; knowledgeable; deliberate What communication skills will you need? ✓ be empathetic and patient ✓ be open and transparent ✓ be attentive and available ✓ inspire confidence empathetic = showing an understanding of and trying to enter into another's feelings big bad world? How can you help mentees navigate obstacles?]]> ✓ draw attention to common mistakes mentee = person who is given help and advice by a more experienced and often older person in the same boat?]]> ✓ share the same doubts and lack of confidence mentors had (perhaps a long time ago) ✓ understand how to make decisions rather than why Why are mentors' professional successes important? ✓ prove that a possibly esoteric background & course of studies followed by a mentee may become a source of living → show how some academic knowledge can be put in practice ✓ may suggest new career opportunities esoteric = very unusual and understood or liked by only a small number of people, especially those with special knowledge brain drain = substantial emigration or migration of individuals. A brain drain can result from turmoil within a nation, the existence of favourable professional opportunities in other countries, or a desire to seek a higher standard of living corporate | technical | industry fellow (in either Science or Engineering) = most senior rank or title one can achieve in a scientific or engineering career, though fellows often also hold business titles such as Vice President or Chief Technology Officer to groom = to prepare or train sb for an important job or position intentional = highly educated; having extensive information or understanding; knowledgeable; deliberate empathetic = showing an understanding of and trying to enter into another's feelings mentorship = patronage, influence, guidance, or direction given by a mentor mentor = someone who teaches or gives help and advice to a less experienced and often younger person. In an organizational setting, a mentor influences the personal and professional growth of a mentee. Most traditional mentorships involve having senior employees mentor more junior employees, but mentors do not necessarily have to be more senior than the people they mentor. What matters is that mentors have experience that others can learn from mentee = person who is given help and advice by a more experienced and often older person to ignite = to (cause to) start burning or explode esoteric = very unusual and understood or liked by only a small number of people, especially those with special knowledge role model = person that you admire and try to copy knowledgeable = well-informed, knowing a lot to pat = to touch sb/sth gently several times with your hand flat, especially as a sign of affection off-guard = not prepared; not watching for possible danger; not alert 20231103 17:15-18:15 1.5 1666 active Negotiating job offers Pondering People series | Questions & answers Episode 5 - Negotiating job offers (2/2) By the end of this session you will have studied Zoom meeting details ]]> 1 Negotiating job offers active edit_ol_qa pix/icons8-collaboration-100_white.png How do you plan your job hunt? What do you need to assess? ✓ do your research → would you be proud to be part of the company? ✓ assess your values → is it important for you to work for a market leader? → open source → inclusive environment → eco-friendliness → innovative ✓ assess company values → would you mind working for a company that has poor reputation? → is CSR an important criterion? 3 preliminary stages Once you have multiple offers, how do you go about short-listing them? What if you are not happy the basic salary? ✓ don't quibble over a few thousands / a few noughts if it's your dream job ✓ don't end a long conversation just by a polite e-mail → bypass the hiring manager = speak to the person in charge to quibble about / over sth = to argue or complain about a small matter or an unimportant detail When is it worth negotiating an offer? ✓ depends on how much wiggle room you have = room for manoeuvre usually ~10% more e.g. state companies usually aren't particularly flexible because they tend to be bureaucratic wiggle room = ability to make small changes in a plan, schedule, etc., if they are needed room for manoeuvre = chance to change the way that sth happens and influence decisions that are made When should you simply discard an offer? ✓ if you have already ruined trust/reputation when over-negotiating = being greedy e.g. asking petty perks that won't add to the overall agreement or are just not feasible greedy for sth = wanting more money, power, food, etc. than you really need to discard = to get rid of sth that you no longer want or need What is a common mistake in the initial stages of screening? 〆job hunters skip diligent research into possible points of negotiation 〆close options by refusing certain work conditions e.g. fixed term contract 〆easier lay-off ✓ higher salary ≠ not necessarily a bad option (even if you are moving abroad with all your family) → perhaps at present they have only a limited need for your skills but will want to prolong work with you in another position they haven't identified yet e.g. open ended contract ✓ greater job stability 〆lower salary diligent = showing care and effort in your work or duties What can you actually try negotiating, beside the base salary? e.g. equity, bonuses, restricted stock units → base salary obviously the most challenging point in a negotiation → equity usually the most common item to be negotiated - eg. doubled 35% - 1st year, 30% - 2nd year... = total compensation will decrease over time → annual bonus RSU (restricted stock units) ≠ stock options → only during the initial new hire grant (valid 4 years) worth negotiating only if not planning to stay long with the company (could be +50% of basis salary) after 4-year cliff (ie. once a new employee has worked more than 4 years) → stock options to be negotiated worth negotiating if planning to stay long with the company e.g. 35% - 1st year, 30% - 2nd year RSU = restricted stock units What 3 stages (periods) of negotiation with headhunters should you go through? stage 1 I'm just at the beginning of my job hunting You haven't shared your financial expectations = not asking anything specific except increasing the general compensation offer stage 2 I can't give you more details but I can say that if you increased at least the base salary / compensation package / equity... I'd be happy to reconsider your offer. pretending to have a very competing offer → enquire if they could improve their offer stage 3 I'm willing to drop all others pretending to still have multiple offers = last option before accepting ↔ reverse used car salesman pitch ! use as last resort ]]> resort = last course of action that you should or can take in a particular situation What are the differences between American & European job compensation negotiations? What cultural misalignment of negotiation expectations could you encounter? ✓ in the USA, you are expected to want to negotiate further = explicit, low context culture ✓ in Europe, they may think that was your last word... and drop negotiations often due to unacceptable, unequal pay situation (which is possible in the US) → read between the lines = implicit, high context culture European vs American motivational factors ✓ bigger salary | work life balance 〆past level of compensation is not an argument if you have actually been laid off → compete only with alternative offers US extended offer ≠ final compensation package = low-ball offer Europe extended offer incl. final compensation package → non negotiable offer ≠ low-ball offer low-ball offer (AmEn) = slang term for an offer that is significantly below the seller's asking price, or a quote that is deliberately lower than the price the seller intends to charge. To lowball also means to deliberately give a false estimate for something What may happen when applying for a job in a Russian company? won't bump an offer 〆downgrading offer 〆take it or leave it attitude ≠ frugality = Russian mentality? to bump an offer = to enter into a contract with a buyer but continue to market the property. If the seller then receives a better offer, they can bump the original buyer to get them to waive their contingency or offer more 2 Role play 20231103 hw20231110 active role_play Recycle new expressions and language. ✓ If you give me your best offer, I'll give you my best consideration → never give exact figures ]]> You are a head hunter. You've spent many months trying to find the ideal candidate for a big tech. You are impressed by the CV & want to make a compelling offer. What would make you happy? How much do you want for...? Do other offers reach a 6-figure salary? A head hunter has contacted you to make an offer after you'd submitted your CV. This is not your dream job but you want to keep all options in your pocket. Stall for time (the interview for your dream job is in 2 weeks!). Negotiate terms: ask for more holidays, relocation package... ✓ I'm afraid I already have some very competitive offers. ✓ I don't feel comfortable enough to share these figures with you because it is confidential. ✓ I can't give you more details but I can say that if you increased at least the base salary / compensation package / equity... I'd be happy to reconsider your offer. to quibble about / over sth = to argue or complain about a small matter or an unimportant detail wiggle room = ability to make small changes in a plan, schedule, etc., if they are needed room for manoeuvre = chance to change the way that sth happens and influence decisions that are made greedy for sth = wanting more money, power, food, etc. than you really need to discard = to get rid of sth that you no longer want or need diligent = showing care and effort in your work or duties RSU = restricted stock units resort = last course of action that you should or can take in a particular situation low-ball offer (AmEn) = slang term for an offer that is significantly below the seller's asking price, or a quote that is deliberately lower than the price the seller intends to charge. To lowball also means to deliberately give a false estimate for something to bump an offer = to enter into a contract with a buyer but continue to market the property. If the seller then receives a better offer, they can bump the original buyer to get them to waive their contingency or offer more he or she his or her salary expectations ]]> 20231027 17:15-18:15 1.5 1666 active JH | Ranking & categorising support stories (3/3) - Motivational coaching By the end of this session you will have studied Support stories Rank & categorise all your support stories in a googledocs zoom_meeting.png Zoom meeting details ]]> active textbook Support stories Rank & categorise all your support stories in a googledocs ]]> 20231003 hw20231010 pix/icons8-hand-with-pen-100_white.png 2 Identifying support stories edit_ol_qa_writing prep_ol_qa_writing stopwatch active Variety of leadership principle questions and answers Do not use the same story more than twice. Prepare 2-3 stories per each of the LPs. If you do use the same story, point it out explicitly. In that case, they, most probably, will ask you to provide another story. In the end, all interviewers will share what they've got with each other and if it appears that you've got just 1-3 interesting stories, then they may think that you haven't experienced enough yet. Add support stories for: → Leadership → Mentoring Give 2-3 examples for the following categories/areas of interest. Explaining how you behave should be supported by personal and memorable stories. → make sure these examples illustrate some key concepts described above. Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? (...) ✓ Key concepts: → taking things with a pinch of salt (distancing) → lesson learnt (resilience) ✓ Support stories: → disappointing performance review by a superior in spite of your hard work → misunderstanding of a given task ]]> Greatest & weakest points of your career What is your biggest achievement? Give me a specific example of a time when you used good judgement and logic in solving a problem. Give me an example of a time when you set a goal and were able to meet or achieve it. Tell me about a time when you had to go above and beyond the call of duty in order to get a job done. Give me an example of a time when you motivated others. Give me an example of a time when you used your fact-finding skills to solve a problem. Describe a time when you anticipated potential problems and developed preventive measures. Describe a time when you set your sights too high (or too low). Give me an example of a time when you tried to accomplish something and failed. Tell me about a time when you missed an obvious solution to a problem. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → critical thinking (in assessing realistic goals) → not resting on your laurels → not collecting only low-hanging fruit ✓ Support stories: → lack of professional experience, best practice → insufficient management routines (e.g. cross-reviews) Cross functional collaboration What would your previous boss & colleagues say about you? How do you build team spirit? Give me an example of a time when you motivated others. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Would you like to make a long-lasting impact or be appreciated? Give me a specific example of a time when you had to conform to a policy with which you did not agree. Please discuss an important written document you were required to complete. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → visionary skills e.g. anticipated trends → team player, gluer, doer, team leader e.g. pulling the team together, inspiring junior staff as a role model... → show impact you have made on others & in the company e.g. now some in-house corporate policy is based on your successful way of achieving a certain goal → showing mutual benefits in deploying a specific solution e.g. scratch my back and I'll scratch yours → adapting delivering to the audience e.g. grading language & simplifying the message → providing a synthesised reply ✓ Support stories: → persuading heads of other depts (e.g. marketing, sales, finance, IT...) to choose your solution / plan → management has appreciated recommendations you had proffered: in retrospect, you were right when everyone else was misled or confused → explaining sth difficult in simple terms for top management → using relevant jargon with team members Conflict resolution Have you ever had to deal with negative upstream and/or downstream feedback? What is your typical way of dealing with conflict? Give me an example. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Describe a time when you were faced with a stressful situation that demonstrated your coping skills. Give me a specific example of a time when you had to conform to a policy with which you did not agree. Tell me about a time when you had too many things to do and you were required to prioritize your tasks. Give me an example of a time when you had to make a split second decision. Tell me about a time you were able to successfully deal with another person even when that individual may not have personally liked you (or vice versa). Tell me about a difficult decision you've made in the last year. Tell me about a recent situation in which you had to deal with a very upset customer or co-worker. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Leadership Give me an example of when you showed initiative and took the lead. Give me an example of a time when you had to make a split second decision. Give me an example of a time when you motivated others. Tell me about a time when you delegated a project effectively. What is your biggest achievement as a leader? Where do you see yourself in 5 years? Would you like to make a long-lasting impact or be appreciated? How do you build team spirit? Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → not only having a supervising role → empowerment → inspirational → multi-generational → decision reached by consensus ✓ Support stories: → took initiative & become a mediator | moderator between company & client → created & shared a vision in times of troubles to save the company's reputation → inspired & motivated team members to follow suit despite additional efforts involved → as a leader, managed to brainstorm ideas with team members to reach a common decision Give me an example of a time when you motivated others. → support becoming too difficult - needed to analyse and find a solution Tell me about a time when you delegated a project effectively. Mentoring Where do you see yourself in 5 years? How do you mentor junior team members? How do you build team spirit? Give me an example of a time when you motivated others. Please tell me about a time you had to fire a friend. ]]> ✓ Key concepts: → mention (geographic) scale & impact at company level on various staff members → evidence mentoring skills when dealing with a challenging employee → show the difference between coaching & mentoring → lesson(s) learnt by your mentee ✓ Support stories: → invested time in a promising recruit who proved to become of the company's strongest assets → groomed staff members who have eventually taken your position or relocated to other countries in multinationals → conducted a challenging appraisal review with a close colleague (friend) who had failed to reach objectives → discharged a manager from an important project → self-confident friend didn't escalate an issue in time Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? Would you like to make a long-lasting impact or be appreciated? Tell me about a time when you delegated a project effectively. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → professional diligence → inspirational impact on colleagues → taking things with a pinch of salt (distancing vs overreacting) → anticipating stress & controlling emotions → lesson learnt (resilience) ✓ Support stories: → mixed peer review which shook your confidence → report re-written & defaced by proof-readers / manager → disappointing performance review by a superior in spite of your hard work → misunderstanding of a given task → pushed to the limits & destabilised by your mentor to get you out of your comfort zone Please tell me about a time you had to fire a friend. ✓ Follow-up questions: How would have someone else reacted in this situation? → may have overreacted → may not want to bite their lip to bite your lip = to repress an emotion; stifle laughter or repress a retort 1 Motivational coaching active edit_ol_qa pix/icons8-collaboration-100_white.png How can your background prove you are a good fit for the company? ✓ born & bred in the USSR → be the first, the fastest, the strongest (alliteration) = you are used to fight for a living, for your passion ✓ appetite for risk = be hungry What would make you a good fit for a big tech company? ✓ not afraid of making career changes 'Be hungry', Steve Jobs Are you ready to sacrifice your work-life balance for the sake of innovation? ✓ not the smartest in the toolbox but hard-working = modest approach ✓ not interested in just replicating 〆don't copy success stories → change the world e.g. Jeff Bezos, Amazon - obsessed by customer needs Be obsessed by customer needs! Can you focus on a single important thing & decline all the other interesting ones? ✓ have always put in the hours ✓ see Tim Cook quoting Steve Jobs 'Be proud of what you have achieved and what you have turned down', Steve Jobs Are you - or do you want to be - a self-made man? ✓ refused life as a factory worker, blue collar → had to work sometimes 2-3 times harder than other to succeed e.g. Steve Jobs ✓ experienced hardships reminiscent of survival rather than living a normal life → can't be mediocre to change one's life ≠ not consider yourself as a smart person, just hard-working & determined to be (or not to be) brought up with a sliver spoon Have you got the guts to recognise your failures, and be resilient enough to turn a tragedy into an opportunity? ✓ free yourself from material belongings → relocated many times ✓ rediscover genuine values ✓ never too late to change the world Getting out of your comfort zone What makes you different from other candidates? ✓ bring diversity to the team ✓ compete with post-graduates brought up in a cocoon with prestigious diplomas 1 Role play wip role_play Recycle new expressions and language. ✓ If you give me your best offer, I'll give you my best consideration → never give exact figures ]]> Recycle new expressions and language. You are a head hunter. You've spent many months trying to find the ideal candidate for a big tech. You are impressed by the CV & want to make a compelling offer. What would make you happy? How much do you want for...? Do other offers reach a 6-figure salary? A head hunter has contacted you to make an offer after you'd submitted your CV. This is not your dream job but you want to keep all options in your pocket. Stall for time (the interview for your dream job is in 2 weeks!). Negotiate terms: ask for more holidays, relocation package... ✓ I'm afraid I already have some very competitive offers. ✓ I don't feel comfortable enough to share these figures with you because it is confidential. ✓ I can't give you more details but I can say that if you increased at least the base salary / compensation package / equity... I'd be happy to reconsider your offer. wip textbook → what are the strong points? → what can be improved in terms of: * delivery (intonation, stress on keywords, pace, articulation) * use of language (variety of grammar structures) * vocab & register (formal / informal) * narrative (succinct, convincing?) * methodology (relevance & beneficial or rather a hindrance?) Notes:
]]> outcome of this significant product was... It needs me meant I had to organise... The manager was not absolutely fully guilty for of ... (OR to be blamed for) ]]> 20231010 18:40-19:40 1.5 1666 active JH | Identifying support stories 5 By the end of this session you will have studied Support stories Add support stories for leadership & mentoring Rank & categorise all your support stories in a googledocs → use the left tab to navigate through your notes during interview → add heading 4 style to new support stories → use bullet points (and NOT prose) to list the key ideas of each support story icons8-lecturer-100.png Behavioural questions sample answers video audio video recording zoom_meeting.png Zoom meeting details ]]> active textbook Support stories Rank & categorise all your support stories in a googledocs → use the left tab to navigate through your notes during interview → use bullet points (and NOT prose) to list the key ideas of each support story ]]> 20231003 hw20231010 pix/icons8-hand-with-pen-100_white.png 2 Identifying support stories edit_ol_qa_writing prep_ol_qa_writing stopwatch active Variety of leadership principle questions and answers Do not use the same story more than twice. Prepare 2-3 stories per each of the LPs. If you do use the same story, point it out explicitly. In that case, they, most probably, will ask you to provide another story. In the end, all interviewers will share what they've got with each other and if it appears that you've got just 1-3 interesting stories, then they may think that you haven't experienced enough yet. Add support stories for: → Leadership → Mentoring Give 2-3 examples for the following categories/areas of interest. Explaining how you behave should be supported by personal and memorable stories. → make sure these examples illustrate some key concepts described above. Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? (...) ✓ Key concepts: → taking things with a pinch of salt (distancing) → lesson learnt (resilience) ✓ Support stories: → disappointing performance review by a superior in spite of your hard work → misunderstanding of a given task ]]> Greatest & weakest points of your career What is your biggest achievement? Give me a specific example of a time when you used good judgement and logic in solving a problem. Give me an example of a time when you set a goal and were able to meet or achieve it. Tell me about a time when you had to go above and beyond the call of duty in order to get a job done. Give me an example of a time when you motivated others. Give me an example of a time when you used your fact-finding skills to solve a problem. Describe a time when you anticipated potential problems and developed preventive measures. Describe a time when you set your sights too high (or too low). Give me an example of a time when you tried to accomplish something and failed. Tell me about a time when you missed an obvious solution to a problem. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → critical thinking (in assessing realistic goals) → not resting on your laurels → not collecting only low-hanging fruit ✓ Support stories: → lack of professional experience, best practice → insufficient management routines (e.g. cross-reviews) Cross functional collaboration What would your previous boss & colleagues say about you? How do you build team spirit? Give me an example of a time when you motivated others. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Would you like to make a long-lasting impact or be appreciated? Give me a specific example of a time when you had to conform to a policy with which you did not agree. Please discuss an important written document you were required to complete. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → visionary skills e.g. anticipated trends → team player, gluer, doer, team leader e.g. pulling the team together, inspiring junior staff as a role model... → show impact you have made on others & in the company e.g. now some in-house corporate policy is based on your successful way of achieving a certain goal → showing mutual benefits in deploying a specific solution e.g. scratch my back and I'll scratch yours → adapting delivering to the audience e.g. grading language & simplifying the message → providing a synthesised reply ✓ Support stories: → persuading heads of other depts (e.g. marketing, sales, finance, IT...) to choose your solution / plan → management has appreciated recommendations you had proffered: in retrospect, you were right when everyone else was misled or confused → explaining sth difficult in simple terms for top management → using relevant jargon with team members Conflict resolution Have you ever had to deal with negative upstream and/or downstream feedback? What is your typical way of dealing with conflict? Give me an example. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Describe a time when you were faced with a stressful situation that demonstrated your coping skills. Give me a specific example of a time when you had to conform to a policy with which you did not agree. Tell me about a time when you had too many things to do and you were required to prioritize your tasks. Give me an example of a time when you had to make a split second decision. Tell me about a time you were able to successfully deal with another person even when that individual may not have personally liked you (or vice versa). Tell me about a difficult decision you've made in the last year. Tell me about a recent situation in which you had to deal with a very upset customer or co-worker. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Leadership Give me an example of when you showed initiative and took the lead. Give me an example of a time when you had to make a split second decision. Give me an example of a time when you motivated others. Tell me about a time when you delegated a project effectively. What is your biggest achievement as a leader? Where do you see yourself in 5 years? Would you like to make a long-lasting impact or be appreciated? How do you build team spirit? Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → not only having a supervising role → empowerment → inspirational → multi-generational ✓ Support stories: → took initiative & become a mediator | moderator between company & client → created & shared a vision in times of troubles to save the company's reputation → inspired & motivated team members to follow suit despite additional efforts involved Give me an example of a time when you motivated others. Tell me about a time when you delegated a project effectively. Mentoring Where do you see yourself in 5 years? How do you mentor junior team members? How do you build team spirit? Give me an example of a time when you motivated others. Please tell me about a time you had to fire a friend. ]]> ✓ Key concepts: → mention (geographic) scale & impact at company level on various staff members → evidence mentoring skills when dealing with a challenging employee ✓ Support stories: → invested time in a promising recruit who proved to become of the company's strongest assets → groomed staff members who have eventually taken your position or relocated to other countries in multinationals → conducted a challenging appraisal review with a close colleague (friend) who had failed to reach objectives → discharged a manager from an important project Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? Would you like to make a long-lasting impact or be appreciated? Tell me about a time when you delegated a project effectively. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → professional diligence → inspirational impact on colleagues → taking things with a pinch of salt (distancing vs overreacting) → anticipating stress & controlling emotions → lesson learnt (resilience) ✓ Support stories: → mixed peer review which shook your confidence → report re-written & defaced by proof-readers / manager → disappointing performance review by a superior in spite of your hard work → misunderstanding of a given task → pushed to the limits & destabilised by your mentor to get you out of your comfort zone ✓ Follow-up questions: How would have someone else reacted in this situation? → may have overreacted → may not want to bite their lip to bite your lip = to repress an emotion; stifle laughter or repress a retort will be am interested for in it, I will... The main thing | point is that... Our corporate culture is the other than different from western companies a talented student which who I hired in order to so that my story is not too long ]]> archive /'ɔr,kaiv/ 20231003 18:40-19:40 1.5 1666 active JH | Ranking & categorising support stories (2/3) By the end of this session you will have studied Support stories Rank & categorise all your support stories in a googledocs → use the left tab to navigate through your notes during interview → use bullet points (and NOT prose) to list the key ideas of each support story zoom_meeting.png Zoom meeting details ]]> active textbook Support stories Rank & categorise all your support stories in a googledocs → use the left tab to navigate through your notes during interview → use bullet points (and NOT prose) to list the key ideas of each support story https://docs.google.com/document/d/1kmHbm99_BMOdDDLCWZvWKVDCN7pAj4jhq77SVnYgamA/edit?usp=sharing ]]> 20231003 hw20231010 pix/icons8-hand-with-pen-100_white.png 2 Identifying support stories edit_ol_qa_writing prep_ol_qa_writing active Variety of leadership principle questions and answers Do not use the same story more than twice. Prepare 2-3 stories per each of the LPs. If you do use the same story, point it out explicitly. In that case, they, most probably, will ask you to provide another story. In the end, all interviewers will share what they've got with each other and if it appears that you've got just 1-3 interesting stories, then they may think that you haven't experienced enough yet. Add support stories for: → Leadership → Mentoring Give 2-3 examples for the following categories/areas of interest. Explaining how you behave should be supported by personal and memorable stories. → make sure these examples illustrate some key concepts described above. Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? (...) ✓ Key concepts: → taking things with a pinch of salt (distancing) → lesson learnt (resilience) ✓ Support stories: → disappointing performance review by a superior in spite of your hard work → misunderstanding of a given task ]]> Greatest & weakest points of your career What is your biggest achievement? Give me a specific example of a time when you used good judgement and logic in solving a problem. Give me an example of a time when you set a goal and were able to meet or achieve it. Tell me about a time when you had to go above and beyond the call of duty in order to get a job done. Give me an example of a time when you motivated others. Give me an example of a time when you used your fact-finding skills to solve a problem. Describe a time when you anticipated potential problems and developed preventive measures. Describe a time when you set your sights too high (or too low). Give me an example of a time when you tried to accomplish something and failed. Tell me about a time when you missed an obvious solution to a problem. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → critical thinking (in assessing realistic goals) → not resting on your laurels → not collecting only low-hanging fruit ✓ Support stories: → lack of professional experience, best practice → insufficient management routines (e.g. cross-reviews) Cross functional collaboration What would your previous boss & colleagues say about you? How do you build team spirit? Give me an example of a time when you motivated others. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Would you like to make a long-lasting impact or be appreciated? Give me a specific example of a time when you had to conform to a policy with which you did not agree. Please discuss an important written document you were required to complete. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → visionary skills e.g. anticipated trends → team player, gluer, doer, team leader e.g. pulling the team together, inspiring junior staff as a role model... → show impact you have made on others & in the company e.g. now some in-house corporate policy is based on your successful way of achieving a certain goal → showing mutual benefits in deploying a specific solution e.g. scratch my back and I'll scratch yours → adapting delivering to the audience e.g. grading language & simplifying the message → providing a synthesised reply ✓ Support stories: → persuading heads of other depts (e.g. marketing, sales, finance, IT...) to choose your solution / plan → management has appreciated recommendations you had proffered: in retrospect, you were right when everyone else was misled or confused → explaining sth difficult in simple terms for top management → using relevant jargon with team members Conflict resolution Have you ever had to deal with negative upstream and/or downstream feedback? What is your typical way of dealing with conflict? Give me an example. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Describe a time when you were faced with a stressful situation that demonstrated your coping skills. Give me a specific example of a time when you had to conform to a policy with which you did not agree. Tell me about a time when you had too many things to do and you were required to prioritize your tasks. Give me an example of a time when you had to make a split second decision. Tell me about a time you were able to successfully deal with another person even when that individual may not have personally liked you (or vice versa). Tell me about a difficult decision you've made in the last year. Tell me about a recent situation in which you had to deal with a very upset customer or co-worker. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Leadership Give me an example of when you showed initiative and took the lead. Give me an example of a time when you had to make a split second decision. Give me an example of a time when you motivated others. Tell me about a time when you delegated a project effectively. What is your biggest achievement as a leader? Where do you see yourself in 5 years? Would you like to make a long-lasting impact or be appreciated? How do you build team spirit? Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → inspirational → multi-generational ✓ Support stories: Mentoring Where do you see yourself in 5 years? How do you mentor junior team members? How do you build team spirit? Give me an example of a time when you motivated others. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? Would you like to make a long-lasting impact or be appreciated? Tell me about a time when you delegated a project effectively. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → professional diligence → inspirational impact on colleagues → taking things with a pinch of salt (distancing vs overreacting) → anticipating stress & controlling emotions → lesson learnt (resilience) ✓ Support stories: → mixed peer review which shook your confidence → report re-written & defaced by proof-readers / manager → disappointing performance review by a superior in spite of your hard work → misunderstanding of a given task → pushed to the limits & destabilised by your mentor to get you out of your comfort zone ✓ Follow-up questions: How would have someone else reacted in this situation? → may have overreacted → may not want to bite their lip to bite your lip = to repress an emotion; stifle laughter or repress a retort similar same as a manager We rejected the policy which I was ensure responsible for I was ensure in made to believe (by my boss?) in my | sure about mysuccess, but faced (the) with unpredictable behaviour of VP I was was confused, frustrated and even angry - ensured in my rightnessconvinced I was right The reason was in due to different expectations in order to knowunderstand all opinions I was convinced about (confident in) rightness I'll tell you about an (interesting) (unusual | striking) story I spent much time for on the preparation of this meeting In spite of it that I felt not completely satisfied ]]> target /'tə:gət/ 20230909 09:45-10:45 1.5 1666 active JH | Ranking & categorising support stories (1/3) By the end of this session you will have studied Support stories Rank & categorise all your support stories in a googledocs → use the left tab to navigate through your notes during interview → use bullet points (and NOT prose) to list the key ideas of each support story zoom_meeting.png Zoom meeting details ]]> active textbook Support stories T / Cl Feedback ]]> active textbook empirical = based on what is experienced or seen rather than on theory no experience either in HW design or industrial protocols OR experience neither in HW design nor industrial protocols ... lose the customer at all completely ]]> 20230818 17:00-18:30 MSK | 16:00-17:30 CET 1.5 20 ((-20*1.5)=-30)+ 200 = 170 euros active Pondering People series | Questions & answers Episode 2 A - Ranking of big tech hubs Assessing corporate culture values By the end of this session you will have studied https://docs.google.com/document/d/1lfGEQB-TtRn1-i5njHDiwD__xSMKaHigWtYv0xavRLQ/edit?usp=sharing zoom_meeting.png Zoom meeting details I.Bogatyrev - D.Potter Zoom Meeting (recurring) Meeting ID: 589 650 112 Password: 8XUPie https://us04web.zoom.us/j/589650112 ]]> active textbook https://disk.yandex.ru/d/jrNeOuek5SRY8A T / Cl

Narrative progression

Analysis of options (e.g. in Zurich some jobs can be better paid than in the US) Compiled stories Interview drills How to secure an offer Negotiations Pre-departure steps Relocating logistics Settling ]]> 1 Episode 2 A - Ranking of big tech hubs active edit_ol_qa pix/icons8-collaboration-100_white.png Cost of Living Numbeo is the world’s largest cost of living database. Numbeo is also a crowd-sourced global database of quality of life data: housing indicators, perceived crime rates, healthcare quality, transport quality, and other statistics. https://www.numbeo.com/cost-of-living/ https://worldpopulationreview.com/country-rankings/safest-countries-in-europe ]]> What are you looking for: a faster career progression or better lifestyle? = the most important question ✓ no matter where you end up → end up with lower purchasing power but better quality of life in Europe (unlike in the US) ✓ gvt intervention to guarantee a minimum social welfare ✓ local heath care system ✓ higher education in the US ✓ on-going (never-ending) high demand for developers in the Silicon Valley How much experience in dealing with immigrants has the target country got? ↔ How open is the target country to foreigners? = controversial ✓ much experience → lower entry barriers 〆less experience → red tape Where - according to your instinct - would you like to relocate to? 〆shouldn't depend on the climate! ✓ preserve your purchasing power purchasing power = money that people have available to buy goods with What makes you more likely to make ties with the local community? ✓ shared values ✓ moral ethics ✓ self-confidence, arrogance or modesty ✓ keeping distance or being friendly ✓ democratic or autocratic How do people drive & park their cars? = good clue about the local culture How can you bond with people? ]]> to bond with = to develop or create a relationship of trust and affection with sb 2 pix/icons8-collaboration-100_white.png Ranking criteria for choosing a destination 20230630 hw20230707 active deck_shuffled_lines_valign deck_shuffled_lines_halign prep_deck_shuffled_lines_halign top priorities criteria worth considering optional pluses ]]> 1 Relocating: where? Why? active edit_ol_qa pix/icons8-collaboration-100_white.png Would you be able to justify during a job interview why it makes sense to relocate? Why are there so many more job opportunities abroad? ✓ greater markets & consumers call for more production needs ↔ the more IT end users to be catered for, the more developers are needed to support them ✓ you can make a business impact not only for 1000s but millions of users e.g. Mir payment system vs Visa, VKontakte vs Meta/Facebook, YandexTaxi vs Uber and also... ✓ greater variety of options ✓ more diverse corporate cultures business impact size Why would one want to go to the Silicon Valley? ✓ all job opportunities stem from the Silicon Valley ↔ overheated market = multiple offers / candidate ✓ more demand in the Silicon Valley than supply?! If you want to work in IT, why wouldn't you want to be where it all begins? = like Olympic Games for IT professionals rest / invest overheated market = overheating is when the economy reaches the limits of its capacity to meet all of the demand from individuals, firms and government. One element of this is the concept of "full employment", which occurs when almost everyone who wants to work has a job. When this happens, there is very little available slack Why shouldn't job seekers be shy to apply? ✓ remember you will be using the same set of skills (but in a big tech instead of a local player) i.e. will be doing almost the same job ✓ access outstanding job offers ✓ learn from failures & taking risks → apply only w/ relevant prep ✓ know the framework ✓ practise algorithms (...) Why play small if you are able to play big? Why could you be reluctant to hunt for a job abroad? 〆happy to live in your comfort zone 〆shy to lose money, time 〆greater competition 〆underestimated skills 〆overestimated bar 〆fear of being rejected 〆language, culture, friends... 〆Russophobia misinformation Why do ambitions often not coincide with skills? = only a prejudice due to former Soviet Union legacy?... 〆myth that the West is better Why might managers play a greater role abroad? ✓ local power distance makes professional development difficult = glass ceiling instead of empowerment → inspire people with limited ambitions but great skills 1 pix/icons8-collaboration-100_white.png Assessing corporate culture values Evaluating corporate culture active wip deck_shuffled_lines_halign prep_deck_shuffled_lines_halign What values are important to you in a company's culture? What would make you want to join or leave a company? Are you a good fit for the corporate culture of your target company?
top priorities
high on the agenda
less important
]]> naturalisation = proceeding whereby a foreigner is granted citizenship overheated market = overheating is when the economy reaches the limits of its capacity to meet all of the demand from individuals, firms and government. One element of this is the concept of "full employment", which occurs when almost everyone who wants to work has a job. When this happens, there is very little available slack 20230902 09:45-10:45 1.5 1666 active JH | Identifying support stories 4 - Reverse questions By the end of this session you will have studied Zoom meeting details ]]> 20230826 hw20230902 pix/icons8-hand-with-pen-100_white.png 5 Identifying support stories (continued from previous lesson - Upstream & downstream feedback) Give 2-3 examples for the following categories/areas of interest. active stopwatch_by_dwyl 20230701 hw20230708 pix/icons8-hand-with-pen-100_white.png 2 Identifying support stories edit_ol_qa_writing prep_ol_qa_writing active Variety of leadership principle questions and answers Do not use the same story more than twice. Prepare 2-3 stories per each of the LPs. If you do use the same story, point it out explicitly. In that case, they, most probably, will ask you to provide another story. In the end, all interviewers will share what they've got with each other and if it appears that you've got just 1-3 interesting stories, then they may think that you haven't experienced enough yet. Give 2-3 examples for the following categories/areas of interest. Explaining how you behave should be supported by personal and memorable stories. → make sure these examples illustrate some key concepts described above. Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? (...) ✓ Key concepts: → taking things with a pinch of salt (distancing) → lesson learnt (resilience) ✓ Support stories: → disappointing performance review by a superior in spite of your hard work → misunderstanding of a given task ]]> Greatest & weakest points of your career What is your biggest achievement? Give me a specific example of a time when you used good judgement and logic in solving a problem. Give me an example of a time when you set a goal and were able to meet or achieve it. Tell me about a time when you had to go above and beyond the call of duty in order to get a job done. Give me an example of a time when you motivated others. Give me an example of a time when you used your fact-finding skills to solve a problem. Describe a time when you anticipated potential problems and developed preventive measures. Describe a time when you set your sights too high (or too low). Give me an example of a time when you tried to accomplish something and failed. Tell me about a time when you missed an obvious solution to a problem. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → critical thinking (in assessing realistic goals) → not resting on your laurels → not collecting only low-hanging fruit ✓ Support stories: → lack of professional experience, best practice → insufficient management routines (e.g. cross-reviews) Cross functional collaboration What would your previous boss & colleagues say about you? How do you build team spirit? Give me an example of a time when you motivated others. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Would you like to make a long-lasting impact or be appreciated? Give me a specific example of a time when you had to conform to a policy with which you did not agree. Please discuss an important written document you were required to complete. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → visionary skills e.g. anticipated trends → team player, gluer, doer, team leader e.g. pulling the team together, inspiring junior staff as a role model... → show impact you have made on others & in the company e.g. now some in-house corporate policy is based on your successful way of achieving a certain goal → showing mutual benefits in deploying a specific solution e.g. scratch my back and I'll scratch yours → adapting delivering to the audience e.g. grading language & simplifying the message → providing a synthesised reply ✓ Support stories: → persuading heads of other depts (e.g. marketing, sales, finance, IT...) to choose your solution / plan → management has appreciated recommendations you had proffered: in retrospect, you were right when everyone else was misled or confused → explaining sth difficult in simple terms for top management → using relevant jargon with team members Conflict resolution Have you ever had to deal with negative upstream and/or downstream feedback? What is your typical way of dealing with conflict? Give me an example. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Describe a time when you were faced with a stressful situation that demonstrated your coping skills. Give me a specific example of a time when you had to conform to a policy with which you did not agree. Tell me about a time when you had too many things to do and you were required to prioritize your tasks. Give me an example of a time when you had to make a split second decision. Tell me about a time you were able to successfully deal with another person even when that individual may not have personally liked you (or vice versa). Tell me about a difficult decision you've made in the last year. Tell me about a recent situation in which you had to deal with a very upset customer or co-worker. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Leadership Give me an example of when you showed initiative and took the lead. Give me an example of a time when you had to make a split second decision. Give me an example of a time when you motivated others. Tell me about a time when you delegated a project effectively. What is your biggest achievement as a leader? Where do you see yourself in 5 years? Would you like to make a long-lasting impact or be appreciated? How do you build team spirit? Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Mentoring Where do you see yourself in 5 years? How do you mentor junior team members? How do you build team spirit? Give me an example of a time when you motivated others. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? Would you like to make a long-lasting impact or be appreciated? Tell me about a time when you delegated a project effectively. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → professional diligence → inspirational impact on colleagues → taking things with a pinch of salt (distancing vs overreacting) → anticipating stress & controlling emotions → lesson learnt (resilience) ✓ Support stories: → mixed peer review which shook your confidence → report re-written & defaced by proof-readers / manager → disappointing performance review by a superior in spite of your hard work → misunderstanding of a given task → pushed to the limits & destabilised by your mentor to get you out of your comfort zone ✓ Follow-up questions: How would have someone else reacted in this situation? → may have overreacted → may not want to bite their lip to bite your lip = to repress an emotion; stifle laughter or repress a retort 1 Evidence-based interview active edit_ol_qa pix/icons8-collaboration-100_white.png You should work & learn in team but how do you celebrate success? ≠ drinking & feasting ✓ openly acknowledge differences of opinion ✓ relax to defuse tension ✓ get ready for next challenges → success should feel like the beginning a new story rather than the ending of the current one How do you own your commitments? ✓ make promises you can hold and not those beyond your control → be confident you can achieve your goals ✓ satisfy internal & external dependences ✓ mitigate risk ✓ request help when relevant ✓ escalate when needed ✓ be determined ✓ prioritise (at the cost of your work-life balance if you really want to change the world) → observe the Pareto Principle = 20% efforts account for 80% of results ✓ dream big but make small incremental changes When do you show empathy (towards team members, customers)? How does it help you gain insight? ✓ look from the perspective of customers, users, and each other, to deepen understanding 〆don't just copy-paste 〆always avoid an anonymous approach ✓ show compassion for team members burning out ✓ anticipate future needs How do you reflect on your successes and failures? ✓ be transparent to gain maximum feedback ✓ recognise impact of team work 3 20230220 Preparing reverse questions Preparing for a job interview (2/2) hw20230222 Preparing reverse questions active edit_ol_qa prep_ol_qa pix/icons8-collaboration-100_white.png hw20230220 Have you got any questions for us? Answer the following questions.]]> Where do you see me in 3-5 years? ✓ check career opportunities → show you expect professional development Do you provide extra training, MBA sponsorship, etc? ✓ interested in continuous training → show you are ambitious → be smarter than the recruiter & ask them before they ask you Who will be my manager? With whom will I interact in the company? → leverage cross functional collaboration opportunities Could you please the profile(s) of my team members? → be a good match for the team What will the on-boarding / induction process cover? → anticipate what you need to brush up or learn on your own → show you want to hit the ground running Can you please explain in detail the job responsibilities regarding... ✓ understand company culture ✓ get a general view of the management structure to bite your lip = to repress an emotion; stifle laughter or repress a retort in of | about the success It was due successfully on time (OR delivered successfully) ]]> resilience /rə'zili:əns/ 20230826 09:45-10:45 1.5 1666 active JH | Identifying support stories 3 By the end of this session you will have studied focusing on a failure (for the following 3 questions) Describe a time when you set your sights too low. Give me an example of a time when you tried to accomplish something and failed. zoom_meeting.png Zoom meeting details ]]> 20230701 hw20230708 pix/icons8-hand-with-pen-100_white.png 5 Identifying support stories (continued from previous lesson - Upstream & downstream feedback) Give 2-3 examples for the following categories/areas of interest. active stopwatch_by_dwyl 20230826 hw20230902 pix/icons8-hand-with-pen-100_white.png 2 Identifying support stories edit_ol_qa_writing prep_ol_qa_writing active Variety of leadership principle questions and answers Do not use the same story more than twice. Prepare 2-3 stories per each of the LPs. If you do use the same story, point it out explicitly. In that case, they, most probably, will ask you to provide another story. In the end, all interviewers will share what they've got with each other and if it appears that you've got just 1-3 interesting stories, then they may think that you haven't experienced enough yet. Give 2-3 examples for the following categories/areas of interest. Explaining how you behave should be supported by personal and memorable stories. → make sure these examples illustrate some key concepts described above. Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? (...) ✓ Key concepts: → taking things with a pinch of salt (distancing) → lesson learnt (resilience) ✓ Support stories: → disappointing performance review by a superior in spite of your hard work → misunderstanding of a given task ]]> Greatest & weakest points of your career What is your biggest achievement? Give me a specific example of a time when you used good judgement and logic in solving a problem. Give me an example of a time when you set a goal and were able to meet or achieve it. Tell me about a time when you had to go above and beyond the call of duty in order to get a job done. Give me an example of a time when you motivated others. Give me an example of a time when you used your fact-finding skills to solve a problem. Describe a time when you anticipated potential problems and developed preventive measures. Describe a time when you set your sights too high (or too low). Give me an example of a time when you tried to accomplish something and failed. Tell me about a time when you missed an obvious solution to a problem. ✓ Key concepts: ✓ Support stories: ]]> What is your greatest & weakest points of your career ✓ able to distinguish what is necessary to achieve given goals thanks to analytical skills & anticipating needs → determined & committed to achieving goals ✓ build contrast between team & own contribution 〆avoid mixing objective adjectives with subjective ones ✓ identify postcards that best show illustrate your greatest achievements (involving company-level effort), visible even after your departure ✓ list different skills set acquired in each company → ability to ramp up & adapt to new needs ]]> Cross functional collaboration What would your previous boss & colleagues say about you? How do you build team spirit? Give me an example of a time when you motivated others. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Would you like to make a long-lasting impact or be appreciated? Give me a specific example of a time when you had to conform to a policy with which you did not agree. Please discuss an important written document you were required to complete. ✓ Key concepts: ✓ Support stories: ]]> What would your previous boss & colleagues say about you? → describe what is not visible to the naked eye cross-functional collaboration e.g. asked help from people from different depts → focus on (likely) feedback from people who know you well (e.g. team members, managers) → contrast expectations with achievements e.g. showed empathy when other staff members were about to burn out e.g. was able to cover for colleagues who'd failed to meet deadlines = changed your functions and/or job description in order to collaborate better e.g. volunteered, mentored, disagreed but provided some alternative solution... = redefined expectations ✓ changed caps & put yourself in someone else's shoes ✓ risk-taker = make an impact at company level rather than just be appreciated ✓ fast-learner How do you build team spirit? ✓ strength of a team stems from the diversity of its members 〆morale was low because of tight deadlines → had to convince different people to work together to achieve a common goal Give me a specific example of a time when you had to conform to a policy with which you did not agree. ✓ justified your opinion although was not expected ✓ provided evidence of pointlessness at the risk of being criticised ✓ made concessions & did your best = achieved personal & profession ]]> Conflict resolution Have you ever had to deal with negative upstream and/or downstream feedback? What is your typical way of dealing with conflict? Give me an example. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Describe a time when you were faced with a stressful situation that demonstrated your coping skills. Give me a specific example of a time when you had to conform to a policy with which you did not agree. Tell me about a time when you had too many things to do and you were required to prioritize your tasks. Give me an example of a time when you had to make a split second decision. Tell me about a time you were able to successfully deal with another person even when that individual may not have personally liked you (or vice versa). Tell me about a difficult decision you've made in the last year. Tell me about a recent situation in which you had to deal with a very upset customer or co-worker. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Leadership Give me an example of when you showed initiative and took the lead. Give me an example of a time when you had to make a split second decision. Give me an example of a time when you motivated others. Tell me about a time when you delegated a project effectively. What is your biggest achievement as a leader? Where do you see yourself in 5 years? Would you like to make a long-lasting impact or be appreciated? How do you build team spirit? Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Mentoring Where do you see yourself in 5 years? How do you mentor junior team members? How do you build team spirit? Give me an example of a time when you motivated others. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? Would you like to make a long-lasting impact or be appreciated? Tell me about a time when you delegated a project effectively. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → professional diligence → inspirational impact on colleagues → taking things with a pinch of salt (distancing) → lesson learnt (resilience) ✓ Support stories: → disappointing performance review by a superior in spite of your hard work → misunderstanding of a given task diligence = careful and thorough work or effort released spent on this product three times more time than we had planned I use deeply solution expertise exhaustively If some person is committed for to a task ]]> 20230715 09:45-10:45 1.5 1666 active JH | Comparing skills (ideal candidate) By the end of this session you will have studied focusing on a failure (for the following 3 questions) Describe a time when you set your sights too low. Give me an example of a time when you tried to accomplish something and failed. zoom_meeting.png Zoom meeting details ]]> 3 Comparing your profile with the ideal candidate 20230708 hw20230715 active prep_2columns_2qa pix/icons8-collaboration-100_white.png 20230701 hw20230708 pix/icons8-hand-with-pen-100_white.png 5 Identifying support stories (continued from previous lesson - Upstream & downstream feedback) Give 2-3 examples for the following categories/areas of interest. 3 Comparing your profile with the ideal candidate 20230708 hw20230715 active prep_2columns_2qa pix/icons8-collaboration-100_white.png ideal candidate 5+ years of software development experience 2+ years of experience leading software developers and/or SREs. Ability to build reliable infrastructure solutions used easily by a wide range of applications. Ability to hire, retain and nurture diverse talent. Ability to create a team culture where individuals feel safe expressing themselves and trying new things. Ability to manage multiple partners and build long standing relationships. Ability to network across a wide variety of internal teams regardless of relation to main responsibility. Ability to track, and if possible contribute to, open standards and industry best practices. Ability to promote the team’s talent and resources across the broader organization. Interest and potential in representing their organization, for their expertise, in the wider industry. (...) ]]> https://docs.google.com/document/d/1pb7X24NLm_Fg5KVFa7JAArPmKnsyPylw/edit?usp=sharing&ouid=114915698865229179686&rtpof=true&sd=true ]]> you ]]> 4 Sample questions to the ideal candidate active edit_ol_qa pix/icons8-collaboration-100_white.png What experience have you got as an architecture/senior developer? Have you got any success stories in high level architecture (HLD)? What is your favourite technology stack for security application development? What are the main libraries used in your given development area? → brush up your checklist Could you provide some examples of your contribution to open source projects? What experience have you got in managing various distributed teams, including staff hiring and retaining? You have experience in mentoring: could you please give use examples of how you have inspired, nurtured and coached employees? What are your favourite tools to establish a creative and open-minded team culture? What is your most memorable achievement in communicating and collaborating with internal teams and maintaining a high level of interactivity with company stakeholders? What makes your experience in distributed security applications/platforms development unique? How much expertise can you demonstrate in data encryption & secrecy, strong authentication frameworks, next generation resource access in a hybrid work environment, and security detection & analytics using data technologies? being the main architecture architect The meaning was a bit other different This solution is still work works ]]> 20230708 09:45-10:45 1.5 1666 active JH | Understanding expectations from a job description | Writing a covering letter (ideal candidate) By the end of this session you will have studied Writing - covering letter of the ideal candidate stage 1: Search for relevant vacancies → choose a possible job description of your dream job e.g. Software Engineering Team Leader- Platform Security | New York, NY | Bloomberg Careers 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) stage 3: → compare skills & experience of the ideal candidate with your own profile → fill in the gaps of your profile with examples from the ideal candidate stage 4: → drills questions & support stories Rescheduled from previous lesson Find a common support story focusing on a failure (for the following 3 questions) Describe a time when you set your sights too low. Give me an example of a time when you tried to accomplish something and failed. zoom_meeting.png Zoom meeting details ]]> 20230701 hw20230708 pix/icons8-hand-with-pen-100_white.png 5 Identifying support stories (continued from previous lesson - Upstream & downstream feedback) Give 2-3 examples for the following categories/areas of interest. 1 Understanding expectations from a job description active edit_ol_qa pix/icons8-collaboration-100_white.png https://careers.bloomberg.com/job/detail/115156 You'll need to have: (...) Ability to hire, retain and nurture diverse talent. Ability to create a team culture where individuals feel safe expressing themselves and trying new things. Ability to manage multiple partners and build long standing relationships. Ability to network across a wide variety of internal teams regardless of relation to main responsibility. Ability to track, and if possible contribute to, open standards and industry best practices. Ability to promote the team’s talent and resources across the broader organization. Interest and potential in representing their organization, for their expertise, in the wider industry. ]]> How do you retain and nurture diverse talent? ✓ use a whole-person approach ✓ assess intrinsic / extrinsic motivational factors ✓ provide mentoring ✓ run peer reviews to retain = to keep sth; to continue to have sth to nurture = to care for and protect sb/sth while they are growing and developing; to help sb/sth to develop and be successful How do you create a team culture where individuals feel safe expressing themselves and trying new things? ✓ encourage lifelong learning ✓ don't stigmatise mistakes → learn by doing, learn from mistakes to stigmatise = to treat sb in a way that makes them feel that they are very bad or unimportant; to describe as unworthy or disgraceful How do you track, and if possible contribute to, open standards and industry best practices? ✓ observe compliance ✓ attend regular seminars & training providing examples of best practice 2 Writing a covering letter (to an imaginary or real position) pix/icons8-hand-with-pen-100_white.png active prep_2columns_2qa edit_2columns_2qa edit_text_for_reading_task shuffled_boxes ✓ use a hook in the 1st paragraph ✓ state the job position you are applying for ✓ explain why YOU are the ideal candidate for the job ✓ justify your application with relevant work experience ✓ emphasise skills acquired ✓ give examples of personal qualities that make YOU different ✓ praise the target company ✓ draw a conclusion (recap) ]]> ]]> 3 Comparing your profile with the ideal candidate 20230708 hw20230715 active prep_2columns_2qa pix/icons8-collaboration-100_white.png ideal candidate 5+ years of software development experience 2+ years of experience leading software developers and/or SREs. Ability to build reliable infrastructure solutions used easily by a wide range of applications. Ability to hire, retain and nurture diverse talent. Ability to create a team culture where individuals feel safe expressing themselves and trying new things. Ability to manage multiple partners and build long standing relationships. Ability to network across a wide variety of internal teams regardless of relation to main responsibility. Ability to track, and if possible contribute to, open standards and industry best practices. Ability to promote the team’s talent and resources across the broader organization. Interest and potential in representing their organization, for their expertise, in the wider industry. (...) ]]> you ]]> to retain = to keep sth; to continue to have sth to nurture = to care for and protect sb/sth while they are growing and developing; to help sb/sth to develop and be successful to stigmatise = to treat sb in a way that makes them feel that they are very bad or unimportant; to describe as unworthy or disgraceful madam /ˈmædəm/ advertised /'ædvə:,taiz/ 20230701 09:45-10:45 1.5 1666 active JH | Identifying support stories 2 By the end of this session you will have studied Zoom meeting details ]]> 20230624 hw20230701 pix/icons8-hand-with-pen-100_white.png 5 Identifying support stories (continued from previous lesson) Give 2-3 examples for the following categories/areas of interest. active stopwatch_by_dwyl 20230701 hw20230708 pix/icons8-hand-with-pen-100_white.png 2 Identifying support stories edit_ol_qa_writing prep_ol_qa_writing active Variety of leadership principle questions and answers Do not use the same story more than twice. Prepare 2-3 stories per each of the LPs. If you do use the same story, point it out explicitly. In that case, they, most probably, will ask you to provide another story. In the end, all interviewers will share what they've got with each other and if it appears that you've got just 1-3 interesting stories, then they may think that you haven't experienced enough yet. Give 2-3 examples for the following categories/areas of interest. Explaining how you behave should be supported by personal and memorable stories. → make sure these examples illustrate some key concepts described above. Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? (...) ✓ Key concepts: → taking things with a pinch of salt (distancing) → lesson learnt (resilience) ✓ Support stories: → disappointing performance review by a superior in spite of your hard work → misunderstanding of a given task ]]> Greatest & weakest points of your career What is your biggest achievement? Give me a specific example of a time when you used good judgement and logic in solving a problem. Give me an example of a time when you set a goal and were able to meet or achieve it. Tell me about a time when you had to go above and beyond the call of duty in order to get a job done. Give me an example of a time when you motivated others. Give me an example of a time when you used your fact-finding skills to solve a problem. Describe a time when you anticipated potential problems and developed preventive measures. Describe a time when you set your sights too high (or too low). Give me an example of a time when you tried to accomplish something and failed. Tell me about a time when you missed an obvious solution to a problem. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → critical thinking (in assessing realistic goals) → not resting on your laurels → not collecting only low-hanging fruit ✓ Support stories: → lack of professional experience, best practice → insufficient management routines (e.g. cross-reviews) Cross functional collaboration What would your previous boss & colleagues say about you? How do you build team spirit? Give me an example of a time when you motivated others. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Would you like to make a long-lasting impact or be appreciated? Give me a specific example of a time when you had to conform to a policy with which you did not agree. Please discuss an important written document you were required to complete. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → visionary skills e.g. anticipated trends → team player, gluer, doer, team leader e.g. pulling the team together, inspiring junior staff as a role model... → show impact you have made on others & in the company e.g. now some in-house corporate policy is based on your successful way of achieving a certain goal → showing mutual benefits in deploying a specific solution e.g. scratch my back and I'll scratch yours → adapting delivering to the audience e.g. grading language & simplifying the message → providing a synthesised reply ✓ Support stories: → persuading heads of other depts (e.g. marketing, sales, finance, IT...) to choose your solution / plan → management has appreciated recommendations you had proffered: in retrospect, you were right when everyone else was misled or confused → explaining sth difficult in simple terms for top management → using relevant jargon with team members Conflict resolution Have you ever had to deal with negative upstream and/or downstream feedback? What is your typical way of dealing with conflict? Give me an example. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Describe a time when you were faced with a stressful situation that demonstrated your coping skills. Give me a specific example of a time when you had to conform to a policy with which you did not agree. Tell me about a time when you had too many things to do and you were required to prioritize your tasks. Give me an example of a time when you had to make a split second decision. Tell me about a time you were able to successfully deal with another person even when that individual may not have personally liked you (or vice versa). Tell me about a difficult decision you've made in the last year. Tell me about a recent situation in which you had to deal with a very upset customer or co-worker. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Leadership Give me an example of when you showed initiative and took the lead. Give me an example of a time when you had to make a split second decision. Give me an example of a time when you motivated others. Tell me about a time when you delegated a project effectively. What is your biggest achievement as a leader? Where do you see yourself in 5 years? Would you like to make a long-lasting impact or be appreciated? How do you build team spirit? Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Mentoring Where do you see yourself in 5 years? How do you mentor junior team members? How do you build team spirit? Give me an example of a time when you motivated others. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? Would you like to make a long-lasting impact or be appreciated? Tell me about a time when you delegated a project effectively. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> of a year did I noticed notice we had a mistake The results could be dramatically (could have been?) dramatic The customer agreed waiting to wait for us It tooked took over a year If I didn't choose hadn't chosen maybe I didn't wouldn't have the career I have now (mixed conditional type 2) ]]> 20230624 09:45-10:45 1.5 1666 active JH | Identifying support stories By the end of this session you will have studied Zoom meeting details ]]> 20230603 hw20230610n2 pix/icons8-hand-with-pen-100_white.png 5 Identifying support stories (rescheduled from previous lesson) Give 2-3 examples for the following categories/areas of interest. active stopwatch_by_dwyl 20230624 hw20230701 pix/icons8-hand-with-pen-100_white.png 2 Identifying support stories edit_ol_qa_writing prep_ol_qa_writing active Variety of leadership principle questions and answers Do not use the same story more than twice. Prepare 2-3 stories per each of the LPs. If you do use the same story, point it out explicitly. In that case, they, most probably, will ask you to provide another story. In the end, all interviewers will share what they've got with each other and if it appears that you've got just 1-3 interesting stories, then they may think that you haven't experienced enough yet. Give 2-3 examples for the following categories/areas of interest. Explaining how you behave should be supported by personal and memorable stories. → make sure these examples illustrate some key concepts described above. Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? (...) ✓ Key concepts: → taking things with a pinch of salt (distancing) → lesson learnt (resilience) ✓ Support stories: → disappointing performance review by a superior in spite of your hard work → misunderstanding of a given task ]]> Greatest & weakest points of your career What is your biggest achievement? Give me a specific example of a time when you used good judgement and logic in solving a problem. Give me an example of a time when you set a goal and were able to meet or achieve it. Tell me about a time when you had to go above and beyond the call of duty in order to get a job done. Give me an example of a time when you motivated others. Give me an example of a time when you used your fact-finding skills to solve a problem. Describe a time when you anticipated potential problems and developed preventive measures. Describe a time when you set your sights too high (or too low). Give me an example of a time when you tried to accomplish something and failed. Tell me about a time when you missed an obvious solution to a problem. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → critical thinking (in assessing realistic goals) → not resting on your laurels → not collecting only low-hanging fruit ✓ Support stories: → lack of professional experience, best practice → insufficient management routines (e.g. cross-reviews) Cross functional collaboration What would your previous boss & colleagues say about you? How do you build team spirit? Give me an example of a time when you motivated others. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Would you like to make a long-lasting impact or be appreciated? Give me a specific example of a time when you had to conform to a policy with which you did not agree. Please discuss an important written document you were required to complete. ✓ Key concepts: ✓ Support stories: ]]> ✓ Key concepts: → adapting delivering to the audience e.g. grading language & simplifying the message → providing a synthesised reply ✓ Support stories: → explaining sth difficult in simple terms for top management → using relevant jargon with team members Conflict resolution Have you ever had to deal with negative upstream and/or downstream feedback? What is your typical way of dealing with conflict? Give me an example. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Describe a time when you were faced with a stressful situation that demonstrated your coping skills. Give me a specific example of a time when you had to conform to a policy with which you did not agree. Tell me about a time when you had too many things to do and you were required to prioritize your tasks. Give me an example of a time when you had to make a split second decision. Tell me about a time you were able to successfully deal with another person even when that individual may not have personally liked you (or vice versa). Tell me about a difficult decision you've made in the last year. Tell me about a recent situation in which you had to deal with a very upset customer or co-worker. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Leadership Give me an example of when you showed initiative and took the lead. Give me an example of a time when you had to make a split second decision. Give me an example of a time when you motivated others. Tell me about a time when you delegated a project effectively. What is your biggest achievement as a leader? Where do you see yourself in 5 years? Would you like to make a long-lasting impact or be appreciated? How do you build team spirit? Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Mentoring Where do you see yourself in 5 years? How do you mentor junior team members? How do you build team spirit? Give me an example of a time when you motivated others. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? Would you like to make a long-lasting impact or be appreciated? Tell me about a time when you delegated a project effectively. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> remember refresh | recall | brush up my developer's skills It takes not so as much time like as learning a new technology My role, it's near nearer | closer to manager than tech lead My team didn't have experience both either in X and nor Y The company had growing grown | had been growing It brought about 5 billions of billion in revenues ...and even though we didn't get weren't given a deadline ...and even we didn't even meet the deadline ... and maybe the additional reason for this fail failure ]]> doubt /'daut/ target /'tə:gət/ architecture /'ɔrkə,tektʃə:/ 20230617 09:45-10:45 1.5 1666 active JH | Answering questions with the STAR approach | Identifying single answers for many questions By the end of this session you will have studied Zoom meeting details ]]> pix/icons8-collaboration-100_white.png 4 20230603 hw20230610n1 Identifying single answers for many questions The same areas of interests may be addressed with different questions. Match the following categories / areas of interests with example questions. → add any other questions which could paraphrase the meaning & lead to the same answer 20230603 hw20230610n2 pix/icons8-hand-with-pen-100_white.png 5 Identifying support stories Give 2-3 examples for the following categories/areas of interest. pix/icons8-dictionary-100_white.png 1 Vocabulary (buzzwords & key concepts) edit_match_qa shuffled_boxes03 edit_ol_qa_writing active Match areas of interest/categories with buzzwords and/or key concepts. → add your own keywords under each suggested answer Greatest & weakest points of your career ✓ thinking outside the box ✓ determination ✓ resting on your laurels (or not...) resilience ]]> Be aware of buzzwords and keywords for an interview: ✓ show you are aware of professional expectations ✓ give evidence you are familiar with continuous learning ✓ support your interest in current trends greatest & weakest points of your career ✓ thinking outside the box ✓ determination ✓ resilience ✓ resting on your laurels (or not...) ✓ not collecting only low-hanging fruit resilience = ability of people or things to feel better quickly after sth unpleasant, such as shock, injury, etc to rest on one's laurels = to be satisfied with the success you have already won; stop trying to win new honours cross functional collaboration ✓ brainstorming meetings ✓ collaborative editing (MS Teams) ✓ real-time communication and collaboration ✓ version control (github) ✓ peer review conflict resolution ✓ people skills ✓ conflict management ✓ win-win ✓ concessions ✓ empathy concession = something that you allow or do, or allow sb to have, in order to end an argument or to make a situation less difficult empathy = ability to understand another person's feelings, experience, etc leadership ✓ empowerment 〆micromanagement ✓ delegation ✓ corporate culture ✓ engagement empowerment = giving or delegating power or authority mentoring ✓ on-boarding ✓ accelerating personal and professional development of mentees ✓ guidance, advice, feedback ✓ lifelong learning lifelong learning = ongoing, voluntary, and self-motivated pursuit of knowledge for either personal or professional reasons. It is important for an individual's competitiveness and employability, but also enhances social inclusion, active citizenship, and personal development upstream & downstream feedback upstream feedback = employee → manager 〆too often crave only for good news → be wary of absent criticism downstream feedback = manager → employee 〆too often negative ✓ should leverage strengths → don't neglect praise to neglect = to not give enough attention to sth to praise ~ sb/sth (for sth) | ~ sb/sth (as sth) = to express your approval or admiration for sb/sth pix/icons8-collaboration-100_white.png 4 20230603 hw20230610n1 Identifying single answers for many questions edit_match_qa edit_ol_qa_writing active The same areas of interests may be addressed with different questions. Match the following categories / areas of interests with example questions. → add any other questions which could paraphrase the meaning & lead to the same answer Greatest & weakest points of your career Give me an example of a time when you set a goal and were able to meet or achieve it. What is your biggest achievement? ]]> greatest & weakest points of your career What is your biggest achievement? Give me a specific example of a time when you used good judgement and logic in solving a problem. Give me an example of a time when you set a goal and were able to meet or achieve it. Tell me about a time when you had to go above and beyond the call of duty in order to get a job done. Give me an example of a time when you motivated others. Give me an example of a time when you used your fact-finding skills to solve a problem. Describe a time when you anticipated potential problems and developed preventive measures. Describe a time when you set your sights too high (or too low). Give me an example of a time when you tried to accomplish something and failed. Tell me about a time when you missed an obvious solution to a problem. cross functional collaboration What would your previous boss & colleagues say about you? How do you build team spirit? Give me an example of a time when you motivated others. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Would you like to make a long-lasting impact or be appreciated? Give me a specific example of a time when you had to conform to a policy with which you did not agree. Please discuss an important written document you were required to complete. conflict resolution Have you ever had to deal with negative upstream and/or downstream feedback? What is your typical way of dealing with conflict? Give me an example. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Describe a time when you were faced with a stressful situation that demonstrated your coping skills. Give me a specific example of a time when you had to conform to a policy with which you did not agree. Tell me about a time when you had too many things to do and you were required to prioritize your tasks. Give me an example of a time when you had to make a split second decision. Tell me about a time you were able to successfully deal with another person even when that individual may not have personally liked you (or vice versa). Tell me about a difficult decision you've made in the last year. Tell me about a recent situation in which you had to deal with a very upset customer or co-worker. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. leadership Give me an example of when you showed initiative and took the lead. Give me an example of a time when you had to make a split second decision. Give me an example of a time when you motivated others. Tell me about a time when you delegated a project effectively. What is your biggest achievement as a leader? Where do you see yourself in 5 years? Would you like to make a long-lasting impact or be appreciated? How do you build team spirit? Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. mentoring Where do you see yourself in 5 years? How do you mentor junior team members? How do you build team spirit? Give me an example of a time when you motivated others. Please tell me about a time you had to fire a friend. upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? Would you like to make a long-lasting impact or be appreciated? Tell me about a time when you delegated a project effectively. Please tell me about a time you had to fire a friend. resilience = ability of people or things to feel better quickly after sth unpleasant, such as shock, injury, etc to rest on one's laurels = to be satisfied with the success you have already won; stop trying to win new honours concession = something that you allow or do, or allow sb to have, in order to end an argument or to make a situation less difficult empathy = ability to understand another person's feelings, experience, etc empowerment = autonomy; act of conferring legality or sanction or formal warrant; increasing the economic, political, social, educational, gender, or spiritual strength of an entity or entities Sociological empowerment often addresses members of groups that social discrimination processes have excluded from decision-making processes through - for example - discrimination based on disability, race, ethnicity, religion, or gender. Empowerment as a methodology is often associated with feminism: see consciousness-raising (Wikipedia) to neglect = to not give enough attention to sth to praise ~ sb/sth (for sth) | ~ sb/sth (as sth) = to express your approval or admiration for sb/sth to splutter ~ sth (out) | ~ (with sth) = to speak quickly and with difficulty, making soft spitting sounds, because you are angry or embarrassed at my by nature ... and you decided if is it is interested interesting for you your not ]]> 20230603 09:45-10:45 1.5 1666 active JH | Answering questions with the STAR approach By the end of this session you will have studied Zoom meeting details ]]> 1 Lead in 20230527 20230603n2 pix/icons8-collaboration-100_white.png The individual must either demonstrate a one-time achievement at the caliber of an Olympic Medal or Nobel prize, or satisfy at least three of the following criteria: Original scientific, scholarly, artistic, athletic or business-related contributions of major significance in the field; Published materials about the individual in professional or major trade publications, or appearance/published materials about the individual in other major media; Membership in associations in the field which require outstanding achievements of their members, as judged by experts in the field; (...) https://cbkimmigration.com/achievement-based/o-1-temporary-visa/general-o-1-criteria-requirements/ Answer the questions.]]> 6 Answering questions with the STAR approach. 20230520 hw20230527n2 pix/icons8-collaboration-100_white.png 1 Lead in 20230527 20230603n2 active edit_ol_qa prep_ol_qa pix/icons8-collaboration-100_white.png The individual must either demonstrate a one-time achievement at the caliber of an Olympic Medal or Nobel prize, or satisfy at least three of the following criteria: Original scientific, scholarly, artistic, athletic or business-related contributions of major significance in the field; Published materials about the individual in professional or major trade publications, or appearance/published materials about the individual in other major media; Membership in associations in the field which require outstanding achievements of their members, as judged by experts in the field; (...) https://cbkimmigration.com/achievement-based/o-1-temporary-visa/general-o-1-criteria-requirements/ Answer the questions.]]> What are the advantages? ✓ no need to be employed to apply for this visa ✓ is not limited by quotas (unlike green card lottery) ✓ can be extended without limits ✓ can apply for permanent residence What criteria could you validate (you need at least 3 out of 7) ✓ contributing to the community of your particular industry ✓ getting published in some major media ✓ being an active member of some relevant society (...) How much time will you need to satisfy at least 3 criteria? Will you work full time or part time while preparing your visa? 〆risk of burn out if working full time → give yourself 6-9 months (unless you have already satisfied some criteria) active stopwatch_by_dwyl 6 Answering questions with the STAR approach. 20230220 hw20230527n2 active edit_ol_qa_writing prep_ol_qa edit_ol_qa pix/icons8-collaboration-100_white.png Give me a specific example of a time at your company when you used good judgement and logic in solving a problem with a business solution. (S) Situation (T) Task (A) Action (R) Result (S) Situation In 2021 we had 2 accidents in the main factory that cost a million dollars and disrupted production. It was the first time we had a big explosion. Internal investigation identified the human factor as the cause. (Staff had changed technology but not procedures. They had failed to calculate the risk in the oxygen converter.) (T) Task Based on investigation results, we were tasked by the management council to provide a business solution dealing with risk management. (A) Action We suggested a series of actions to foster a risk culture in the company. It consisted firstly of general courses for managers. The following courses focused on mitigating risk with the supply chain, accounting, etc depending on staff's area of interest. (R) Result Our KPIs were to reach a zero fatality level as well as reduce the LTFR (Lost Time Injury Frequency Rate) from 1.5 to 0.5. → delegate tasks → manage expectations ✓ avoid 'and' → use stronger conjunctions such as 'first, then, therefore' to explain the action - result flow Describe a time when you experienced a stressful situation at work & dealt with it. (be careful not to answer with a chronological description!) (S) Situation (T) Task (A) Action (R) Result (S) Situation In the early days of the Covid pandemic, there were hardly no means of on-line communication beside Skype. Our objective was not to withhold on-going processes. Doing business on-line was a very stressful experience for staff who only knew how to provide a business service face to face. (T) Task We tested 6 solutions to provide our business services on-line. We had to identify the optimum solutions for both staff and clients. (A) Action We outsourced a customer-oriented software company who were able to create the most appropriate solutions tailored to our needs in close cooperation with us. (R) Result We ended up with a win-win solution. They now also sell this product to other companies and not only to us. What is your typical way of dealing with conflict? Give me an example how your environment has helped you to deal successfully with another person even when that individual may not have personally liked you (or vice versa). (S) Situation (T) Task (A) Action (R) Result (S) Situation Clients expect a single interlocutor when enquiring about business solutions, however we have currently 3 services ready to support their needs, and that can be confusing. (T) Task We need to put in place a CRM (customer relationship management) (A) Action One dept focuses on the production function. Another dept deals with all other functions. We have created an on-line CRM system so that it doesn't matter who is responsible for the solution, i.e. we have implemented a needs-oriented system. (R) Result Business needs and access to our existing offers are now available through a user-friendly interface. ✓ don't try to avoid conflict because can be productive ✓ created smaller groups for joint discussions → align positions in small groups → present as one solution pix/icons8-collaboration-100_white.png 4 20230603 hw20230610n1 Identifying single answers for many questions prep_match_qa edit_match_qa edit_ol_qa_writing active The same areas of interests may be addressed with different questions. Match the following categories / areas of interests with example questions. → add any other questions which could paraphrase the meaning & lead to the same answer Greatest & weakest points of your career Give me an example of a time when you set a goal and were able to meet or achieve it. What is your biggest achievement? ]]> greatest & weakest points of your career What is your biggest achievement? Give me a specific example of a time when you used good judgement and logic in solving a problem. Give me an example of a time when you set a goal and were able to meet or achieve it. Tell me about a time when you had to go above and beyond the call of duty in order to get a job done. Give me an example of a time when you motivated others. Give me an example of a time when you used your fact-finding skills to solve a problem. Describe a time when you anticipated potential problems and developed preventive measures. Describe a time when you set your sights too high (or too low). Give me an example of a time when you tried to accomplish something and failed. Tell me about a time when you missed an obvious solution to a problem. cross functional collaboration What would your previous boss & colleagues say about you? How do you build team spirit? Give me an example of a time when you motivated others. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Would you like to make a long-lasting impact or be appreciated? Give me a specific example of a time when you had to conform to a policy with which you did not agree. Please discuss an important written document you were required to complete. conflict resolution Have you ever had to deal with negative upstream and/or downstream feedback? What is your typical way of dealing with conflict? Give me an example. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Describe a time when you were faced with a stressful situation that demonstrated your coping skills. Give me a specific example of a time when you had to conform to a policy with which you did not agree. Tell me about a time when you had too many things to do and you were required to prioritize your tasks. Give me an example of a time when you had to make a split second decision. Tell me about a time you were able to successfully deal with another person even when that individual may not have personally liked you (or vice versa). Tell me about a difficult decision you've made in the last year. Tell me about a recent situation in which you had to deal with a very upset customer or co-worker. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. leadership Give me an example of when you showed initiative and took the lead. Give me an example of a time when you had to make a split second decision. Give me an example of a time when you motivated others. Tell me about a time when you delegated a project effectively. What is your biggest achievement as a leader? Where do you see yourself in 5 years? Would you like to make a long-lasting impact or be appreciated? How do you build team spirit? Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. mentoring Where do you see yourself in 5 years? How do you mentor junior team members? How do you build team spirit? Give me an example of a time when you motivated others. Please tell me about a time you had to fire a friend. upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? Would you like to make a long-lasting impact or be appreciated? Tell me about a time when you delegated a project effectively. Please tell me about a time you had to fire a friend. 20230603 hw20230610n2 pix/icons8-hand-with-pen-100_white.png 2 Identifying support stories prep_ol_qa_writing edit_ol_qa_writing prep_ol_qa_writing active Variety of leadership principle questions and answers Do not use the same story more than twice. Prepare 2-3 stories per each of the LPs. If you do use the same story, point it out explicitly. In that case, they, most probably, will ask you to provide another story. In the end, all interviewers will share what they've got with each other and if it appears that you've got just 1-3 interesting stories, then they may think that you haven't experienced enough yet. Give 2-3 examples for the following categories/areas of interest. Explaining how you behave should be supported by personal and memorable stories. → make sure these examples illustrate some key concepts described above. Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? (...) ✓ Key concepts: → taking things with a pinch of salt (distancing) → lesson learnt (resilience) ✓ Support stories: → disappointing performance review by a superior in spite of your hard work → misunderstanding of a given task ]]> Greatest & weakest points of your career What is your biggest achievement? Give me a specific example of a time when you used good judgement and logic in solving a problem. Give me an example of a time when you set a goal and were able to meet or achieve it. Tell me about a time when you had to go above and beyond the call of duty in order to get a job done. Give me an example of a time when you motivated others. Give me an example of a time when you used your fact-finding skills to solve a problem. Describe a time when you anticipated potential problems and developed preventive measures. Describe a time when you set your sights too high (or too low). Give me an example of a time when you tried to accomplish something and failed. Tell me about a time when you missed an obvious solution to a problem. ✓ Key concepts: ✓ Support stories: ]]> Cross functional collaboration What would your previous boss & colleagues say about you? How do you build team spirit? Give me an example of a time when you motivated others. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Would you like to make a long-lasting impact or be appreciated? Give me a specific example of a time when you had to conform to a policy with which you did not agree. Please discuss an important written document you were required to complete. ✓ Key concepts: ✓ Support stories: ]]> Conflict resolution Have you ever had to deal with negative upstream and/or downstream feedback? What is your typical way of dealing with conflict? Give me an example. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Describe a time when you were faced with a stressful situation that demonstrated your coping skills. Give me a specific example of a time when you had to conform to a policy with which you did not agree. Tell me about a time when you had too many things to do and you were required to prioritize your tasks. Give me an example of a time when you had to make a split second decision. Tell me about a time you were able to successfully deal with another person even when that individual may not have personally liked you (or vice versa). Tell me about a difficult decision you've made in the last year. Tell me about a recent situation in which you had to deal with a very upset customer or co-worker. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Leadership Give me an example of when you showed initiative and took the lead. Give me an example of a time when you had to make a split second decision. Give me an example of a time when you motivated others. Tell me about a time when you delegated a project effectively. What is your biggest achievement as a leader? Where do you see yourself in 5 years? Would you like to make a long-lasting impact or be appreciated? How do you build team spirit? Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Mentoring Where do you see yourself in 5 years? How do you mentor junior team members? How do you build team spirit? Give me an example of a time when you motivated others. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? Would you like to make a long-lasting impact or be appreciated? Tell me about a time when you delegated a project effectively. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> 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 something about anything in research The most likely for in my opinion ... tell my colleagues on the same basis at the same level (?) It's maybe more seldom more unusual | rarer cases The other of my Another advantage I have is that... Can you give me some advices pieces of advice ]]> 20230527 09:45-10:45 1.5 1666 active JH | Motivation & success By the end of this session you will have studied Zoom meeting details ]]> 4 20230520 hw20230527 Motivation & success pix/icons8-collaboration-100_white.png pix/icons8-collaboration-100_white.png 6 Answering questions with the STAR approach. 20230220 hw20230527n2 pix/icons8-collaboration-100_white.png active stopwatch_by_dwyl 5 20230520 hw20230527 Motivation & success pix/icons8-collaboration-100_white.png Explaining motivation & successes active edit_ol_qa prep_ol_qa pix/icons8-collaboration-100_white.png What inspires you in a job? ✓ combination of technologies & practice of people skills ✓ pioneering new product lines ✓ being able to see the results of your contribution ✓ impact in both medium & long-terms → show engineering / analytical skills as well abilities to communicate with people = potential for management → choose various examples which illustrate how challenging time scales will or will not impact on motivation = evidence of determination Tell me about a failure. ✓ rejected solution ✓ failed project ✓ lack of personal satisfaction (because exhausted & burnt out) after succeeding professionally at sth ✓ building a non-lasting business relationship ✓ choose an event that marked your career or left a memorable feeling (perhaps frustration, guilt, burnout...) → explain how you identified and then assessed the impact of your failure ✓ give facts e.g. 3 weeks lost, 4 team members unpaid, breach of contract by dissatisfied client → justify steps taken to mitigate damage → what lesson have you learnt? How do you measure success? ✓ use metrics, KPIs, relevant benchmarking tools (e.g. completed tasks) ✓ compare metrics with personal feedback from managers → expect feedback not only when there are problems = praise is just as important as tangible feedback ✓ contribution to company product lines / services ✓ continuous self-development real success = how much you still want to make things change → should keep you motivated ≠ not rest on your laurels to rest on one's laurels = to be satisfied with the success you have already won; stop trying to win new honours What can you do for us that someone else can't? ✓ wide range of management skills from small team to delegating to managers of managers ✓ rich spectrum of time constraints from what had to be achieved for yesterday to long-term projects spreading over many years → you know how to prioritise ✓ practice in (very) varied industries (bigtech, fintech, medical...) ✓ work experience in start-ups, SME, large companies & governmental institutions → focus on how others should be able to do what you do ✓ nobody is NOR should be irreplaceable → provide evidence of the almost extreme diversity of experiences that make you unique → give anecdotes with a touch of humour 6 Answering questions with the STAR approach. 20230220 hw20230527n2 active prep_ol_qa edit_ol_qa_writing edit_ol_qa pix/icons8-collaboration-100_white.png Give me a specific example of a time at your company when you used good judgement and logic in solving a problem with a business solution. (S) Situation (T) Task (A) Action (R) Result (S) Situation In 2021 we had 2 accidents in the main factory that cost a million dollars and disrupted production. It was the first time we had a big explosion. Internal investigation identified the human factor as the cause. (Staff had changed technology but not procedures. They had failed to calculate the risk in the oxygen converter.) (T) Task Based on investigation results, we were tasked by the management council to provide a business solution dealing with risk management. (A) Action We suggested a series of actions to foster a risk culture in the company. It consisted firstly of general courses for managers. The following courses focused on mitigating risk with the supply chain, accounting, etc depending on staff's area of interest. (R) Result Our KPIs were to reach a zero fatality level as well as reduce the LTFR (Lost Time Injury Frequency Rate) from 1.5 to 0.5. LTFR = Lost Time Injury Frequency Rate → delegate tasks → manage expectations Describe a time when you experienced a stressful situation at work & dealt with it. (be careful not to answer with a chronological description!) (S) Situation (T) Task (A) Action (R) Result (S) Situation In the early days of the Covid pandemic, there were hardly no means of on-line communication beside Skype. Our objective was not to withhold on-going processes. Doing business on-line was a very stressful experience for staff who only knew how to provide a business service face to face. (T) Task We tested 6 solutions to provide our business services on-line. We had to identify the optimum solutions for both staff and clients. (A) Action We outsourced a customer-oriented software company who were able to create the most appropriate solutions tailored to our needs in close cooperation with us. (R) Result We ended up with a win-win solution. They now also sell this product to other companies and not only to us. What is your typical way of dealing with conflict? Give me an example how your environment has helped you to deal successfully with another person even when that individual may not have personally liked you (or vice versa). (S) Situation (T) Task (A) Action (R) Result (S) Situation Clients expect a single interlocutor when enquiring about business solutions, however we have currently 3 services ready to support their needs, and that can be confusing. (T) Task We need to put in place a CRM (customer relationship management) (A) Action One dept focuses on the production function. Another dept deals with all other functions. We have created an on-line CRM system so that it doesn't matter who is responsible for the solution, i.e. we have implemented a needs-oriented system. (R) Result Business needs and access to our existing offers are now available through a user-friendly interface. ✓ don't try to avoid conflict because can be productive ✓ created smaller groups for joint discussions → align positions in small groups → present as one solution 1 Lead in 20230527 20230603n2 active prep_ol_qa edit_ol_qa pix/icons8-collaboration-100_white.png The individual must either demonstrate a one-time achievement at the caliber of an Olympic Medal or Nobel prize, or satisfy at least three of the following criteria: Original scientific, scholarly, artistic, athletic or business-related contributions of major significance in the field; Published materials about the individual in professional or major trade publications, or appearance/published materials about the individual in other major media; Membership in associations in the field which require outstanding achievements of their members, as judged by experts in the field; (...) https://cbkimmigration.com/achievement-based/o-1-temporary-visa/general-o-1-criteria-requirements/ Answer the questions.]]> What are the advantages? ✓ work visa (w/o quotas!) ✓ 6-month self-nomination for green card What criteria could you validate (you need at least 3 out of 7) ✓ contributing to the community ✓ getting published ✓ being a member (...) How much time will you need to satisfy at least 3 criteria? Will you work full time or part time while preparing your visa? 〆risk of burn out if working full time → give yourself 6-9 months (unless you have already satisfied some criteria) appraisal = judgement of the value, performance or nature of sb/sth to praise ~ sb/sth (for sth) | ~ sb/sth (as sth) = to express your approval or admiration for sb/sth to rest on one's laurels = to be satisfied with the success you have already won; stop trying to win new honours nitpicking = action of giving too much attention to unimportant detail; цепляться к мелочам for of my work was... for ← focus on object | of ← from a work perspective I was a manager for of this team
for → the team has a manager | of → the manager has a team There were (OR had been) some scratches drafts I'm not an exception too either I felt myself guilty I was fully responsible at all ]]> certified /'sə:tə,faid/ 20230520 09:45-10:45 1.5 1666 active JH | Being a team player JH | Communication strategies By the end of this session you will have studied Zoom meeting details ]]> 4 20230429 hw20230520 Being a team player pix/icons8-collaboration-100_white.png active stopwatch_by_dwyl 4 20230429 hw20230520 Being a team player pix/icons8-collaboration-100_white.png Being a team player active edit_ol_qa prep_ol_qa pix/icons8-collaboration-100_white.png How can you add value to the team? Why should we take you? ✓ team player ✓ leadership skills = unique combination of both soft & hard skills → ready to support team members with tangible facts when relevant ✓ you can understand their problems because you have experienced them as well as some stage in your career → know how to inspire, motivate & engage team ✓ your USP ✓ thinking outside the box ✓ you are unique because your set of skills spans... to span = to include a large area or a lot of things USP = unique selling point How did you deal with a conflict in your team? ✓ conflicts are normal & necessary ✓ conflicts tend to arise from different personalities rather than technological choices ✓ anticipate divergent opinions ✓ defuse tension ✓ bring in additional expertise → solve the argument by consensus at team level rather than escalate the issue = gain acceptance by all stakeholders lesson learnt 〆don't expect conflicts to resolve by themselves ✓ address problems as soon as they occur before their impact may affect the whole company ✓ explain steps taken ✓ don't forget to describe what you've learnt Give me an example of a time when your team did not meet a client’s expectation. What happened, and how did you attempt to rectify the situation? = normal part and parcel of any business life e.g. failed to satisfy deadlines, product requirements... 〆needn't carefully explain circumstances to the client ✓ re-prioritise tasks to deliver part of the solution → explained decisions on the long-term to avoid a technical | design debt → ensured client would come back = you are responsible enough to postpone delivery to avoid a design debt in spite of damage reputation ✓ explain the situation ✓ don't forget to describe what you've learnt Can you think of any reason why we or your future team shouldn't select you? 〆not being a good fit for the team 〆no status recognition 〆authority rival 〆inferiority complex ✓ professional maturity → need time to adapt → show what you are doing to hit the ground running → anticipate needs & undertake relevant training → motivation can help overcome such teething problems → show what actions you're taking to avoid this from happening to hit the ground running = to begin an activity immediately and with full commitment maturity = quality of thinking and behaving in a sensible, adult manner 5 20230520 hw20230527 Motivation & success pix/icons8-collaboration-100_white.png Explaining motivation & successes active prep_ol_qa edit_ol_qa pix/icons8-collaboration-100_white.png What inspires you in a job? ✓ combination of technologies & practice of people skills → show engineering / analytical skills as well abilities to communicate with people = potential for management Tell me about a failure. ✓ a solution was completely rejected ✓ lack of personal satisfaction (because exhausted & burnt out) after succeeding professionally at sth 1st international assignment 〆focused only on business 〆discarded family support → need to keep your energy levels ✓ choose an event that marked your career or left a memorable feeling (perhaps frustration, guilt, burnout...) → what lesson have you learnt? How do you measure success? ✓ use metrics, KPI, relevant benchmarking tools (e.g. completed tasks) ✓ compare metrics with personal feedback from managers → expect feedback not only when there are problems = praise is just as important as tangible feedback real success = how much you still want to make things change → should keep you motivated ≠ not rest on your laurels to rest on one's laurels = to be satisfied with the success you have already won; stop trying to win new honours What can you do for us that someone else can't? 1 Communication strategies active edit_ol_qa pix/icons8-collaboration-100_white.png What communication strategies do you use to describe your achievements & goals? https://applypass.com/star-format-burned-out-faded-away/ → answer the questions ]]> https://applypass.com/star-format-burned-out-faded-away/ The Minto Pyramid Principle (aka the McKinsey’s Pyramid Principle) Minto Pyramid Principle, also referred to as the McKinsey’s Pyramid Principle, is a tool used to process and structure large amounts of information to convey a story, message or presentation without omitting important details. The principle of the McKinsey Pyramid is to cut to the chase in written texts or presentations. This ensures that the audience’s attention is captured and that a riveting story can be created that’s easy to remember and understand. https://www.toolshero.com/communication-skills/minto-pyramid-principle/ BLUF Bottom Line Up Front is basically the staff-and-above-level special: it’s extraordinary at shielding your counterpart from unnecessary details; you tell them the most important thing first, don’t make them wait til the end to hear why they should be listening at the beginning! This is the opposite approach of STAR, which often buries the lede https://en.wikipedia.org/wiki/BLUF_(communication) ]]> What is the STAR method? When do you use it? (S) Situation (T) Task (A) Action (R) Result = technique used by interviewers to gather all the relevant information about a specific capability that the job requires What typical mistakes could you make when using the STAR method? 〆may promote windbag answers 〆is reminiscent of a playbook → suggests filling up time (2-3min / qs) rather than focusing on relevance 〆doesn't allow a natural exchange with the interlocutor → may ignore follow-up questions → prefer a faster answer (to leave room for follow-up questions) windbag = person who talks too much, and does not say anything important or interesting playbook = set of rules, suggestions, or methods that are considered to be suitable for a particular activity, industry, job, etc In what other communicative situations could you use STAR? ✓ need to explain a challenge to a new audience from scratch → is probably not relevant when the situation is internal to an organisation ✓ report results at a presentation / webinar ✓ story telling Less is more?]]> ✓ focus on results → start with the conclusion ✓ provide only details to support your answer → invert the narrative progression from introduction (situation) to bottom-line first What is the Minto Pyramid (aka McKinsey Pyramid)? 1. answer, thesis or key point 2. arguments & main points 3. supporting details & ideas Minto Pyramid = effective communication tool to quickly and clearly communicate complex issues to busy business executives. Developed in 1987 by Barbara Minto, a McKinsey consultant, and is used not only by McKinsey but by most top consulting firms What is BLUF? ✓ Bottom Line Up Front ✓ relevant to senior staff & management levels = busy, time-constrained, or overloaded with lots of information → shields counterpart from unnecessary details ✓ tell the most important thing first → don’t make audience wait for the end = understand the rationale from the start → relevant to presentations ✓ don't give empty instructions = if they need to read you, explain why at the beginning 2 pix/icons8-dictionary-100_white.png Choosing communication strategies active wip xml_multi_dd_row Would you know how to communicate under pressure? What different approaches can you choose depending on the context? 30 12 left 1;2 3;4;5 6;7;8;9 6 Answering questions with the STAR approach. 20230220 hw20230527n2 active prep_ol_qa edit_ol_qa_writing edit_ol_qa pix/icons8-collaboration-100_white.png Give me a specific example of a time at your company when you used good judgement and logic in solving a problem with a business solution. (S) Situation (T) Task (A) Action (R) Result (S) Situation In 2021 we had 2 accidents in the main factory that cost a million dollars and disrupted production. It was the first time we had a big explosion. Internal investigation identified the human factor as the cause. (Staff had changed technology but not procedures. They had failed to calculate the risk in the oxygen converter.) (T) Task Based on investigation results, we were tasked by the management council to provide a business solution dealing with risk management. (A) Action We suggested a series of actions to foster a risk culture in the company. It consisted firstly of general courses for managers. The following courses focused on mitigating risk with the supply chain, accounting, etc depending on staff's area of interest. (R) Result Our KPIs were to reach a zero fatality level as well as reduce the LTFR (Lost Time Injury Frequency Rate) from 1.5 to 0.5. → delegate tasks → manage expectations Describe a time when you experienced a stressful situation at work & dealt with it. (be careful not to answer with a chronological description!) (S) Situation (T) Task (A) Action (R) Result (S) Situation In the early days of the Covid pandemic, there were hardly no means of on-line communication beside Skype. Our objective was not to withhold on-going processes. Doing business on-line was a very stressful experience for staff who only knew how to provide a business service face to face. (T) Task We tested 6 solutions to provide our business services on-line. We had to identify the optimum solutions for both staff and clients. (A) Action We outsourced a customer-oriented software company who were able to create the most appropriate solutions tailored to our needs in close cooperation with us. (R) Result We ended up with a win-win solution. They now also sell this product to other companies and not only to us. What is your typical way of dealing with conflict? Give me an example how your environment has helped you to deal successfully with another person even when that individual may not have personally liked you (or vice versa). (S) Situation (T) Task (A) Action (R) Result (S) Situation Clients expect a single interlocutor when enquiring about business solutions, however we have currently 3 services ready to support their needs, and that can be confusing. (T) Task We need to put in place a CRM (customer relationship management) (A) Action One dept focuses on the production function. Another dept deals with all other functions. We have created an on-line CRM system so that it doesn't matter who is responsible for the solution, i.e. we have implemented a needs-oriented system. (R) Result Business needs and access to our existing offers are now available through a user-friendly interface. ✓ don't try to avoid conflict because can be productive ✓ created smaller groups for joint discussions → align positions in small groups → present as one solution to regurgitate = (disapproving) to repeat sth you have heard or read without really thinking about it or understanding it USP = unique selling point part and parcel = necessary or important part; something necessary to a larger thing technical | design debt = implied cost of future reworking required when choosing an easy but limited solution instead of a better approach that could take more time to hit the ground running = to begin an activity immediately and with full commitment maturity = quality of thinking and behaving in a sensible, adult manner an (some) experience in the development of... According to this task They couldn't make strike a deal They blocked the project moved 's development I listened to the opinions of both developers ...to split for in 2 teams Even though I forced the dept I couldn't meet the deadline It's really a real story ]]> opponent /əˈpəunənt/ 20230429 09:45-10:45 1.5 1666 active JH | Preparing for a job interview By the end of this session you will have studied Zoom meeting details ]]> 3 20230422 hw20230429 Preparing for a job interview pix/icons8-collaboration-100_white.png active stopwatch_by_dwyl 3 20230422 hw20230429 Preparing for a job interview Preparing for a job interview active edit_ol_qa prep_ol_qa pix/icons8-collaboration-100_white.png What topics do you think questions during a job interview will cover? → name at least 6 categories ✓ your professional experience ✓ your education ✓ your personal qualities ✓ your successes ✓ your mistakes ✓ your team playing skills ✓ your leadership experience ✓ your aspirations ✓ management skills ✓ organisational skills ✓ your team playing skills ✓ your leadership experience (...) What do you most like to do in your free time? ✓ some team sport(s) → prove you can be a team player ✓ participated in local games / competitions ✓ organised some corporate competition ✓ individual sport(s) → evidence your competitiveness ✓ some hobbies → show your ability to socialise ✓ board member of an association → prove you can have a good work life balance ✓ consideration for your team members → prove you can be a team player → evidence your competitiveness → prove you can put in the hours without burning out ✓ relevant example for a start-up vs a big tech / fintech / multinational Why do you want to change jobs? 〆The job doesn't meet my expectations. 〆It is the consequence of an acquisition... 〆I need more space for self-development → lack HR commitment to continuous learning ✓ had started applying for international assignments well before the current economic outlook = mature, well planned decision taken already years ago ✓ be positive → explain why it is your choice = you shouldn't be forced into that situation ✓ broaden your horizon with more innovative technologies & thinking Why have you chosen this company and not a competitor? ✓ The job description matches my skills & interests. ✓ The firm enjoys a good reputation (work-life balance, fringe benefits, supportive managers...) ✓ I could get a chance to specialise in [field]. ✓ I expect to have [better remunerated | more varied | more challenging] career opportunities. ✓ strong corporate policy focusing on long-term results more than vague guidelines in previous companies ✓ people-oriented company → provide quantitative data about the company e.g. was ranked number one, has been awarded... ✓ use evidence which is unique & not anonymous ! be careful not to regurgitate data learnt by heart → be passionate about this company What is your greatest achievement? ✓ succeeded in building the most committed team ✓ developed a new product from scratch including not only innovative software but also hardware solutions ✓ increased both sales and profit although these are not always linked ✓ should be unique, memorable → sth you are proud of → mention scale & impact at company level on various stakeholders active stopwatch_by_dwyl 4 20230429 hw20230520 Being a team player pix/icons8-collaboration-100_white.png Being a team player active prep_ol_qa edit_ol_qa pix/icons8-collaboration-100_white.png How can you add value to the team? Why should we take you? ✓ thinking outside the box ✓ team player ✓ leadership skills ✓ know how to motivate & engage team ✓ exhaustive understanding of internal company policies ✓ unique combination of direct sales, digital transformation & strategic thinking ✓ your USP ✓ you are unique because your set of skills spans... to span = to include a large area or a lot of things USP = unique selling point How did you deal with a conflict in your team? ✓ conflicts are normal & necessary ✓ explain steps taken ✓ don't forget to describe what you've learnt Give me an example of a time when your team did not meet a client’s expectation. What happened, and how did you attempt to rectify the situation? ✓ satisfy a market of high prices & high discounts → win the market first → explain decisions on the long-term & why it is profitable only then 〆the Russian market is moving away from a demonstrative behaviour (e.g. demand for flashy goods such as the Porsche Cayenne) ✓ explain the situation ✓ don't forget to describe what you've learnt Can you think of any reason why we or your future team shouldn't select you? ✓ professional maturity 〆status recognition 〆authority rival ✓ lack of local market & clients → need time to adapt → show what you are doing to hit the ground running → show what actions you're taking to avoid this from happening to hit the ground running = to begin an activity immediately and with full commitment maturity = quality of thinking and behaving in a sensible, adult manner to regurgitate = (disapproving) to repeat sth you have heard or read without really thinking about it or understanding it fluently fluency Some of this these pauses is are | were because ... Not only do I play this game, but is I am also the coach We continuously training trained He was boring bored ...another reason why team members could be burnt burn out There are several reasons for it I have been working worked in my company more than 20 years As far as I can know, your company was... The another other reason is that... I spent a lot of time for on supporting our products I'm really proud for of this success ]]> 20230422 09:45-10:45 1.5 1666 active JH | Describing strengths & weaknesses (sticky points) By the end of this session you will have studied Zoom meeting details ]]> Sticky points (rescheduled from previous lesson) 20230401 hw20230408 Anticipate areas that a head hunter may try to use against you to destabilise you during a stress or case interview. Prepare your answers to the following sticky questions. → identify areas that may need improvement Bottoms Up - JH B2 Preparing for professional mobility 1 Building self-confidence active edit_ol_qa pix/icons8-collaboration-100_white.png Imagine you are only a junior or middle manager. What evidence can you give of your professional maturity? How can you prove you have enough experience to match their team? What can you do to boost your self-confidence? When would you decide to escalate a problem raised by a customer? ✓ depends on company culture ✓ management sometimes expect you to deal with customer requests → distinguish minor financial risks from threats to the company's reputation = expect empowerment from your managers What constructive feedback would your peers share about you? ✓ colleagues suggested you had potential for more than what you were doing with them → changed jobs regularly to gain a broader perspective Where do you see yourself in 3-5 years? What do you need to get there? ✓ more exposure to international needs ✓ soft skills = often more relevant than hard skills e.g. each company have their own, in-house technologies 3 Sticky points 20230401 hw20230408 Describing weaknesses edit_ol_qa prep_ol_qa active Anticipate areas that a head hunter may try to use against you to destabilise you during a stress or case interview. Prepare your answers to the following sticky questions. → identify areas that may need improvement What differences in leadership will you encounter? McGregor - Theory X and Theory Y Management
mc_gregor_theory_x_theory_y_management_chart01.png mc_gregor_theory_x_theory_y_management_chart02.png
]]> ✓ use relevant examples & MBA methodology when applying for a management position e.g. I had to be a McGregor X-type kind of manager when... What constructive feedback would your peers share about you? ✓ good team work ✓ provide occasional hands-on support if team members need help = be supportive manager ✓ give an example (consider using the STAR method) ✓ avoid confrontation because you should be a team player e.g. I should pay more attention to what exactly people say What would be the hardest part of coming to this company? ✓ work-life balance → relocation of your family 〆coping with stressful deadlines 〆having regular performance appraisal during the probation period 〆lacking proper induction What is the pool of competing candidates? ✓ explain how you would be able to adapt better, faster... active stopwatch_by_dwyl 3 20230422 hw20230429 Preparing for a job interview Preparing for a job interview active prep_ol_qa pix/icons8-collaboration-100_white.png What topics do you think questions during a job interview will cover? → name at least 6 categories ✓ your professional experience ✓ your education ✓ your personal qualities ✓ your successes ✓ your mistakes ✓ your team playing skills ✓ your leadership experience ✓ your aspirations ✓ sales efficiency & excellence ✓ strategic thinking ✓ digital transformation ✓ presence & share in e-commerce ✓ your team playing skills ✓ your leadership experience (...) What do you most like to do in your free time? ✓ some team sport(s) → prove you can be a team player ✓ individual sport(s) → evidence your competitiveness ✓ some hobbies → show your ability to socialise ✓ board member of a running association → prove you can have a good work life balance → prove you can be a team player → evidence your competitiveness Why do you want to change jobs? 〆The job doesn't meet my expectations. 〆It is the consequence of an acquisition... ✓ had started applying for international assignments well before the current economic outlook = mature, well planned decision taken already years ago ✓ be positive → explain why it is your choice = you shouldn't be forced into that situation Why have you chosen this company and not a competitor? ✓ The job description matches my skills & interests. ✓ The firm enjoys a good reputation. ✓ I could get a chance to specialise in [field]. ✓ I expect to have [better remunerated | more varied | more challenging] career opportunities. ✓ strong corporate policy focusing on long-term results more than [vague guidelines in previous companies] ✓ people-oriented company → provide quantitative data about the company e.g. was ranked number one, has been awarded... What is your greatest achievement? ✓ succeeded in building the most committed team ✓ increased both sales and profit although these are not always linked ✓ should be unique, memorable → sth you are proud of How can you add value to the team? Why should we take you? ✓ thinking outside the box ✓ team player ✓ leadership skills ✓ know how to motivate & engage team ✓ exhaustive understanding of internal company policies ✓ unique combination of direct sales, digital transformation & strategic thinking ✓ your USP ✓ you are unique because your set of skills spans... to span = to include a large area or a lot of things USP = unique selling point How did you deal with a conflict in your team? ✓ conflicts are normal & necessary ✓ explain steps taken ✓ don't forget to describe what you've learnt Give me an example of a time when you did not meet a client’s expectation. What happened, and how did you attempt to rectify the situation? ✓ satisfy a market of high prices & high discounts → win the market first → explain decisions on the long-term & why it is profitable only then 〆the Russian market is moving away from a demonstrative behaviour (e.g. demand for flashy goods such as the Porsche Cayenne) ✓ explain the situation ✓ don't forget to describe what you've learnt Can you think of any reason why we shouldn't select you? ✓ professional maturity 〆status recognition 〆authority rival ✓ lack of local market & clients → need time to adapt → show what you are doing to hit the ground running → show what actions you're taking to avoid this from happening to hit the ground running = to begin an activity immediately and with full commitment maturity = quality of thinking and behaving in a sensible, adult manner to meddle in | with sth = (disapproving) to become involved in sth that does not concern you Last time I didn't see haven't seen any new vacancies recently The good thing is that I have time to prepare better for interview There is no one of these styles not a single style The other stress Another stressful factor which could be faced I may have to face is... and that's it I believe I have summarised the main points I suppose (avoid showing indecisiveness AND be more assertive by asking the interviewer a follow-up question) Have you got any questions? ]]> 20230415 09:45-10:45 1.5 1666 active JH | CV updates, Covering letter - feedback By the end of this session you will have studied CV updates → make amendments to your CV as suggested icons8-hand-with-pen-100.png Covering letter icons8-reading-100.png How to Write a Cover Letter in 2022 | Beginner's Guide Read the following guidelines. Header - Input contact information Greeting the hiring manager Opening paragraph - Grab the reader’s attention with 2-3 of your top achievements Second paragraph - Explain why you’re the perfect candidate for the job Third paragraph - Explain why you’re a good match for the company Formal closing → what do you like/dislike about its format? → what techniques can you use to improve yours? https://novoresume.com/career-blog/how-to-write-a-cover-letter-guide zoom_meeting.png Zoom meeting details ]]> Sticky points (rescheduled from previous lesson) 20230401 hw20230408 Anticipate areas that a head hunter may try to use against you to destabilise you during a stress or case interview. Prepare your answers to the following sticky questions. → identify areas that may need improvement 2 Improving reduced clause descriptions in a CV 20230408 hw20230415 pix/icons8-collaboration-100_white.png Bottoms Up - JH B2 Preparing for professional mobility 2 Improving reduced clause descriptions in a CV Writing a CV with balanced grammatical structures for style (reduced clauses) 20230408 hw20230415 active edit_ol_qa_writing prep_ol_qa_writing edit_ol_qa pix/icons8-collaboration-100_white.png Responsibilities • Provide accounting support • Maintain a database of currency operations. • participate in yearly financial reports; Be consistent with punctuation]]> → either skip all articles ✓ Organization of delivery processes of goods from suppliers to company warehouse → or use all of them ✓ Organization of the delivery process of goods from the supplier to a warehouse of the company ✓ be consistent with ellipses of articles T travel and V visa policies]]> Use capital letters only in names or acronyms Got Gained interesting eye-opening | company-wide | international experience • Created Designed | Developed new innovativeproducts ]]> Avoid simple expressions such as 'good, bad...' Be quantitative → quote figures in percentage (e.g. by 15% within 12 months) → show measurable progress 〆avoid subjective adjectives Give references to scale & impact (team, departmental level, company-wide?) → use geography → define stakeholders Fech Fetch your labour contract at the HR center centre (BrEn) ✓ Fech Fetch your labour labor contract at the HR center (AmEn) ]]> Use a spell checker and be consistent with the language (e.g. either British English or American English, but not both). Be grammatically consistent when listing tasks 3 Sticky points 20230401 hw20230408 Describing weaknesses edit_ol_qa prep_ol_qa active Anticipate areas that a head hunter may try to use against you to destabilise you during a stress or case interview. Prepare your answers to the following sticky questions. → identify areas that may need improvement What could be your weakest points? 〆transitional period for adapting to new environment e.g. hit the ground running by anticipating company needs in ... 〆lack of confidence in use of language e.g. taking English lessons ✓ show what steps you have taken to mitigate problems to hit the ground running = to be successful from the start of an activity Covering letter Feedback Covering letter Feedback wip textbook ]]> Adding quantitative data for differentiation in a covering letter wip textbook 20221129_cover_letter_1st_version_avorobyova.pdf ✓ generally good material for answering questions at interview 〆reminiscent of a job description (i.e. explanation of employer expectations) rather than personal experience & achievements → need more 'punch' → give unique quantitative data to differentiate from other candidates todo → change photo 〆2-sentence long introductory paragraph → shorten for more impact → attract attention (your USP - unique selling points) ✓ work in very different companies, from start-up to multinational ✓ unique experience in distinct technical writing needs ✓ international collaboration w/ subject matter experts 〆make text closer to the product vision and so on → avoid expressions such as 'etc, and so on' which suggest you don't care or it's not important ✓ make text closer to the product vision and so on to mention but a few 〆dense looking paragraphs → rephrase with 3 or 5 bullet points example: 〆I like to contribute to knowledge sharing. At Kaspersky Lab, I was constantly adding to the knowledge base. During my work time, I created 23 new articles for the Documentation & Localization department.
✓ I have tangible experience in the following: • contributing to knowledge sharing. I have created 23 new articles for the Documentation & Localization department at Kaspersky Labs. • communicating with a multitude of stakeholders [skip this list if already mentioned in the CV?] (developers, QA engineers, product and project managers, system analysts, technical support engineers, editors, localization engineers). Feedback from subject matter experts from Europe & the US have helped me to improve API and SDK documentation in (some 'stunning' quantitative data).
Technical writer Customer Support - Singapore https://www.wise.jobs/role/4708400-technical-writer/ impeccable = without mistakes or faults; perfect → check if they recruit non-native speakers, or what exam levels are expected e.g. CAE (Certificate of Advanced English - Cambridge) - IELTS 95+ (= usual required level for attending an MBA) FYI Freelance technical writer - sample https://code.tutsplus.com/articles/create-a-javascript-ajax-post-request-with-and-without-jquery--cms-39195 ]]> threefold = 3 times to hit the ground running = to be successful from the start of an activity convenient | confidence confident public speaker ]]> 20230408 09:45-10:45 1.5 1666 active JH | CV review (chronological, functional vs skills) By the end of this session you will have studied CV sample - Stanford Read the following CV. → what do you like/dislike about its format? → what techniques can you use to improve yours? https://www.gsb.stanford.edu/sites/gsb/files/Sample-Marketing-Resume.pdf?pid= icons8-hand-with-pen-100.png In order to drill behavioural questions, we need to cover your skills & achievements as listed in your CV. → submit your CV for feedback (send the link to your google doc (in edit mode!) → share your LinkedIn Profile for feedback (send the link to your google doc (in edit mode!) zoom_meeting.png Zoom meeting details ]]> Sticky points 20230401 hw20230408 Anticipate areas that a head hunter may try to use against you to destabilise you during a stress or case interview. Prepare your answers to the following sticky questions. → identify areas that may need improvement Bottoms Up - JH B2 Preparing for professional mobility CV Feedback active textbook the a defence-level evaluation technique 〆inconsistent ellipses of articles in reduced clauses → either skip all articles, or use all 〆inconsistent spelling (BrEn vs AmEn) Notes:
]]> 1 Preparing a CV Preparing a CV active deck_shuffled_lines_valign shuffled_lines deck_shuffled_lines deck_shuffled_lines_halign shuffled_boxes prep_deck_shuffled_lines_halign Summary Work experience Education Skills Additional information | Miscellanies | Other ]]> Summary catchy phrase your USP (unique selling point) professional expectations Work experience from / to period - company name company background / profile (brief description) position & responsibilities in the company tangible (quantitative) achievements & skill set Education academic title(s) certificates training, seminars... Skills hard skills soft skills Additional information | Miscellanies | Other languages extracurricular activities / community service ]]> 2 Improving reduced clause descriptions in a CV Writing a CV with balanced grammatical structures for style (reduced clauses) 20230408 hw20230415 active prep_ol_qa_writing edit_ol_qa_writing edit_ol_qa pix/icons8-collaboration-100_white.png Responsibilities • Provide accounting support • Maintain a database of currency operations. • participate in yearly financial reports; Be consistent with punctuation]]> → either skip all articles ✓ Organization of delivery processes of goods from suppliers to company warehouse → or use all of them ✓ Organization of the delivery process of goods from the supplier to a warehouse of the company ✓ be consistent with ellipses of articles T travel and V visa policies]]> Use capital letters only in names or acronyms Got Gained interesting eye-opening | company-wide | international experience • Created Designed | Developed new innovativeproducts ]]> Avoid simple expressions such as 'good, bad...' Be quantitative → quote figures in percentage (e.g. by 15% within 12 months) → show measurable progress 〆avoid subjective adjectives Give references to scale & impact (team, departmental level, company-wide?) → use geography → define stakeholders Fech Fetch your labour contract at the HR center centre (BrEn) ✓ Fech Fetch your labour labor contract at the HR center (AmEn) ]]> Use a spell checker and be consistent with the language (e.g. either British English or American English, but not both). Be grammatically consistent when listing tasks wip textbook ✓ CV = course of life → BrEn ✓ resume = short summary or account of sth = CV (AmEn) What kinds of CV do you know of? ✓ chronological CV = most current position to back in time ✓ functional CV = major areas of experience or achievements ✓ skills CV = what you can do ]]> wip textbook Single Source Approach = technique that encourages once-only-creation of a resource, such as a document, in a manner that it could be reused or repurposed for different contexts. A levels = school leaving qualification offered by educational bodies in the United Kingdom to students completing secondary or pre-university education HNC (High National Certificate) = higher education/further education qualification in the United Kingdom (usually 1 year) HND (Higher National Diploma) = diploma given for vocational training that prepares the student for a career in a particular area; good students may progress to a course leading to a degree BA (Bachelor of Arts) degree in = diploma after a 2-3 year course at university graduate = someone who has completed a university degree, especially a first degree Bachelor of Arts with Honours (Baccalaureatus in Artibus Cum Honore) = 1-2 year postgraduate degree BE = Bachelor of Engineering or a Bachelor of Science in Engineering is an academic undergraduate degree awarded to a student after three to five years of studying engineering at an accredited college or university Master's degree in = academic degree higher than a bachelor's degree but lower than a doctor's degree post-graduate = person with a higher degree; student who continues studies after graduation (кандидат наук) to undertake = to study, ~ a research degree in (subject) candidate of sciences = PhD (in some countries) = кандидат наук doctor (of sciences) = someone who holds the highest level of degree given by a university summa cum laude (AmEn) = red diploma (in Russia) voluntary = done willingly, not because you are forced apprentice = young person who works for an employer for a fixed period of time in order to learn the particular skills needed in their job; intern apprenticeship = internship; period of time working as an apprentice; a job as an apprentice literate = able to read and write consecutive = following one after another in a series, without interruption to liaise ~ (with sb) (especially BrE) = to work closely with sb and exchange information with them; to act as a link between two or more people or groups P.T.O = please turn over (the page) impeccable = without mistakes or faults; perfect nitpicking = цепляться к мелочам As a project coordinator provided complex defence of cyber security for innovative software platform and increased defence score from 40 to 80 saving about 20% of operational budget. As a project coordinator provided complex defence of cyber security for an innovative software platform and increased the defence score from 40 to 80 saving about 20% of the operationalof operational budget Played a the role of cyber security expert As cyber security expert, created and implemented cyber the a defence-level evaluation technique which lead tomeasures the security level of a software platform security level measurement according to a contextual threat model and decreases the connected related risks level drammatically. ... and decreased connected risks level dramatically (by 80%?) more than 90 employees of various specializations: system analysts, architects and so on.to name but two reduce cluster switch time to about a few approximately 2-3 seconds ]]> 20230401 09:45-10:45 1.5 1666 active JH | Job hunt debriefing questions By the end of this session you will have studied CV sample - Stanford Read the following CV. → what do you like/dislike about its format? → what techniques can you use to improve yours? https://www.gsb.stanford.edu/sites/gsb/files/Sample-Marketing-Resume.pdf?pid= --> Topics - to be confirmed Professional mobility: - CV feedback - anticipating CV-based questions of head hunters * minimum B1+ level recommended - job interview (prep + role play of preliminary screening) * minimum B2 level recommended - experience interview (STAR method) - behavioural questions (application to post-graduate, MBA-oriented, universities) * minimum C1 level recommended - case / stress interview (for post-graduate, management profile candidates) - Facebook vs Google vs Amazon interview question types (combining strategies & success stories for attending parallel interviews at rival companies) (...) zoom_meeting.png Zoom meeting details ]]> Bottoms Up - JH B2 Preparing for professional mobility 1 Language & communication needs assessment active edit_ol_qa pix/icons8-collaboration-100_white.png What position(s) are you applying for? In which industry(ies)? project manager, software development team in cybersecurity InfoTechs (top 10 cybersecurity) ✓ big tech ✓ fintech ✓ FCMG (...) FMCG | CPG = fast-moving consumer goods, also known as consumer packaged goods (CPG), products sold quickly and at a relatively low cost fintech = portmanteau of "financial technology", refers to firms using new technology to compete with traditional financial methods in the delivery of financial services. Artificial intelligence, blockchain, cloud computing, and big data are regarded as the "ABCD" of fintech. What company(ies) will you approach? ✓ multinationals ✓ joint-ventures ✓ SME Checkpoint PowerAlta to approach = to speak to sb about sth, especially to ask them for sth or to offer to do sth SME = small and medium-sized enterprises Have you envisaged relocation? Under what conditions? ✓ may accept a lower position ✓ depends on relocation package ✓ fringe benefits to envisage = to imagine what will happen in the future fringe benefits = extra things that an employer gives you as well as your wages Have you already undertaken any steps to contact potential employers? ✓ monitoring vacancies ✓ personal request for internal promotion ✓ employee file forwarded by local personnel officer ✓ relocation ✓ interview deadlines ✓ preliminary screening to undertake = to make yourself responsible for sth and start doing it What body of knowledge/evidence have you got to support your application(s)? ✓ CV ✓ LinkedIn profile ✓ references body of sth = large amount or mass of something, especially something that has been collected, e.g. body of knowledge/evidence/opinion reference = letter written by sb who knows you, giving information about your character and abilities, especially to a new employer 2 Debriefing questions Describing strengths edit_ol_qa active Answer the following questions. What are your strengths? ✓ building & leading a team ✓ undertaking ambitious tasks ✓ having a strategic vision ✓ being results oriented ✓ spanning both hard & soft skills ✓ loyal to people ✓ give concrete examples → provide tangible data, statistics How well are you able to collaborate with other depts? ✓ attended training in cross-functional collaboration ✓ had to work with teams across different regions, time zones, corporate cultures... ✓ focus on scale ✓ mention any relevant training What is your most recent success story? ✓ focus on a real success with company-wide impact rather than a minor but more recent one How can you make use of your Russian experience & leverage it abroad? 〆similar limited penetration of the local market → build brand awareness to leverage = to influence people and get the results you want What is the pool of competing candidates? ✓ explain how you would be able to adapt better, faster... (based on your experience) → stress why you are a good match for this company 3 Sticky points 20230401 hw20230408 Describing weaknesses prep_ol_qa edit_ol_qa active Anticipate areas that a head hunter may try to use against you to destabilise you during a stress or case interview. Prepare your answers to the following sticky questions. → identify areas that may need improvement What could be your weakest points? 〆transitional period for adapting to new environment What differences in leadership will you encounter? ✓ vertical management style vs empowerment? ✓ expectations for not only analytical skills but also ability to convince What constructive feedback would your peers share about you? ✓ team player ✓ inspiring leader ✓ give an example → avoid confrontation because you should be a team player? What would be the hardest part of coming to this company? ✓ work-life balance → relocation of your family 〆coping with stressful deadlines 〆having regular performance appraisal during the probation period 〆lacking proper induction FMCG | CPG = fast-moving consumer goods, also known as consumer packaged goods (CPG), products sold quickly and at a relatively low cost fintech = portmanteau of "financial technology", refers to firms using new technology to compete with traditional financial methods in the delivery of financial services. Artificial intelligence, blockchain, cloud computing, and big data are regarded as the "ABCD" of fintech. to approach = to speak to sb about sth, especially to ask them for sth or to offer to do sth SME = small and medium-sized enterprises to envisage = to imagine what will happen in the future fringe benefits = extra things that an employer gives you as well as your wages to undertake = to make yourself responsible for sth and start doing it body of sth = large amount or mass of something, especially something that has been collected, e.g. body of knowledge/evidence/opinion reference = letter written by sb who knows you, giving information about your character and abilities, especially to a new employer to leverage = to influence people and get the results you want successfully passing the interview After successfully passing undergoing the interview OK, I catched caught it | got it ...more than 2-3 thousands thousand employees I will be learn more about the country... ...that's why I 'm agree (OR I'm willing) to accept lower positions It's real true So, you have no deadlines? Yes No (I haven't) When If the employee employer could wanted to see my CV I'm well-balanced... an illustration for it (for example) I'm reliable ...a reason for it proof of that ... to listen to them As far as I can recall Well, my most recent success story was... When I started to do carry out these responsibilities ]]> target /'tə:gət/ 18:40-19:40 1.5 1666 future By the end of this session you will have studied active textbook active textbook