ykhrenov y25ykhrenov 20250923 130 2 58 (send the link to your google doc (in edit mode!) icons8-reading-100.png quarterly test Prepare for quarterly test vocab pre teach functional language grammar focus smartphone or tablet device listening Download onto your phone or tablet and listen carefully. :!php ~/www/soosh/xml2mbz_overwrite_offline.php ~/www/ictnle.com3/sdata/inc_xml_mdl/course_log_ykhrenov_2025.xml :!php ../../../moosh/moosh.php course-restore --overwrite ../mbz_bup_offline/course_log_ykhrenov_2025.xml_2mdl.mbz 130 :!php ~/www/soosh/xml2mbz_update_onl.php ~/www/ictnle.com3/sdata/inc_xml_mdl/course_log_ykhrenov_2025.xml todo passive forms econometrics, financial modelling 20250822 27 yo https://habr.com/ru/news/948890/ https://www.bbc.co.uk/news/articles/cm2zk4l8g26o ]]> sbook_plugins/wordlist_generated_from_xml_clog_sbook_for_sbook_session.inc sbook_plugins/payment_history_generated_from_xml_clog_sbook.inc 20250926 18:15-19:15 1 3000 -3000 + 6000 = 3000 tbc JH | Mock interviews 4 | Buzzwords (1/4) JH | Set of support stories | Buzzwords (1/4) | Mock interviews By the end of this session you will have studied https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?tab=t.0 → review your support stories → decide which are most relevant to each topic and/or area of interest → anticipate how questions may overlap and/or be paraphrased → prepare for behavioural questions with the Mock interview assessment sheet template Buzzwords When answering behavioural questions with supporting stories, it is sometimes a good idea to name things to show the recruiter you are aware of such concepts, and strive to grow as a professional. → match the expressions with the definitions → describe a real-life or fictional situation with each expression zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH Templates B2 - C1 Vocab review 193 1 7 pix/icons8-dictionary-100_white.png Buzzwords (1/4) active wip xml_multi_dd_row What buzzwords, key expressions and trendy principles will make a recruiter happy? 17 10 left 1 2 3 4 5 6 7 8 9 10 Bottoms Up - JH B2 Preparing for professional mobility 192 3 Mock interview - Feedback Mock interview (general format) - Feedback TEMPLATE active prep_2columns_2qa edit_2columns_2qa pix/icons8-quiz-100_white.png Use this assessment sheet for feedback of behavioural questions ]]> stopwatch Methodology
[ ] paraphrases question to confirm understanding [ ] elicits expected skills to be validated by initial behavioural question (by 'thinking aloud') [ ] addresses question with relevant story [ ] shows awareness of and/or experience in adjacent core skills [ ] does not follow a chronological narrative [ ] follows a clear & logical narrative progression (STAR, CARL, BLUF, Minto/McKinsey Pyramid, SWOT...) [ ] uses metrics effectively [ ] engages in natural conversation (no regurgitation, attentive to follow-up questions)
Use of STAR approach
[ ] succinct situation (and NOT a chronological description) [ ] single-sentence task (focusing on 'I' rather than 'we') [ ] numerous actions (incl. cross collaboration to suggest size) [ ] results (incl. for a variety of stakeholders to show impact scale) AND lessons learnt
Target area(s) of interest
[ ] identifies skills (areas of interest) to be evidenced in the support story [ ] greatest & weakest points of your career [ ] upstream & downstream feedback [ ] cross functional collaboration [ ] conflict resolution [ ] leadership [ ] mentoring
Leadership tell-tale signs
[ ] acts as team lead [ ] empowers team members [ ] can initiate & take decisions without hierarchical support [ ] has a vision and is not just a manager
]]> Additional comments
]]> 191 3 Mock interview - Feedback Mock interview (general format) - Feedback TEMPLATE active prep_2columns_2qa edit_2columns_2qa pix/icons8-quiz-100_white.png Use this assessment sheet for feedback of behavioural questions ]]> stopwatch Methodology
[ ] paraphrases question to confirm understanding [ ] elicits expected skills to be validated by initial behavioural question (by 'thinking aloud') [ ] addresses question with relevant story [ ] shows awareness of and/or experience in adjacent core skills [ ] does not follow a chronological narrative [ ] follows a clear & logical narrative progression (STAR, CARL, BLUF, Minto/McKinsey Pyramid, SWOT...) [ ] uses metrics effectively [ ] engages in natural conversation (no regurgitation, attentive to follow-up questions)
Use of STAR approach
[ ] succinct situation (and NOT a chronological description) [ ] single-sentence task (focusing on 'I' rather than 'we') [ ] numerous actions (incl. cross collaboration to suggest size) [ ] results (incl. for a variety of stakeholders to show impact scale) AND lessons learnt
Target area(s) of interest
[ ] identifies skills (areas of interest) to be evidenced in the support story [ ] greatest & weakest points of your career [ ] upstream & downstream feedback [ ] cross functional collaboration [ ] conflict resolution [ ] leadership [ ] mentoring
Leadership tell-tale signs
[ ] acts as team lead [ ] empowers team members [ ] can initiate & take decisions without hierarchical support [ ] has a vision and is not just a manager
]]> Additional comments
]]> Bottoms Up - JH B2 Preparing for professional mobility 190 1 pix/icons8-dictionary-100_white.png Position levels in FAANG active wip xml_multi_dd_row What professional skills are needed at each level in FAANG companies? Can you find evidence to be hired at your target level? 17 12 left 1;2;3 4;5;6 7;8;9;10 11;12;13 Bottoms Up - JH B2 Preparing for professional mobility 189 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 188 20250923 18:15-19:15 1 3000 -3000 + 9000 = 6000 active JH | Mock interviews 3 JH | Set of support stories | Buzzwords (1/4) | Mock interviews By the end of this session you will have studied https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?tab=t.0 → review your support stories → decide which are most relevant to each topic and/or area of interest → anticipate how questions may overlap and/or be paraphrased → prepare for behavioural questions with the Mock interview assessment sheet template zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 187 1 Mock interview - Feedback Mock interview (general format) - Feedback TEMPLATE active prep_2columns_2qa edit_2columns_2qa pix/icons8-quiz-100_white.png Use this assessment sheet for feedback of behavioural questions Tell me about a time when you were forced to make an unpopular decision. ]]> stopwatch Methodology
[ ] paraphrases question to confirm understanding [ ] elicits expected skills to be validated by initial behavioural question (by 'thinking aloud') [?] addresses question with relevant story [ ] shows awareness of and/or experience in adjacent core skills [ ] does not follow a chronological narrative [ ] follows a clear & logical narrative progression (STAR, CARL, BLUF, Minto/McKinsey Pyramid, SWOT...) [ ] uses metrics effectively ← not enough! [ ] engages in natural conversation (no regurgitation, attentive to follow-up questions)
Use of STAR approach
[ ] succinct situation (and NOT a chronological description) [✓] single-sentence task (focusing on 'I' rather than 'we') [ ] numerous actions (incl. cross collaboration to suggest size) [ ] results (incl. for a variety of stakeholders to show impact scale) AND lessons learnt
Target area(s) of interest
[ ] identifies skills (areas of interest) to be evidenced in the support story [?] greatest & weakest points of your career [ ] upstream & downstream feedback [ ] cross functional collaboration [?] conflict resolution [?] leadership [ ] mentoring
Leadership tell-tale signs
[ ] acts as team lead [ ] empowers team members [?] can initiate & take decisions without hierarchical support [?] has a vision and is not just a manager
]]> Additional comments
~ 30" finding a relevant story 00:15 S our task was to score... ... had few resources needed to split 01:29 mistakes 01:33 T I decided to fix it I offered my TL to create... (pause) single services to... 02:29 A asked for help from data scientist 02:52 R decreased number of errors from 40 to 20% got better process to implement a new model 03:25 end Feedback 〆too short delivery 〆2-3 long pauses (looking for ideas?) 〆not clear was unpopular → no evidence of resistance or hurdles
]]> 186 2 Mock interview - Feedback Mock interview (general format) - Feedback TEMPLATE active prep_2columns_2qa edit_2columns_2qa pix/icons8-quiz-100_white.png Use this assessment sheet for feedback of behavioural questions How did you deal with a very upset customer or co-worker? ]]> stopwatch Methodology
[ ] paraphrases question to confirm understanding [ ] elicits expected skills to be validated by initial behavioural question (by 'thinking aloud') [✓] addresses question with relevant story [ ] shows awareness of and/or experience in adjacent core skills [ ] does not follow a chronological narrative [ ] follows a clear & logical narrative progression (STAR, CARL, BLUF, Minto/McKinsey Pyramid, SWOT...) [X] uses metrics effectively [ ] engages in natural conversation (no regurgitation, attentive to follow-up questions)
Use of STAR approach
[ ] succinct situation (and NOT a chronological description) [ ] single-sentence task (focusing on 'I' rather than 'we') [✓] numerous actions (incl. cross collaboration to suggest size) [?] results (incl. for a variety of stakeholders to show impact scale) AND lessons learnt ← missing!
Target area(s) of interest
[ ] identifies skills (areas of interest) to be evidenced in the support story [ ] greatest & weakest points of your career [ ] upstream & downstream feedback [?] cross functional collaboration [✓] conflict resolution [ ] leadership [ ] mentoring
Leadership tell-tale signs
[ ] acts as team lead [ ] empowers team members [✓] can initiate & take decisions without hierarchical support [ ] has a vision and is not just a manager
]]> Additional comments
00:28 finding relevant story S short deadline negative feedback I noticed that... stressful situation T who set it? A ? 01:21 I asked the business to show us how many blocks... 01:57 organised quick call stakeholders showed us what I brought tech doc shared w/ dev team organised a new demo 02:42 hadn;t got negative feedback interface felt more usable → more IT related vocab 02:58 and that's all Feedback 〆too short delivery 〆not enough metrics (tho' getting better) 〆no lessons learnt e.g. emotional intelligence → ask for follow-up questions instead of saying 'And that's all!'
]]> 185 to union join it It helped me fastly find a story fast | quickly ]]> 20250919 18:15-19:15 1 3000 -3000 + 12000 = 9000 active JH | Mock interviews 2 JH | Set of support stories | Buzzwords (1/4) | Mock interviews By the end of this session you will have studied https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?tab=t.0 → review your support stories → decide which are most relevant to each topic and/or area of interest zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 184 1 Mock interview - Feedback Mock interview (general format) - Feedback TEMPLATE active prep_2columns_2qa edit_2columns_2qa pix/icons8-quiz-100_white.png Use this assessment sheet for feedback of behavioural questions When did you last experience a stressful situation that stretched your coping skills? ]]> stopwatch Methodology
[X] paraphrases (repeats) question to confirm understanding [ ] elicits expected skills to be validated by initial behavioural question (by 'thinking aloud') [?] addresses question with relevant story ← scope? [ ] shows awareness of and/or experience in adjacent core skills [!] does not follow a chronological narrative [ ] follows a clear & logical narrative progression (STAR, CARL, BLUF, Minto/McKinsey Pyramid, SWOT...) [!] uses metrics effectively [ ] engages in natural conversation (no regurgitation, attentive to follow-up questions)
Use of STAR approach
[ ] succinct situation (and NOT a chronological description) [ ] single-sentence task (focusing on 'I' rather than 'we') [ ] numerous actions (incl. cross collaboration to suggest size) [ ] results (incl. for a variety of stakeholders to show impact scale) AND lessons learnt
Target area(s) of interest
[ ] identifies skills (areas of interest) to be evidenced in the support story [?] greatest & weakest points of your career [ ] upstream & downstream feedback [?] cross functional collaboration [ ] conflict resolution [ ] leadership [ ] mentoring
Leadership tell-tale signs
[ ] acts as team lead [ ] empowers team members [ ] can initiate & take decisions without hierarchical support [ ] has a vision and is not just a manager
]]> Additional comments
00:20 Recently, we have released some ... 01:16 paused? 01:38 developers blamed Kafka system analysts blamed... 02:09 take 2 00:13 S Recently we ... Me & sys analysts blamed... We had a critical situation queries 01:19 T To resolve that I decided 01:42 A we started to debug our code 02:03 thx to my ability to create 02:59 I wrote a specification 03:08 R That's all Feedback metrics 2 ML dev ops time span 〆only 3hrs!? → should be w/in 12hrs
]]> 183 2 Mock interview - Feedback Mock interview (general format) - Feedback TEMPLATE active prep_2columns_2qa edit_2columns_2qa pix/icons8-quiz-100_white.png Use this assessment sheet for feedback of behavioural questions Give me an example of a time when you tried to accomplish something and failed. ]]> stopwatch Methodology
[X] paraphrases question to confirm understanding [ ] elicits expected skills to be validated by initial behavioural question (by 'thinking aloud') [ ] addresses question with relevant story [ ] shows awareness of and/or experience in adjacent core skills [ ] does not follow a chronological narrative [ ] follows a clear & logical narrative progression (STAR, CARL, BLUF, Minto/McKinsey Pyramid, SWOT...) [ ] uses metrics effectively [ ] engages in natural conversation (no regurgitation, attentive to follow-up questions)
Use of STAR approach
[ ] succinct situation (and NOT a chronological description) [ ] single-sentence task (focusing on 'I' rather than 'we') [ ] numerous actions (incl. cross collaboration to suggest size) [ ] results (incl. for a variety of stakeholders to show impact scale) AND lessons learnt
Target area(s) of interest
[ ] identifies skills (areas of interest) to be evidenced in the support story [ ] greatest & weakest points of your career [ ] upstream & downstream feedback [ ] cross functional collaboration [ ] conflict resolution [ ] leadership [ ] mentoring
Leadership tell-tale signs
[ ] acts as team lead [ ] empowers team members [ ] can initiate & take decisions without hierarchical support [ ] has a vision and is not just a manager
]]> Additional comments
00:31 getting support story 00:14 When I was at Sovkombank Take 2 00:10 S I have this situation when I tried to... 00:48 gave up Take 3 00:05 S I have this situation when I tried to... how calculator was working 00:32 wrote SQL forgot to switch to test layer 00:57 loaded wrong coupon values T? 01:15 to resolve I honestly ... this mistake created by me 01:28 pause? 01:48 and the pb was that... 02:44 A asked a dev to recount... also ... 03:28 pause? 03:36 S trying to understand how the calculator works forgot to switch to testing environ-t made a mistake in production environ-t T address the mistake A I notified TL I requested help from a dev We recounted with a new algo R metrics decreased from 40% to 0% learnt how to colour-code environ-ts to avoid such mistake in the future
]]> 182 for the company Thanks for to that we rapidly ... We resolved for in 3 hrs I wasn't guilt for guilty of | responsible for these mistakes This mistake created was made by me ]]> 20250916 18:15-19:15 1 3000 -3000 + 3000 = 0 active JH | Formatting notes | Common mistakes | Mock interviews By the end of this session you will have studied https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?tab=t.0 → review your support stories → decide which are most relevant to each topic and/or area of interest Formatting notes https://www.ictnle.com/xml4teaching/xml_load_file_mdl.php?file=../sdata/inc_xml_mdl/course_log_ykhrenov_2025_mdl.xml&mdlid=176 Look at some sample notes → match the kinds of formatting with the sample versions → which formats are easier to recycle and improvise with? Why? zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 181 1 2 pix/icons8-microscope-100_white.png Formatting notes for support stories active wip xml_multi_dd_row How can you prepare your notes to ensure you sound both self-confident and spontaneous? 14 6 left version 1
liaising 4 Doc & Loc dept
15 new articles
feedback - EU US sm experts
doc improved in prod descriptions 4 sales
knowledge sharing version 2
While I was liaising for the Documentation & Localization department of my previous company I authored 15 new articles, indeed I had been tasked to collect feedback from subject matter experts from Europe & the US; the latter really helped me improve documentation in product descriptions for the sales team and, consequently, I successfully contributed to knowledge sharing. version 3
I authored 15 new articles for the Documentation & Localization department in my previous company.

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

As a result the documentation in product descriptions for the sales team was much improved.
Consequently, I successfully contributed to knowledge sharing. version 4
• liaising for the Documentation & Localization department
• author of 15 new articles
• collected feedback from European and North American subject matter experts
• documentation improved in product descriptions for the sales team
• contributed to knowledge sharing version 5
• liaised for the Documentation & Localization department
• communicated with a multitude of stakeholders
• authored 15 new articles
• collected feedback from European and North American subject matter experts
• improved documentation in product descriptions for the sales team
• contributed to knowledge sharing version 6
• liaising for the Documentation & Localization department
• communication with a multitude of stakeholders
• authoring of 15 new articles
• feedback collection from European and North American subject matter experts
• improvement of documentation in product descriptions for the sales team
• contribution to knowledge sharing ]]> 1 2 3 4 5 6 telegraphic liaising 4 Doc & Loc dept 15 new articles feedback - EU US sm experts doc improved in prod descriptions 4 sales knowledge sharing 〆telegraphic notes are less legible without context prose While I was liaising for the Documentation & Localization department of my previous company I authored 15 new articles, indeed I had been tasked to collect feedback from subject matter experts from Europe & the US; the latter really helped me improve documentation in product descriptions for the sales team and, consequently, I successfully contributed to knowledge sharing. 〆prose with lengthy sentences features much unnecessary information → hampers improvisation paragraphing I authored 15 new articles for the Documentation & Localization department in my previous company. This was achieved by communicating with a multitude of stakeholders, such as European and North American subject matter experts. As a result the documentation in product descriptions for the sales team was much improved. Consequently, I successfully contributed to knowledge sharing. 〆paragraphing of thoughts is only relevant to answers in written interviews, provided they remain succinct bullet points • liaising for the Documentation & Localization department • author of 15 new articles • collected feedback from European and North American subject matter experts • documentation improved in product descriptions for the sales team • contributed to knowledge sharing 〆inconsistent grammar forms & disparate bullet points may be confusing grammatically balanced with action verbs (past participles, gerunds, noun phrases) • liaised for the Documentation & Localization department • communicated with a multitude of stakeholders • authored 15 new articles • collected feedback from European and North American subject matter experts • improved documentation in product descriptions for the sales team • contributed to knowledge sharing ✓ bullet points with action verbs are more legible & easier to retrieve relevant data from → faster to drill, recycle for another question and improvise with = recommended format for preparing answers to questions grammatically balanced with gerunds & noun phrases • liaising for the Documentation & Localization department • communication with a multitude of stakeholders • authoring of 15 new articles • feedback collection from European and North American subject matter experts • improvement of documentation in product descriptions for the sales team • contribution to knowledge sharing 〆lengthy noun phrases & gerunds with prepositions are more relevant to listing skills in a CV than past actions ]]> 180 1 3 pix/icons8-dictionary-100_white.png Common mistakes & best practice found in support stories active wip xml_multi_dd_row 14 6 left Take up the challenge although it involved dealing with technical debt
Leveraged legacy software
Set an agenda over 5 weeks
Coded, deployed & tested the solution
Authored a unique product
Built a reputation as a reliable partner able to deal with any customer request ]]> 1 2 3 4 5 6 lack of metrics I have contributed to quite a few innovations, including one that won an award, which have had a significant impact on response time and, consequently, on the company's turnover. I now lead a team responsible for releasing new products for customers from a variety of horizons. rambling description of an anonymous experience (taking place in a vacuum) Witnessing the transformative power of IT first hand ignited a fire within me to become a dedicated IT team lead committed to fostering growth, nurturing curiosity, and empowering future generations. My journey towards becoming a team lead has been marked by a diverse array of experiences and a steadfast commitment to professional excellence. absence of examples to support claims I’m skilled in working in fast-paced environments, have plenty of experience in cross-functional collaboration, and have managed to keep a balance between being a manager and team player. wrong narrative / story-telling approach We had a customer who was a prominent player on the market, though quite tight-fisted, so, in the end, we released a version specially for them. Once upon a time this customer requested a feature that had been deprecated years earlier. It took our team 5 weeks to find a technological solution. We don't usually manage retro-compatibility. We deployed legacy tools. Eventually, we offered an approach within their budget. → Examples of best practice rhetorical question Do you want to be an award-winning company? Are you always struggling with tight deadlines? I have contributed to 8 projects last year that reduced response time by 30% on average. Could you imagine a better way to achieve customer satisfaction in B2B and B2C? personalisation & localisation I was fortunate to witness the transformative power of IT first hand in a start-up. As the company grew it ignited a fire within me to become a dedicated IT team lead. At the same time as our organisation of 10 people developed, I committed to fostering growth, nurturing curiosity, and empowering our new employees from both the capital and smaller towns of our eastern European region. narrative with Minto/McKinsey pyramid We authored a unique product to satisfy backwards compatibility requirements of a leading market player. This was achieved despite a limited budget and short advance notice. Although their technology was obsolete, our team leveraged legacy software within only 5 weeks. We remain open to any challenges, including those involving a technical debt. narrative with STAR (S) Situation A prominent customer required a solution to satisfy backwards compatibility at short notice and within tight budget constraints. (T) Task Take up the challenge although it involved dealing with technical debt (A) Action Leveraged legacy software Set an agenda over 5 weeks Coded, deployed & tested the solution (R) Result Authored a unique product Built a reputation as a reliable partner able to deal with any customer request ]]> 179 Bottoms Up - JH B2 Preparing for professional mobility 178 1 Mock interview - Feedback Mock interview (general format) - Feedback TEMPLATE active prep_2columns_2qa edit_2columns_2qa pix/icons8-quiz-100_white.png Use this assessment sheet for feedback of behavioural questions When did you last experience a stressful situation that stretched your coping skills? Attempted but failed: Tell me about a time when you missed an obvious solution to a problem. Give me an example of a time when you tried to accomplish something and failed. ]]> stopwatch Methodology
[ ] paraphrases question to confirm understanding [ ] elicits expected skills to be validated by initial behavioural question (by 'thinking aloud') [ ] addresses question with relevant story [ ] shows awareness of and/or experience in adjacent core skills [ ] does not follow a chronological narrative [ ] follows a clear & logical narrative progression (STAR, CARL, BLUF, Minto/McKinsey Pyramid, SWOT...) [ ] uses metrics effectively [ ] engages in natural conversation (no regurgitation, attentive to follow-up questions)
Use of STAR approach
[ ] succinct situation (and NOT a chronological description) [ ] single-sentence task (focusing on 'I' rather than 'we') [ ] numerous actions (incl. cross collaboration to suggest size) [ ] results (incl. for a variety of stakeholders to show impact scale) AND lessons learnt
Target area(s) of interest
[ ] identifies skills (areas of interest) to be evidenced in the support story [ ] greatest & weakest points of your career [ ] upstream & downstream feedback [ ] cross functional collaboration [ ] conflict resolution [ ] leadership [ ] mentoring
Leadership tell-tale signs
[ ] acts as team lead [ ] empowers team members [ ] can initiate & take decisions without hierarchical support [ ] has a vision and is not just a manager
]]> Additional comments
00:21 OK, I have many examples how... 00:45 to cut I started to... (Take 3!) 00:15 S I have this case 00:30 T my team leader asked me to... 00:48 A To resolve that I started to (dried out...)
]]> 177 20250912 18:15-19:15 1 3000 -3000 + 6000 = 3000 active Workplace culture JH | Set of support stories | Buzzwords (1/4) | Mock interviews By the end of this session you will have studied https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?tab=t.0 → review your support stories → decide which are most relevant to each topic and/or area of interest Formatting notes https://www.ictnle.com/xml4teaching/xml_load_file_mdl.php?file=../sdata/inc_xml_mdl/course_log_ykhrenov_2025_mdl.xml&mdlid=176 Look at some sample notes → match the kinds of formatting with the sample versions → which formats are easier to recycle and improvise with? Why? zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Business Partner B2 Unit 1.1 Workplace culture 176 Workplace culture active textbook Would you like to work in such a colourful environment as the one pictured in the photo? ✓ synonymous of a dynamic corporate culture 〆excessively bright & distracting If the highest aim of a captain were to preserve his ship, he would keep it in port forever. Thomas Aquinas, Italian philosopher Should taking risks be part of your corporate culture? = don't keep your ship in port for ever → be ready to experience damage pg 7 quotation pg 8 ex 1 Lead in ]]> 175 Corporate culture at Gravity Payments active textbook How can decision-making depend on the corporate culture? Should everyone be treated equally? ✓ decisions are achieved by consensus in a flat hierarchy ✓ decisions are pushed from top to bottom in a more vertical corporate culture → depends on what is more efficient in each situation ≠ equality Is it an important part of corporate culture for staff to be able to share ideas? ✓ unwritten rules that employees are expected to engage in & be committed to their company pg 8 ex 2 A B video business_partner/business_partner_b2/business_partner_b2_video_files/business_partner_b2_video_unit_1l1_1_1_1.mp4 pg 8 ex 3 listening comprehension business_partner/business_partner_b2/business_partner_b2_video_files/business_partner_b2_video_unit_1l1_1_1_1.mp4 pg 8 ex 4 speaking ]]> 174 Elements of corporate culture active textbook Who would most likely leave your company if an equal pay structure was implemented? ✓ senior staff ♠ pay structure = collocation Lexical material: Elements of corporate culture pg 8 ex 5 vocab T / Cl How will organisational behaviour♣ in a state company differ from a private enterprise? 〆probably less teamwork in a state company (due to micro control by middle managers) ✓ probably more teamwork in a private enterprise (as a result of empowerment) ♣ organisational behaviour = how people in an organisation work together & how this affects the organisation as a whole pg 9 ex 6 vocab set for homework pg 9 ex 7 vocab T / Cl Does an open-plan office help improve the working atmosphere? ✓ encourages team working 〆may feel irritating to staff who need to concentrate pg 9 ex 8 A B speaking ]]> 173 1 pix/icons8-collaboration-100_white.png Corporate culture Evaluating corporate culture active wip deck_shuffled_lines_halign prep_deck_shuffled_lines_halign What values are important in a company's culture? What would make you want to join or leave a company?
top priorities
high on the agenda
less important
]]> 172 Role play active textbook What is most likely to cause problems in the corporate culture of your company? 〆working long hours 〆work-life balance pg 9 ex 9 A B role play ]]> 171 organisational behaviour = how people in an organisation work together & how this affects the organisation as a whole 170 was down dropped If I heard about some bad relation to with the employees, I would abandon their products Look to at us, we are all happy When you join to this company, you understand that... My brother was being catched cheated by such company I don't want for the CEO to scream shouting at me It not depends doesn't depend on your skills ]]> 20250909 18:15-19:15 1 3000 -3000 + 9000 = 6000 active Expressing regrets and criticism, making recommendations | JH | Set of support stories JH | Set of support stories | Formatting notes | Buzzwords (1/4) By the end of this session you will have studied You look exhausted! (1) You can't have slept well. (2) You must have been working all weekend. (3) You should have made a break, or you're going to burn out! What does your colleague mean? (1) speculation - negative form (2) speculation - affirmative form (3) regret, criticism smartphone or tablet device print Download onto your tablet or print the following pdf for our next lesson. Market Leader Upper Intermediate pg 78 ex B grammar market_leader_3rd_upper_intermediate_students_book_pg76-78_recipes_for_team_building_modal_perfect.pdf Set of support stories https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?tab=t.0 Set of support stories (see below) Look at the areas of interest you will likely cover during a behavioural questions interview. → review your support stories → decide which are most relevant to each topic You may want to breakdown your support stories into a table with the following headings. Feel free to add any relevant column (e.g. keywords, metrics...)
Greatest & weakest points of your career • biggest achievement • professional diligence (beyond the call of duty) • fact-finding & problem-solving challenge • ambitions & failures
Behavioural questions • What is your biggest achievement? • Give me a specific example of a time when you used good judgement and logic in solving a problem. • Give me an example of a time when you set a goal and were able to meet or achieve it. • Tell me about a time when you had to go above and beyond the call of duty in order to get a job done. • Give me an example of a time when you motivated others. • Give me an example of a time when you used your fact-finding skills to solve a problem. • Describe a time when you anticipated potential problems and developed preventive measures. • Describe a time when you set your sights too high (or too low). • Give me an example of a time when you tried to accomplish something and failed. • Tell me about a time when you missed an obvious solution to a problem.
Support stories (list your own!) 1 Implementing a new software tool that increased productivity by 30% 2 Launching a product that became a market leader within six months 3 Working overtime to meet tight deadlines for a key client project 4 Performing a root cause analysis to address recurring operational bottlenecks (...)
zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Market Leader 3rd edition B2 Unit 8 Team building 169 20230130-1907 Drill: Modal verbs selection B2 02 active review 168 20230130-1914 Drill: Modal verbs selection B2 04 active review 167 2 20230202 hw20230207 Role play active wip role_play Recycle new expressions and language. You are disappointed by your team. You are running a continuous assessment meeting to find out why they are late on schedule. → explain what priorities were not addressed, what should have been done and what needn't You needn't have considered what is neither important nor urgent! You should have set more time aside in your calendar to cover what was important. Only then could you have better understood what is urgent but not important. Finally, you would have understood what is urgent and important, and should have started with those... You are late on schedule. You are arguing about the mistakes made in your time management strategy with your manager. → explain how you would have prioritised your tasks (80/20 rule, aka Pareto Principle) You needn't have told us to consider what is not urgent nor important in the first place... We couldn't have delegated what is urgent but unimportant because we lack staff! We should have avoided competing priorities by focusing on a single goal at a time. We needn't have tried to address multiple tasks at the same time because it decreased our performance. We ought to have identified the 20% objectives that can produce 80% results and make them the priority! 166 Role play active textbook pg 78 ex C speaking → role play ]]> 165 Pareto Principle (aka the 80/20 rule, the law of the vital few, the principle of factor sparsity) = for many outcomes, roughly 80% of consequences come from 20% of causes Bottoms Up - JH B2 Preparing for professional mobility 164 4 pix/icons8-collaboration-100_white.png Identifying single answers for many questions 1/2 xml_multi_dd_column xml_multi_dd_row 20230603 hw20230610n1 active What questions are you likely to get at a job interview? Which could overlap? The same areas of interests may be addressed with different questions. Match the following categories / areas of interests with example questions. → add any other questions which could paraphrase the meaning & lead to the same answer Greatest & weakest points of your career What is your biggest achievement? Give me an example of a time when you set a goal and were able to meet or achieve it. (...) ]]> #dbd039 80 -0.4 8 bottom Give me an example of a time when you set a goal and were able to meet or achieve it.
Tell me about a time when you had to go above and beyond the call of duty in order to get a job done.
Give me an example of a time when you motivated others.
Give me an example of a time when you used your fact-finding skills to solve a problem.
Describe a time when you anticipated potential problems and developed preventive measures.
Describe a time when you set your sights too high (or too low).
Give me an example of a time when you tried to accomplish something and failed.
Tell me about a time when you missed an obvious solution to a problem. What would your previous boss & colleagues say about you?
How do you build team spirit?
Give me an example of a time when you motivated others.
Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way.
Tell me about a time when you had to use your presentation skills to influence someone's opinion.
Would you like to make a long-lasting impact or be appreciated?
Give me a specific example of a time when you had to conform to a policy with which you did not agree.
Please discuss an important written document you were required to complete. Have you ever had to deal with negative upstream and/or downstream feedback?
What is your typical way of dealing with conflict? Give me an example.
Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way.
Describe a time when you were faced with a stressful situation that demonstrated your coping skills.
Give me a specific example of a time when you had to conform to a policy with which you did not agree.
Tell me about a time when you had too many things to do and you were required to prioritize your tasks.
Give me an example of a time when you had to make a split second decision.
Tell me about a time you were able to successfully deal with another person even when that individual may not have personally liked you (or vice versa).
Tell me about a difficult decision you've made in the last year.
Tell me about a recent situation in which you had to deal with a very upset customer or co-worker.
Describe a time when you anticipated potential problems and developed preventive measures.
Tell me about a time when you were forced to make an unpopular decision.
Please tell me about a time you had to fire a friend. ]]> 1 2 3 greatest & weakest points of your career What is your biggest achievement? Give me a specific example of a time when you used good judgement and logic in solving a problem. Give me an example of a time when you set a goal and were able to meet or achieve it. Tell me about a time when you had to go above and beyond the call of duty in order to get a job done. Give me an example of a time when you motivated others. Give me an example of a time when you used your fact-finding skills to solve a problem. Describe a time when you anticipated potential problems and developed preventive measures. Describe a time when you set your sights too high (or too low). Give me an example of a time when you tried to accomplish something and failed. Tell me about a time when you missed an obvious solution to a problem. cross functional collaboration What would your previous boss & colleagues say about you? How do you build team spirit? Give me an example of a time when you motivated others. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Would you like to make a long-lasting impact or be appreciated? Give me a specific example of a time when you had to conform to a policy with which you did not agree. Please discuss an important written document you were required to complete. conflict resolution Have you ever had to deal with negative upstream and/or downstream feedback? What is your typical way of dealing with conflict? Give me an example. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Describe a time when you were faced with a stressful situation that demonstrated your coping skills. Give me a specific example of a time when you had to conform to a policy with which you did not agree. Tell me about a time when you had too many things to do and you were required to prioritize your tasks. Give me an example of a time when you had to make a split second decision. Tell me about a time you were able to successfully deal with another person even when that individual may not have personally liked you (or vice versa). Tell me about a difficult decision you've made in the last year. Tell me about a recent situation in which you had to deal with a very upset customer or co-worker. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ]]> 163 5 pix/icons8-collaboration-100_white.png Identifying single answers for many questions 2/2 xml_multi_dd_column xml_multi_dd_row 20230603 hw20230610n1 active What questions are you likely to get at a job interview? Which could overlap? The same areas of interests may be addressed with different questions. Match the following categories / areas of interests with example questions. → add any other questions which could paraphrase the meaning & lead to the same answer Greatest & weakest points of your career What is your biggest achievement? Give me an example of a time when you set a goal and were able to meet or achieve it. (...) ]]> #dbd039 80 -0.4 8 bottom Give me an example of a time when you had to make a split second decision.
Give me an example of when you showed initiative and took the lead.
Tell me about a time when you delegated a project effectively.
What is your biggest achievement as a leader?
Where do you see yourself in 5 years?
Would you like to make a long-lasting impact or be appreciated?
How do you build team spirit?
Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way.
Tell me about a time when you had to use your presentation skills to influence someone's opinion.
Describe a time when you anticipated potential problems and developed preventive measures.
Tell me about a time when you were forced to make an unpopular decision.
Please tell me about a time you had to fire a friend. Where do you see yourself in 5 years?
How do you mentor junior team members?
How do you build team spirit?
Give me an example of a time when you motivated others.
Please tell me about a time you had to fire a friend. Have you ever had to deal with negative upstream and/or downstream feedback?
What would your previous boss & colleagues say about you?
Would you like to make a long-lasting impact or be appreciated?
Tell me about a time when you delegated a project effectively.
Please tell me about a time you had to fire a friend. ]]> 1 2 3 greatest & weakest points of your career What is your biggest achievement? Give me a specific example of a time when you used good judgement and logic in solving a problem. Give me an example of a time when you set a goal and were able to meet or achieve it. Tell me about a time when you had to go above and beyond the call of duty in order to get a job done. Give me an example of a time when you motivated others. Give me an example of a time when you used your fact-finding skills to solve a problem. Describe a time when you anticipated potential problems and developed preventive measures. Describe a time when you set your sights too high (or too low). Give me an example of a time when you tried to accomplish something and failed. Tell me about a time when you missed an obvious solution to a problem. cross functional collaboration What would your previous boss & colleagues say about you? How do you build team spirit? Give me an example of a time when you motivated others. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Would you like to make a long-lasting impact or be appreciated? Give me a specific example of a time when you had to conform to a policy with which you did not agree. Please discuss an important written document you were required to complete. conflict resolution Have you ever had to deal with negative upstream and/or downstream feedback? What is your typical way of dealing with conflict? Give me an example. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Describe a time when you were faced with a stressful situation that demonstrated your coping skills. Give me a specific example of a time when you had to conform to a policy with which you did not agree. Tell me about a time when you had too many things to do and you were required to prioritize your tasks. Give me an example of a time when you had to make a split second decision. Tell me about a time you were able to successfully deal with another person even when that individual may not have personally liked you (or vice versa). Tell me about a difficult decision you've made in the last year. Tell me about a recent situation in which you had to deal with a very upset customer or co-worker. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. leadership Give me an example of a time when you motivated others. Give me an example of a time when you had to make a split second decision. Give me an example of when you showed initiative and took the lead. Tell me about a time when you delegated a project effectively. What is your biggest achievement as a leader? Where do you see yourself in 5 years? Would you like to make a long-lasting impact or be appreciated? How do you build team spirit? Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. mentoring Where do you see yourself in 5 years? How do you mentor junior team members? How do you build team spirit? Give me an example of a time when you motivated others. Please tell me about a time you had to fire a friend. upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? Would you like to make a long-lasting impact or be appreciated? Tell me about a time when you delegated a project effectively. Please tell me about a time you had to fire a friend. ]]> 162 1 8 Set of support stories active prep_ol_qa edit_ol_qa pix/icons8-hand-with-pen-100_white.png Have you got enough support stories to answer all possible behavioural questions?
Greatest & weakest points of your career • biggest achievement • professional diligence (beyond the call of duty) • fact-finding & problem-solving challenge • ambitions & failures
Behavioural questions • What is your biggest achievement? • Give me a specific example of a time when you used good judgement and logic in solving a problem. • Give me an example of a time when you set a goal and were able to meet or achieve it. • Tell me about a time when you had to go above and beyond the call of duty in order to get a job done. • Give me an example of a time when you motivated others. • Give me an example of a time when you used your fact-finding skills to solve a problem. • Describe a time when you anticipated potential problems and developed preventive measures. • Describe a time when you set your sights too high (or too low). • Give me an example of a time when you tried to accomplish something and failed. • Tell me about a time when you missed an obvious solution to a problem.
Support stories (list your own!) 1 Implementing a new software tool that increased productivity by 30% 2 Launching a product that became a market leader within six months 3 Working overtime to meet tight deadlines for a key client project 4 Performing a root cause analysis to address recurring operational bottlenecks (...)
]]> Greatest & weakest points of your career biggest achievement professional diligence (beyond the call of duty) fact-finding & problem-solving challenge ambitions & failures Upstream & downstream feedback making a long-lasting impact or being appreciated motivating others (as a team player pulling their weight) missing an obvious solution dealing with negative upstream and/or downstream feedback When things go wrong, do you take time to evaluate your work? Cross functional collaboration feedback from previous boss & colleagues difficult relationships at work developing preventive measures showing initiative and taking the lead presentation skills to influence someone's opinion managing cross-functional stakeholder relationships and partnerships Conflict resolution ways & means of dealing with conflict argumentative pitch to overcome someone's resistance stressful situation stretching your coping skills dealing with a very upset customer or co-worker conforming to a controversial policy prioritising tasks Leadership building team spirit delegating a project effectively distinguishing leadership from management taking a decision on the spur of the moment making an unpopular decision firing a friend Where do you see yourself in 5 years? contribution to shaping technical direction and setting team's roadmap Mentoring mentoring junior team members building a high-performing and psychologically safe team culture strategy for growing engineers within your team to support long-term retention and leadership succession Give definitions of approximately 100 words for each buzzword which a head hunter would expect to hear in each answer about the topics above mentioned. Use British English spelling and grammar. Use the delimiter ' = ' between the key expression and the definition. Don't use capital letters at the beginning of the key expression. Don't use a full stop at the end of the definition. ]]> Greatest & weakest points of your career biggest achievement professional diligence (beyond the call of duty) fact-finding & problem-solving challenge ambitions & failures ]]> Upstream & downstream feedback making a long-lasting impact or being appreciated motivating others (as a team player pulling their weight) missing an obvious solution dealing with negative upstream and/or downstream feedback When things go wrong, do you take time to evaluate your work? ]]> Cross functional collaboration feedback from previous boss & colleagues difficult relationships at work developing preventive measures showing initiative and taking the lead presentation skills to influence someone's opinion managing cross-functional stakeholder relationships and partnerships ]]> Conflict resolution ways & means of dealing with conflict argumentative pitch to overcome someone's resistance stressful situation stretching your coping skills dealing with a very upset customer or co-worker conforming to a controversial policy prioritising tasks ]]> Leadership building team spirit delegating a project effectively distinguishing leadership from management taking a decision on the spur of the moment making an unpopular decision firing a friend Where do you see yourself in 5 years? contribution to shaping technical direction and setting team's roadmap ]]> Mentoring mentoring junior team members building a high-performing and psychologically safe team culture strategy for growing engineers within your team to support long-term retention and leadership succession ]]> 161 to empower = to give sb the power or authority to do sth; to authorise well-rounded = having a variety of experiences and abilities and a fully developed personality; providing or showing a variety of experience, ability, etc cross-team collaboration (or cross-functional collaboration) = happens when employees from separate departments within a company work together on a task or project in any capacity. Doesn't require to work with other functions cross functional collaboration = involves a group of people with a wide range of skills working together on a project. You could hold meetings with accounting, sales, and marketing about the accounts receivable and accounts payable processes. And don't just include department heads, include “regular employees” from each team too, and assign them different responsibilities in line with your objectives 160 20250829 18:15-19:15 1 3000 -3000 + 12000 = 9000 active Recipes for team building | Modal perfect Expressing regrets and criticism, making recommendations JH | Set of support stories | Formatting notes | Buzzwords (1/4) By the end of this session you will have studied print Download onto your tablet or print the following pdf for our next lesson. Market Leader Upper Intermediate pg 76 ex A B C D E reading pg 77 Recipes for team building market_leader_3rd_upper_intermediate_students_book_pg76-78_recipes_for_team_building_modal_perfect.pdf postponed to next lesson Set of support stories (see below) Look at the areas of interest you will likely cover during a behavioural questions interview. → review your support stories → decide which are most relevant to each topic You may want to breakdown your support stories into a table with the following headings. Feel free to add any relevant column (e.g. keywords, metrics...)
Greatest & weakest points of your career • biggest achievement • professional diligence (beyond the call of duty) • fact-finding & problem-solving challenge • ambitions & failures
Behavioural questions • What is your biggest achievement? • Give me a specific example of a time when you used good judgement and logic in solving a problem. • Give me an example of a time when you set a goal and were able to meet or achieve it. • Tell me about a time when you had to go above and beyond the call of duty in order to get a job done. • Give me an example of a time when you motivated others. • Give me an example of a time when you used your fact-finding skills to solve a problem. • Describe a time when you anticipated potential problems and developed preventive measures. • Describe a time when you set your sights too high (or too low). • Give me an example of a time when you tried to accomplish something and failed. • Tell me about a time when you missed an obvious solution to a problem.
Support stories (list your own!) 1 Implementing a new software tool that increased productivity by 30% 2 Launching a product that became a market leader within six months 3 Working overtime to meet tight deadlines for a key client project 4 Performing a root cause analysis to address recurring operational bottlenecks (...)
zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Market Leader 3rd edition B2 Unit 8 Team building 159 Recipes for team building active textbook Have you got any secrets for building a team? ✓ empowerment [competition | no competition]? 〆no competition [formal atmosphere | not contrived atmosphere]? 〆not contrived atmosphere Lexical material: Team building pg 76 ex A B reading pg 77 Recipes for team building T / Cl What other activities could help build team spirit in an informal atmosphere? ✓ board games ✓ modelling clay ]]> 158 to foster = to promote the growth of to contrive = to make or work out a plan for; to devise contrived = artificially formal; showing effects of planning or manipulation to persist = to refuse to stop; continue firmly or obstinately (in an opinion or a course of action) esp. despite obstacles, remonstrance... dab hand (at sth) = person who is very good at doing sth or using sth pedestrian = without any imagination or excitement; dull DOS = Dept of State, federal department in the United States that sets and maintains foreign policies to cook up = to plan and put together; make up; invent storm = situation in which a lot of people suddenly express very strong feelings about sth to pitch in = (informal) to join in and help with an activity, by doing some of the work or by giving money, advice, etc dispersed = spread over a wide area eponymous = eponymous character of a book, play, film/movie, etc. is the one mentioned in the title client hospitality = typically an organization that contracts with a hotel or other hospitality provider to arrange accommodations or services for their employees, members, or guests to resort to = to do something because there is no other way of achieving something to persist = to continue to do sth in spite of difficulties or opposition, in a way that can seem unreasonable to win over = to convince; to make (someone) agree, understand, or realize the truth or validity of something to get the picture = to get the meaning of something to pull your weight = to do your full share of work; do your part to have a quiet word in sb's ear = to talk in secret to put off = to hold back to a later time compound = thing consisting of two or more separate things combined together to compound = to make sth bad become even worse by causing further harm, e.g. The problems were compounded by severe food shortages 157 20200120-1123 Modal perfect (perfect infinitive) active grammar 156 Language review: Modal perfect active textbook When your team miss a deadline, do you acknowledge you should have scheduled your roadmap better or blame others? ✓ you should have scheduled better = modal perfect ✓ you needn't have blamed others pg 78 ex A grammar pg 78 ex B grammar ]]> 155 Pareto Principle (aka the 80/20 rule, the law of the vital few, the principle of factor sparsity) = for many outcomes, roughly 80% of consequences come from 20% of causes 154 lose miss deadlines Every person of (OR Nobody is) in your group don't isn't sure where is he is now ]]> 20250826 18:15-19:15 1 3000 -3000 + 15000 = 12000 active Stages of team development (Bruce Tuckman) & possible dysfunctions (Patrick Lenciono) | Team building to mitigate communication problems Team building Recipes for team building Expressing regrets and criticism, making recommendations JH | Set of support stories | Formatting notes | Buzzwords (1/4) By the end of this session you will have studied print Download onto your tablet or print the following pdf for our next lesson. Market Leader Upper Intermediate pg 76 ex A B C D E reading pg 77 Recipes for team building market_leader_3rd_upper_intermediate_students_book_pg76-78_recipes_for_team_building_modal_perfect.pdf postponed to next lesson Set of support stories (see below) Look at the areas of interest you will likely cover during a behavioural questions interview. → review your support stories → decide which are most relevant to each topic zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Market Leader 3rd edition B2 Unit 8 Team building 153 1 Stages of team development (Bruce Tuckman) & possible dysfunctions (Patrick Lenciono) Stages of team development (Bruce Tuckman) & possible dysfunctions (Patrick Lenciono) active edit_ol_qa pix/icons8-collaboration-100_white.png What could go wrong in a team? How do you build a team? ✓ recruit a variety of profiles ✓ motivate ✓ build team spirit ✓ find a sense of direction ✓ establish a method of working ✓ recognise skills & abilities ✓ involve ✓ control, then stand back (...) team-development_03.png]]> ✓ show team members can rely on you ✓ (but) make team responsible for results ✓ team members can choose tasks according to their interests & skills → self-managed teams often provide better results than when managed by a single leader pivotal /'pivətəl/ = of great importance because other things depend on it team-development_00.jpg ]]> ✓ forming ✓ storming (choose and / or test leader) ✓ norming ✓ performing = 4 stages of team development → assess whether the team is young or already experienced & ready for challenging tasks → adapt management style to team's level of professional cohesiveness & readiness (situational management) to adjourn = to stop a meeting or an official process for a period of time team-development_01.jpg ]]> team-development_02.png ]]> patrick_lenciono_five_dysfunctions_of_a_team.jpg


]]> patrick_lenciono_five_dysfunctions_of_a_team_02.gif]]> vulnerable = able to be easily physically or mentally hurt, influenced, or attacked 152 Building successful teams active textbook Who encourages teams to work towards a common goal? How? ✓ the team leader ✓ makes the goal clear and understandable Building successful teams pg 76 ex A listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_025.ogg ]]> 151 Kinds of team members active textbook What kind of role do you usually play in a team [leader | creator | glue | doer]? What does it depend on? 〆only when requested → fewer opportunities for casual conversation, sharing feelings Should you be limited by subject-heading thinking? 〆probably not ✓ though some agenda is needed → need to have random, creative ideas Will you talk with colleagues without a specific need? 〆perhaps not because you are stuck in your daily work → need for informal meetings, integration activities pg 76 ex B listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_026.ogg T / Cl Who pulls the team together? ✓ the gluers What do they look after? ✓ pastoral needs = relationship (emotional, 'spiritual') needs of people pg 76 ex C listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_027.ogg T / Cl What kind of role do you usually play in a team [leader | creator | glue | doer]? What does it depend on? ✓ professional experience ✓ personal qualities (...) ]]> 150 Management types and corporate cultures active textbook How are teams managed in different cultures? What does it depend on? ✓ power distance (i.e. importance of hierarchy) ✓ individualism vs collectivism pg 76 ex D listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_028.ogg T / Cl What form of leadership is more popular in Russia [empowerment | command & control]? ✓ depends on corporate culture ✓ perhaps traditionally C2 What form of leadership is more popular in the US [empowerment | command & control]? ✓ empowered form of leadership ]]> 149 intrinsic = inherent, essential; belonging naturally (intrinsic value) extrinsic = not forming an essential part of a thing or arising or originating from the outside Herzberg 2-factor theory = motivators will fail if hygiene factors are not satisfactory hygiene factor = feature of a job that will make a worker unhappy if it is not provided, for example fair pay or comfortable working conditions: Hygiene factors are those which are necessary for people to work, not those that actually motivate people to work harder purchasing power = money that people have available to buy goods with empowered management = form of management where someone is given an instruction and left to do it how they want pastoral /ˈpɑ:stərəl/ = relating to the work of a priest or teacher in giving help and advice on personal matters, not just those connected with religion or education to steer = to take control of a situation and influence the way in which it develops; to control the direction in which a boat, car, etc. moves C2 = command and control form of management (vertical) 148 individuals individual communication skills ... and which block every people person must be responsible for You must start to hear listen to them My team leader now has and both a leader role and a gluer role ]]> 20250822 18:15-19:15 1 12000 20250820 0 free lesson + 3000 + 12000 = +15000 -3000 + 3000 = 0 active JH | Identifying support stories | Mentoring By the end of this session you will have studied Support stories Find a common support story for the following questions: Mentoring optional topics (middle & senior manager levels) How do you approach building a high-performing and psychologically safe team culture? ← update What is your strategy for growing engineers within your team to support long-term retention and leadership succession? → identify key concepts e.g. rationale & buzzwords head hunters expect to hear from you → choose & prepare a support story e.g. recall surprising facts & figures, metrics → answer the question with a relevant narrative structure e.g. STAR, CARL, BLUF, Minto / McKinsey Pyramid → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about → use the following AI prompt to facilitate oral delivery of your notes Make short sentences using the past participle or infinitive form and bullet points for each idea https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 147 1 31 pix/icons8-collaboration-100_white.png How do you approach building a high-performing and psychologically safe team culture? active edit_ol_qa Do not use the same story more than twice. Prepare at least 2-3 stories per experience area. If you do use the same story, explain why. Collect as many facts & figures as possible since you may be able to narrate one story with given metrics A, and recycle the same story from a different angle while relying on metrics B. Make short sentences of 70-100 words using the past participle or infinitive form and bullet points for each idea → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about ]]> stopwatch How do you approach building a high-performing and psychologically safe team culture? What kind of experience does this question call for? What is the rationale? ]]> ✓ Experience mentoring leadership ✓ Rationale showing empathy understanding what makes team members pull their weight to pull your weight = to do your fair share of work that a group of people is doing together What key concepts & buzzwords are expected in your answer? ✓ Key concepts encouraging regular feedback cycles through 1:1s and retrospectives establishing team norms that promote inclusiveness and open dialogue recognising achievements through public praise and reward systems balancing individual autonomy with collective accountability for outcomes fostering continuous learning through peer programming and knowledge sharing investing in team rituals that reinforce shared identity and purpose reducing burnout through workload visibility and sustainable pace 〆ignoring team morale while focusing only on metrics ✓ Buzzwords psychological safety team norm psychological safety = team climate where members feel safe to take interpersonal risks, voice opinions, and admit mistakes without fear of humiliation or punishment team norm = agreed-upon standard or behaviour pattern that guides how members interact and make decisions collectively What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? (S) Situation 1) personal support story if relevant to seniority level 2) description of your role model, e.g. your current or former manager → explain what you learnt from them attended one-to-one session with your manager understood importance to trust your manager & lead appreciated public recognition learnt to respect other people's achievements (T) Task (A) Action (R) Result tried to apply what you had observed looking forward to attending training in team management as you grow in the organisation What follow-up questions should you anticipate on this topic? Can you give examples of how you mentored junior team members? Have you ever attended a course organised by HR that covered some tips for team building? 146 1 32 pix/icons8-collaboration-100_white.png What is your strategy for growing engineers within your team to support long-term retention and leadership succession? active edit_ol_qa Do not use the same story more than twice. Prepare at least 2-3 stories per experience area. If you do use the same story, explain why. Collect as many facts & figures as possible since you may be able to narrate one story with given metrics A, and recycle the same story from a different angle while relying on metrics B. Make short sentences of 70-100 words using the past participle or infinitive form and bullet points for each idea → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about ]]> stopwatch What is your strategy for growing engineers within your team to support long-term retention and leadership succession? What kind of experience does this question call for? What is the rationale? ]]> ✓ Experience mentoring ✓ Rationale What key concepts & buzzwords are expected in your answer? ✓ Key concepts conducting regular growth conversations tied to long-term career goals assigning stretch projects aligned with emerging leadership tracks advocating for promotion readiness through documented achievements offering mentorship opportunities within and beyond the team rotating team members into architecture or customer-facing initiatives sponsoring attendance at conferences and open-source communities building ladders that support IC and management dual tracks 〆delaying feedback until performance reviews ✓ Buzzwords stretch project promotion readiness stretch project = challenging assignment that pushes an employee beyond their current capabilities, supporting growth and confidence in new domains promotion readiness = condition of being fully prepared for advancement based on consistently demonstrated competencies, impact, and behaviours What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? (S) Situation 1) personal support story if relevant to seniority level 2) description of your role model, e.g. your current or former manager → explain what you learnt from them team building knowledge sharing open learning feedback & recognition high motivation & reduced turnover (T) Task (A) Action (R) Result What follow-up questions should you anticipate on this topic? What can you do to keep elder, more experienced team members? ✓ challenge them with stretch projects rather than just financial reward 145 psychological safety = team climate where members feel safe to take interpersonal risks, voice opinions, and admit mistakes without fear of humiliation or punishment team norm = agreed-upon standard or behaviour pattern that guides how members interact and make decisions collectively stretch project = challenging assignment that pushes an employee beyond their current capabilities, supporting growth and confidence in new domains promotion readiness = condition of being fully prepared for advancement based on consistently demonstrated competencies, impact, and behaviours 144 for in about 3 hrs We had a meeting one time once a month It's almost similar that to the previous one How I should motivate elder team members except raise beside | apart from by raising their salary? To become a system architecture architect I need to learn... I should to explore new sources I'm not a mathematics mathematician It's not interesting too either It 's can make me grow myself in the future Can you remember when I talked told you about... ]]> procedure /prəˈsi:dʒə/ 20250815 18:15-19:15 1 3000 -3000 + 6000 = 3000 active JH | Identifying support stories | Covering letter feedback | Mentoring By the end of this session you will have studied Writing - covering letter of the ideal candidate → check 2 new versions https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?tab=t.0 icon Support stories Find a common support story for the following questions: Mentoring How do you mentor junior team members? optional topics (middle & senior manager levels) How do you approach building a high-performing and psychologically safe team culture? What is your strategy for growing engineers within your team to support long-term retention and leadership succession? → identify key concepts e.g. rationale & buzzwords head hunters expect to hear from you → choose & prepare a support story e.g. recall surprising facts & figures, metrics → answer the question with a relevant narrative structure e.g. STAR, CARL, BLUF, Minto / McKinsey Pyramid → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about → use the following AI prompt to facilitate oral delivery of your notes Make short sentences using the past participle or infinitive form and bullet points for each idea https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 143 1 25 pix/icons8-collaboration-100_white.png How do you mentor junior team members? active edit_ol_qa Do not use the same story more than twice. Prepare at least 2-3 stories per experience area. If you do use the same story, explain why. Collect as many facts & figures as possible since you may be able to narrate one story with given metrics A, and recycle the same story from a different angle while relying on metrics B. Make short sentences of 70-100 words using the past participle or infinitive form and bullet points for each idea → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about ]]> stopwatch How do you mentor junior team members? What kind of experience does this question call for? What is the rationale? ]]> ✓ Experience mentoring ✓ Rationale assess leadership style measure coaching effectiveness test communication clarity highlight team development mindset demonstrate empathy and investment in others What key concepts & buzzwords are expected in your answer? ✓ Key concepts scheduled regular one-on-one check-ins for guidance shared lessons learned from past project experiences provided constructive feedback during code/design reviews co-created development plans with skill milestones modelled best practices in execution and communication encouraged ownership through guided autonomy celebrated growth to build confidence connected mentees with relevant resources and networks ✓ Buzzwords mentorship mentorship = developmental partnership where a more experienced individual supports the growth of a less experienced team member. It involves sharing knowledge, offering guidance, providing feedback, and fostering professional development. Effective mentors build trust, tailor support to individual needs, and encourage self-directed learning. Mentorship contributes to succession planning, team cohesion, and organizational resilience by nurturing future leaders What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? (S) Situation an intern had to explain the workflow & processes at your company you volunteered to mentor them in order to improve your skills (T) Task help the on-boarding process (A) Action gave responsibilities reviewed documentation provided feedback to improve descriptions showed how to speak with shareholders suggested what questions should be asked (R) Result intern acknowledged being more confident understood how to think and not just what to do What follow-up questions should you anticipate on this topic? Have you experienced a situation during on-boarding in which the new recruit resisted? What have you learnt from your mentoring experience? ✓ passion for self-development ✓ latest trends & technologies Would you enjoy mentoring more employees? Why / why not? 142 1 31 pix/icons8-collaboration-100_white.png How do you approach building a high-performing and psychologically safe team culture? active edit_ol_qa Do not use the same story more than twice. Prepare at least 2-3 stories per experience area. If you do use the same story, explain why. Collect as many facts & figures as possible since you may be able to narrate one story with given metrics A, and recycle the same story from a different angle while relying on metrics B. Make short sentences of 70-100 words using the past participle or infinitive form and bullet points for each idea → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about ]]> stopwatch How do you approach building a high-performing and psychologically safe team culture? What kind of experience does this question call for? What is the rationale? ]]> ✓ Experience mentoring leadership ✓ Rationale showing empathy understanding what makes team members pull their weight What key concepts & buzzwords are expected in your answer? ✓ Key concepts encouraging regular feedback cycles through 1:1s and retrospectives establishing team norms that promote inclusiveness and open dialogue recognising achievements through public praise and reward systems balancing individual autonomy with collective accountability for outcomes fostering continuous learning through peer programming and knowledge sharing investing in team rituals that reinforce shared identity and purpose reducing burnout through workload visibility and sustainable pace 〆ignoring team morale while focusing only on metrics ✓ Buzzwords psychological safety team norm psychological safety = team climate where members feel safe to take interpersonal risks, voice opinions, and admit mistakes without fear of humiliation or punishment team norm = agreed-upon standard or behaviour pattern that guides how members interact and make decisions collectively What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? (S) Situation 1) personal support story if relevant to seniority level 2) description of your role model, e.g. your current or former manager (T) Task (A) Action (R) Result What follow-up questions should you anticipate on this topic? 141 140 grew up helped | groomed only one colleague I explained to him too I want to focus for on this task It is a very really huge task I was joined IT but my backstage background was... I couldn't understand everything anything I was the only one should know (OR who knew) how to do it He asked how you feel yourself felt OR (how I felt) = chitchat ]]> 20250812 18:15-19:15 1 3000 -3000 + 9000 = 6000 active JH | Identifying support stories | Conflict resolution | Mentoring By the end of this session you will have studied stage 5: → update your CV → check compliance with some ATS ATS - Applicant Tracking System Enhancv’s Resume Checker forms its ATS score with a two-tier system When you’re applying for a job, there’s a high chance your resume will be screened through an applicant tracking system way before it finds its way on a recruiter’s screen. ATS helps hiring managers find the right candidates by searching for keywords and adding the resume to a database. That’s why the success of your resume is highly dependent on how optimized your resume is for the job you’re applying for, the resume template you’re using, and what skills and keywords you have included. https://enhancv.com/resources/resume-checker/ icon Support stories Find a common support story for the following questions: Conflict resolution When did you last experience a stressful situation that stretched your coping skills? Mentoring How do you mentor junior team members? → identify key concepts e.g. rationale & buzzwords head hunters expect to hear from you → choose & prepare a support story e.g. recall surprising facts & figures, metrics → answer the question with a relevant narrative structure e.g. STAR, CARL, BLUF, Minto / McKinsey Pyramid → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about → use the following AI prompt to facilitate oral delivery of your notes Make short sentences using the past participle or infinitive form and bullet points for each idea https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 139 1 18 pix/icons8-collaboration-100_white.png When did you last experience a stressful situation that stretched your coping skills? Describe a time when you were faced with a stressful situation that demonstrated your coping skills active edit_ol_qa Have you got any strategies to mitigate emotions in dire straits? Do not use the same story more than twice. Prepare at least 2-3 stories per experience area. If you do use the same story, explain why. Collect as many facts & figures as possible since you may be able to narrate one story with given metrics A, and recycle the same story from a different angle while relying on metrics B. Make short sentences of 70-100 words using the past participle or infinitive form and bullet points for each idea → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about ]]> stopwatch When did you last experience a stressful situation that stretched your coping skills, and how did you respond to it under pressure? What kind of experience does this question call for? What is the rationale? ]]> ✓ Experience conflict resolution cross-functional collaboration ✓ Rationale ability to deal with high-stakes, high-pressure situations effective communication high stakes = situation with significant risk and potential for substantial gains or losses. It implies that the outcome of the situation, whether positive or negative, will have major consequences for those involved What key concepts & buzzwords are expected in your answer? ✓ Key concepts managing crisis resolution during a critical service outage impacting over 1 million users coordinating stakeholder communication with daily updates and issue-tracking dashboards escalating incidents through structured incident management protocols leading cross-functional debugging sessions to isolate infrastructure faults identifying single points of failure and proposing resilience engineering solutions facilitating post-mortem analysis for root cause identification and process improvement adopting cognitive reframing techniques for stress management and team morale support neglecting emotional regulation or reactive problem-solving under time constraints ✓ Buzzwords crisis resolution resilience engineering cross-team communication empathy for team members in difficulty fact-finding crisis resolution = process of addressing and resolving a high-stakes, high-pressure situation through structured actions and communication strategies resilience engineering = proactive design of systems and organisations that can absorb, adapt to and recover from unexpected disruptions What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? (S) Situation 10-20 000 end users couldn't obtain a credit decision business partners issued warnings alarmed raised by customers because your monitoring system was down a number of stakeholders were delayed by a glitch in the product nobody wanted to solve the problem & just blamed each other engineers blamed the Kafka model (T) Task identify the problem ASAP engineer some resilient solution rather than just find a workaround (A) Action addressed the problem in real time instead of using the company's project tracking tool documented the root cause created a checklist (R) Result pipeline worked w/o delays (S) Situation experienced 2000 bugs instead of usual 150 bugs after product cannibalisation leveraged your expertise to analyse & prioritise bugs rather than just fix them high-level product manager had only compared product functionalities rather than underlying technologies targeted functional parity & same resources different task from just adding a compatibility layer between some old to a newer Kaspersky Point Security (T) Task demonstrate how some randomly recurring bugs share the same root cause = design issue → lead team to deal with bugs in a timely manner convince team to complete mission impossible (i.e. 2000 bugs in 4 weeks) (A) Action scheduled meeting w/ senior team members provided examples reproducible in different environments Q&A team reincarnated (rather than just reproduced) glitches in various wui categorised bugs per priorities applied Paretto principle managed occasional resistance from some team members to work under such pressure celebrated success with pizza every 50 bugs (R) Result mitigated mistakes due to flawed time tracking estimated by product manager postponed release only by a 1 week (S) Situation (T) Task (A) Action (R) Result What follow-up questions should you anticipate on this topic? What strategies did you use to maintain emotional regulation and team morale during the stressful incident? How did you ensure that knowledge gained during the incident was captured and shared effectively with the wider organisation? In retrospect, what would you improve about your approach to handling the incident and leading under pressure? What strategies did you use to maintain emotional regulation and team morale during the stressful incident? ✓ practising active listening to acknowledge emotional responses in the team ✓ applying cognitive reframing techniques to reduce anxiety and maintain focus ✓ encouraging psychological safety through transparency and empathy ✓ setting short-term, achievable goals to restore a sense of progress ✓ maintaining visibility on task ownership to reduce ambiguity and pressure ✓ communicating recognition for effort under duress 〆allowing unfiltered emotional reactions to dominate group interactions 〆ignoring burnout signals or dismissing personal well-being emotional regulation = ability to monitor, evaluate and modify emotional reactions to promote constructive behaviour under pressure psychological safety = shared belief that it is safe to take interpersonal risks without fear of negative consequences duress /djuəˈres/ = threats or force that are used to make sb do sth How did you ensure that knowledge gained during the incident was captured and shared effectively with the wider organisation? ✓ conducting structured post-incident review sessions with action item tracking ✓ creating technical documentation for issue patterns and fixes ✓ integrating lessons learned into runbooks and standard operating procedures ✓ encouraging team-wide knowledge sharing through internal workshops ✓ coordinating debriefs with leadership to align on systemic improvements ✓ uploading retrospective summaries to shared repositories for future reference 〆allowing insights to remain undocumented or siloed 〆repeating preventable mistakes without organisational learning mechanisms post-incident review = structured meeting held after a critical event to evaluate what happened, why, and how to improve future response runbook = detailed guide or manual containing standard procedures for handling recurring operational scenarios or incidents In retrospect, what would you improve about your approach to handling the incident and leading under pressure? ✓ allocating clearer responsibilities earlier to reduce task overlap ✓ improving stakeholder alignment by refining escalation criteria ✓ applying stress testing frameworks to anticipate weak points ✓ adopting more granular incident categorisation for faster triage ✓ implementing regular incident simulations to train response teams ✓ reducing cognitive load by limiting concurrent task switching 〆repeating improvised actions without long-term structural fixes 〆assuming prior experience alone guarantees effective leadership stress testing = evaluating how systems or teams perform under extreme or unexpected conditions to uncover vulnerabilities incident categorisation = process of classifying incidents based on severity, impact and urgency to guide response protocols 138 crisis resolution = process of addressing and resolving a high-stakes, high-pressure situation through structured actions and communication strategies resilience engineering = proactive design of systems and organisations that can absorb, adapt to and recover from unexpected disruptions emotional regulation = ability to monitor, evaluate and modify emotional reactions to promote constructive behaviour under pressure psychological safety = shared belief that it is safe to take interpersonal risks without fear of negative consequences duress /djuəˈres/ = threats or force that are used to make sb do sth post-incident review = structured meeting held after a critical event to evaluate what happened, why, and how to improve future response runbook = detailed guide or manual containing standard procedures for handling recurring operational scenarios or incidents stress testing = evaluating how systems or teams perform under extreme or unexpected conditions to uncover vulnerabilities incident categorisation = process of classifying incidents based on severity, impact and urgency to guide response protocols high stakes = situation with significant risk and potential for substantial gains or losses. It implies that the outcome of the situation, whether positive or negative, will have major consequences for those involved 137 was were affected I'm (OR I was) just trying to hear listen to (the ) people who have a problem ... and explain how many times long they must wait ]]> 20250805 18:15-19:15 1 12000 20250805 3000 -3000 + 0 + 12000 = 9000 active JH | Covering letter | Identifying support stories | Conflict resolution By the end of this session you will have studied Writing - covering letter of the ideal candidate stage 1: Search for relevant vacancies → choose a possible job description of your dream job e.g. Software Engineering Team Leader- Platform Security | New York, NY | Bloomberg Careers stage 2: Write a (fictional) covering letter (to an imaginary or real position) ~ 250 words ✓ use a hook in the 1st paragraph ✓ state the job position you are applying for ✓ explain why YOU are the ideal candidate for the job ✓ justify your application with relevant work experience ✓ emphasise skills acquired ✓ give examples of personal qualities that make YOU different ✓ praise the target company ✓ draw a conclusion (recap) → paste your introductions in some on-line word processor https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing stage 3: → compare skills & experience of the ideal candidate with your own profile → fill in the gaps of your profile with examples from the ideal candidate stage 4: → drills questions & support stories stage 5: → update your CV → check compliance with some ATS ATS - Applicant Tracking System Enhancv’s Resume Checker forms its ATS score with a two-tier system When you’re applying for a job, there’s a high chance your resume will be screened through an applicant tracking system way before it finds its way on a recruiter’s screen. ATS helps hiring managers find the right candidates by searching for keywords and adding the resume to a database. That’s why the success of your resume is highly dependent on how optimized your resume is for the job you’re applying for, the resume template you’re using, and what skills and keywords you have included. https://enhancv.com/resources/resume-checker/ icon Support stories Find a common support story for the following questions: Conflict resolution How did you deal with a very upset customer or co-worker? How do you mentor junior team members? → identify key concepts e.g. rationale & buzzwords head hunters expect to hear from you → choose & prepare a support story e.g. recall surprising facts & figures, metrics → answer the question with a relevant narrative structure e.g. STAR, CARL, BLUF, Minto / McKinsey Pyramid → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about → use the following AI prompt to facilitate oral delivery of your notes Make short sentences using the past participle or infinitive form and bullet points for each idea https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 136 2 Comparing your profile with the ideal candidate 20230708 hw20230715 active prep_2columns_2qa pix/icons8-collaboration-100_white.png ideal candidate (example drawn from a real job description) 5+ years of software development experience 2+ years of experience leading software developers and/or SREs. Ability to build reliable infrastructure solutions used easily by a wide range of applications. Ability to hire, retain and nurture diverse talent. Ability to create a team culture where individuals feel safe expressing themselves and trying new things. Ability to manage multiple partners and build long standing relationships. Ability to network across a wide variety of internal teams regardless of relation to main responsibility. Ability to track, and if possible contribute to, open standards and industry best practices. Ability to promote the team’s talent and resources across the broader organization. Interest and potential in representing their organization, for their expertise, in the wider industry. (...) ]]> (provide a link to your Googledoc) ]]> you ]]> Sample questions to the ideal candidate 135 1 24 pix/icons8-collaboration-100_white.png How did you deal with a very upset customer or co-worker? active edit_ol_qa Do not use the same story more than twice. Prepare at least 2-3 stories per experience area. If you do use the same story, explain why. Collect as many facts & figures as possible since you may be able to narrate one story with given metrics A, and recycle the same story from a different angle while relying on metrics B. Make short sentences of 70-100 words using the past participle or infinitive form and bullet points for each idea → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about ]]> stopwatch How did you deal with a very upset customer or co-worker? What kind of experience does this question call for? What is the rationale? ]]> ✓ Experience conflict resolution ✓ Rationale evaluate emotional control measure customer-centric mindset test empathy under stress assess ability to resolve conflict highlight communication finesse What key concepts & buzzwords are expected in your answer? ✓ Key concepts practise active de-escalation using calm tone validate concerns through empathetic listening apologise sincerely when appropriate offer resolution options aligned with policies follow up post-resolution to ensure satisfaction escalate diplomatically when issue exceeded scope document interaction for team learning maintain composure under emotional pressure ✓ Buzzwords conflict resolution conflict resolution = process of managing and resolving disputes in a constructive manner. It involves communication, empathy, patience, and a structured approach to problem-solving. In high-stress interactions—such as with upset clients or colleagues—conflict resolution skills allow professionals to de-escalate tension, restore trust, and prevent future incidents. Effective conflict resolution improves team morale, customer satisfaction, and workplace harmony What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? (S) Situation colleague wanted to complete another, more interesting task than your common, urgent project (T) Task explain how important by giving the big picture (A) Action took simple, incremental decisions together created a climate of consensus worked together on testing (R) Result finished the project on time What follow-up questions should you anticipate on this topic? Would you be ready to work again with this person? Why / why not? Will be able to avoid such situations happening again? 134 to empower = to give sb the power or authority to do sth; to authorise well-rounded = having a variety of experiences and abilities and a fully developed personality; providing or showing a variety of experience, ability, etc 133 botha both technical and business-oriented perspective to system development and integration I'll try to hear listen to my co-worker ]]> 20250729 18:15-19:15 1 3000 -3000 + 3000 = 0 active JH | Identifying support stories | Conflict resolution By the end of this session you will have studied Support stories Find a common support story for the following questions: Conflict resolution Have you had to make a difficult decision in the last year? How did you deal with a very upset customer or co-worker? → identify key concepts e.g. rationale & buzzwords head hunters expect to hear from you → choose & prepare a support story e.g. recall surprising facts & figures, metrics → answer the question with a relevant narrative structure e.g. STAR, CARL, BLUF, Minto / McKinsey Pyramid → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about → use the following AI prompt to facilitate oral delivery of your notes Make short sentences using the past participle or infinitive form and bullet points for each idea https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing schedule 20250801 cancellation DP (to be confirmed) zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 132 1 24 pix/icons8-collaboration-100_white.png Have you had to make a difficult decision in the last year? active edit_ol_qa Do not use the same story more than twice. Prepare at least 2-3 stories per experience area. If you do use the same story, explain why. Collect as many facts & figures as possible since you may be able to narrate one story with given metrics A, and recycle the same story from a different angle while relying on metrics B. Make short sentences of 70-100 words using the past participle or infinitive form and bullet points for each idea → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about ]]> stopwatch Have you had to make a difficult decision in the last year? What kind of experience does this question call for? What is the rationale? ]]> ✓ Experience ✓ Rationale reveal decision-making under pressure test ethical compass highlight leadership courage explore strategic trade-offs assess confidence in ambiguous situations What key concepts & buzzwords are expected in your answer? ✓ Key concepts chose between competing budget allocations under pressure downsized underperforming initiative despite team investment removed underperforming vendor after review pivoted roadmap mid-quarter affecting original scope prioritized ethics over convenience in compliance issue considered long-term trade-offs over short-term gains consulted mentors and legal before final call communicated decision transparently with affected parties ✓ Buzzwords decision-making decision-making = cognitive process of selecting a course of action from multiple alternatives. In business, it includes analysing data, weighing risks, considering stakeholder input, and acting decisively under uncertainty. Strong decision-makers balance intuition and logic, remain accountable, and learn from outcomes. This competency is essential for leadership roles, especially when navigating high-stakes or morally complex scenarios What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? (S) Situation technical debt limited response time needed to comply with Central Bank regulations to process at least 6 applications for credit per second machine learning models' forecasts disrupted & unreliable due to inaccurate clients' overdue period could have lost both prospective & existing clients (T) Task improve response time of legacy code at the risk of breaking credit conveyor identify weak logic needed to decide between either re-writing with legacy code 10-15 processes to improve time response by 20% or addressing a single process with modern technologies to improve response time by 30% (A) Action convinced team leader to go for a modern technological stack rather than just rely on the old one used debug tools to check code in different client cases provided feedback & created a diagram describing the process for developers developers optimised code thanks to feedback re-wrote code with new libraries & technologies (R) Result 30% improvement of response time (S) Situation (T) Task (A) Action (R) Result credit bureau /bjuəˈrəu/ = is a data collection agency that gathers account information from various creditors and provides that information to a consumer reporting agency in the United States, a credit reference agency in the United Kingdom, a credit reporting body in Australia, a credit information company (CIC) in India, a Special Accessing Entity in the Philippines, and also to private lenders.[1] It is not the same as a credit rating agency. What follow-up questions should you anticipate on this topic? 131 for re-write on re-writing 10-15 processes, I would improve have improved by only 10-15% It is a very bureaucracy bureaucratic bank If we had an audition (some) auditing we would have got have | could experience problems (= 2nd conditional) I would rather improve current processes rather than create something new ]]> debt /det/ 20250725 18:15-19:15 1 3000 -3000 + 6000 = 3000 active JH | Identifying support stories | Leadership / Conflict resolution / Cross functional collaboration By the end of this session you will have studied Support stories Find a common support story for the following questions: Leadership / Conflict resolution / Cross functional collaboration How did you behave when you had to conform to a policy with which you did not agree? ← update Mentoring Have you been able to successfully deal with another person even when that individual may not have personally liked you (or vice versa)? Have you had to make a difficult decision in the last year? → identify key concepts e.g. rationale & buzzwords head hunters expect to hear from you → choose & prepare a support story e.g. recall surprising facts & figures, metrics → answer the question with a relevant narrative structure e.g. STAR, CARL, BLUF, Minto / McKinsey Pyramid → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about → use the following AI prompt to facilitate oral delivery of your notes Make short sentences using the past participle or infinitive form and bullet points for each idea https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing schedule 20250701 cancellation DP 20250707-11 cancellation DP 20250714-23 cancellation YK zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 130 3 26 pix/icons8-collaboration-100_white.png How did you behave when you had to conform to a policy with which you did not agree? active edit_ol_qa Do not use the same story more than twice. Prepare at least 2-3 stories per experience area. If you do use the same story, explain why. Collect as many facts & figures as possible since you may be able to narrate one story with given metrics A, and recycle the same story from a different angle while relying on metrics B. Make short sentences of 70-100 words using the past participle or infinitive form and bullet points for each idea → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about ]]> stopwatch How did you behave when you had to conform to a policy with which you did not agree? What kind of experience does this question call for? What is the rationale? ]]> ✓ Experience conflict resolution cross functional collaboration leadership ✓ Rationale measure professionalism test integrity alignment explore ability to manage internal conflict reveal communication style gauge cultural fit assess critical thinking in constraints What key concepts & buzzwords are expected in your answer? ✓ Key concepts complied with policy despite personal reservations voiced concerns constructively through proper channels researched rationale behind compliance standards balanced integrity with organizational alignment supported team morale despite misalignment collaborated on policy feedback in revision cycles modelled professionalism under conflicting directives documented issues for future policy improvement ✓ Buzzwords professionalism professionalism = conduct, behaviour, and attitude expected in a business environment. It includes reliability, ethical behaviour, respect for policies, accountability, and strong interpersonal skills. Even when disagreeing with policies or directives, professionals uphold decorum, communicate responsibly, and act in the organization’s best interest. Demonstrating professionalism builds trust, fosters respect, and maintains team and stakeholder confidence during friction or change What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? (S) Situation keeping data marks description in a state bank up to date such rather bureaucratic tasks are usually dealt with by some technical writers teams depended on results to send to the Central Bank (= business reason) would face problems with auditors & be prohibited to use your model → high stakes (T) Task leveraged LLM to cross-check with the Central Bank optimised banking process and dropped time consuming tasks (A) Action initially refused to complete because was not a technical writer came to a compromise with your manager to be granted more time & resources (explain what actions you took to mitigate the conflict) wanted to understand clearly the business reason since in 2025 AI might be able to solve such a task anyway wrote short instructions to obtain clear description using human language (R) Result reduced time by 80% generated more consistent documentation spared more time for system analysis more staff began using this solution (S) Situation keeping data marks description in a state bank up to date such rather bureaucratic tasks are usually dealt with by some technical writers (T) Task leveraged LLM to cross-check with the Central Bank optimised banking process (A) Action came to a compromise with your manager to be granted more time & resources wrote short instructions to obtain clear description using human language (explain what actions you took to mitigate the conflict) (R) Result reduced time by 80% generated more consistent documentation spared more time for system analysis 〆avoid a story with no arguing or disagreeing → don't jump to the resolution without describing how you mitigated the conflict What follow-up questions should you anticipate on this topic? Were you alone in addressing this issue or did you manage to make other stakeholders satisfied too? 129 1 27 pix/icons8-collaboration-100_white.png Have you been able to successfully deal with another person even when that individual may not have personally liked you (or vice versa)? active high stakes = situation with significant risk and potential for substantial gains or losses. It implies that the outcome of the situation, whether positive or negative, will have major consequences for those involved edit_ol_qa Do not use the same story more than twice. Prepare at least 2-3 stories per experience area. If you do use the same story, explain why. Collect as many facts & figures as possible since you may be able to narrate one story with given metrics A, and recycle the same story from a different angle while relying on metrics B. Make short sentences of 70-100 words using the past participle or infinitive form and bullet points for each idea → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about ]]> stopwatch Have you been able to successfully deal with another person even when that individual may not have personally liked you (or vice versa)? What kind of experience does this question call for? What is the rationale? ]]> ✓ Experience conflict resolution / mentoring ✓ Rationale assess interpersonal maturity explore conflict navigation test professionalism highlight emotional discipline evaluate collaboration under tension demonstrate inclusivity What key concepts & buzzwords are expected in your answer? ✓ Key concepts maintained professionalism during interpersonal friction focused on shared objectives in project execution avoided emotional escalation by setting boundaries built rapport through consistent, respectful communication found common ground in mutual deliverables reframed interactions around outcomes not opinions practised empathy to understand opposing viewpoint received recognition for conflict-neutral collaboration ✓ Buzzwords relationship management relationship management = ability to maintain positive, productive interactions with colleagues, clients, and stakeholders—even amid disagreement. It involves empathy, communication, diplomacy, and the ability to balance personal feelings with professional goals. Strong relationship managers create psychologically safe work environments, resolve friction constructively, and align diverse personalities around shared objectives. This is key in cross-functional and client-facing roles What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? (S) Situation the team you joined had never had any system or business analyst experienced staff engineer didn't read your feedback & documentation would fail to perceive need for your business analysis (T) Task liaising between developers & stakeholders play a significant role in the product team to improve customer satisfaction prove to the team they had many logical mistakes (rather than bugs in the code) (A) Action wrote shorter documentation to detail use case & highlight what important logic had been omitted gave mini presentations to explain exceptions to the rule focused on how your input could reduce time (R) Result was eventually reached out for regular support helped developers generate structural diagrams, clear technical documentation developing time dropped by 20% (S) Situation (T) Task (A) Action (R) Result What follow-up questions should you anticipate on this topic? 128 it them (my holidays) good well He explained to me that... Nobody don't know knew what we should do with that ]]> resume /'rezə,mei/ 20250704 18:15-19:15 1 9000 20250704 3000 -3000 + 0 +9000 = 6000 active JH | Identifying support stories | Leadership By the end of this session you will have studied Support stories Find a common support story for the following questions: Leadership / Conflict resolution / Cross functional collaboration How did you behave when you had to conform to a policy with which you did not agree? When did you last have too many things to do and how did you prioritize your tasks? Mentoring Have you been able to successfully deal with another person even when that individual may not have personally liked you (or vice versa)? → identify key concepts e.g. rationale & buzzwords head hunters expect to hear from you → choose & prepare a support story e.g. recall surprising facts & figures, metrics → answer the question with a relevant narrative structure e.g. STAR, CARL, BLUF, Minto / McKinsey Pyramid → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about → use the following AI prompt to facilitate oral delivery of your notes Make short sentences using the past participle or infinitive form and bullet points for each idea https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing schedule 20250701 cancellation DP 20250707-11 cancellation DP 20250714-23 cancellation YK zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 127 3 pix/icons8-collaboration-100_white.png How did you behave when you had to conform to a policy with which you did not agree? active edit_ol_qa Do not use the same story more than twice. Prepare at least 2-3 stories per experience area. If you do use the same story, explain why. Collect as many facts & figures as possible since you may be able to narrate one story with given metrics A, and recycle the same story from a different angle while relying on metrics B. Make short sentences of 70-100 words using the past participle or infinitive form and bullet points for each idea → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about ]]> stopwatch How did you behave when you had to conform to a policy with which you did not agree? What kind of experience does this question call for? What is the rationale? ]]> ✓ Experience conflict resolution cross functional collaboration leadership ✓ Rationale measure professionalism test integrity alignment explore ability to manage internal conflict reveal communication style gauge cultural fit assess critical thinking in constraints What key concepts & buzzwords are expected in your answer? ✓ Key concepts complied with policy despite personal reservations voiced concerns constructively through proper channels researched rationale behind compliance standards balanced integrity with organizational alignment supported team morale despite misalignment collaborated on policy feedback in revision cycles modelled professionalism under conflicting directives documented issues for future policy improvement ✓ Buzzwords professionalism professionalism = conduct, behaviour, and attitude expected in a business environment. It includes reliability, ethical behaviour, respect for policies, accountability, and strong interpersonal skills. Even when disagreeing with policies or directives, professionals uphold decorum, communicate responsibly, and act in the organization’s best interest. Demonstrating professionalism builds trust, fosters respect, and maintains team and stakeholder confidence during friction or change What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? (S) Situation keeping data marks description in a state bank up to date such rather bureaucratic tasks are usually dealt with by some technical writers (T) Task leveraged LLM to cross-check with the Central Bank optimised banking process (A) Action came to a compromise with your manager to be granted more time & resources wrote short instructions to obtain clear description using human language (explain what actions you took to mitigate the conflict) (R) Result reduced time by 80% generated more consistent documentation spared more time for system analysis 〆avoid a story with no arguing or disagreeing → don't jump to the resolution without describing how you mitigated the conflict What follow-up questions should you anticipate on this topic? Were you alone in addressing this issue or did you manage to make other stakeholders satisfied too? 126 1 28 pix/icons8-collaboration-100_white.png When did you last have too many things to do and how did you prioritise your tasks? active edit_ol_qa Do not use the same story more than twice. Prepare at least 2-3 stories per experience area. If you do use the same story, explain why. Collect as many facts & figures as possible since you may be able to narrate one story with given metrics A, and recycle the same story from a different angle while relying on metrics B. Make short sentences of 70-100 words using the past participle or infinitive form and bullet points for each idea → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about ]]> stopwatch When did you last have too many things to do and how did you prioritise your tasks? What kind of experience does this question call for? What is the rationale? ]]> ✓ Experience conflict resolution ✓ Rationale evaluate time management test ability to handle pressure assess delegation skills reveal decision-making process understand prioritization logic observe communication strategy What key concepts & buzzwords are expected in your answer? ✓ Key concepts conducted task audit identifying urgent-impact matrix delegated non-critical items based on team capacity sequenced deliverables using deadlines and dependencies blocked calendar for deep work on high-stakes tasks communicated expectations to stakeholders transparently leveraged productivity tools for real-time tracking reassessed priorities during weekly standups practised stress management ensuring sustained performance ✓ Buzzwords prioritization prioritization = ability to rank tasks or objectives based on urgency, importance, and resource constraints. It enables professionals to allocate effort where it creates the most impact. Effective prioritization requires analytical thinking, discipline, and awareness of both short-term deadlines and long-term goals. Mastering this skill increases productivity, reduces burnout, and ensures strategic execution in high-pressure environments What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? (S) Situation was snowed under with fixing integration, reviewing reports, a coupon calculator... had to address failure to load client transactions in a banking app product owner could have lost their job (T) Task needed to intervene ASAP to avoid reputational damage & financial losses (A) Action spoke to manager analysed each task to estimate impact on each project focused on urgent task the 1st week to the detriment of 2 others (delayed to following week) implemented the Pareto Principle (R) Result reduced claims from users and technical team from 70% to 30% saved the day ✓ give metrics to show the scale of the project Pareto principle = rule which states that for many outcomes, roughly 80% of consequences come from 20% of causes. In other words, a small percentage of causes have an outsized effect to save the day = to find or provide a solution to a difficulty or disaster What follow-up questions should you anticipate on this topic? Have you ever been in a situation when stakeholders disagreed with each other? How did you manage their conflicting priorities? How did other stakeholders feel when you let them down? Did they appreciate your dedication & professionalism? Have you had to decline some projects which were more promising in order to meet deadlines? How did you feel about it? Could anyone else have done this job? Why / why not? 125 professionalism = conduct, behaviour, and attitude expected in a business environment. It includes reliability, ethical behaviour, respect for policies, accountability, and strong interpersonal skills. Even when disagreeing with policies or directives, professionals uphold decorum, communicate responsibly, and act in the organization’s best interest. Demonstrating professionalism builds trust, fosters respect, and maintains team and stakeholder confidence during friction or change Pareto principle = rule which states that for many outcomes, roughly 80% of consequences come from 20% of causes. In other words, a small percentage of causes have an outsized effect to save the day = to find or provide a solution to a difficulty or disaster 124 What was the way before you arrived How was your trip? You need to record | input | register how many credit delinquencies the client had He said told me that we haven't any budget for this position ]]> 20250627 18:15-19:15 1 3000 -3000 + 3000 = 0 active JH | Identifying support stories | Leadership By the end of this session you will have studied Support stories Find a common support story for the following questions: Leadership What is your typical way of dealing with conflict? (update if relevant) When did you miss an obvious solution to a problem? How did you behave when you had to conform to a policy with which you did not agree? → identify key concepts e.g. rationale & buzzwords head hunters expect to hear from you → choose & prepare a support story e.g. recall surprising facts & figures, metrics → answer the question with a relevant narrative structure e.g. STAR, CARL, BLUF, Minto / McKinsey Pyramid → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about → use the following AI prompt to facilitate oral delivery of your notes Make short sentences using the past participle or infinitive form and bullet points for each idea https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing schedule 20250701 cancellation DP 20250714-23 cancellation YK zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 123 1 29 pix/icons8-collaboration-100_white.png What is your typical way of dealing with conflict? active edit_ol_qa Do not use the same story more than twice. Prepare at least 2-3 stories per experience area. If you do use the same story, explain why. Collect as many facts & figures as possible since you may be able to narrate one story with given metrics A, and recycle the same story from a different angle while relying on metrics B. Make short sentences of 70-100 words using the past participle or infinitive form and bullet points for each idea → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about ]]> stopwatch What is your typical way of dealing with conflict? What kind of experience does this question call for? What is the rationale? ]]> ✓ Experience conflict of interests hidden agenda lack or excessive commitment to team work questioned the corporate culture (e.g. respect for hierarchy) ✓ Rationale assess emotional intelligence explore interpersonal strategy measure leadership maturity test collaboration under stress reveal conflict-resolution skills observe value-driven behaviour What key concepts & buzzwords are expected in your answer? ✓ Key concepts practised active listening during disagreement resolution facilitated one-on-one conversations clarifying intent applied mediation techniques in team disputes identified common goals reducing friction encouraged feedback in emotionally safe settings de-personalised tensions using data-driven discussion documented mutual agreements post-resolution escalated only when all informal options exhausted ✓ Buzzwords Emotional Intelligence (EQ) Emotional Intelligence (EQ) = ability to recognize, understand, and manage emotions—both one's own and others’. It comprises self-awareness, empathy, self-regulation, motivation, and social skills. In professional settings, high EQ helps navigate workplace dynamics, resolve conflicts, build trust, and maintain team cohesion. Leaders with strong EQ foster inclusive cultures, enhance communication, and reduce misunderstandings through sensitivity and thoughtful engagement What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? (S) Situation a developer pointed out to some unclear points in your documentation had not explained some important algos → communication breakdown ✓ resolved conflict between 2 teams (T) Task writing unambiguous documentation for very different stakeholders focused on emotions rather than reasons behind negative feedback had to explain to both product manager and stake holders the specificities of your work (A) Action overcame your shyness explained your cultural point of view focused on what you had in common as a system analyst, bridged between developers and stakeholders by explaining in business language the technicalities (R) Result shorten documentation from 20 to 12 pages learnt to write more concisely reduced total of claims What follow-up questions should you anticipate on this topic? To what extent could seniority - or lack of - explain this conflict? Is the ignorance of some stakeholders a common source of conflict? Has this conflict helped understand each other better & was followed by success stories? ignorance (of / about sth) = lack of knowledge or information about sth 122 1 30 pix/icons8-collaboration-100_white.png When did you miss an obvious solution to a problem? active edit_ol_qa Do not use the same story more than twice. Prepare at least 2-3 stories per experience area. If you do use the same story, explain why. Collect as many facts & figures as possible since you may be able to narrate one story with given metrics A, and recycle the same story from a different angle while relying on metrics B. Make short sentences of 70-100 words using the past participle or infinitive form and bullet points for each idea → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about ]]> stopwatch When did you miss an obvious solution to a problem? What kind of experience does this question call for? What is the rationale? ]]> ✓ Experience greatest & weakest points of your career ✓ Rationale uncover overthinking tendencies highlight humility encourage learning from oversight test openness to feedback analyse problem-solving process measure cognitive flexibility What key concepts & buzzwords are expected in your answer? ✓ Key concepts overcomplicated workflow automation ignoring native tools disregarded junior suggestion solving root issue focused on symptoms instead of system-level diagnosis overengineered solution bypassing low-effort fix realized error during project retrospective incorporated diverse perspectives for future ideation added usability testing to design phase adopted Occam’s Razor approach in future planning ✓ Buzzwords cognitive flexibility cognitive flexibility = mental skill to shift thinking between concepts, adapt to new information, and view problems from multiple perspectives. In fast-paced work environments, this trait enables professionals to change course effectively, solve problems creatively, and avoid mental rigidity. It supports better decision-making, particularly in complex or ambiguous scenarios, by promoting exploration over fixation and enhancing collaboration across diverse teams What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? (S) Situation failed to listen carefully to lead's business requirements focused on creating on sth new experienced slow process & disagreements with stakeholders re scoring engine ignored existing methods which just needed optimising (T) Task implement a new model by reusing previous formulas (A) Action paid more attention to team's feedback sought advice from senior peers (R) Result What follow-up questions should you anticipate on this topic? Have you had to apologise for delays? Have you acknowledged in public your mistake? Are you not put off from taking up challenges that need only simple solutions? 121 many much risk we will have they want any modernising updates quickly I can't remember which percents by how much we reduced reports (OR claims) of stakeholders Developers were joining to meetings with stakeholders When you're working not enough time haven't been working long in your company you can't see sth obvious Some timesSometime ago, we needed to... Why did you spend many much time for on creating a new engine? Thanks for to that I reduced time by... I 'm agreed agree with this but now... When you are losing missing an obvious solution ]]> 20250624 18:15-19:15 1 3000 -3000 + 6000 = 3000 active JH | Identifying support stories | Leadership | Conditionals By the end of this session you will have studied print Download onto your tablet or print the following pdf for our next lesson. English Grammar in Use - Advanced pg 200 Unit 100 - section D - if ... will in conditional sentences pg 201 ex 110.3 key to exercise Check your answers with the key at the end of the file. english_grammar_in_use_advanced_hewings_cambridge_unit100_conditionals_if_will_sectionD_w_key.pdf icon Support stories Find a common support story for the following questions: Leadership What is your typical way of dealing with conflict? When did you miss an obvious solution to a problem? How did you behave when you had to conform to a policy with which you did not agree? → identify key concepts e.g. rationale & buzzwords head hunters expect to hear from you → choose & prepare a support story e.g. recall surprising facts & figures, metrics → answer the question with a relevant narrative structure e.g. STAR, CARL, BLUF, Minto / McKinsey Pyramid → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about → use the following AI prompt to facilitate oral delivery of your notes Make short sentences using the past participle or infinitive form and bullet points for each idea https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing schedule 20250701 cancellation DP 20250714-23 cancellation YK zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 120 1 pix/icons8-collaboration-100_white.png What is your typical way of dealing with conflict? active edit_ol_qa Do not use the same story more than twice. Prepare at least 2-3 stories per experience area. If you do use the same story, explain why. Collect as many facts & figures as possible since you may be able to narrate one story with given metrics A, and recycle the same story from a different angle while relying on metrics B. Make short sentences of 70-100 words using the past participle or infinitive form and bullet points for each idea → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about ]]> stopwatch What is your typical way of dealing with conflict? What kind of experience does this question call for? What is the rationale? ]]> ✓ Experience conflict of interests hidden agenda lack or excessive commitment to team work questioned the corporate culture (e.g. respect for hierarchy) ✓ Rationale assess emotional intelligence explore interpersonal strategy measure leadership maturity test collaboration under stress reveal conflict-resolution skills observe value-driven behaviour What key concepts & buzzwords are expected in your answer? ✓ Key concepts practised active listening during disagreement resolution facilitated one-on-one conversations clarifying intent applied mediation techniques in team disputes identified common goals reducing friction encouraged feedback in emotionally safe settings de-personalised tensions using data-driven discussion documented mutual agreements post-resolution escalated only when all informal options exhausted ✓ Buzzwords Emotional Intelligence (EQ) Emotional Intelligence (EQ) = ability to recognize, understand, and manage emotions—both one's own and others’. It comprises self-awareness, empathy, self-regulation, motivation, and social skills. In professional settings, high EQ helps navigate workplace dynamics, resolve conflicts, build trust, and maintain team cohesion. Leaders with strong EQ foster inclusive cultures, enhance communication, and reduce misunderstandings through sensitivity and thoughtful engagement What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? (S) Situation a developer pointed out to some unclear points in your documentation had not explained some important algos → communication breakdown ✓ resolved conflict between 2 teams (T) Task writing unambiguous documentation for very different stakeholders focused on emotions rather than reasons behind negative feedback had to explain to both product manager and stake holders the specificities of your work (A) Action overcame your shyness explained your cultural point of view focused on what you had in common as a system analyst, bridged between developers and stakeholders by explaining in business language the technicalities (R) Result shorten documentation from 20 to 12 pages learnt to write more concisely reduced total of claims What follow-up questions should you anticipate on this topic? To what extent could seniority - or lack of - explain this conflict? Is the ignorance of some stakeholders a common source of conflict? Has this conflict helped understand each other better & was followed by success stories? ignorance (of / about sth) = lack of knowledge or information about sth 119 one example Learn Chinese if you will be get a good salary (← result in the if clause) In all works jobs | positions where I was working You want to have a clearly clear analysis You don't like what he says about another other friends ]]> 20250620 17:30-18:30 18:15-19:15 1 9000 20250620 3000 -3000 + 9000 = 6000 active JH | Identifying support stories | Greatest & weakest points | Leadership JH | Identifying support stories - xxxx | Review of tenses By the end of this session you will have studied Support stories Find a common support story for the following questions: Greatest & weakest points of your career Have you ever admitted you'd set your sights too high (or too low)? Have you ever tried to accomplish something and failed? ← postponed to next lesson Leadership Where do you see yourself in 5 years? → identify key concepts e.g. rationale & buzzwords head hunters expect to hear from you → choose & prepare a support story e.g. recall surprising facts & figures, metrics → answer the question with a relevant narrative structure e.g. STAR, CARL, BLUF, Minto / McKinsey Pyramid → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about → use the following AI prompt to facilitate oral delivery of your notes Make short sentences using the past participle or infinitive form and bullet points for each idea https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing schedule 20250627 cancellation YK 20250714-23 cancellation YK zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 118 1 16 pix/icons8-collaboration-100_white.png Have you ever admitted you'd set your sights too high (or too low)? active edit_ol_qa Do not use the same story more than twice. Prepare at least 2-3 stories per experience area. If you do use the same story, explain why. Collect as many facts & figures as possible since you may be able to narrate one story with given metrics A, and recycle the same story from a different angle while relying on metrics B. Make short sentences of 70-100 words using the past participle or infinitive form and bullet points for each idea → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about ]]> stopwatch Have you ever admitted you'd set your sights too high (or too low)? What kind of experience does this question call for? What is the rationale? ]]> ✓ Experience greatest & weakest points of your career leadership mentoring was not aware had offered to complete a project which was actually childish lacked confidence and hesitated to take up challenges ✓ Rationale assess self-awareness evaluate humility gauge strategic foresight measure realism in goal setting humility = quality of not thinking that you are better than other people; the quality of being humble What key concepts & buzzwords are expected in your answer? ✓ Key concepts overestimated resource capabilities causing deadline slippage misjudged stakeholder expectations during project scoping adjusted goal-setting process following failed initiative conducted post-mortem analysis identifying ambition gap implemented risk-reduction tactics in strategic planning recalibrated performance metrics to reflect reality refined vision alignment using stakeholder feedback reframed objectives using agile sprint retrospectives ✓ Buzzwords self-awareness self-awareness = conscious understanding of one’s strengths, weaknesses, values, and impact on others. Involves ability to reflect on one’s actions and their outcomes, leading to growth and improvement. In a business context, high self-awareness allows professionals to regulate behaviours, align with team dynamics, and adapt goals in response to feedback or unforeseen realities. Leaders with strong self-awareness tend to build trust and foster collaborative environments What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? ✓ Support stories difficulties in catching information on the fly thought had managed to increase customer satisfaction by a few percent ✓ completed KPI for probation period → realised was actually successful ! indeed, had reached as much as 15% → learnt not to set your sights too low ✓ Support stories ! distinguish start-ups from big techs ✓ enjoy fast pace & ownership that comes with start-ups ✓ leading a team of managers ✓ focusing on mentoring ✓ delegate creativity to team members if you are aware of your limited creative skills = evidence of your professional maturity (i.e. you know your weak points) → foster an environment with little bureaucracy & unlimited resources for visionary team members ✓ travelling to conferences & giving presentations to international audiences (S) Situation (T) Task (A) Action (R) Result What follow-up questions should you anticipate on this topic? Would you benefit from attending a course in building self-confidence? Is setting the bar too high generally a bad thing? Why / why not? Do you think you need to be pushed to the limits to perform well, or will you manage to reach your deadlines with an easy-going work life balance too? 117 13 pix/icons8-collaboration-100_white.png Where do you see yourself in 5 years? active edit_ol_qa Do not use the same story more than twice. Prepare at least 2-3 stories per experience area. If you do use the same story, explain why. Collect as many facts & figures as possible since you may be able to narrate one story with given metrics A, and recycle the same story from a different angle while relying on metrics B. Make short sentences of 70-100 words using the past participle or infinitive form and bullet points for each idea → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about ]]> stopwatch Where do you see yourself in 5 years? What kind of experience does this question call for? What is the rationale? ]]> ✓ Experience leadership ✓ Rationale demonstrate realistic ambitions, professional aspirations thinking big but putting a stake in the ground What key concepts & buzzwords are expected in your answer? ✓ Key concepts leading cross-functional teams in global initiatives building impact-driven leadership pipelines advising executives on culture-driven strategy championing innovation through inclusive policy establishing benchmarks for agile transformation scaling product ecosystems with long-term sustainability representing company in industry thought leadership mentoring rising leaders across organizational tiers ✓ Buzzwords visionary leadership visionary leadership = crafting and communicating a compelling future direction that inspires progress and strategic innovation. These leaders look beyond short-term goals, aligning teams and resources to long-range ambitions. Their clarity, foresight, and resilience help organizations anticipate change and create meaningful impact What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? ✓ had wanted to become a data engineer within a year ✓ now realise would prefer becoming a system architect ✓ already experienced in interacting with data scientist teams and stakeholders → would see oneself as a CTO → aware of risks when a team lead loses hard core coding skills What follow-up questions should you anticipate on this topic? What steps have you already taken to get to that position in 5 years' time? Are you reading any books or attending courses to prepare for this job? Do you plan attending any particular course? What other skills will you need to get to this position? Do you know anyone who could mentor your career path, or who you consider as a role model? Will you be more upgrading than innovating in a big tech? Which do you find more satisfying? 116 humility = quality of not thinking that you are better than other people; the quality of being humble slippage = failure to achieve an aim or complete a task by a particular date; slight or gradual fall in the amount, value, etc. of sth post-mortem analysis = process used to identify the causes of a project failure, and how to prevent them in the future. This is different from a Retrospective, in which both positive and negative things are reviewed for a project visionary leadership = crafting and communicating a compelling future direction that inspires progress and strategic innovation. These leaders look beyond short-term goals, aligning teams and resources to long-range ambitions. Their clarity, foresight, and resilience help organizations anticipate change and create meaningful impact 115 abilities skills will be necessary for relevant to this company I should work more hardly harder You can't know all everything You're coming for to a new company You can make complete many tasks on time You can feel yourself like an ambitious IT specialist I'd like to be a system architecture architect ]]> 20250617 18:15-19:15 17:30-18:30 1 3000 -3000 + 3000 = 0 active JH | Identifying support stories | Defusing tension JH | Taking measures to mitigate risks | Identifying support stories JH | Identifying support stories - xxxx | Review of tenses By the end of this session you will have studied print Download onto your tablet or print the following pdf for our next lesson. Lifestyle Upper Intermediate Risk assessment pg 73 ex 8 speaking → prepare the role play (recycle conditionals) lifestyle_upper_intermediate_students_book_pg_70-73_168_risk_assessment_mixed_conditionals.pdf icon Support stories Find a common support story for the following questions: Greatest & weakest points of your career Have you ever admitted you'd set your sights too high (or too low)? Leadership Where do you see yourself in 5 years? → identify key concepts e.g. rationale & buzzwords head hunters expect to hear from you → choose & prepare a support story e.g. recall surprising facts & figures, metrics → answer the question with a relevant narrative structure e.g. STAR, CARL, BLUF, Minto / McKinsey Pyramid → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about → use the following AI prompt to facilitate oral delivery of your notes Make short sentences using the past participle or infinitive form and bullet points for each idea https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Lifestyle B2 114 Anticipating risks active textbook ]]> 113 1 Anticipating risks active edit_2columns_2qa List risks and preventive measures to ensure the safety of the event. Risk assessment: 〆wild fire in surrounding woods 〆hungry wild bears 〆presence of paparazzi 〆car park = potential bottleneck (because it is too small) 〆restrict access to activists disrupting the conference 〆activists hiding in caves or woods Preventive measures: → patrol surrounding caves & woods → use different accesses to avoid traffic congestion ✓ entrance A for VIP → provide limousine for VIP ✓ entrance B for the press → reserve car park for the press ✓ entrance C for visitors → schedule a shuttle for visitors → video monitoring of the river bank ✓ rescue boat at disposal ✓ carry out security checks before visitors reach entrances ✓ locate smoking areas within the building only ✓ set out procedures in case of emergency 112 Listening active textbook lifestyle/lifestyle_upper_intermediate/lifestyle_upper_intermediate_audio_cd02/lifestyle_upper_intermediate_audio_cd02_4.ogg pg 73 ex 10 speaking ]]> 111 2 Considering alternatives pix/icons8-metronome-filled-100_white.png pix/icons8-collaboration-100_white.png pix/icons8-dictionary-100_white.png 20240129 #hw20240205 active edit_ol_qa prep_ol_qa You work for the Rockdale Centre. Consider alternative solutions. → complete the sentences → practise conditionals Supposing that employees gathered to protest, I would try to take advantage of the situation and show the Rockdale centre can manage such challenges show you can manage challenges If we meet unauthorised reporters we will escort them out of the premises to escort = to accompany Should 1 000 protesters come we could use helicopters to evacuate VIPs evacuate If you step down to pressure once, you won't be perceived as a reliable partner to be perceived as If we had organised an interview with Hamilton before announcing his participation in the event we would not have such a dilemma now dilemma Had all conferences in the world been cancelled each time disruptions by protesters were expected, no conference would have made it possible to exchange new ideas no exchange of ideas possible 110 3 Role play role_play active Find means to defuse tension before the event. Then, re-consider if you should go ahead with the conference or cancel it. Recycle new expressions and language. You want to cancel the event or at least stop Carl Hamilton from attending. ✓ Had we known about accusations of dumping toxic waste earlier, we wouldn't have invited him in the first place! ✓ If we met Hamilton to understand his viewpoint on allegations of pollution, we could take a more informed decision... 〆Should anyone get hurt no organisation will ever want to come back here! 〆Won't VIPs call off their visit if they find out their security is at risk? → avoid a shouting match when opponents insult each other You want Carl Hamilton to be a speaker and prove the Rockdale Centre can manage such challenges. ✓ If we run the event as planned we could turn a threat into an opportunity! ✓ We would build a reputation for reliability & crisis management. → What if we arranged a meeting between the protest leaders & Hamilton before the conference actually begins? ✓ extra Tv coverage of the event ✓ good publicity 109 active textbook SSS support their opinion → use mixed conditionals from pg 71 ex 4 ]]> 108 in case = because of a possibility of something happening, being needed, etc; in connection with someone or something, or in the situation of something; an in case-clause gives a reason while an if-clause describes a condition supposing that = used to ask sb to pretend that sth is true or to imagine that sth will happen provided that = (only) if - used to emphasise if; impose specific conditions or set limits on a situation; as long as, so long as, on condition that used to say what must happen or be done to make it possible for sth else to happen to escort sb from = to accompany to patrol = to walk or travel around an area, esp. at regular intervals, in order to protect or supervise it squad = section of a police force that deals with a particular type of crime; group of players or competitors from which a team is chosen for a particular game or match to close off = to isolate or separate premises = building and land near to it that a business owns or uses disruption = act of delaying or interrupting the continuity riverbank = ground along either side of a river 107 have more depth overflow I should split to into different categories He shouldn't show yourself himself | up at the event If a thousand people have a meeting protest at the event... He don't isn't afraid because... ]]> 20250610 18:15-19:15 17:30-18:30 1 3000 -3000 + 6000 = 3000 active JH | Taking measures to mitigate risks | Identifying support stories Taking measures to mitigate risks Defusing tension By the end of this session you will have studied print Download onto your tablet or print the following pdf for our next lesson. Lifestyle Upper Intermediate Risk assessment pg 72 ex 4 vocab pg 73 ex 6 vocab lifestyle_upper_intermediate_students_book_pg_70-73_168_risk_assessment_mixed_conditionals.pdf icon Support stories Find a common support story for the following questions: Greatest & weakest points of your career Give me an example of a time when you used your fact-finding skills to solve a problem. When things go wrong, do you take time to evaluate if your work could have been completed in another way, or do you proceed without delay with your next task? Describe a time when you set your sights too high (or too low). → identify key concepts e.g. rationale & buzzwords head hunters expect to hear from you → choose & prepare a support story e.g. recall surprising facts & figures, metrics → answer the question with a relevant narrative structure e.g. STAR, CARL, BLUF, Minto / McKinsey Pyramid → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about → use the following AI prompt to facilitate oral delivery of your notes Make short sentences using the past participle or infinitive form and bullet points for each idea https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Lifestyle B2 106 In case of vs if active grammar the case of = reason → would be configured ≠ because of being deployed ✓ when (= if) = condition → would be configured if they were deployed [If | In case] the Customer receives a written notice from the Contractor, it shall provide the requested documents. - if = only when it receives a written notice → condition - in case = before the transaction begins → reason ]]> 105 Grammar: Conjunctions active textbook Grammar: Conjunctions pg 73 ex 6 vocab pg 73 ex 7 vocab word focus: connectors feedback ]]> 104 in case = because of a possibility of something happening, being needed, etc; in connection with someone or something, or in the situation of something; an in case-clause gives a reason while an if-clause describes a condition supposing that = used to ask sb to pretend that sth is true or to imagine that sth will happen provided that = (only) if - used to emphasise if; impose specific conditions or set limits on a situation; as long as, so long as, on condition that used to say what must happen or be done to make it possible for sth else to happen Bottoms Up - JH B2 Preparing for professional mobility 103 12 pix/icons8-collaboration-100_white.png When things go wrong, do you take time to evaluate your work? active edit_ol_qa When things go wrong, do you take time to evaluate if your work could have been completed in another way, or do you proceed without delay with your next task? Do not use the same story more than twice. Prepare at least 2-3 stories per experience area. If you do use the same story, explain why. Collect as many facts & figures as possible since you may be able to narrate one story with given metrics A, and recycle the same story from a different angle while relying on metrics B. Make short sentences of 70-100 words using the past participle or infinitive form and bullet points for each idea → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about ]]> stopwatch When things go wrong, do you take time to evaluate if your work could have been completed in another way, or do you proceed without delay with your next task? What kind of experience does this question call for? What is the rationale? ]]> ✓ Experience conflict resolution greatest & weakest points of your career upstream & downstream feedback ✓ Rationale → demonstrate ability to prioritise tasks → balance learning from mistakes and compromising with a possible technical debt What key concepts & buzzwords are expected in your answer? ✓ Key concepts → professional diligence → dealing with feedback ✓ Buzzwords Oops a daisy diligence = careful and thorough work or effort What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? ✓ Support stories: adding new fields into a database to generate substantial reports (S) Situation experienced speed loss in report building tests showed results found in the wrong tables of the db (T) Task shortened time required to update reports with new fields in the db (A) Action analysed reports upon receiving negative feedback from end users joined tables instead of adding new fields (R) Result generated reports 30% faster learnt the hard way by making a mistake that couldn't have been anticipated What follow-up questions should you anticipate on this topic? Could someone with more experience have made the same mistake? Would analysing this mistake likely help avoiding it again? 102 diligence = careful and thorough work or effort Oops a daisy = 101 fastly fast | quickly We can't find more times time to complete You should to improve your early implementation The speed of time (needed) for building your reports will be more longer My developer said told me I should... I didn't count take into account that's it's not a good decision ]]> 20250606 17:30-18:30 18:15-19:15 1 9000 20250606 3000 -3000 + 9000 = 6000 active JH | Risk assessment JH | Identifying support stories - xxxx | Review of tenses By the end of this session you will have studied print Download onto your tablet or print the following pdf for our next lesson. Lifestyle Upper Intermediate Risk assessment pg 71 ex 6 7 grammar (review answers completed in class) lifestyle_upper_intermediate_students_book_pg_70-73_168_risk_assessment_mixed_conditionals.pdf scheduled 20250610 icon Support stories Find a common support story for the following questions: Greatest & weakest points of your career Give me an example of a time when you used your fact-finding skills to solve a problem. When things go wrong, do you take time to evaluate if your work could have been completed in another way, or do you proceed without delay with your next task? Describe a time when you set your sights too high (or too low). → identify key concepts e.g. rationale & buzzwords head hunters expect to hear from you → choose & prepare a support story e.g. recall surprising facts & figures, metrics → answer the question with a relevant narrative structure e.g. STAR, CARL, BLUF, Minto / McKinsey Pyramid → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about → use the following AI prompt to facilitate oral delivery of your notes Make short sentences using the past participle or infinitive form and bullet points for each idea https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Lifestyle B2 100 Emergency planning active textbook ✓ local zoologists, vets (experienced in dealing w/ wild animals) ✓ public authorities (in charge of managing natural catastrophe) What skills would you need? ✓ analytical skills ✓ being able to anticipate potential problems (fire, natural disasters, threats to health) ✓ experienced in ensuring procedures are in place in case of emergency ✓ quick decision making (military discipline) pg 72 ex 1 2 3 listening lifestyle/lifestyle_upper_intermediate/lifestyle_upper_intermediate_audio_cd02/lifestyle_upper_intermediate_audio_cd02_3.ogg Lexical material: What if, unless, provided that, supposing, in which case set for homework pg 72 ex 4 vocab pg 72 ex 5 speaking ]]> 99 bizarre = strange, odd confident = sure of oneself outbreak = sudden eruption of anger, war, disease, rebellion, etc in case = because of a possibility of something happening, being needed, etc; in connection with someone or something, or in the situation of something; an in case-clause gives a reason while an if-clause describes a condition supposing that = used to ask sb to pretend that sth is true or to imagine that sth will happen provided that = (only) if - used to emphasise if; impose specific conditions or set limits on a situation; as long as, so long as, on condition that used to say what must happen or be done to make it possible for sth else to happen 98 accepted made | taken the decision | if I hadn't accepted the decision offer Some banks decided to create some really efficiently efficient bank services Thanks for to these AI tools I can advise... ...a series where the creators want to explain to you what will happen in the future ]]> 20250603 18:15-19:15 1 3000 -3000 + 3000 = 0 active JH | Review of tenses | Mixed conditionals JH | Identifying support stories - xxxx | Review of tenses By the end of this session you will have studied print Download onto your tablet or print the following pdf for our next lesson. Lifestyle Upper Intermediate Risk assessment pg 71 ex 6 grammar lifestyle_upper_intermediate_students_book_pg_70-73_168_risk_assessment_mixed_conditionals.pdf

Grammar crash course

Follow the suggested staged homework to review use of tenses and common mistakes in English 20250521 smartphone or tablet device print Download onto your tablet or print the following pdf for our next lesson. English Grammar in Use - Intermediate by Murphy, Cambridge University Press Unit 14 past simple vs present perfect icons8-hand-with-pen-100.png Complete the following exercises pg 26-29 key to exercise Check your answers with the key at the end of the file. english_grammar_in_use_intermediate_3rd_ed_murphy_cambridge_unit13-14_present_perfect_vs_past_simple_w_key.pdf (already covered - review if you wish) smartphone or tablet device print Download onto your tablet or print the following pdf for our next lesson. English Grammar in Use - Intermediate by Murphy, Cambridge University Press Unit 43 The passive icons8-hand-with-pen-100.png Complete exercises pg 87 ex 43.3 43.4 pg 345 key key to exercise Check your answers with the key at the end of the file english_grammar_in_use_intermediate_3rd_ed_murphy_cambridge_unit43_passive_w_infinitive_and_perfect_infinitive_structures_w_keys.pdf 20250523 smartphone or tablet device print Download onto your tablet or print the following pdf for our next lesson. English Grammar in Use Intermediate, Murphy Unit 47 48 reported speech key to exercise Check your answers with the key at the end of the file english_grammar_in_use_intermediate_unit47-48_reported_speech_w_key.pdf 20250526 smartphone or tablet device print Download onto your tablet or print the following pdf for our next lesson. English Grammar in Use - Intermediate by Murphy, Cambridge University Press icons8-hand-with-pen-100.png Complete the following exercises Unit 10 Present perfect continuous & simple key to exercise Check your answers with the key at the end of the file. english_grammar_in_use_intermediate_3rd_ed_murphy_cambridge_unit10_present_perfect_continuous_and_simple_w_key.pdf 20250528 smartphone or tablet device print Download onto your tablet or print the following pdf for our next lesson. English Grammar in Use - Intermediate 3rd ed - Murphy Unit 40 Third conditional icons8-hand-with-pen-100.png Complete exercises key to exercise Check your answers with the key at the end of the file english_grammar_in_use_intermediate_3rd_ed_murphy_cambridge_unit40_if_3rd_conditional_key.pdf 20250530 smartphone or tablet device print Download onto your tablet or print the following pdf for our next lesson. English Grammar in Use - Intermediate by Murphy, Cambridge University Press Unit 41 I wish I were - I wish you would icons8-hand-with-pen-100.png Complete exercises 41.1 41.2 41.3 41.4 key to exercise Check your answers with the key at the end of the file english_grammar_in_use_intermediate_3rd_ed_murphy_cambridge_unit41_I_wish_I_were_you_would_w_key.pdf Optional homework smartphone or tablet device print Download onto your tablet or print the following pdf for our next lesson. English Grammar in Use - Intermediate by Murphy, Cambridge University Press Unit 77 78 79 articles icons8-hand-with-pen-100.png pg 154-159 Complete exercises key to exercise Check your answers with the key at the end of the file english_grammar_in_use_intermediate_3rd_ed_murphy_cambridge_unit77-78-79_articles_w_key.pdf schedule 20250523 cancelled 20250530 cancelled zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Lifestyle B2 97 20190624-1736 Practice: mixed conditionals active review 96 Grammar: Elision + connected speech (linking) active textbook Grammar: Elision + connected speech (linking) pronunciation of [contracted] forms have /hæv/ - 've /əv/ had /hæd/ - 'd /əd/ contractions would /wud/ would've /wudəv/ wouldn't it /ˈwudn(t)ɪt/ that'd be much too expensive = that would be /ðætəd bi:/ linking you would have you'd 've /j[u:/u/ə] /dəv/ pg 71 ex 6 grammar ]]> 95 Mindmap: Conditionals active textbook conditionals mindmap ]]> 94 93 more harder I would have been a data scientist I didn't join tothis meeting ]]> 20250527 18:15-19:15 1 6000 20250520 3000 -3000 + 6000 = 3000 active JH | Identifying support stories - Greatest & weakest points of your career (3/2) | Review of tenses By the end of this session you will have studied Grammar crash course Follow the suggested staged homework to review use of tenses and common mistakes in English 20250521 smartphone or tablet device print Download onto your tablet or print the following pdf for our next lesson. English Grammar in Use - Intermediate by Murphy, Cambridge University Press Unit 14 past simple vs present perfect icons8-hand-with-pen-100.png Complete the following exercises pg 26-29 key to exercise Check your answers with the key at the end of the file. english_grammar_in_use_intermediate_3rd_ed_murphy_cambridge_unit13-14_present_perfect_vs_past_simple_w_key.pdf (already covered - review if you wish) smartphone or tablet device print Download onto your tablet or print the following pdf for our next lesson. English Grammar in Use - Intermediate by Murphy, Cambridge University Press Unit 43 The passive icons8-hand-with-pen-100.png Complete exercises pg 87 ex 43.3 43.4 pg 345 key key to exercise Check your answers with the key at the end of the file english_grammar_in_use_intermediate_3rd_ed_murphy_cambridge_unit43_passive_w_infinitive_and_perfect_infinitive_structures_w_keys.pdf 20250523 smartphone or tablet device print Download onto your tablet or print the following pdf for our next lesson. English Grammar in Use Intermediate, Murphy Unit 47 48 reported speech key to exercise Check your answers with the key at the end of the file english_grammar_in_use_intermediate_unit47-48_reported_speech_w_key.pdf 20250526 smartphone or tablet device print Download onto your tablet or print the following pdf for our next lesson. English Grammar in Use - Intermediate by Murphy, Cambridge University Press icons8-hand-with-pen-100.png Complete the following exercises Unit 10 Present perfect continuous & simple key to exercise Check your answers with the key at the end of the file. english_grammar_in_use_intermediate_3rd_ed_murphy_cambridge_unit10_present_perfect_continuous_and_simple_w_key.pdf 20250528 smartphone or tablet device print Download onto your tablet or print the following pdf for our next lesson. English Grammar in Use - Intermediate 3rd ed - Murphy Unit 40 Third conditional icons8-hand-with-pen-100.png Complete exercises key to exercise Check your answers with the key at the end of the file english_grammar_in_use_intermediate_3rd_ed_murphy_cambridge_unit40_if_3rd_conditional_key.pdf 20250530 smartphone or tablet device print Download onto your tablet or print the following pdf for our next lesson. English Grammar in Use - Intermediate by Murphy, Cambridge University Press Unit 41 I wish I were - I wish you would icons8-hand-with-pen-100.png Complete exercises 41.1 41.2 41.3 41.4 key to exercise Check your answers with the key at the end of the file english_grammar_in_use_intermediate_3rd_ed_murphy_cambridge_unit41_I_wish_I_were_you_would_w_key.pdf Optional homework smartphone or tablet device print Download onto your tablet or print the following pdf for our next lesson. English Grammar in Use - Intermediate by Murphy, Cambridge University Press Unit 77 78 79 articles icons8-hand-with-pen-100.png pg 154-159 Complete exercises key to exercise Check your answers with the key at the end of the file english_grammar_in_use_intermediate_3rd_ed_murphy_cambridge_unit77-78-79_articles_w_key.pdf Homework postponed till 20250603 smartphone or tablet device print Download onto your tablet or print the following pdf for our next lesson. Lifestyle Upper Intermediate Risk assessment pg 71 ex 6 grammar lifestyle_upper_intermediate_students_book_pg_70-73_168_risk_assessment_mixed_conditionals.pdf
Rescheduled from previous lesson icon Support stories Find a common support story for the following questions: Greatest & weakest points of your career Give me an example of a time when you used your fact-finding skills to solve a problem. → identify key concepts e.g. rationale & buzzwords head hunters expect to hear from you → choose & prepare a support story e.g. recall surprising facts & figures, metrics → answer the question with a relevant narrative structure e.g. STAR, CARL, BLUF, Minto / McKinsey Pyramid → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about → use the following AI prompt to facilitate oral delivery of your notes Make short sentences using the past participle or infinitive form and bullet points for each idea https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing schedule 20250523 cancelled 20250530 cancelled zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 92 1 Greatest & weakest points of your career (3/2) - support story to be improved active edit_ol_qa pix/icons8-collaboration-100_white.png Make short sentences using the past participle or infinitive form and bullet points for each idea → answer the questions ]]> stopwatch Give me an example of a time when you used your fact-finding skills to solve a problem. ✓ Rationale: → show you can think outside the box, i.e. creatively but logically, in a repeatable manner → anticipate what converging factors are relevant to each case ✓ Key concepts: → conducted research to identify the root cause of a production issue → interviewed key stakeholders to gather detailed insights about project challenges → analysed data trends to uncover hidden inefficiencies in a workflow → reviewed historical records to resolve a customer service dispute → investigated discrepancies between financial reports and identifying corrective actions → utilised surveys and feedback to determine areas for product improvement → leveraged industry benchmarks to solve a competitive analysis challenge → performed a root cause analysis to address recurring operational bottlenecks ✓ Support stories: → updated datasets to take into account childish questions of customers (S) Situation ✓ product analyst noticed mistakes in the way customers were chatting with the AI chatbot → chatbot would provide wrong answers to 30% of policy questions (T) Task → search dataset logs to understand low customer satisfaction as requested from business analysts (A) Action → analysed database logs from customers → updated datasets to take into account childish questions of customers (...) (R) Result → provided an update w/in only 3 weeks → increased customer satisfaction from 3.8 to 4.2% ✓ Follow-up questions: Would you have been able to solve these challenges without your team? Why / why not? ✓ Rationale: → show you can think outside the box, i.e. creatively but logically, in a repeatable manner ✓ Key concepts: → conducted research to identify the root cause of a production issue → interviewed key stakeholders to gather detailed insights about project challenges → analysed data trends to uncover hidden inefficiencies in a workflow → reviewed historical records to resolve a customer service dispute → investigated discrepancies between financial reports and identifying corrective actions → utilised surveys and feedback to determine areas for product improvement → leveraged industry benchmarks to solve a competitive analysis challenge → performed a root cause analysis to address recurring operational bottlenecks ✓ Support stories: → updated datasets to take into account childish questions of customers → saved money by not investing in the wrong project → created models controlled by the Central Bank (S) Situation ✓ needed to create & estimate clients' credit risk ✓ identified reasons why chatbot would provide wrong answers to 30% of policy questions → provided an update w/in only 3 weeks (T) Task → provide documentation for the Central Bank's machine learning models (...) (A) Action → wrote documentation → requested approval from the Central Bank (...) (R) Result → decreased number of reports from the Central Bank → used ML algos to decrease credit risk → increase in customer satisfaction from 3.8 to 4.2% ✓ Follow-up questions: Would you have been able to solve these challenges without your team? Why / why not? fact-finding skills = ability to systematically gather, verify, and analyse information to identify problems, solutions, or insights for decision-making When things go wrong, do you take time to evaluate if your work could have been completed in another way, or do you proceed without delay with your next task? ✓ Rationale: → demonstrate ability to prioritise tasks → balance learning from mistakes and compromising with a possible technical debt ✓ Key concepts: → professional diligence → dealing with feedback ✓ Support stories: → estimate why a project went over budget → make timely business decisions ✓ Follow-up questions: 91 fact-finding skills = ability to systematically gather, verify, and analyse information to identify problems, solutions, or insights for decision-making turnover = rate at which employees leave a company and are replaced by other people 90 for to the fact that we added simple questions & answers in the training datasets Maybe you know when many peoples people are splitted split into different departments and the tasks are the same (OR overlap) You may have many decisions solutions to solve problems a problem It was about because of the stupidity inattention | lack of computer literacy of our customers After that you must to resolve new issues ]]> 20250520 18:15-19:15 1 3000 -3000 + 3000 = 0 active JH | Identifying support stories - Greatest & weakest points of your career (2/2) By the end of this session you will have studied print Download onto your tablet or print the following pdf for our next lesson. conditionals_mindmap.pdf smartphone or tablet device print Download onto your tablet or print the following pdf for our next lesson. Lifestyle Upper Intermediate Risk assessment pg 71 ex 6 grammar lifestyle_upper_intermediate_students_book_pg_70-73_168_risk_assessment_mixed_conditionals.pdf icon Support stories Find a common support story for the following questions: Greatest & weakest points of your career Give me an example of a time when you used your fact-finding skills to solve a problem. → identify key concepts e.g. rationale & buzzwords head hunters expect to hear from you → choose & prepare a support story e.g. recall surprising facts & figures, metrics → answer the question with a relevant narrative structure e.g. STAR, CARL, BLUF, Minto / McKinsey Pyramid → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about → use the following AI prompt to facilitate oral delivery of your notes Make short sentences using the past participle or infinitive form and bullet points for each idea https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing schedule 20250523 cancelled 20250530 cancelled zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 89 1 Greatest & weakest points of your career (2/2) - support story to be improved active edit_ol_qa pix/icons8-collaboration-100_white.png Make short sentences using the past participle or infinitive form and bullet points for each idea → answer the questions ]]> stopwatch Give me an example of a time when you used your fact-finding skills to solve a problem. ✓ Rationale: → show you can think outside the box, i.e. creatively but logically, in a repeatable manner ✓ Key concepts: → conducted research to identify the root cause of a production issue → interviewed key stakeholders to gather detailed insights about project challenges → analysed data trends to uncover hidden inefficiencies in a workflow → reviewed historical records to resolve a customer service dispute → investigated discrepancies between financial reports and identifying corrective actions → utilised surveys and feedback to determine areas for product improvement → leveraged industry benchmarks to solve a competitive analysis challenge → performed a root cause analysis to address recurring operational bottlenecks ✓ Support stories: → saved money by not investing in the wrong project → created models controlled by the Central Bank (S) Situation ✓ needed to create & estimate clients' credit risk (T) Task → provide documentation for the Central Bank's machine learning models (...) (A) Action → wrote documentation → requested approval from the Central Bank (...) (R) Result → decreased number of reports from the Central Bank → used ML algos to decrease credit risk ✓ Follow-up questions: Would you have been able to solve these challenges without your team? Why / why not? fact-finding skills = ability to systematically gather, verify, and analyse information to identify problems, solutions, or insights for decision-making 88 fact-finding skills = ability to systematically gather, verify, and analyse information to identify problems, solutions, or insights for decision-making turnover = rate at which employees leave a company and are replaced by other people 87 me to include (option 1) that I should include this in my support story (Option 2) You suggested to include ... to me ← to suggest sth to sb You must tell them the actual describing description We counted to on our business users I must tell to my head recruiter (OR head hunter) ... a case to check employees' turnout turnover ]]> 20250516 18:15-19:15 1 3000 -3000 + 6000 = 3000 active JH | Heathrow Terminal 5 - review of conditionals JH | Brief self-introduction (weekly practice) | Identifying support stories - area of interest By the end of this session you will have studied print Download onto your tablet or print the following pdf for our next lesson. English Grammar in Use Intermediate 3rd ed - Murphy Unit 38 Second conditional icons8-hand-with-pen-100.png pg 77 ex 77.1 77.2 77.3 77.4 key to exercise Check your answers with the key at the end of the file http://www.ictnle.com/tmp_pdf/english_grammar_in_use_intermediate_3rd_ed_murphy_cambridge_unit38_if_2nd_conditional_key.pdf smartphone or tablet device print Download onto your tablet or print the following pdf for our next lesson. Lifestyle Upper Intermediate Risk assessment lifestyle_upper_intermediate_students_book_pg_70-73_168_risk_assessment_mixed_conditionals.pdf zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Lifestyle B2 86 1 Lead in Do you make contingency plans? active edit_ol_qa pix/icons8-collaboration-100_white.png What are these 2 men in the photo doing? Are they well equipped? ✓ they are finding fixes ✓ wear a helmet & appropriate outfit fix = (informal) solution to a problem, especially an easy or temporary one Could they have prepared better to such glitches? or are these usual teething problems? ✓ get a ladder (...) glitch = (informal) small problem or fault that stops sth working successfully teething problems = small problems that a company, product, system, etc. has at the beginning If you were in their situation, what would you do? ✓ call maintenance (...) What are contingencies? How do you deal with them? → make contingency plans contingency = events that may or may not happen, possibility black swan = metaphor describing an event which is unanticipated (perhaps because it seemed impossible or because no-one had considered it before), but which has very far-reaching consequences 85 active textbook How would you build the extension (a terminal) to a huge international airport like Heathrow? What could go wrong? tmp_pdf/lifestyle_upper_intermediate_students_book_pg_70-73_168_risk_assessment_mixed_conditionals.pdf ✓ close off some runways ✓ divert traffic ✓ test before opening What problems are likely to happen? ✓ disruptions ✓ cancelled flights (...) pg 70 ex 2 listening lifestyle/lifestyle_upper_intermediate/lifestyle_upper_intermediate_audio_cd02/lifestyle_upper_intermediate_audio_cd02_1.ogg ]]> 84 Grammar: Mixed conditionals active textbook tmp_pdf/lifestyle_upper_intermediate_students_book_pg_70-73_168_risk_assessment_mixed_conditionals.pdf ]]> 83 20190618-0937 Conditionals active decks deck_of_phrases_conditionals.csv 82 20190624-1736 Practice: mixed conditionals active review 81 Grammar: Elision + connected speech (linking) active textbook Grammar: Elision + connected speech (linking) pronunciation of [contracted] forms have /hæv/ - 've /əv/ had /hæd/ - 'd /əd/ contractions would /wud/ would've /wudəv/ wouldn't it /ˈwudn(t)ɪt/ that'd be much too expensive = that would be /ðætəd bi:/ linking you would have you'd 've /j[u:/u/ə] /dəv/ set for homework pg 71 ex 6 grammar ]]> 80 Mindmap: Conditionals active textbook conditionals mindmap ]]> 79 teething = small problems that a company, product, system, etc. has at the beginning;Despite different teething problems our company is anticipating a prosperous year 2023 black swan = metaphor describing an event which is unanticipated (perhaps because it seemed impossible or because no-one had considered it before), but which has very far-reaching consequences fix = (informal) solution to a problem, especially an easy or temporary one glitch = (informal) small problem or fault that stops sth working successfully to pre-empt = to prevent something from happening by taking action first runway = long narrow strip of ground with a hard surface that an aircraft takes off from and lands on 78 electricity electrocuted Maybe if he fall fell he could die If you didn't plan rightly correctly the construction Can I recall call you back? ]]> 20250513 18:15-19:15 1 3000 -3000 + 9000 = 6000 active JH | Identifying support stories - Greatest & weakest points of your career (1/2) JH | Brief self-introduction (weekly practice) | Identifying support stories - area of interest By the end of this session you will have studied Support stories Find a common support story for the following questions: Greatest & weakest points of your career What is your biggest achievement? 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 used your fact-finding skills to solve a problem. → identify key concepts e.g. rationale & buzzwords head hunters expect to hear from you → choose & prepare a support story e.g. recall surprising facts & figures, metrics → answer the question with a relevant narrative structure e.g. STAR, CARL, BLUF, Minto / McKinsey Pyramid → think of additional 2-3 follow-up questions e.g. about details you have omitted on purpose to encourage the head hunter to ask you about → use the following AI prompt to facilitate oral delivery of your notes Make short sentences using the past participle or infinitive form and bullet points for each idea https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 77 1 Greatest & weakest points of your career (1/2) active edit_ol_qa pix/icons8-collaboration-100_white.png Make short sentences using the past participle or infinitive form and bullet points for each idea → answer the questions ]]> stopwatch What is your biggest achievement? - Leading a cross-functional team to complete a project ahead of schedule - Streamlining operations to reduce costs by 20% - Developing a training program to improve employee performance - Successfully managing client relationships, resulting in a 25% increase in sales - Winning a company-wide award for excellence in customer service - Implementing a new software tool that increased productivity by 30% - Gaining recognition for exceeding KPIs in multiple consecutive quarters - Launching a product that became a market leader within six months Achievement: The successful completion of a task or objective that has a significant positive impact on personal or organizational goals. Tell me about a time when you had to go above and beyond the call of duty in order to get a job done. - Taking on additional responsibilities due to a colleague’s sudden departure - Working overtime to meet tight deadlines for a key client project - Volunteering to lead a project outside of core responsibilities to ensure its success - Coordinating with multiple teams to resolve an unexpected technical issue - Offering support after hours to resolve urgent client concerns - Going beyond standard procedures to ensure a customer's needs were met - Proactively identifying and solving a potential problem before it escalated - Stepping in to mentor new team members during peak workload times Above and beyond: Exceeding expectations or going further than what is required or typically expected in a job role. Give me an example of a time when you used your fact-finding skills to solve a problem. - Conducting research to identify the root cause of a production issue - Interviewing key stakeholders to gather detailed insights about project challenges - Analyzing data trends to uncover hidden inefficiencies in a workflow - Reviewing historical records to resolve a customer service dispute - Investigating discrepancies between financial reports and identifying corrective actions - Utilizing surveys and feedback to determine areas for product improvement - Leveraging industry benchmarks to solve a competitive analysis challenge - Performing a root cause analysis to address recurring operational bottlenecks Fact-finding skills: The ability to systematically gather, verify, and analyze information to identify problems, solutions, or insights for decision-making. ]]> What is your biggest achievement? ✓ Rationale: → explain your role in the team ✓ Key concepts: leading a cross-functional team to complete a project ahead of schedule streamlining operations to reduce costs by 20% developing a training program to improve employee performance successfully managing client relationships, resulting in a 25% increase in sales winning a company-wide award for excellence in customer service implementing a new software tool that increased productivity by 30% gaining recognition for exceeding KPIs in multiple consecutive quarters launching a product that became a market leader within six months ✓ Support stories: → AB testing procedure AI helper → reducing queries from 3 days to 10min 〆monolithic technology resulting in a possible technical debt ✓ Follow-up questions: Could you have achieved such success alone? Why have you chosen this experience and not another? Is your success only circumstantial or long-lasting? ✓ 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) Tell me about a time when you had to go above and beyond the call of duty in order to get a job done. ✓ Rationale: → show unwavering commitment ✓ Key concepts: → take on additional responsibilities due to a colleague’s sudden departure → work overtime to meet tight deadlines for a key client project → volunteer to lead a project outside of core responsibilities to ensure its success → coordinate with multiple teams to resolve an unexpected technical issue → offer support after hours to resolve urgent client concerns → go beyond standard procedures to ensure a customer's needs were met → proactively identify and solve a potential problem before it escalated → step in to mentor new team members during peak workload times ✓ Support stories: → fixing a model quickly ✓ Follow-up questions: Had your managers appreciated to what extent you had exceeded expectations? Would you go the extra mile again even if you weren't remunerated accordingly or do you consider this inappropriate behaviour for senior positions? ✓ Rationale: → show unwavering commitment ✓ Key concepts: → take on additional responsibilities due to a colleague’s sudden departure → work overtime to meet tight deadlines for a key client project → volunteer to lead a project outside of core responsibilities to ensure its success → coordinate with multiple teams to resolve an unexpected technical issue → offer support after hours to resolve urgent client concerns → go beyond standard procedures to ensure a customer's needs were met → proactively identify and solve a potential problem before it escalated → step in to mentor new team members during peak workload times ✓ Support stories: ✓ Follow-up questions: Had your managers appreciated to what extent you had exceeded expectations? Would you go the extra mile again even if you weren't remunerated accordingly or do you consider this inappropriate behaviour for senior positions? above and beyond = exceeding expectations or going further than what is required or typically expected in a job role 76 to enrich = to improve the quality of something by adding something else 75 better answered for employers' questions better If they wanted to registry register | record | enlist new clients... You don't need to wide widen (the scope of) the technology You don't need to wide increase | enrich | add to the technological stack It depends of on which kind of job I want to get Our task has was completely achieved If I didn't complete hadn't completed that we had would have got errors in our code (hypothetical situation in the past → 3rd conditional) I haven't got a plan for my growing growth | career growth | career development If you burn out in your job Managers should take their time have great time management skills ]]> 20250506 18:15-19:15 1 9000 20250505 3000 -3000 + 3000 + 9000 = 9000 active JH | Identifying support stories - Upstream & downstream feedback (3/3) JH | Brief self-introduction (weekly practice) | Identifying support stories - Upstream & downstream feedback (2/2) By the end of this session you will have studied Support stories Find a common support story for the following questions: Upstream & downstream feedback Tell me about a time when you delegated a project effectively. Please tell me about a time you had to fire a friend. → use the following AI prompt to facilitate oral delivery of your notes Make short sentences using the past participle or infinitive form and bullet points for each idea https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 74 1 Upstream & downstream feedback (3/3) active edit_ol_qa pix/icons8-collaboration-100_white.png How do you show your commitment to achieving goals? Can you refrain from being too emotional? Make short sentences using the past participle or infinitive form and bullet points for each idea → answer the questions ]]> stopwatch Imagine this is a job interview. Answer the following questions in no more than 300 words with 5 to 8 bullet points for each. Don't use sentences, only infinitive forms or gerunds with noun phrases. Give a definition of approximately 100 words for each buzzword which a head hunter would expect to hear in each answer. Questions: 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. Absolutely. Here are your answers in the requested format: --- ### **1. What would your previous boss & colleagues say about you?** **Buzzword: Emotional Intelligence** *Emotional intelligence* is the ability to recognize, understand, and manage one’s own emotions while being able to recognize, empathize with, and influence the emotions of others. In professional settings, it contributes to better teamwork, leadership, and conflict resolution. High emotional intelligence leads to stronger interpersonal relationships and more adaptable, resilient team environments. - Demonstrating consistent reliability under pressure - Showing empathy in team conflict resolution - Communicating clearly during high-stress situations - Supporting junior staff with proactive mentoring - Responding positively to feedback and coaching - Maintaining composure during organizational change - Adapting quickly to new team dynamics - Championing inclusive and respectful collaboration --- ### **2. Would you like to make a long-lasting impact or be appreciated?** **Buzzword: Legacy Leadership** *Legacy leadership* is the mindset and approach of leading with the intention of creating long-term value and positive change that lasts beyond one's tenure. It focuses on empowerment, sustainable growth, and cultural influence within organizations. Legacy leaders build systems and shape people to continue evolving and succeeding independently. - Building scalable systems for long-term growth - Developing talent through structured mentorship - Embedding values into team culture and operations - Shaping strategy with future-proofing mindset - Prioritizing sustainable over short-term wins - Empowering teams to make autonomous decisions - Creating playbooks for organizational continuity - Leaving behind high-performing, self-sufficient teams --- ### **3. Tell me about a time when you delegated a project effectively.** **Buzzword: Strategic Delegation** *Strategic delegation* is the deliberate assignment of responsibilities based on team members’ strengths, development needs, and organizational priorities. It increases efficiency, builds trust, enhances team capabilities, and allows leaders to focus on higher-level planning while empowering others to grow. - Identifying team strengths through performance tracking - Aligning task complexity with skill development goals - Setting clear timelines and measurable milestones - Providing ongoing coaching without micromanaging - Scheduling weekly check-ins for progress evaluation - Empowering ownership with decision-making autonomy - Celebrating milestones to boost motivation - Documenting lessons learned for future reference --- ### **4. Please tell me about a time you had to fire a friend.** **Buzzword: Ethical Leadership** *Ethical leadership* refers to leading with integrity, fairness, and moral clarity, especially during challenging decisions. It emphasizes transparency, accountability, and doing what is right—even when uncomfortable. Ethical leaders prioritize values over convenience and inspire trust through consistent ethical actions. - Conducting performance evaluations with transparency - Delivering feedback with empathy and honesty - Consulting HR for procedural fairness and support - Prioritizing company values over personal relationships - Preparing severance and transition support plans - Communicating decision respectfully and privately - Offering long-term career guidance post-departure - Reflecting on decision to reinforce leadership integrity --- Would you like help tailoring these responses for a specific role or industry? Tell me about a time when you delegated a project effectively. OR (if you have no experience in delegating yourself...) What did you do when your manager was on sick leave? How did you manage priorities among team members? ✓ Rationale: = show experience in strategic delegation → balance striking a consensus with timely decision-making ✓ Key concepts: → identify team strengths through performance tracking → align task complexity with skill development goals → set clear timelines and measurable milestones → provide ongoing coaching without micromanaging → schedule weekly check-ins for progress evaluation → empower ownership with decision-making autonomy → celebrate milestones to boost motivation → document lessons learned for future reference ✓ Support stories: → find a situation when you avoided the following mistakes: 〆offended an experienced team member 〆gave tasks to teams outside your dept without approval of your team lead e.g. delegated challenging tasks to experienced developers e.g. encouraged junior team members to complete tasks within the periphery of their knowledge e.g. helped celebrate success by eating out, sharing your passion for... with team members → built team spirit ✓ Follow-up questions: Have you participated in a project which you believe was well delegated? Why was it so effective? What would you do differently? strategic delegation = deliberate assignment of responsibilities based on team members’ strengths, development needs, and organizational priorities. Increases efficiency, builds trust, enhances team capabilities, and allows leaders to focus on higher-level planning while empowering others to grow Please tell me about a time you had to fire a friend. OR Have you ever felt guilty of protecting a colleague who had committed a professional mistake? ✓ Rationale: = give evidence of ethical leadership ✓ Key concepts: → conducting performance evaluations with transparency → delivering feedback with empathy and honesty → consulting HR for procedural fairness and support → prioritizing company values over personal relationships → preparing severance and transition support plans → communicating decision respectfully and privately → offering long-term career guidance post-departure → reflecting on decision to reinforce leadership integrity ✓ Support stories: → provided impartial feedback during a performance review ✓ Follow-up questions: Have you ever felt guilty of protecting a colleague who had committed a professional mistake? How important when team building is socialising with colleagues? Can you do without? Have you ever been in a company where values were not worth being given priority over personal relationships? ethical leadership = leading with integrity, fairness, and moral clarity, especially during challenging decisions. It emphasizes transparency, accountability, and doing what is right—even when uncomfortable. Ethical leaders prioritize values over convenience and inspire trust through consistent ethical actions 73 strategic delegation = deliberate assignment of responsibilities based on team members’ strengths, development needs, and organizational priorities. Increases efficiency, builds trust, enhances team capabilities, and allows leaders to focus on higher-level planning while empowering others to grow ethical leadership = leading with integrity, fairness, and moral clarity, especially during challenging decisions. It emphasizes transparency, accountability, and doing what is right—even when uncomfortable. Ethical leaders prioritize values over convenience and inspire trust through consistent ethical actions 72 offer suggest | propose a better decision solution | OR recommend a better decision I can't practise my English every all the time If I become an IT architecture architect I can be better rather than other candidates ]]> 20250429 18:15-19:15 1 3000 -3000 + 6000 = 3000 active JH | Brief self-introduction (weekly practice) | Identifying support stories - Upstream & downstream feedback (2/3) By the end of this session you will have studied Brief self-introduction → use the following AI prompt to facilitate oral delivery of your notes Make short sentences using the past participle or infinitive form and bullet points for each idea → improvise with bullet points instead of reading to sound more natural → occasionally pause during your self-introduction & engage with the interviewer for example: Are you interested in hearing more about that? Do you want me to expand on that? Would you like to know more? → practise different narrative patterns (BLUF, 1PBL, STAR, Minto/McKinsey Pyramid) → practise oral delivery https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing icon Support stories Find a common support story for the following questions: Upstream & downstream feedback 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. → use the following AI prompt to facilitate oral delivery of your notes Make short sentences using the past participle or infinitive form and bullet points for each idea https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 71 1 Self-introduction guidelines active edit_ol_qa pix/icons8-collaboration-100_white.png How can you make your self-introduction more memorable? Is it different from others? Can you script it as a conversation by anticipating questions? Make short sentences using the past participle or infinitive form and bullet points for each idea → improvise with bullet points instead of reading to sound more natural → occasionally pause during your self-introduction & engage with the interviewer → practise different narrative patterns (BLUF, 1PBL, STAR, Minto/McKinsey Pyramid) → practise oral delivery Answer the questions.]]> Anything that can go wrong will go wrong Murphy's Law • self-introduction As you have seen in my CV... • current position • role → anticipate follow-up questions Would you like me to share a specific example of how we handle these cases? • achievements ✓ use metrics Are you interested in hearing more about that? Do you want me to expand on that? → anticipate follow-up questions Have you ever experienced challenges with...? • previous experience ✓ explain why it is relevant to the position Would you like to know more? Would you like me to walk you through one of the AI assistant projects? → anticipate follow-up questions Is there anything specific you ought to take into account when considering your application for this job? (...) ]]> Does your self-introduction whet the appetite & make a memorable impression? Why / why not? What adjectives best describe it? to whet the appetite = to increase desire for or interest in sth boring intriguing dry engaging shy daring alienating emotionally appealing predictable well-narrated confusing cohesive What have you added / can you add to make your self-introduction less anonymous? ! avoid cliches What expressions are worth keeping/recycling from versioning with AI? What spicy piece of information can you add that is not in your CV? What mistakes are common when introducing oneself? 〆starting by giving your name & surname = obvious & redundant → rather artificial because one would expect the recruiter remembers who you are... 〆ignoring questions or attempts from the recruiter to interrupt your flow → make pauses to ask questions 〆lacking metrics → prepare facts & figures 70 1 Upstream & downstream feedback (2/4) active edit_ol_qa pix/icons8-collaboration-100_white.png How do you show your commitment to achieving goals? Can you refrain from being too emotional? Make short sentences using the past participle or infinitive form and bullet points for each idea → answer the questions ]]> stopwatch Imagine this is a job interview. Answer the following questions in no more than 300 words with 5 to 8 bullet points for each. Don't use sentences, only infinitive forms or gerunds with noun phrases. Give a definition of approximately 100 words for each buzzword which a head hunter would expect to hear in each answer. Questions: 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. Absolutely. Here are your answers in the requested format: --- ### **1. What would your previous boss & colleagues say about you?** **Buzzword: Emotional Intelligence** *Emotional intelligence* is the ability to recognize, understand, and manage one’s own emotions while being able to recognize, empathize with, and influence the emotions of others. In professional settings, it contributes to better teamwork, leadership, and conflict resolution. High emotional intelligence leads to stronger interpersonal relationships and more adaptable, resilient team environments. - Demonstrating consistent reliability under pressure - Showing empathy in team conflict resolution - Communicating clearly during high-stress situations - Supporting junior staff with proactive mentoring - Responding positively to feedback and coaching - Maintaining composure during organizational change - Adapting quickly to new team dynamics - Championing inclusive and respectful collaboration --- ### **2. Would you like to make a long-lasting impact or be appreciated?** **Buzzword: Legacy Leadership** *Legacy leadership* is the mindset and approach of leading with the intention of creating long-term value and positive change that lasts beyond one's tenure. It focuses on empowerment, sustainable growth, and cultural influence within organizations. Legacy leaders build systems and shape people to continue evolving and succeeding independently. - Building scalable systems for long-term growth - Developing talent through structured mentorship - Embedding values into team culture and operations - Shaping strategy with future-proofing mindset - Prioritizing sustainable over short-term wins - Empowering teams to make autonomous decisions - Creating playbooks for organizational continuity - Leaving behind high-performing, self-sufficient teams --- ### **3. Tell me about a time when you delegated a project effectively.** **Buzzword: Strategic Delegation** *Strategic delegation* is the deliberate assignment of responsibilities based on team members’ strengths, development needs, and organizational priorities. It increases efficiency, builds trust, enhances team capabilities, and allows leaders to focus on higher-level planning while empowering others to grow. - Identifying team strengths through performance tracking - Aligning task complexity with skill development goals - Setting clear timelines and measurable milestones - Providing ongoing coaching without micromanaging - Scheduling weekly check-ins for progress evaluation - Empowering ownership with decision-making autonomy - Celebrating milestones to boost motivation - Documenting lessons learned for future reference --- ### **4. Please tell me about a time you had to fire a friend.** **Buzzword: Ethical Leadership** *Ethical leadership* refers to leading with integrity, fairness, and moral clarity, especially during challenging decisions. It emphasizes transparency, accountability, and doing what is right—even when uncomfortable. Ethical leaders prioritize values over convenience and inspire trust through consistent ethical actions. - Conducting performance evaluations with transparency - Delivering feedback with empathy and honesty - Consulting HR for procedural fairness and support - Prioritizing company values over personal relationships - Preparing severance and transition support plans - Communicating decision respectfully and privately - Offering long-term career guidance post-departure - Reflecting on decision to reinforce leadership integrity --- Would you like help tailoring these responses for a specific role or industry? Would you like to make a long-lasting impact or be appreciated? ✓ build scalable systems for long-term growth ✓ develop talent through structured mentorship ✓ embed values into team culture and operations ✓ shape strategy with future-proofing mindset ✓ prioritise sustainable over short-term wins ✓ empower teams to make autonomous decisions ✓ create strategies for organisational continuity ✓ leave behind high-performing, self-sufficient teams legacy leadership = mindset and approach of leading with the intention of creating long-term value and positive change that lasts beyond one's tenure. Focuses on empowerment, sustainable growth, and cultural influence within organizations. Legacy leaders build systems and shape people to continue evolving and succeeding independently tenure = period of time when sb holds an important job, especially a political one; the act of holding an important job 69 legacy leadership = mindset and approach of leading with the intention of creating long-term value and positive change that lasts beyond one's tenure. Focuses on empowerment, sustainable growth, and cultural influence within organizations. Legacy leaders build systems and shape people to continue evolving and succeeding independently tenure = period of time when sb holds an important job, especially a political one; the act of holding an important job 68 Your An easier way is get getting a job in a big company I'm telling what problems we may to have and then I give more better ideas After I got confirm confirmation from stakeholders I willwant to will have a view some understanding of what kind of their problem they have I only can only work with a team I should work have worked at T1 more than xxx years ]]> 20250425 18:15-19:15 1 3000 -3000 + 9000 = 6000 active JH | Identifying support stories - Upstream & downstream feedback (1/3) By the end of this session you will have studied Support stories Find a common support story for the following questions: 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) (...) → use the following AI prompt to facilitate oral delivery of your notes Make short sentences using the past participle or infinitive form and bullet points for each idea https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 67 1 Upstream & downstream feedback (1/3) active edit_ol_qa pix/icons8-collaboration-100_white.png How do you show your commitment to achieving goals? Can you refrain from being too emotional? Make short sentences using the past participle or infinitive form and bullet points for each idea → answer the questions ]]> stopwatch Have you ever had to deal with negative upstream and/or downstream feedback? ✓ Rationale: = check if you are involved & committed but not too emotional ✓ Key concepts: → taking things with a pinch of salt (distancing) → lesson learnt (resilience) ✓ Support stories: → failed to complete checklist & review session ✓ Follow-up questions: How did stakeholders react to you distancing yourself from their criticism? Have you experienced a similar situation when you were providing negative feedback to your hierarchy? Will you seek support from your manager / colleagues to strengthen your point of view? What would your previous boss & colleagues say about you? ✓ Rationale: = explain why your help was solicited ✓ Support stories: → find situations when your colleagues sought your expertise ✓ Key concepts: → suggest how your contribution was decisive → emphasise repeated occurrences of reliance on your skills ✓ Follow-up questions: Have you taken any steps to make sure you are not irreplaceable? Why / why not? Have you ever made yourself any enemies? Why / why not? 66 to take sth with a grain | pinch of salt = to view something with scepticism or not to interpret something literally resilience = ability of people or things to feel better quickly after sth unpleasant, such as shock, injury, etc 65 applied sent my CV (OR I applied for a vacancy with my CV) We implemented this in each of our modernisation sessions They must to modernise (update?) their database It will be crashed crash the database I listened to him carefully They said told me that I'm well qualified for this We got much many requirements Thanks for me to my contribution | ideas, we resolved the house chaos /ˈkeɪɔs/ ]]> 20250422 18:15-19:15 1 3000 -3000 + 12000 = 9000 active JH | Brief self-introduction (weekly practice) | Teal organisations By the end of this session you will have studied Brief self-introduction → use the following AI prompt to facilitate oral delivery of your notes Make short sentences using the past participle or infinitive form and bullet points for each idea → improvise with bullet points instead of reading to sound more natural → occasionally pause during your self-introduction & engage with the interviewer for example: Are you interested in hearing more about that? Do you want me to expand on that? Would you like to know more? → practise different narrative patterns (BLUF, 1PBL, STAR, Minto/McKinsey Pyramid) → practise oral delivery https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing icon Support stories Find a common support story for the following questions: 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) (...) → use the following AI prompt to facilitate oral delivery of your notes Make short sentences using the past participle or infinitive form and bullet points for each idea https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> 64 1 pix/icons8-dictionary-100_white.png Teal organisations active wip xml_multi_dd_row Would you like to work in a company where workers are self-managed? Teal Organisation is a term coined in 2014 by Frederic Laloux in his book Reinventing Organizations. Laloux uses a descriptive model in which he describes different types of organizations in terms of colour, and he cites studies by evolutionary and social psychologists including Jean Gebser, Clare W. Graves, Don Edward Beck, Chris Cowan and Ken Wilber. (adapted from Wikipedia) → match the expressions with the definitions → describe a real-life or fictional situation with each expression ]]> 22 12 left Red Organizations Amber Organizations Orange Organizations Green Organizations Teal Organisations Self-management Wholeness Evolutionary purpose ]]> 1 2 3 4 5 6 7 8 63 red organizations = organisations characterized by authoritarian structures and control through fear amber organizations = organisations structured around rigid hierarchies and top-down command orange organizations = organisations operating on meritocratic principles, emphasizing competition and performance green organizations = organisations focusing on consensus and stakeholder values, often emphasizing culture and empowerment teal organisations = (greenish-blue colour) organisations where management is based on worker autonomy and peer relationships self-management = according the theory of Teal organizations, this replaces traditional hierarchy with a system where employees manage themselves and collaborate on decisions, distributing authority more evenly wholeness = according the theory of Teal organizations, this encourages employees to integrate their personal and professional identities, fostering a work environment that prioritizes emotional well-being and authenticity evolutionary purpose = according the theory of Teal organizations, this means organisations are living entities that adapt and evolve naturally, guided by their own sense of direction rather than rigid strategic plans or profit motives turquoise company = organization which does not have a classic hierarchical structure, with a CEO at the head and other department managers below him. It is a system based on a flat structure with self-management, not power and positions Teal companies = organisations which are characterized by power decentralization, self-discipline, natural hierarchies, and a high degree of employee responsibility. The concept of a Teal organization was created by Frederic Laloux, a former McKinsey and Company executive, and introduced in his book “Reinventing Organizations”. rigid = (often disapproving) (of rules, methods, etc.) very strict and difficult to change; (of a person) not willing to change their ideas or behaviour; (of an object or substance) stiff and difficult to move or bend to thrive = to become, and continue to be, successful, strong, healthy, etc 62 the modernisation of our model (OR for modernising our model) Despite that Despite the fact that | Although I joined the team recently In my previous role I successfully implement implemented different models It can help to our banks You should to know the basis basics The most important, it's the ability to hear listen to your stakeholders They said told me that they enjoyed my work I think I should to have a meeting with my team You can don't decide not to hire me ]]> key /ki:/ event 20250418 18:15-19:15 1 12000 20250418 3000 -3000 + 3000 + 12000 = 12000 active JH | STAR format: Burned out, faded away | Identifying support stories By the end of this session you will have studied STAR format: Burned out, faded away → read the article → what mistakes described are similar to yours? https://applypass.com/star-format-burned-out-faded-away/ zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 61 1 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 60 2 pix/icons8-dictionary-100_white.png Choosing communication strategies wip active 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 → focus mostly on the results Minto / McKinsey Pyramid
→ convince with details as long as it is necessary (from most to least important) STAR (Situation, Task, Actions, Result)
→ sum up a story ]]> 1;2 3;4;5 6;7;8;9 59 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 58 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 57 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 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 56 right properly understand this question We spend many times for much time on answering I try to talk it deeply talk about it | describe it in depth He will give me an some advice to grow up increase my salary You must to review your feedback You should to have an IT infrastructure ]]> hypocrite /ˈhɪpəkrɪt/ hypocrisy /hə'pɔkrəsi:/ answer /'ænsə:/ automated /'ɔ:tə,meitəd/ 20250415 18:15-19:15 1 3000 -3000 + 6000 = 3000 active JH | Brief self-introduction (weekly practice) | Assessing the qualities of a self-introduction By the end of this session you will have studied Brief self-introduction → use the following AI prompt to facilitate oral delivery of your notes Make short sentences using the past participle or infinitive form and bullet points for each idea → improvise with bullet points instead of reading to sound more natural → occasionally pause during your self-introduction & engage with the interviewer for example: Are you interested in hearing more about that? Do you want me to expand on that? Would you like to know more? → practise oral delivery https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing icons8-reading-100.png STAR format: Burned out, faded away → read the article → what mistakes described are similar to yours? https://applypass.com/star-format-burned-out-faded-away/ zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 55 1 Self-introduction guidelines active edit_ol_qa pix/icons8-collaboration-100_white.png How can you make your self-introduction more memorable? Is it different from others? Can you script it as a conversation by anticipating questions? Make short sentences using the past participle or infinitive form and bullet points for each idea → improvise with bullet points instead of reading to sound more natural → occasionally pause during your self-introduction & engage with the interviewer → practise different narrative patterns (BLUF, 1PBL, STAR, Minto/McKinsey Pyramid) → practise oral delivery Answer the questions.]]> Anything that can go wrong will go wrong Murphy's Law • self-introduction As you have seen in my CV... • current position • role → anticipate follow-up questions Would you like me to share a specific example of how we handle these cases? • achievements ✓ use metrics Are you interested in hearing more about that? Do you want me to expand on that? → anticipate follow-up questions Have you ever experienced challenges with...? • previous experience ✓ explain why it is relevant to the position Would you like to know more? Would you like me to walk you through one of the AI assistant projects? → anticipate follow-up questions Is there anything specific you ought to take into account when considering your application for this job? (...) ]]> Does your self-introduction whet the appetite & make a memorable impression? Why / why not? What adjectives best describe it? to whet the appetite = to increase desire for or interest in sth boring intriguing dry engaging shy daring alienating emotionally appealing predictable well-narrated confusing cohesive What have you added / can you add to make your self-introduction less anonymous? ! avoid cliches What expressions are worth keeping/recycling from versioning with AI? What spicy piece of information can you add that is not in your CV? What mistakes are common when introducing oneself? 〆starting by giving your name & surname = obvious & redundant → rather artificial because one would expect the recruiter remembers who you are... 〆ignoring questions or attempts from the recruiter to interrupt your flow → make pauses to ask questions 〆lacking metrics → prepare facts & figures 54 to whet the appetite = to increase desire for or interest in sth 53 (OR justify) our economical economic efficiency OR financial viability We want to implement machine learnings learning models which can help to achieve some results in... ... after Eurobond replacing 's replacement | substitution | being replaced by... I can resolve very specifical specific tasks You should to find all specifics (characteristics) that affect to other systems banks ' systems Only for in order to improve... ]]> registration /ˌredʒɪsˈtreɪʃən/ 20250410 17:30-18:30 1 3000 -3000 + 9000 = 6000 active JH | Communication strategies By the end of this session you will have studied STAR format: Burned out, faded away → read the article → what mistakes described are similar to yours? https://applypass.com/star-format-burned-out-faded-away/ zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 52 2 Role play active role_play Recycle new expressions and language. You were a keynote speaker at an international conference. The event is now almost over, you are now enjoying some cocktails at the buffet. Some people were attending other lectures and therefore don't know who you are. Socialise with them. You think you are an outstanding expert! → introduce yourself → answer questions → disagree using a touch of humour I am honoured to have been giving a lecture here at... I am an expert in the field of... I have extensive knowledge and experience in... In an era characterized by complex trade agreements, geopolitical shifts, and technological advancements, the role of... I contribute to the successful development of... Thank you for the opportunity to... You were short-listed for being a keynote speaker but couldn't make it in time for the opening ceremony. You are a little upset. You wish you had been able to attend your partner's lecture because you have similar interests, though contradictory views... You think you are a better specialist! → introduce yourself → ask tricky questions → disagree in a polite but assertive way As a seasoned professional in this field, I have witnessed first hand... My work is defined by... I stand at the intersection of... In this era of rapid globalization, my role of... Thank you for your time & attention, I have really enjoyed talking to you about... 51 1 Communication strategies wip 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 50 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 → focus mostly on the results Minto / McKinsey Pyramid
→ convince with details
as long as it is necessary
(from most to least important) STAR (Situation, Task, Actions, Result)
→ shorten a (success) story ]]> 1;2 3;4;5;9 6;7;8;9 49 4 pix/icons8-collaboration-100_white.png Identifying single answers for many questions 1/2 xml_multi_dd_column xml_multi_dd_row 20230603 hw20230610n1 active What questions are you likely to get at a job interview? Which could overlap? The same areas of interests may be addressed with different questions. Match the following categories / areas of interests with example questions. → add any other questions which could paraphrase the meaning & lead to the same answer Greatest & weakest points of your career What is your biggest achievement? Give me an example of a time when you set a goal and were able to meet or achieve it. (...) ]]> #dbd039 80 -0.4 8 bottom Give me an example of a time when you set a goal and were able to meet or achieve it.
Tell me about a time when you had to go above and beyond the call of duty in order to get a job done.
Give me an example of a time when you motivated others.
Give me an example of a time when you used your fact-finding skills to solve a problem.
Describe a time when you anticipated potential problems and developed preventive measures.
Describe a time when you set your sights too high (or too low).
Give me an example of a time when you tried to accomplish something and failed.
Tell me about a time when you missed an obvious solution to a problem. What would your previous boss & colleagues say about you?
How do you build team spirit?
Give me an example of a time when you motivated others.
Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way.
Tell me about a time when you had to use your presentation skills to influence someone's opinion.
Would you like to make a long-lasting impact or be appreciated?
Give me a specific example of a time when you had to conform to a policy with which you did not agree.
Please discuss an important written document you were required to complete. Have you ever had to deal with negative upstream and/or downstream feedback?
What is your typical way of dealing with conflict? Give me an example.
Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way.
Describe a time when you were faced with a stressful situation that demonstrated your coping skills.
Give me a specific example of a time when you had to conform to a policy with which you did not agree.
Tell me about a time when you had too many things to do and you were required to prioritize your tasks.
Give me an example of a time when you had to make a split second decision.
Tell me about a time you were able to successfully deal with another person even when that individual may not have personally liked you (or vice versa).
Tell me about a difficult decision you've made in the last year.
Tell me about a recent situation in which you had to deal with a very upset customer or co-worker.
Describe a time when you anticipated potential problems and developed preventive measures.
Tell me about a time when you were forced to make an unpopular decision.
Please tell me about a time you had to fire a friend. ]]> 1 2 3 greatest & weakest points of your career What is your biggest achievement? Give me a specific example of a time when you used good judgement and logic in solving a problem. Give me an example of a time when you set a goal and were able to meet or achieve it. Tell me about a time when you had to go above and beyond the call of duty in order to get a job done. Give me an example of a time when you motivated others. Give me an example of a time when you used your fact-finding skills to solve a problem. Describe a time when you anticipated potential problems and developed preventive measures. Describe a time when you set your sights too high (or too low). Give me an example of a time when you tried to accomplish something and failed. Tell me about a time when you missed an obvious solution to a problem. cross functional collaboration What would your previous boss & colleagues say about you? How do you build team spirit? Give me an example of a time when you motivated others. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Would you like to make a long-lasting impact or be appreciated? Give me a specific example of a time when you had to conform to a policy with which you did not agree. Please discuss an important written document you were required to complete. conflict resolution Have you ever had to deal with negative upstream and/or downstream feedback? What is your typical way of dealing with conflict? Give me an example. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Describe a time when you were faced with a stressful situation that demonstrated your coping skills. Give me a specific example of a time when you had to conform to a policy with which you did not agree. Tell me about a time when you had too many things to do and you were required to prioritize your tasks. Give me an example of a time when you had to make a split second decision. Tell me about a time you were able to successfully deal with another person even when that individual may not have personally liked you (or vice versa). Tell me about a difficult decision you've made in the last year. Tell me about a recent situation in which you had to deal with a very upset customer or co-worker. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ]]> 48 5 pix/icons8-collaboration-100_white.png Identifying single answers for many questions 2/2 xml_multi_dd_column xml_multi_dd_row 20230603 hw20230610n1 active What questions are you likely to get at a job interview? Which could overlap? The same areas of interests may be addressed with different questions. Match the following categories / areas of interests with example questions. → add any other questions which could paraphrase the meaning & lead to the same answer Greatest & weakest points of your career What is your biggest achievement? Give me an example of a time when you set a goal and were able to meet or achieve it. (...) ]]> #dbd039 80 -0.4 8 bottom Give me an example of a time when you had to make a split second decision.
Give me an example of when you showed initiative and took the lead.
Tell me about a time when you delegated a project effectively.
What is your biggest achievement as a leader?
Where do you see yourself in 5 years?
Would you like to make a long-lasting impact or be appreciated?
How do you build team spirit?
Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way.
Tell me about a time when you had to use your presentation skills to influence someone's opinion.
Describe a time when you anticipated potential problems and developed preventive measures.
Tell me about a time when you were forced to make an unpopular decision.
Please tell me about a time you had to fire a friend. Where do you see yourself in 5 years?
How do you mentor junior team members?
How do you build team spirit?
Give me an example of a time when you motivated others.
Please tell me about a time you had to fire a friend. Have you ever had to deal with negative upstream and/or downstream feedback?
What would your previous boss & colleagues say about you?
Would you like to make a long-lasting impact or be appreciated?
Tell me about a time when you delegated a project effectively.
Please tell me about a time you had to fire a friend. ]]> 1 2 3 greatest & weakest points of your career What is your biggest achievement? Give me a specific example of a time when you used good judgement and logic in solving a problem. Give me an example of a time when you set a goal and were able to meet or achieve it. Tell me about a time when you had to go above and beyond the call of duty in order to get a job done. Give me an example of a time when you motivated others. Give me an example of a time when you used your fact-finding skills to solve a problem. Describe a time when you anticipated potential problems and developed preventive measures. Describe a time when you set your sights too high (or too low). Give me an example of a time when you tried to accomplish something and failed. Tell me about a time when you missed an obvious solution to a problem. cross functional collaboration What would your previous boss & colleagues say about you? How do you build team spirit? Give me an example of a time when you motivated others. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Would you like to make a long-lasting impact or be appreciated? Give me a specific example of a time when you had to conform to a policy with which you did not agree. Please discuss an important written document you were required to complete. conflict resolution Have you ever had to deal with negative upstream and/or downstream feedback? What is your typical way of dealing with conflict? Give me an example. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Describe a time when you were faced with a stressful situation that demonstrated your coping skills. Give me a specific example of a time when you had to conform to a policy with which you did not agree. Tell me about a time when you had too many things to do and you were required to prioritize your tasks. Give me an example of a time when you had to make a split second decision. Tell me about a time you were able to successfully deal with another person even when that individual may not have personally liked you (or vice versa). Tell me about a difficult decision you've made in the last year. Tell me about a recent situation in which you had to deal with a very upset customer or co-worker. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. leadership Give me an example of a time when you motivated others. Give me an example of a time when you had to make a split second decision. Give me an example of when you showed initiative and took the lead. Tell me about a time when you delegated a project effectively. What is your biggest achievement as a leader? Where do you see yourself in 5 years? Would you like to make a long-lasting impact or be appreciated? How do you build team spirit? Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. mentoring Where do you see yourself in 5 years? How do you mentor junior team members? How do you build team spirit? Give me an example of a time when you motivated others. Please tell me about a time you had to fire a friend. upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? Would you like to make a long-lasting impact or be appreciated? Tell me about a time when you delegated a project effectively. Please tell me about a time you had to fire a friend. ]]> 47 to empower = to give sb the power or authority to do sth; to authorise well-rounded = having a variety of experiences and abilities and a fully developed personality; providing or showing a variety of experience, ability, etc cross-team collaboration (or cross-functional collaboration) = happens when employees from separate departments within a company work together on a task or project in any capacity. Doesn't require to work with other functions cross functional collaboration = involves a group of people with a wide range of skills working together on a project. You could hold meetings with accounting, sales, and marketing about the accounts receivable and accounts payable processes. And don't just include department heads, include “regular employees” from each team too, and assign them different responsibilities in line with your objectives 46 you my presentation with you I am agree with you if you're trying to create... I had this situation in the last year For In my experience, you start with results You will spend many times much time telling him ]]> 20250408 18:15-19:15 1 12000 20250407 3000 -3000 + 0 + 12000 = 9000 active JH | Brief self-introduction (weekly practice) | Versioning a self-introduction with AI By the end of this session you will have studied Versioning different self-introductions → choose 3 distinctive situations for example: 1) job interview 2) short biography for a seminar's website and forthcoming webinar 3) informal dinner / cocktail party → refine contents 1) avoid details which may undermine your credibility for example: He is a system analyst with over two years of experience in the banking IT sector 2) adapt register (unmarked, formal, informal...) to each situation 3) recycle your favourite expressions from the versioning of your draft for example: I’m at the intersection of finance and technology because I help banks make smarter decisions using AI There’s something deeply satisfying about cooking after spending all day in the digital world I’ve recently perfected my Ramen technique after months of trial and error → rehearse oral delivery icons8-lecturer-100.png Brief self-introduction → use the following AI prompt to facilitate oral delivery of your notes Make short sentences using the past participle or infinitive form and bullet points for each idea → improvise with bullet points instead of reading to sound more natural → occasionally pause during your self-introduction & engage with the interviewer for example: Are you interested in hearing more about that? Do you want me to expand on that? Would you like to know more? → practise oral delivery https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 45 1 Versioning different self-introductions active edit_ol_qa prep_ol_qa pix/icons8-hand-with-pen-100_white.png At what occasions do you need a self-introduction? How different are they from each other? e.g. googledocs, yandexdocs... stage 2 → refine with AI and DeepL EACH version → finalise each version by manually editing in a text processor → answer the questions & validate your 3 final versions ChatGPT → check mistakes → rephrase & improve language https://chatgpt.com/ Chatsonic → use suggested prompts to refine AI generated answers e.g. make more engaging https://writesonic.com/chat DeepL Write → copy-paste refined text from AI into DeepL Write for granular changes e.g. double-click on individual words to find synonyms https://www.deepl.com/en/write ]]>
icon Human made draft (HMD)
icons8-chatgpt.svg AI refined version (ARV)
icon Human revised version (HRV)
]]> → what mistakes can you find in this first version (HMD)? → how can you improve the generated text? ]]> → what expressions are worth keeping/recycling in this first answer by AI (ARV)? ]]> → what mistakes can you find in this first answer by AI (ARV)? ]]> → what mistakes can you find in this 2nd answer by AI (ARV2)? → has rephrasing the prompt help avoid the mistakes from ARV? ]]> → what expressions are worth keeping/recycling in this 2nd answer by AI (ARV2)? ]]> → are there any narrative mistakes in this 2nd answer by AI (ARV2)? → what better arguments could be included? ]]> Human revised version → what have you added that makes your version less anonymous? → could AI or anyone else have generated your version? → is it both unique & memorable (i.e. without cliches)? ]]> 44 2 Role play active role_play Recycle new expressions and language. You were a keynote speaker at an international conference. The event is now almost over, you are now enjoying some cocktails at the buffet. Some people were attending other lectures and therefore don't know who you are. Socialise with them. You think you are an outstanding expert! → introduce yourself → answer questions → disagree using a touch of humour I am honoured to have been giving a lecture here at... I am an expert in the field of... I have extensive knowledge and experience in... In an era characterized by complex trade agreements, geopolitical shifts, and technological advancements, the role of... I contribute to the successful development of... Thank you for the opportunity to... You were short-listed for being a keynote speaker but couldn't make it in time for the opening ceremony. You are a little upset. You wish you had been able to attend your partner's lecture because you have similar interests, though contradictory views... You think you are a better specialist! → introduce yourself → ask tricky questions → disagree in a polite but assertive way As a seasoned professional in this field, I have witnessed first hand... My work is defined by... I stand at the intersection of... In this era of rapid globalization, my role of... Thank you for your time & attention, I have really enjoyed talking to you about... 43 to empower = to give sb the power or authority to do sth; to authorise well-rounded = having a variety of experiences and abilities and a fully developed personality; providing or showing a variety of experience, ability, etc 42 next the following metrics My experience will be useful to you thank to next the following points ... if you want to have a higher position rather than other candidates and listened participated in | attended to many courses about ML and AI I have more competence than other candidates by for | thanks to | because the following (reasons) I joined to the ... ... because, (make a pause here!) due to sanctions, (make a pause here!) we needed to develop... I decided to left leave the company You need to excellent know maths very well I can hear this dialect listen to (and get used to) this accent The recruiter can grade your skills more precisely | accurately ]]> I dreamt /'dremt/ 20250328 18:15-19:15 1 3000 -3000 + 3000 = 0 active JH | When + present simple to talk about the future | WRI | Versioning a self-introduction with AI By the end of this session you will have studied print Download onto your tablet or print the following pdf for our next lesson. English Grammar in Use - Intermediate by Murphy, Cambridge University Press Unit 25 when I do / when I've done / when and if icons8-hand-with-pen-100.png Complete exercises key to exercise Check your answers with the key at the end of the file english_grammar_in_use_intermediate_3rd_ed_murphy_cambridge_unit25_when_i_do_when_i_ve_done_w_key.pdf (rescheduled from previous lesson) icon Versioning different self-introductions → answer the questions zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 41 20221011-1131 Present simple instead of future after a time marker active grammar 40 20200415-1712 Verbs followed by the present simple with a future meaning (I hope I get...) active grammar 39 1 Future plans active edit_ol_qa pix/icons8-collaboration-100_white.png Can you estimate your future skills and achievements? Describing future plans with the present simple after a time marker Are there any difficulties you will experience before you complete your probation period? What new skills will you have to learn before you have completed on-boarding? Are there any particular technologies or soft skills you will have to master as soon as you join the team? What evidence will you have to provide when your team lead disagrees with your new approach? What will you need to demonstrate until you gain trust from your team members? How do you plan your career growth once you have relocated? 38 1 Versioning different self-introductions active edit_ol_qa prep_ol_qa pix/icons8-hand-with-pen-100_white.png At what occasions do you need a self-introduction? How different are they from each other? e.g. googledocs, yandexdocs... stage 2 → refine with AI and DeepL EACH version → finalise each version by manually editing in a text processor → answer the questions & validate your 3 final versions ChatGPT → check mistakes → rephrase & improve language https://chatgpt.com/ Chatsonic → use suggested prompts to refine AI generated answers e.g. make more engaging https://writesonic.com/chat DeepL Write → copy-paste refined text from AI into DeepL Write for granular changes e.g. double-click on individual words to find synonyms https://www.deepl.com/en/write ]]>
icon Human made draft (HMD)
icons8-chatgpt.svg AI refined version (ARV)
icon Human revised version (HRV)
]]> → what mistakes can you find in this first version (HMD)? → how can you improve the generated text? ]]> → what expressions are worth keeping/recycling in this first answer by AI (ARV)? ]]> → what mistakes can you find in this first answer by AI (ARV)? ]]> → what mistakes can you find in this 2nd answer by AI (ARV2)? → has rephrasing the prompt help avoid the mistakes from ARV? ]]> → what expressions are worth keeping/recycling in this 2nd answer by AI (ARV2)? ]]> → are there any narrative mistakes in this 2nd answer by AI (ARV2)? → what better arguments could be included? ]]> Human revised version → what have you added that makes your version less anonymous? → could AI or anyone else have generated your version? → is it both unique & memorable (i.e. without cliches)? ]]> 37 to empower = to give sb the power or authority to do sth; to authorise well-rounded = having a variety of experiences and abilities and a fully developed personality; providing or showing a variety of experience, ability, etc faux pas = (from French) an action or a remark that causes embarrassment because it is not socially correct 36 to resolve it After Since I joined to T1 When (OR As soon as) I will work in your company, I will start to I don't know how what he looks like ]]> 20250325 18:15-19:15 1 3000 -3000 + 6000 = 3000 active JH | Brief self-introduction (weekly practice) | WRI | Versioning a self-introduction with AI By the end of this session you will have studied Brief self-introduction → bullet-point ideas (instead of using long sentences) → practise oral delivery You do NOT need to learn by heart but you should pretend not to read https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing icon Versioning different self-introductions → answer the questions zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 35 1 Versioning different self-introductions active edit_ol_qa prep_ol_qa pix/icons8-hand-with-pen-100_white.png At what occasions do you need a self-introduction? How different are they from each other? e.g. googledocs, yandexdocs... stage 2 → refine with AI and DeepL EACH version → finalise each version by manually editing in a text processor → answer the questions & validate your 3 final versions ChatGPT → check mistakes → rephrase & improve language https://chatgpt.com/ Chatsonic → use suggested prompts to refine AI generated answers e.g. make more engaging https://writesonic.com/chat DeepL Write → copy-paste refined text from AI into DeepL Write for granular changes e.g. double-click on individual words to find synonyms https://www.deepl.com/en/write ]]>
icon Human made draft (HMD)
icons8-chatgpt.svg AI refined version (ARV)
icon Human revised version (HRV)
]]> → what mistakes can you find in this first version (HMD)? → how can you improve the generated text? ]]> → what expressions are worth keeping/recycling in this first answer by AI (ARV)? ]]> → what mistakes can you find in this first answer by AI (ARV)? ]]> → what mistakes can you find in this 2nd answer by AI (ARV2)? → has rephrasing the prompt help avoid the mistakes from ARV? ]]> → what expressions are worth keeping/recycling in this 2nd answer by AI (ARV2)? ]]> → are there any narrative mistakes in this 2nd answer by AI (ARV2)? → what better arguments could be included? ]]> Human revised version → what have you added that makes your version less anonymous? → could AI or anyone else have generated your version? → is it both unique & memorable (i.e. without cliches)? ]]> 34 to empower = to give sb the power or authority to do sth; to authorise well-rounded = having a variety of experiences and abilities and a fully developed personality; providing or showing a variety of experience, ability, etc 33 the university of xyz to study... I won on (at) a Hackathlon Sovkom bank suggested offered me to work as... Its decision solution | goal was to work more easier easily I needn't to do (any) data mining I would like to be a data engineer In future I will be work only in the banking system (OR industry) It won't be able in the future too either ...to make forecast more accuracy accurate You can avtomatise automate routine work When I will start to find a new job, I will need to... When you tell to bank's employee ask a clerk at the bank you shouldn't wait more times longer (than 2-3min) ]]> historical /hɪsˈtɔrɪkəl/ report /rɪˈpɔ:t/ query /ˈkwɪərɪ/ 20250321 18:15-19:15 1 12000 20250320 3000 (-3000 +12000 = +9000) -3000 = 6000 active JH | Delegating vs micromanagement (have something done) By the end of this session you will have studied Versioning different self-introductions → answer the questions smartphone or tablet device print Download onto your tablet or print the following pdf for our next lesson. English Grammar in Use Intermediate, 3rd edition Murphy CUP Unit 43 The passive pg 86 reading icons8-hand-with-pen-100.png pg 87 exercises pg 345 check your answers with the key english_grammar_in_use_intermediate_3rd_ed_murphy_cambridge_unit43_passive_w_infinitive_and_perfect_infinitive_structures_w_keys.pdf zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 32 2 The passive active deck_shuffled deck_shuffled_monochrome deck_of_phrases_the_passive_b1_03.csv 31 20211003-2135 Have something done active grammar subject + auxiliary/modal verb + object + past participle Is the agent (hairdresser) important? 〆 no → arrangement for a different person to do sth for us ✓ I have my hair cut every month by ♣my neighbour who is a butcher subject + auxiliary/modal verb + object + past participle + preposition + agent ♣ my neighbour who is a butcher = agent A hotel manager asks the customer: Will you [have served your breakfast | have your breakfast served] in your room? ✓ will you have your breakfast served = arrangement for a different person to do sth for us ... or will you have it downstairs? [arrangement | request] ≠ arrangement ✓ request, order ]]> 29 1 Delegating tasks vs micro-management active edit_ol_qa pix/icons8-collaboration-100_white.png Are you empowering your team enough? How experienced are you in delegating tasks? stopwatch What jobs do you usually delegate to your team? ✓ to have processes designed by experienced employees → to save time for more important duties ✓ to expect bugs to be addressed by well-rounded peers well-rounded = having a variety of experiences and abilities and a fully developed personality; providing or showing a variety of experience, ability, etc What minor tasks have you got completed by junior team members? Why? ✓ to have prototypes tested by junior staff ✓ to have patches applied by younger colleagues ✓ to have flowcharts drawn by interns What routine procedures can you have run by AI agents? ✓ to have minutes of a meeting processed by AI ✓ to have chatbots and AI agents replacing cheaper, off-shore staff e.g. customer service Are there any long-term objectives you wouldn't have managed by anyone else but you? ✓ not to have critical architecture designed by stakeholders → need to make well-informed proposals for reaching a consensus well-informed = having or showing knowledge or information about many subjects or about one particular subject Have you ever considered having some activities outsourced to another company? Why / Why not? 〆not to have sensitive data taken care of by some outsourced team ✓ to have cybersecurity contracted out to a market leader 28 to empower = to give sb the power or authority to do sth; to authorise well-rounded = having a variety of experiences and abilities and a fully developed personality; providing or showing a variety of experience, ability, etc well-informed = having or showing knowledge or information about many subjects or about one particular subject 27 develop developed (in our company = not needed perhaps because you don't want to blame poor management) The CEO will sales have sales increased All the objectives aren't can't be (= modal verb to express ability) achieved (by the team = not necessary because you want to be diplomatic) I'm not sure that I am usually something delegate usually delegate tasks to somebody ]]> 20250318 18:15-19:15 1 3000 -3000 + 0 = -3000 active JH | Brief self-introduction (weekly practice) | Preparing a self-introduction JH | CV review (chronological, functional vs skills) By the end of this session you will have studied Brief self-introduction → bullet-point ideas (instead of using long sentences) → practise oral delivery You do NOT need to learn by heart but you should pretend not to read https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing icon Preparing a self-introduction → answer the questions zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 26 2 Preparing a self-introduction 20240611 hw20240618 pix/icons8-hand-with-pen-100_white.png active wip edit_ol_qa prep_ol_qa How do you write a catchy self-introduction? deadline: 20240221 --> ]]> Say hello to John Doe, the near-mythical creature in the realm of software development who not only masters the dark arts of distributed backend systems and microservice architecture but does so with an effortless flair that would make lesser mortals swoon. With his profound expertise in crafting scalable server APIs and a deep dive into the caverns of MongoDB, Cassandra, and Memcached, John’s not just playing in the big leagues—he’s making the rules. Dare to peek into the JVM ecosystem, and you’ll find John there, juggling Java and Scala with one hand tied behind his back, while also speaking Go and Hack as fluently as the tech gods themselves. And oh, let’s not forget his smooth moves with Unix-like operating systems and SQL—talk about a tech maestro! Now, while John has dazzled in the high towers of Afazon, Unter, Infinity, and Zantex, leading teams with the finesse of a chess grandmaster, he chooses to keep his boots on the ground. Yes, despite the siren call of management, our hero opts to stay in the action—front and centre—where the tech battles are fiercest. So, if you’re thinking John’s just another tech lead, think again. He’s the wizard in the shadows, the brain behind the operation, the guy who’s as invaluable in the tech trenches as he is leading the charge from the front. Ready to be out-teched? John’s your man, turning tech challenges into child’s play with a wink and a smile. ]]> ✓ whet the appetite & make a memorable impression ✓ show you are probably accessible despite senior position or substantial experience 〆W.Churchill wasn't accessible in spite of his humour ✓ humour is a positive emotion → good start for storytelling to whet the appetite = to increase desire for or interest in sth ✓ break the rules = 3rd person self-introduction ✓ learn by making mistakes → brainstorm different versions & choose a little from each → identify relevant metaphors e.g. companies like high towers 〆depends on the corporate culture (probably a start-up) 〆suggests perhaps a too young-minded spirit rather than a senior person able to take responsibilities ≠ doesn't represent the author → looks more like the portrait of a gamer metrics = measures of quantitative assessment commonly used for assessing, comparing, and tracking performance or production to alienate = to make sb feel that they do not belong in a particular group Which metaphors & use of language are arguably inappropriate? 〆near-mythical creature in the realm of software development 〆deep dive into the caverns 〆talk about a tech maestro! 〆leading teams with the finesse of a chess grandmaster = excessive metaphors realm /relm/ = area of activity, interest, or knowledge What logical mistakes are present? 〆leading teams with the finesse of a chess grandmaster ≠ chess grandmasters don't lead teams finesse = great skill in dealing with people or situations, especially in a delicate way; to deal with sth in a way that is clever but slightly dishonest with one hand tied behind his back ✓ in the LinkedIn About section → add media content with a pdf & urls ✓ focus on how you can add value ]]> What expressions and/or metaphors could you recycle when introducing yourself? ✓ to have a flair for choosing pioneer technologies → show you can recognise and anticipate opportunities ✓ to juggle with tasks → example of time management & prioritising skills ✓ to be multifaceted because you can: → play the role of a wizard in the shadows (or be the brain behind the operation) → lead the charge from the front → to work in the tech trenches ✓ to enjoy turning tech challenges into child’s play → evidence of being passionate ✓ to appreciate the importance of setting realistic objectives → to keep your boots on the ground 25 to whet the appetite = to increase desire for or interest in sth realm /relm/ = area of activity, interest, or knowledge flair = natural ability to do sth well; quality showing the ability to do things in an interesting and imaginative way to swoon = to faint; to feel very excited, emotional, etc. about sb that you think is sexually attractive, so that you almost lose consciousness to craft = to make by hand and with much skill deep dive = in-depth examination or analysis of a topic cavern = cave, especially a large one to play in the big leagues = to work, compete, or participate in an area, echelon, or sphere of exceptional success, ability, power, achievement, etc dare = brave enough to do sth to peek into = to look at sth quickly and secretly because you should not be looking at it to juggle = to try to deal with two or more important jobs or activities at the same time so that you can fit all of them into your life; to organize information, figures, the money you spend, etc. in the most useful or effective way to dazzle = to blind temporarily or confuse the sight of by an excess of light; to impress or overpower (a person) with knowledge, ability, or any brilliant display or prospect finesse = great skill in dealing with people or situations, especially in a delicate way; to deal with sth in a way that is clever but slightly dishonest fierce = (especially of people or animals) angry and aggressive in a way that is frightening; (especially of actions or emotions) showing strong feelings or a lot of activity, often in a way that is violent trench = long deep hole dug in the ground in which soldiers can be protected from enemy attacks to lead the charge = to be one of the first to do something and leading others to do it too 24 have am interested by in Python I entered to joined the | went to the University of Tech. I created many projects such as example (OR for example) ... Our process was so blurred confusing Its decision solution could make... My team needn't to have my location position | contribution | role in this project As a business analyst you must to see that (big picture) The project what which | that they have (had) was so too narrow I see a lot of humours humour ]]> analyst /ˈænəlɪst/ 20250314 18:15-19:15 1 3000 3000 -3000 = 0 active JH | Sticky points JH | CV review (chronological, functional vs skills) By the end of this session you will have studied Sticky points → prepare answers (recycle the STAR method) icon Preparing a self-introduction → answer the questions schedule new time slot instead of Thursdays Fridays 18:15-19:15 starting from 20250314 zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 23 3 Sticky points Describing weaknesses edit_ol_qa prep_ol_qa active Are you able to anticipate areas that a head hunter may try to use against you to destabilise you during a stress or case interview? Prepare your answers to the following sticky questions. → practise with the stopwatch → identify areas that may need improvement stopwatch What could be your weakest points? 〆a bit of a perfectionist ≠ over-engineering! → show you understand the dangers of being in a rabbit hole situation e.g. set yourself deadlines 〆superficial knowledge in some areas 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 sticky = (informal) difficult or unpleasant rabbit hole = situation in which you become so interested in a subject or an activity that you cannot stop trying to find out about it or doing it superficial = of or on the surface of sth; (often disapproving) not studying or looking at sth thoroughly; seeing only what is obvious; appearing to be true, real or important until you look at it more carefully What differences in interpersonal skills & leadership will you encounter? = show awareness of possible blind spots → expect a mix of styles which depends on the company's corporate culture

McGregor - Theory X and Theory Y Management

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... empowerment = encouraging workers to improve the way they do their own jobs; to give sb the power or authority to do sth linear-active culture = culture where you may want to be concise, precise, and factual, avoid interruptions and distractions, and follow a clear agenda and timeline What constructive feedback would your peers share about you? ✓ team player ✓ inspiring leader ✓ provide occasional hands-on support if team members need help = be supportive → show potential for growth ✓ give an example (consider using the STAR method) ✓ avoid confrontation because you should be a team player e.g. I should pay more attention to what exactly people say What would be the hardest part of coming to this company? ✓ work-life balance → relocation of your family 〆coping with stressful deadlines 〆having regular performance appraisal during the probation period 〆lacking proper induction 22 rabbit hole = situation in which you become so interested in a subject or an activity that you cannot stop trying to find out about it or doing it 21 want to speak more fluent fluently about me myself I want to talk (practise speaking) through every second lesson I think the first of my weakest points is that I spend for on it many much time They want to increase profit to by 40% You must to create your project without any bugs I have risk to haven't done risked not completing my project on time I can to adaptation adapt to a new management system They could say tell him that... I quickly integrated to in | into processes ]]> 20250311 18:15-19:15 1 3000 6000 -3000 = 3000 active JH | Introduction to STAR | Sticky points JH | CV review (chronological, functional vs skills) By the end of this session you will have studied Read & complete the gaps in the following excerpt adapted for practising articles. ✓ Blockchain, Bitcoin, Cryptocurrency And ICOs - All You Need To Know In 10 Minutes by Bernard Marr blockchain_bitcoin_cryptocurrency_and_ICOs_in_10min_adapted_for_practising_articles.pdf icons8-collaboration-100.png Answering questions with the STAR approach → prepare 1-2 answers only (practise the STAR method) icons8-lecturer-100.png Sticky points → prepare answers (recycle the STAR method) schedule new time slot instead of Thursdays Fridays 18:15-19:15 starting from 20250314 zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 20 2 Answering questions with the STAR approach. active edit_ol_qa prep_ol_qa edit_ol_qa_writing edit_ol_qa pix/icons8-collaboration-100_white.png stopwatch 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 ✓ employee turnover per region (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 19 3 Sticky points Describing weaknesses edit_ol_qa prep_ol_qa active Are you able to anticipate areas that a head hunter may try to use against you to destabilise you during a stress or case interview? Prepare your answers to the following sticky questions. → practise with the stopwatch → identify areas that may need improvement stopwatch What could be your weakest points? 〆transitional period for adapting to a new environment 〆superficial knowledge in some areas sticky = (informal) difficult or unpleasant superficial = of or on the surface of sth; (often disapproving) not studying or looking at sth thoroughly; seeing only what is obvious; appearing to be true, real or important until you look at it more carefully What differences in interpersonal skills & leadership will you encounter? = show awareness of possible blind spots → expect a mix of styles which depends on the company's corporate culture

McGregor - Theory X and Theory Y Management

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... empowerment = encouraging workers to improve the way they do their own jobs; to give sb the power or authority to do sth linear-active culture = culture where you may want to be concise, precise, and factual, avoid interruptions and distractions, and follow a clear agenda and timeline What constructive feedback would your peers share about you? ✓ team player ✓ inspiring leader ✓ provide occasional hands-on support if team members need help = be supportive → show potential for growth ✓ give an example (consider using the STAR method) ✓ avoid confrontation because you should be a team player e.g. I should pay more attention to what exactly people say What would be the hardest part of coming to this company? ✓ work-life balance → relocation of your family 〆coping with stressful deadlines 〆having regular performance appraisal during the probation period 〆lacking proper induction 18 reference = letter written by sb who knows you, giving information about your character and abilities, especially to a new employer to leverage = to influence people and get the results you want sticky = (informal) difficult or unpleasant superficial = of or on the surface of sth; (often disapproving) not studying or looking at sth thoroughly; seeing only what is obvious; appearing to be true, real or important until you look at it more carefully 17 analysing analyse data The average age span was between 18 and 22 Thanks for to this solution we saved... You must to improve your processes I had to give him some explain explanation We could to give (OR allocate) these resources to another project Our client deals transactions could not... This conflict was due to the fact that I didn't have ability I wasn't able to write technical documentation properly Our conflict was disappeared (OR ended | was over) ]]> discipline /ˈdɪsɪplɪn/ 20250306 18:15-19:15 1 3000 12000 20250305 -6000 + 12000 = 6000 active JH | Debriefing questions (2/2) JH | CV review (chronological, functional vs skills) By the end of this session you will have studied print Download onto your tablet or print the following pdf for our next lesson. articles_mindmap.pdf icons8-reading-100.png Read & complete the gaps in the following excerpt adapted for practising articles. Don't use antivirus firms linked to Russia The Guardian Saturday 2 December 2017 don_t_use_antivirus_firms_linked_to_russia_adapted_for_practising_articles.pdf key to exercise Check your answers with the key at the end of the file. icons8-lecturer-100.png Debriefing questions → update your strengths with support stories → practise with the stopwatch https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing icons8-lecturer-100.png Sticky points → prepare answers zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 16 Making a first, strong impression at a job interview active textbook How can you catch the interest of the recruiter right from the start? ✓ begin with a rhetorical question, surprise facts and figures = hook ✓ give him/her the opportunity to ask follow-up questions = whetting the appetite → provides for a more natural conversation and less of a monologue Demo I work on machine learning algos for banks as a business analyst... and what I did has actually helped increase the rate of accepting credit decisions [mark a pause] from 1-2 days [mark a pause] to 3 minutes! [mark a pause - smile] Would you like to know more? [question(s) from the recruiter] → deliver your anticipated answers with more metrics ]]> 15 2 Debriefing questions Describing strengths edit_ol_qa prep_ol_qa active Answer the following questions. stopwatch What are your strengths? ✓ ability to learn on the go → agile approach ✓ building & leading a team ✓ undertaking ambitious tasks ✓ having a strategic vision → understand the big picture to assess a roadmap ✓ being results oriented → adjust work-life balance depending on urgency → be loyal to people ✓ spanning both hard & soft skills ✓ give concrete examples → provide tangible data, statistics How well are you able to collaborate with other depts? ✓ attended training in cross-functional collaboration ✓ had to work with teams across different regions, time zones, corporate cultures... → consider yourself more as a team player / team leader ✓ focus on scale ✓ mention any relevant training What is your most recent success story? ✓ focus on a real success with company-wide impact rather than a minor but more recent one ✓ give metrics How can you make use of your Russian experience & leverage it abroad? ✓ local business practice sometimes more effective than best practices abroad ✓ greater flexibility or different management behaviour of your corporate environment could be a source of inspiration ✓ build brand awareness ✓ transfer technologies to leverage = to influence people and get the results you want What is the pool of competing candidates? ✓ explain how you would be able to adapt better, faster... (based on your experience) → stress why you are a good match for this company 14 to liaise /lɪˈeɪz/ = to speak to people in other organizations, etc. in order to work with them or exchange information with them; to be the link between two or more people, organizations, etc to whet the appetite = to increase desire for or interest in sth 13 My Second ability is to... The My next my strength is I started to do tasks more fastly faster The coupon calculator is a more has | was given higher/greater priority I can manage 3 projects one at the same time We will complete for in | within 3 weeks In last year we needed to decrease... To do this I made held regular meetings twice a week ]]> 20250304 18:15-19:15 1 3000 -3000 active JH | Debriefing questions JH | CV review (chronological, functional vs skills) By the end of this session you will have studied Brief self-introduction → identify keywords to stress → drill intonation → practise oral delivery → record yourself (e.g. with Zoom) You do NOT need to learn by heart but you should pretend not to read https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing smartphone or tablet device print Download onto your tablet or print the following pdf for our next lesson. articles_mindmap.pdf icons8-reading-100.png Read & complete the gaps in the following excerpt adapted for practising articles. Don't use antivirus firms linked to Russia The Guardian Saturday 2 December 2017 don_t_use_antivirus_firms_linked_to_russia_adapted_for_practising_articles.pdf key to exercise Check your answers with the key at the end of the file. icons8-lecturer-100.png Debriefing questions → prepare answers → add metrics → practise with the stopwatch zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 12 2 Debriefing questions Describing strengths edit_ol_qa prep_ol_qa active Answer the following questions. stopwatch What are your strengths? ✓ ability to learn on the go → agile approach ✓ building & leading a team ✓ undertaking ambitious tasks ✓ having a strategic vision → understand the big picture to assess a roadmap ✓ being results oriented → adjust work-life balance depending on urgency → be loyal to people ✓ spanning both hard & soft skills ✓ give concrete examples → provide tangible data, statistics How well are you able to collaborate with other depts? ✓ attended training in cross-functional collaboration ✓ had to work with teams across different regions, time zones, corporate cultures... → consider yourself more as a team player / team leader ✓ focus on scale ✓ mention any relevant training What is your most recent success story? ✓ focus on a real success with company-wide impact rather than a minor but more recent one ✓ give metrics How can you make use of your Russian experience & leverage it abroad? ✓ local business practice sometimes more effective than best practices abroad ✓ greater flexibility or different management behaviour of your corporate environment could be a source of inspiration ✓ build brand awareness ✓ transfer technologies to leverage = to influence people and get the results you want What is the pool of competing candidates? ✓ explain how you would be able to adapt better, faster... (based on your experience) → stress why you are a good match for this company 11 to liaise /lɪˈeɪz/ = to speak to people in other organizations, etc. in order to work with them or exchange information with them; to be the link between two or more people, organizations, etc 10 studying at study data science ...for modernise modernising the program I adapt my speech for to each company It can help because in first firstly I have... I have an ability to (OR I am able to) quickly analysing analyse different situations About collaborate collaborating with other depths depts (department ≠ depth) my job focuses on making integration integrating ]]> queries /'kwiri:z/ 20250227 18:15-19:15 1 3000 6000 20250226 -3000 + -3000 + 6000 = 0 active Review of articles | JH | Debriefing questions By the end of this session you will have studied Brief self-introduction → complete the graded correction where suggested https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?usp=sharing Debriefing questions → prepare answers zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 9 20241016-1631 20190927-1306 Articles active grammar 8 Articles mindmap active textbook Articles mindmap
articles_mindmap.pdf ]]> 7 20191010-1219 Articles (practice) active review 6 2 Debriefing questions Describing strengths edit_ol_qa prep_ol_qa active Answer the following questions. stopwatch What are your strengths? ✓ ability to learn on the go → agile approach ✓ building & leading a team ✓ undertaking ambitious tasks ✓ having a strategic vision → understand the big picture to assess a roadmap ✓ being results oriented → adjust work-life balance depending on urgency → be loyal to people ✓ spanning both hard & soft skills ✓ give concrete examples → provide tangible data, statistics How well are you able to collaborate with other depts? ✓ attended training in cross-functional collaboration ✓ had to work with teams across different regions, time zones, corporate cultures... → consider yourself more as a team player / team leader ✓ focus on scale ✓ mention any relevant training What is your most recent success story? ✓ focus on a real success with company-wide impact rather than a minor but more recent one ✓ give metrics How can you make use of your Russian experience & leverage it abroad? ✓ local business practice sometimes more effective than best practices abroad ✓ greater flexibility or different management behaviour of your corporate environment could be a source of inspiration ✓ build brand awareness ✓ transfer technologies to leverage = to influence people and get the results you want What is the pool of competing candidates? ✓ explain how you would be able to adapt better, faster... (based on your experience) → stress why you are a good match for this company 5 to span = to include a large area or a lot of things to leverage = to influence people and get the results you want 4 calculation calculating results of credit risk I have a next the following strength I am stress resistance resistant ]]> 20250225 18:15-19:15 1 3000 - 3000 active JH | Job hunt debriefing questions - Language & communication needs assessment By the end of this session you will have studied Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Bottoms Up - JH B2 Preparing for professional mobility 3 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)? ✓ system or business analyst ✓ 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? ✓ OpenAI ✓ Amazon ✓ Revolut ✓ multinationals ✓ joint-ventures ✓ SME 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? ✓ Cyprus ✓ Germany ✓ UK ✓ potential for career growth ✓ opportunities for product development ✓ Russian community ✓ may accept a lower position ✓ depends on relocation package ✓ fringe benefits to envisage = to imagine what will happen in the future fringe benefits = extra things that an employer gives you as well as your wages Have you already undertaken any steps to contact potential employers? ✓ monitor vacancies ✓ inquire about internal promotion (to assess your future in the present company) ✓ request your employee file from the local personnel officer ✓ consider relocation targets ✓ schedule potential interview deadlines ✓ undergo preliminary screening (out of curiosity) to undertake = to make yourself responsible for sth and start doing it What body of knowledge/evidence have you got to support your application(s)? ✓ CV ✓ LinkedIn profile ✓ references ✓ certificates of on-line course completion body of sth = large amount or mass of something, especially something that has been collected, e.g. body of knowledge/evidence/opinion reference = letter written by sb who knows you, giving information about your character and abilities, especially to a new employer 2 FMCG | CPG = fast-moving consumer goods, also known as consumer packaged goods (CPG), products sold quickly and at a relatively low cost fintech = portmanteau of "financial technology", refers to firms using new technology to compete with traditional financial methods in the delivery of financial services. Artificial intelligence, blockchain, cloud computing, and big data are regarded as the "ABCD" of fintech. to approach = to speak to sb about sth, especially to ask them for sth or to offer to do sth SME = small and medium-sized enterprises to envisage = to imagine what will happen in the future fringe benefits = extra things that an employer gives you as well as your wages to undertake = to make yourself responsible for sth and start doing it body of sth = large amount or mass of something, especially something that has been collected, e.g. body of knowledge/evidence/opinion stock exchange = биржа ценных бумаг 1 was graduated = active | I was born = passive Sovcombank gave made me an offer I need to repeat review the rules about articles I can dedict dedicate many times much time for lessons I'm watching for observing | looking at our companies and (so) I can offer a fresh perspective I'm ready to relocation in relocate to another country ... only if the product will have perspective has potential ]]> target /'tə:gət/ analyst /ˈænəlɪst/