ykhrenov y25ykhrenov 20260421 156 145 130 2 94 81 58 (send the link to your google doc (in edit mode!) icons8-reading-100.png quarterly test Prepare for quarterly test vocab pre teach functional language grammar focus smartphone or tablet device listening Download onto your phone or tablet and listen carefully. :!php ~/www/soosh/xml2mbz_overwrite_offline.php ~/www/ictnle.com3/sdata/inc_xml_mdl/course_log_ykhrenov_2025.xml :!php ../../../moosh/moosh.php course-restore --overwrite ../mbz_bup_offline/course_log_ykhrenov_2025.xml_2mdl.mbz 130 :!php ~/www/soosh/xml2mbz_update_onl.php ~/www/ictnle.com3/sdata/inc_xml_mdl/course_log_ykhrenov_2025.xml todo passive forms econometrics, financial modelling 20250822 27 yo https://habr.com/ru/news/948890/ https://www.bbc.co.uk/news/articles/cm2zk4l8g26o redshield vpn ~ 3000 / yr ]]> sbook_plugins/wordlist_generated_from_xml_clog_sbook_for_sbook_session.inc sbook_plugins/payment_history_generated_from_xml_clog_sbook.inc 20260428 18:15-19:15 1 -3000 + 0 = -3000 tbc Case study: Principles or profit (2/2) | Animal testing alternatives | Mock interviews 15 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 Intermediate 3rd edition Unit 10 Ethics Case study - Principles or profit pg 103 writing - short report ✓ review proposals ✓ justify your choice → paste your assignment in a googledoc market_leader_3rd_intermediate_course_book_pg102-103_case_study_principles_or_profit_ethics.pdf Can a company remain ethical while making profit? → watch the video video Animal testing alternatives We’ve been using and developing alternatives to animal testing for more than 30 years. In a new film created for Unilever by BBC StoryWorks, go inside our global Safety and Environmental Assurance Centre and hear from the scientists committed to the cause. This film is part of a series exploring how the cosmetics and personal care sector affects people, the planet and products. Watch other films in the #EssentialsForDailyLife series here: https://essentialsfordailylife.cosmet. https://www.youtube.com/watch?v=9qSL9_nfQu0 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 B1 Unit 10 Ethics 78 3 Items on the management meeting agenda active edit_ol_qa_writing edit_ol_qa prep_ol_qa pix/icons8-collaboration-100_white.png River blindness ✓ promising results ✓ positive impact of image on reputation → find investors to support further investment → prepare a press release to reaffirm the company's mission statement = willing to help at a loss? PX200 drug for treating heart disease ✓ final stages of development 〆severe breathing difficulties = ethical decision → don't withhold, do disclose side effects at the risk of losing shareholders' support? New dieting product 〆may involve animal testing ✓ opportunity to continue or abandon animal testing altogether = ethical decision → develop further without animal testing at the risk of not being unable to test enough? 77 DVD case study commentary active textbook Why should you avoid paying lip service? ✓ experience reputational damage if you fail to hold your promises video DVD case study commentary Feedback ✓ establish clear leadership ✓ focus on core values ✓ explain why you may sometimes not be able to be consistent with your core purpose ✓ address common needs → what the company can bring to society ✓ make clear & consistent choices → be either ethical or profit-oriented → don't pay lip service (to avoid reputational damage) ✓ build confidence in the quality of products set for homework pg 103 writing - short report ✓ review proposals ✓ justify your choice ]]> 76 to turn a blind eye to = to refuse to acknowledge; not to take into consideration; to pretend not to see sth; to ignore to come to your senses = to think clearly; behave as usual or as you should; act sensibly; to become conscious again; wake up to fix up ~ a meeting) = to make arrangements for to withdraw ~ sth (from sth) = to stop giving or offering sth to sb to live up to = to satisfy; meet the requirements or expectations of to suffer = ~ (from sth) | ~ (for sth) to be badly affected by a disease, pain, sadness, a lack of sth, etc; to experience sth unpleasant, such as injury, defeat or loss to cure ~ sb (of sth) = to make a person or an animal healthy again after an illness to withhold = to refuse to give sth to sb reluctant ~ (to do sth) = hesitating before doing sth because you do not want to do it or because you are not sure that it is the right thing to do severe = extremely bad or serious to kill two birds with one stone = to succeed in doing two things by only one action at stake = at risk, in question or at issue Animal testing alternatives 75 1 Animal testing alternatives active move_html5_video animal_testing_alternatives_unilever-9qSL9_nfQu0.mp4 74 1 Non animal safety science Making ethical choices: non animal safety science active edit_ol_qa pix/icons8-collaboration-100_white.png Animal testing alternatives We’ve been using and developing alternatives to animal testing for more than 30 years. In a new film created for Unilever by BBC StoryWorks, go inside our global Safety and Environmental Assurance Centre and hear from the scientists committed to the cause. This film is part of a series exploring how the cosmetics and personal care sector affects people, the planet and products. Watch other films in the #EssentialsForDailyLife series here: https://essentialsfordailylife.cosmet. https://www.youtube.com/watch?v=9qSL9_nfQu0 ]]> Would you buy cosmetics from a company rather than another one if you had the guarantee it was ethically produced? ✓ depending on price, probably yes ✓ if they have the reputation of being a pioneer of non animal approaches e.g. Unilever Do you believe it is possible to launch new medicines without testing on animals and/or humans? How? ✓ computational chemistry ✓ testing on instrumented mannequins ✓ focus on consumer safety = non animal safety science Would you like to work in this company? Why / why not? ✓ transparency ✓ ethical mission statement ✓ sustainable goals ✓ attracting young talents Bottoms Up - JH B2 Amazon Leadership Principles interview questions 73 1 Mock interview (Amazon format) - Feedback Mock interview (Amazon 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 received negative feedback Describe a time when you improved morale and productivity on your team Hiring and developing the best ]]> 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
Amazon Leadership Principles
[ ] customer obsession [ ] inventing and simplifying [ ] learning and being curious [ ] insisting on the highest standards [ ] delivering results [ ] diving deep [ ] having backbone - disagree and committing [ ] dominating [ ] hiring and developing the best [ ] thinking big [ ] bias for action [ ] frugality [ ] earning trust
Scope & impact
[ ] leads projects from cradle to grave [ ] mentors team members [ ] drives results [ ] shows broader ownership
Leadership
[ ] 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
]]> Amazon Leadership Principles interview questions 72 1 pix/icons8-collaboration-100_white.png Amazon Leadership Principles interview questions | Technical problem solving (1/5) 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 ]]> https://interviewing.io/guides/amazon-leadership-principles ]]> What kind of experience does this question call for? What is the rationale? ]]> ✓ Experience ✓ Rationale What key concepts & buzzwords are expected in your answer? ✓ Key concepts ✓ Buzzwords What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? (S) Situation (T) Task (A) Action (R) Result What follow-up questions should you anticipate on this topic? 71 2 pix/icons8-collaboration-100_white.png Amazon Leadership Principles interview questions | Learning (and failure) (2/5) 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 ]]> https://interviewing.io/guides/amazon-leadership-principles ]]> What kind of experience does this question call for? What is the rationale? ]]> ✓ Experience ✓ Rationale What key concepts & buzzwords are expected in your answer? ✓ Key concepts ✓ Buzzwords What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? (S) Situation (T) Task (A) Action (R) Result What follow-up questions should you anticipate on this topic? 70 3 pix/icons8-collaboration-100_white.png Amazon Leadership Principles interview questions | Getting stuff (for the business) done (3/5) 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 ]]> https://interviewing.io/guides/amazon-leadership-principles ]]> What kind of experience does this question call for? What is the rationale? ]]> ✓ Experience ✓ Rationale What key concepts & buzzwords are expected in your answer? ✓ Key concepts ✓ Buzzwords What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? (S) Situation (T) Task (A) Action (R) Result What follow-up questions should you anticipate on this topic? 69 4 pix/icons8-collaboration-100_white.png Amazon Leadership Principles interview questions | Interpersonal conflict (4/5) 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 ]]> https://interviewing.io/guides/amazon-leadership-principles ]]> What kind of experience does this question call for? What is the rationale? ]]> ✓ Experience ✓ Rationale What key concepts & buzzwords are expected in your answer? ✓ Key concepts ✓ Buzzwords What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? (S) Situation (T) Task (A) Action (R) Result What follow-up questions should you anticipate on this topic? 68 5 pix/icons8-collaboration-100_white.png Amazon Leadership Principles interview questions | Ambiguity (5/5) 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 ]]> https://interviewing.io/guides/amazon-leadership-principles ]]> What kind of experience does this question call for? What is the rationale? ]]> ✓ Experience ✓ Rationale What key concepts & buzzwords are expected in your answer? ✓ Key concepts ✓ Buzzwords What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? (S) Situation (T) Task (A) Action (R) Result What follow-up questions should you anticipate on this topic? 67 Bottoms Up - JH B2 Preparing for professional mobility 66 2 Mock interview - Feedback Mock interview (general format) - Feedback TEMPLATE active prep_2columns_2qa edit_2columns_2qa pix/icons8-quiz-100_white.png Use this assessment sheet for feedback of behavioural questions How do you avoid burnout among team members? ]]> stopwatch Methodology
[ ] repeats or paraphrases question to confirm understanding (also, to stall for time while finding a story) [ ] elicits expected skills to be validated by initial behavioural question (by 'thinking aloud') [ ] addresses question with convincing story [ ] shows awareness of and/or experience in adjacent core skills [ ] does not follow only a chronological narrative [ ] follows a clear & logical narrative progression (STAR, CARL, BLUF, Minto/McKinsey Pyramid, SWOT...) [ ] uses metrics effectively (and regularly, not just to draw conclusions) [ ] ends initial answer with 'Would you like to hear nmore?' [ ] engages in natural conversation (no regurgitation, attentive to follow-up questions)
Use of STAR approach
[ ] succinct situation (and NOT a chronological description) [ ] single-sentence task (focusing on 'I' rather than 'we') [ ] numerous actions (incl. cross collaboration to suggest size) [ ] results (incl. for a variety of stakeholders to show impact scale) [ ] lessons learnt [ ] greater focus on actions than context (think 'STAAAAAAR')
Target area(s) of interest
[ ] identifies skills (areas of interest, aka buckets) to be evidenced in the support story [ ] greatest & weakest points of your career [ ] upstream & downstream feedback [ ] cross functional collaboration [ ] conflict resolution [ ] leadership [ ] mentoring
Leadership tell-tale signs
[ ] demonstrates ownership (although may not be in a managing / leading position) [ ] motivates stakeholders (across the company and possibly more) [ ] empowers team members (incl. signs of mentoring) [ ] can initiate & take decisions without hierarchical support [ ] acts as team lead (although may face resistance) [ ] has a vision and is not just a manager
]]> Additional comments
What incentives do you find relevant to your team when you have mundane tasks to complete? = paraphrased version of How good are you at motivating others? Feedback
]]> 65 64 20260421 18:15-19:15 1 3000 20260404 -3000 + 0 +3000 = 0 active Case study: Selig and Lind | Case study: Principles or profit | Mock interviews 15 By the end of this session you will have studied print Download onto your tablet or print the following pdf for our next lesson. Market Leader 3rd edition Upper Intermediate Unit 7 Management styles Case study: Selig and Lind pg 73 writing a recommendation → paste your assignment in a googledoc market_leader_3rd_upper_intermediate_students_book_pg66-73_unit7_management_styles.pdf smartphone or tablet device print Download onto your tablet or print the following pdf for our next lesson. Market Leader Intermediate 3rd edition Unit 10 Ethics Case study - Principles or profit pg 102 background reading market_leader_3rd_intermediate_course_book_pg102-103_case_study_principles_or_profit_ethics.pdf 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 B1 Unit 10 Ethics 63 Case study: Principles or profit active textbook If you are a pharmaceutical company, should you invest in a drug that will not pay off but improve your reputation? ✓ could help recover your reputation after some allegations of being too profit oriented e.g. Pfizer or similar pharmaceutical groups were accused of selling their anti-covid vaccines to better-paying countries 〆may afford this kind of publicity if well established → reputation comes at a cost... (...) pg 102 background reading T / Cl Can you take the risk of testing a new drug in Africa? ✓ kill two birds with one stone → good PR → help people in need 〆reliable clinical results call for expensive infrastructure perhaps not available locally 〆might attract attention of human rights activists 〆target patients won't be future buyers, only NGOs and governments pg 102 ethical dilemmas listening market_leader/market_leader_3rd_intermediate/market_leader_3rd_intermediate_audio_cd02/market_leader_3rd_intermediate_audio_cd02_031.ogg T / Cl What would you do if you were a shareholder: only make profit or also try to support more ethical decisions? ✓ find more partners to reach a morally satisfactory outcome Should the company be absolutely transparent about its findings & dilemmas? 〆could be fined if found to have withheld evidence of side effects ✓ make a press release to be clear about its mission statement ✓ avoid animal testing at any cost → don't pay lip service if you can't afford to hold your promises ≠ always put principles before profits pg 103 discussion topics for the management meeting T / Cl What are the main areas of concern? What is at stake: testing on people, animals, or finding long-term financial support? 〆potential partners & stakeholders won't want to run the risk of being sued for testing ✓ diligently observe local regulation for introducing new drugs in the market → finding long-term financial support = priority Can licensing be an alternative form of financing production & sales? ✓ ask a 3rd party pharmaceutical group to manufacture & sell if you can't afford to do so yourself = reminiscent of outsourcing & franchising → focus on R&D 〆very long ROI means they need to sell as much as possible while the product is still licensed... pg 103 task 1 2 → use agenda to address issues ]]> 62 to turn a blind eye to = to refuse to acknowledge; not to take into consideration; to pretend not to see sth; to ignore to come to your senses = to think clearly; behave as usual or as you should; act sensibly; to become conscious again; wake up to fix up ~ a meeting) = to make arrangements for to withdraw ~ sth (from sth) = to stop giving or offering sth to sb to live up to = to satisfy; meet the requirements or expectations of to suffer = ~ (from sth) | ~ (for sth) to be badly affected by a disease, pain, sadness, a lack of sth, etc; to experience sth unpleasant, such as injury, defeat or loss to cure ~ sb (of sth) = to make a person or an animal healthy again after an illness to withhold = to refuse to give sth to sb reluctant ~ (to do sth) = hesitating before doing sth because you do not want to do it or because you are not sure that it is the right thing to do severe = extremely bad or serious to kill two birds with one stone = to succeed in doing two things by only one action at stake = at risk, in question or at issue 61 for in a drug pharmaceutical company ]]> 20260403 18:15-19:15 1 -3000 + 3000 = 0 active Case study: Selig and Lind | Choosing a manager | Mock interviews 15 By the end of this session you will have studied print Download onto your tablet or print the following pdf for our next lesson. Market Leader 3rd edition Upper Intermediate Unit 7 Management styles Case study: Selig and Lind pg 73 description of managers 1-4 → read & prepare pg 73 task 2, 3 market_leader_3rd_upper_intermediate_students_book_pg66-73_unit7_management_styles.pdf zoom_meeting.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 7 Management styles 60 Choosing a manager active textbook What personality traits & skills do you need in managing positions? ✓ build rapport & be supportive ✓ show interest in team members' opinions ✓ set goals clearly, show what to do rather than how ✓ practise situational management e.g. provide support or just coaching if required with a given staff team member #3 market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_024.ogg T / Cl Has Paul Johnstone any potential for improving his management style? 〆should have already proven by now that he is prepared to learn & improve himself → current situation is not a warning but a likely dismissal → leadership course is probably too late What management styles should be used? ✓ see pg 67 ex D pg 72 replacing the project manager pg 73 read descriptions pg 73 task 1 2 T / Cl Rank candidates in terms of suitability → Isn't Ruth too decisive? (indeed, sales management consists in pushing people) → Will the team want to work 6-7 days a week with Kazuo when they're already exhausted? → Is Eduardo decisive enough? → Has Martina got sufficient interpersonal skills? pg 73 task 3 4 〆Martina has limited experience in managing people (only IT, not multicultural) ✓ Eduardo may set a better example for a customer service to retail outlets though is not goal oriented ]]> 59 DVD case study commentary - feedback active textbook DVD case study commentary Feedback T / Cl Why did he alienate from his staff? 〆result-oriented 〆unclear goal-setting 〆demotivating by not involving staff in decision-making 〆poor, little constructive feedback → improve communication & interpersonal skills What are the most striking weaknesses of the candidates? 〆Ruth doesn't appear to want to accommodate her management style to an international team 〆Kazuo might turn people off by considering company is more important than individuals 〆Eduardo may be too hesitant and not prepared to take tough decisions because he wants to be liked too much 〆Martina believes people are motivated by money Who would the consultant recommend? ✓ Ruth might face some resistance at the beginning but eventually will meet deadlines = favourite candidate ✓ Eduardo would build a good rapport with team members but might not get things done = front-runner ]]> 58 Writing a recommendation active textbook use expressions from pg 67 ex D use expressions from pg 68 ex E see pg 131 writing a report (including an executive summary) ]]> 57 disheartening = not to motivate or encourage distant = not friendly; not wanting a close relationship with sb morale /mə:'æl/ = amount of confidence and enthusiasm, etc. that a person or a group has at a particular time to the letter = in every detail ashamed ~ (of sth/sb / yourself) | ~ (that ...) | ~ (to be sth) = feeling shame or embarrassment about sb/sth or because of sth you have done to alienate /ˈeɪljəneɪt/ = to make sb less friendly or sympathetic towards you; to make sb feel that they do not belong in a particular group; to cause someone or a group of people to stop supporting and agreeing with you front-runner = competitor thought likely to win rapport /ræ'pɔ:r/ (with sb) | ~ (between A and B) = a friendly relationship in which people understand each other very well tenacious = that does not stop holding sth or give up sth easily; determined to overlook = to fail to notice to carry out = to execute, to perform 56 to on holiday You need to hear listen to some team members' opinions It can be depends depend on IT infrastructure You can't reach your goals for within | in this short timeline time | time frame ]]> moral /ˈmɔrəl/ ← concerned with goodness or badness of human character or behaviour morale /mɔˈrɑ:l/ ← amount of confidence and enthusiasm, etc. that a person or a group has at a particular time 20260324 18:15-19:15 1 9000 20260320 -3000 + -3000 + 9000 = 3000 active Case study: Selig and Lind | Mock interviews 15 By the end of this session you will have studied print Download onto your tablet or print the following pdf for our next lesson. Market Leader 3rd edition Upper Intermediate Unit 7 Management styles pg 68 ex F vocab Case study: Selig and Lind pg 72 background market_leader_3rd_upper_intermediate_students_book_pg66-73_unit7_management_styles.pdf 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 7 Management styles 55 1 Lead in active edit_ol_qa pix/icons8-collaboration-100_white.png Would you like to relocate to Copenhagen, Denmark? Would you like to relocate to Copenhagen, Denmark? ✓ better work life balance in Scandinavian countries ✓ lifestyle closer to nature (...) What differences in corporate culture & management style would you expect? ✓ stronger labour law to protect employees ✓ less stressful work conditions labour law = body of law that applies to matters such as employment, wages, conditions of work, labour unions, and labour-management relations What mistakes could a result-oriented manager make when running an international team with a Scandinavian corporate culture? 〆being too authoritarian 〆making decisions without consensus 〆providing little support with for less experienced team members 〆socialising not enough = not taking into consideration cultural differences among team members → needs cross-cultural skills to call a spade a spade = to call a person or thing a name that is true but not polite; speak bluntly; use the plainest language Do you think strong leaders groom weak managers? 〆strong leaders with a vision of the corporate identity might not need to trust & empower subordinate managers → may result in a work environment with little opportunities for creative thinking and/or taking initiative 〆workload consists in executing tasks rather than organising them → managers need to be thrown in at the deep end to learn & become autonomous to be thrown in at the deep end = to be given a difficult job without preparation to groom sb (for / as sth) = to prepare or train sb for an important job or position 54 Case study: Selig and Lind active textbook i Do you think strong leaders groom weak managers? ✓ strong leaders may be too autocratic to trust & delegate important tasks → little opportunity for learning from mistakes ✓ comfy work environment or with a limited scope of responsibilities may result in weak, risk-averse managers Lexical material: Choosing the right manager & management style pg 72 background reading T / Cl What management mistakes do you think Paul Johnstone made? 〆perhaps ignored cultural differences among team members 〆perhaps team members were not taught or told how to communicate across cultures (...) Was he too authoritarian? 〆perhaps focused too much on meeting deadlines 〆perhaps wasn't interested in team members' opinions (...) pg 72 management style of Paul Functional language: Describing management styles with the Hersey & Blanchard - Situational leadership chart, and the Blake & Mouton - Managerial chart team member #1 market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_022.ogg T / Cl What is a better management style: saying what to do or how to do things? ✓ what to do = focus on goals → provide support only if needed = situational management Hersey & Blanchard - Situational leadership
hersey_and_blanchard_situational_management_chart.png
team member #2 market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_023.ogg T / Cl What is more effective: being a people's person or focusing on results? ✓ depends on short & long term goals → build rapport if long term, strategic goals are set Blake & Mouton - Managerial chart
blake_and_mouton_managerial_chart.jpg
]]> 53 labour law = body of law that applies to matters such as employment, wages, conditions of work, labour unions, and labour-management relations to be thrown in at the deep end = to be given a difficult job without preparation to groom sb (for / as sth) = to prepare or train sb for an important job or position to call a spade a spade = to call a person or thing a name that is true but not polite; speak bluntly; use the plainest language 52 (OR less likely) to make friendship with you friends I expect that they will listen to my ideas ]]> 20260317 18:15-19:15 1 -3000 + 0 = -3000 active Dealing with talented volatile managers Dealing with talented volatile managers - Anna Wintour (1/2) | Mock interviews 15 By the end of this session you will have studied print Download onto your tablet or print the following pdf for our next lesson. Market Leader 3rd edition Upper Intermediate Unit 7 Management styles pg 68 ex A B reading Management styles → pg 69 reading student A Anna Wintour market_leader_3rd_upper_intermediate_students_book_pg66-73_unit7_management_styles.pdf 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 7 Management styles 51 Management styles active textbook What do you dislike about the management style in your organisation? 〆bureaucracy 〆strong vertical hierarchy 〆monitoring of your activities 〆micro-management (...) Lexical material: Management styles pg 68 ex A speaking pg 68 ex B C reading Management styles → pg 69 reading student A Anna Wintour → pg 145 reading student B Jim Buckmaster T / Cl Would you like to have such a manager as Anna Wintour? Why / why not? ✓ get 1st hand feedback from role model & high standards 〆take for granted that meetings are probably more instruction-giving than decision-making meetings 〆could be pushed to your limits → learn the hard way = rather ruthless management style Lexical material: Ruthless vs approachable management styles T / Cl How do you deal with a talented, but volatile, manager? ✓ give up seeking consensus with impatient managers → be a yes person 〆don't expect to follow a constructive, though confrontational, approach → being critical is not necessarily a guarantee to gain respect 〆acknowledge that your workplace doesn't have to be your comfort zone → some talented managers may motivate with a stick rather than a carrot = tolerate their ruthlessness in the name of perfectionism pg 68 ex D vocab T / Cl Is it easy to remain approachable & yet be respected and get things done? ✓ depends on your mentoring & empowerment skills set for homework pg 68 ex E F vocab pg 69 ex G discussion ]]> 50 1 Dealing with talented volatile managers hw20221005 active edit_ol_qa prep_ol_qa pix/icons8-collaboration-100_white.png Are you ready to put up with volatile managers if they are indeed talented? Is it against your principles to shout at work? visual aid
]]> How do you deal with a talented, but volatile, manager? ✓ show you are self-motivated ✓ use foul language to support your emotions & engagement in the business = be involved → pretend you are on the same wavelength ✓ be demanding towards your subordinates in the same way foul = including rude words and swearing; offensive If you work unsociable hours, is it evidence of a good or bad management style? 〆probably too demanding management style ≠ will fail woth self-motivated staff who ned to enjoy their work unsociable = not enjoying the company of other people; not friendly; unsocial hours (BrE) are those that are outside the normal working day Why is perfectionism not a key to successful management? ✓ better focus on frequent incremental changes ✓ strike a balance between management by consensus and perfectionism = manage your energy, get your priorities right → 20% efforts account for 80% of results (Pareto principle) Pareto principle = rule which states that for many outcomes, roughly 80% of consequences come from 20% of causes. In other words, a small percentage of causes have an outsized effect 49 ruthless = disapproving) (of people or their behaviour) hard and cruel; determined to get what you want and not caring if you hurt other people to embrace = (formal) to accept an idea, a proposal, a set of beliefs, etc., especially when it is done with enthusiasm to dismantle = to take apart a machine or structure so that it is in separate pieces; to end an organization or system gradually in an organized way to haggle (with sb) (over sth) = to argue with sb in order to reach an agreement, especially about the price of sth to liaise = (with sb) (especially BrE) to work closely with sb and exchange information with them headcount = act of counting the number of people who are at an event, employed by an organization, etc.; the number of people that have been counted in this way to align sth (with / to sth) = to change sth slightly so that it is in the correct relationship to sth else to align yourself with sb/sth = to publicly support an organization, a set of opinions or a person that you agree with concession (to make a ~) = something that you allow or do, or allow sb to have, in order to end an argument or to make a situation less difficult hefty = (of an amount of money) large; larger than usual or expected to make do = to come to terms with; to use a poor substitute when one does not have the right thing liable /'laiəbəl/ = likely to be affected by sth, prone to; likely to do sth to put up with = to tolerate, accept patiently; bear foul = including rude words and swearing; offensive Pareto principle = rule which states that for many outcomes, roughly 80% of consequences come from 20% of causes. In other words, a small percentage of causes have an outsized effect unsociable = not enjoying the company of other people; not friendly; unsocial hours (BrE) are those that are outside the normal working day 48 tasks (OR red tape) You can spend a lot of time to think thinking about your project You should don't not use Jira She can listen to your ideas You're expanding increasing | improving your competition competitive | fighting skills If it's working works don't touch it You can write it more accuracy accurately ]]> 20260313 18:15-19:15 1 -3000 + 3000 = 0 active Successful managers, managerial philosophies By the end of this session you will have studied print Download onto your tablet or print the following pdf for our next lesson. Market Leader 3rd edition Upper Intermediate Unit 7 Management styles pg 68 ex A B reading Management styles → pg 69 reading student A Anna Wintour market_leader_3rd_upper_intermediate_students_book_pg66-73_unit7_management_styles.pdf 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 7 Management styles 47 2 pix/icons8-collaboration-100_white.png Traits of a manager active wip deck_shuffled_lines_halign prep_deck_shuffled_lines_halign What are the traits of a good manager?
significant traits
desirable traits
possibly less important features
]]> significant traits inspiring... because they should motivate, have a vision decisive... because sometimes there is no ideal solution responsible... because someone has to face shareholders & call the shots (in between...) competent... because they are results-oriented and delegate rather than complete tasks themselves efficient... even though they may not be liked by others, e.g. W.Churchill desirable traits creative but some leaders like D.Trump may lack the following... organised logical but some field marshals like J.Bezos may lack the following... diplomatic flexible supportive considerate possibly less important features loyal... some venture capitalists, serial entrepreneurs may lose interest in a start-up that has become successful sociable... many corporate cultures still rely on a more vertical hierarchy ]]> 46 Successful managers active textbook Some managers are quite successful in some companies or countries and rather inefficient in others... What factors influence managerial functions? ✓ ability to manage in an increasingly competitive, volatile changing business environment ✓ concern for the recognition of the individual within the organisation = international HR management Lexical material: Successful managers pg 67 ex A listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_017.ogg ]]> 45 Managerial philosophies active textbook Which management style gets the best out of people? ✓ when people are not owned by the organisation = let people bring their own perceptions, biases, personality, culture at work... pg 67 ex B listening → pg 160 audio script market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_018.ogg Lexical material: Managerial philosophies T / Cl What should managers always bear in mind? 1 consideration, respect & trust 2 recognition & credit 3 involvement & availability (management by walking about) 4 a sense of justice 5 positive action on an individual basis 6 emphasis on end results What is another way of asking in plain English if emphasis on end results happens at the cost of consideration, respect & trust? ✓ Does the end justify the means? pg 67 ex C listening → see audioscript pg 160 market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_019.ogg T / Cl Do many managers in Russia believe in self-direction & self-control of their staff? 〆managerial skills gap in generations & regions → do they want to learn how to develop? e.g. Vkusville → no security guards to acknowledge delivery of goods = cheaper to factor costs of petty food theft than employ for security staff pg 67 ex D speaking T / Cl Which management style gets the best out of people? → depends if people are ready for self-direction... Should a manager be in someone else's shoes, i.e. change their management styles? ✓ be ready to accept feedback from both superiors & your team → acknowledge the fact you may need to change your management style ]]> 44 to interfere (in sth) = to get involved in and try to influence a situation that does not concern you, in a way that annoys other people mediator = person or an organization that tries to get agreement between people or groups who disagree with each other unorganised = having no organisation at all disorganised = very bad at arranging or planning things volatile = (often disapproving) (of a person or their moods) changing easily from one mood to another; (of a situation) likely to change suddenly; easily becoming dangerous impediment = something that delays or stops the progress of sth; obstacle 43 to upgrade our system They can forget about something some important things They need to listen to each other It was enough to write it by your hand down | to have a hand-written ledger ]]> 20260310 18:15-19:15 1 -3000 + 6000 = 3000 active Describing the role of a manager By the end of this session you will have studied print Download onto your tablet or print the following pdf for our next lesson. Market Leader 3rd edition Upper Intermediate Unit 7 Management styles pg 67 ex A vocab market_leader_3rd_upper_intermediate_students_book_pg66-73_unit7_management_styles.pdf zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Market Leader 3rd edition B2 Unit 7 Management styles 42 Describing the role of a manager active textbook Should a good boss take decisions or delegate? ✓ delegate = empower their team → focus on building a vision, being inspiring ✓ let others deal with practicalities pg 66 ex A starting up Lexical material: Describing the role of a manager and management styles T / Cl Can staff turnover be a reliable way of measuring a manager's success? ✓ might be affected by HR policies ✓ depends on macro-economic circumstances e.g. trends on the labour market (...) pg 66 ex B C starting up ]]> 41 Management qualities active textbook What's the difference between 'competence' /'kɔmpətəns/ and 'competency' /'kɔmpətənsi:/ ? 〆 none What's the opposite of 'decisive'? ✓ indecisive Lexical material: Management qualities pg 67 ex A vocab T / Cl Do you remember a situation when a manager was inconsiderate? What happened? ✓ when pushed by deadlines to work after hours pg 67 ex B listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_016.ogg T / Cl What is more important to be for a manager [considerate | inspiring | efficient...]? pg 67 ex C speaking pg 67 ex D vocab pg 67 ex E speaking ]]> 40 1 pix/icons8-collaboration-100_white.png Management styles active wip xml_multi_dd_row deck_shuffled_lines_halign prep_deck_shuffled_lines_halign What management styles have you experienced? Which do you find more efficient? When? 29 7 left 4;6;7;10 5;8 1;2;3;9 39 2 pix/icons8-dictionary-100_white.png Roles of a manager active xml_multi_dd_row Should a manager be the decision maker or also a problem solver? 29 7 left 1;2 3;4 5;6 7 38 to interfere (in sth) = to get involved in and try to influence a situation that does not concern you, in a way that annoys other people mediator = person or an organization that tries to get agreement between people or groups who disagree with each other unorganised = having no organisation at all disorganised = very bad at arranging or planning things empowering = giving sb the power or authority to do sth hands-on = doing sth rather than just talking about it directive = vertical, top-down style where leaders hold centralised power, making decisions unilaterally and providing specific, detailed instructions to employees. It focuses on high-level control, strict procedures, and clear, immediate goals to ensure tasks are completed efficiently, often used in crises or with inexperienced teams laissez-faire /,leɪseɪˈfɛə/ = allow to do, i.e. without intervention 37 to other analytics As a result they lost missed the deadline ]]> 20260306 18:15-19:15 1 9000 20260305 3000 -3000 + 9000 = 6000 active Choosing a manager (depending on past & present habits, performance...) (2/2)]]> | Mock interviews 15 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 Intermediate 3rd edition Unit 8 Human resources Case study - Fast fitness pg 80 task 1 reading pg 81 cards → rank candidates in terms of suitability → practise 'used to', 'would' and 'will' to describe habits market_leader_3rd_intermediate_course_book_pg80-81_case_study_recruitment_dilemma_at_fast_fitness.pdf 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 B1 Unit 8 Human resources 36 Interviewing candidates active textbook How should candidates behave at a job interview? ✓ show self-confidence 〆avoid talking negatively about previous managers 〆dress too formerly? pg 80 task 2 listening market_leader/market_leader_3rd_intermediate/market_leader_3rd_intermediate_audio_cd02/market_leader_3rd_intermediate_audio_cd02_010.ogg Sean 〆sounds over-confident 〆doesn't like conflicts market_leader/market_leader_3rd_intermediate/market_leader_3rd_intermediate_audio_cd02/market_leader_3rd_intermediate_audio_cd02_011.ogg Paulo 〆lacks education & experience ✓ may endorse the brand ✓ has a plan to make improvements market_leader/market_leader_3rd_intermediate/market_leader_3rd_intermediate_audio_cd02/market_leader_3rd_intermediate_audio_cd02_012.ogg Martha 〆talks about problems with her boss 〆focuses too much on her achievements with people suffering from Parkinson's disease 〆lacks confidence ✓ has many ideas market_leader/market_leader_3rd_intermediate/market_leader_3rd_intermediate_audio_cd02/market_leader_3rd_intermediate_audio_cd02_013.ogg Silvia ✓ wants to be challenged & earn more ✓ gives facts rather than just opinions ✓ is demanding, convincing T / Cl Compare shortlisted candidates ✓ choose & justify why a candidate is suitable for the post at Fast Fitness → practise 'used to, would' to describe past experience (habits) → practise 'will' to make predictions about how these candidates may perform at Fast Fitness ]]> 35 Fast fitness - Feedback active textbook Who would be the best candidate? DVD case study commentary Feedback What profile does the company actually need? 〆being a sporty person is not a priority, just an asset ✓ emphasise more experience in management in the job description → need to better list skills, knowledge, attitude... How can you test the real capabilities of candidates? ✓ enquire how would encourage clients to renew their subscriptions ✓ ask behavioural questions (...) What common mistake is made when recruiting? 〆recruiting the same person as you are yourself → diversity of people What requirements are essential for Fast Fitness? (part 2) ✓ motivate & lead individual club managers ✓ give direction 〆don't take away independence → need to have ideas that can be adopted by club managers Who would be the best candidate(s)? (part 3) 1) Silvia ✓ features credibility (experience with football team) → will get attention of her colleagues ✓ has tangible ideas ✓ is committed to her own development (evening class in business studies) 2) Martha 〆needs more experience ]]> 34 leisure = time that is spent doing what you enjoy when you are not working or studying martial = connected with fighting or war to put / to lay one's cards on the table = to let someone know your position and interest openly; deal honestly; act without trickery or secrets treadmill = exercise machine that has a moving surface that you can walk or run on while remaining in the same place chain = group of shops/stores or hotels owned by the same company to bug = to annoy or irritate sb flair ~ for sth = a natural ability to do sth well to liaise (with sb) (especially BrE) = to work closely with sb and exchange information with them outstanding = extremely good; excellent to flock = to go or gather together somewhere in large numbers leisure = time that is spent doing what you enjoy when you are not working or studying to appeal = to attract, to interest sun deck = part of a ship where passengers can sit to enjoy the sun, or a similar area beside a restaurant or swimming pool to liaise (with sb) (especially BrE) = to work closely with sb and exchange information with them outstanding = extremely good; excellent runner-up = person or team that finishes second in a race or competition; a person or team that has not finished first but that wins a prize consignment = quantity of goods that are sent or delivered somewhere 33 's not depending doesn't depend ← isn't relevant to on our position He would used to work like (as) a manager He only counts to counts | relies on his face reputation ]]> 20260303 18:15-19:15 1 3000 -3000 + 3000 = 0 active Choosing a manager (depending on past & present habits, performance...) (1/2)]]> | Mock interviews 15 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 Intermediate 3rd edition Unit 8 Human resources Case study - Fast fitness pg 80 background reading pg 80 task 1 reading pg 81 cards market_leader_3rd_intermediate_course_book_pg80-81_case_study_recruitment_dilemma_at_fast_fitness.pdf zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> Market Leader 3rd edition B1 Unit 8 Human resources 32 Case study Fast fitness active textbook Do you practise sports on a regular basis? Why / Why not? ✓ to be healthy rather than to look healthy ✓ depends on local culture, urban life style, work life balance ✓ usually to look healthy (people who go to the gym don't seem to need it) How do you attract people to fitness clubs? ✓ organise groups who can socialise together after a work-out rather than just individuals ✓ offer group discounts for companies → peer pressure → team building ✓ find personal coaches who can motivate (...) pg 80 background reading T / Cl Why are the performances of the chain disappointing? Aren't facilities competitive? ✓ clubs seem to be rather well equipped 〆not enough brand awareness due to poor advertising? What can explain the problems that the chain is facing? What can you do to make sure members renew their cards? ✓ yearly subscriptions are expensive ✓ people are less likely to commit themselves → change from yearly to monthly subscriptions = example of new management strategy → need to find a manager with such ideas pg 80 Fast fitness job description T / Cl What kind of manager do they need to improve performance? Do you agree with the job description? 〆being a sporty person is not a prerequisite ✓ charisma ✓ experience in advertising (...) ]]> 31 20240426-1002 20230411-0932 20210519-0926 Past & present habits vs Getting familiar with (be / get used to) active grammar 30 20240426-0955 20240202-1151 20200424-1620 Past habits (used to vs would) active grammar 29 20240426-1000 20200522-1227 Past and present habits (used to vs would / will) active grammar 28 Mindmap: Used to - would - will active wip 3 textbook used to - would - will mindmap smartphone or tablet device print Download onto your tablet or print & illustrate the following mindmap in your own way (use colours, symbols, etc) http://www.ictnle.com/mindmaps/used_to_would_will_mindmap.pdf ]]> 27 Choosing a manager (depending on past & present habits, performance...) active textbook Should you shortlist candidates only based on their past experience or also potential? ✓ Martha used to be a professional dancer on Tv → may suggest a good image of the chain 〆she won't have enough experience as a manager pg 80 task 1 reading pg 81 cards → rank candidates in terms of suitability → practise 'used to', 'would' and 'will' to describe habits Demo ✓ Martha Gomez used to work as a professional dancer 〆She won't have enough experience as a manager ]]> 26 leisure = time that is spent doing what you enjoy when you are not working or studying martial = connected with fighting or war to put / to lay one's cards on the table = to let someone know your position and interest openly; deal honestly; act without trickery or secrets treadmill = exercise machine that has a moving surface that you can walk or run on while remaining in the same place chain = group of shops/stores or hotels owned by the same company to bug = to annoy or irritate sb flair ~ for sth = a natural ability to do sth well to liaise (with sb) (especially BrE) = to work closely with sb and exchange information with them outstanding = extremely good; excellent to flock = to go or gather together somewhere in large numbers leisure = time that is spent doing what you enjoy when you are not working or studying to appeal = to attract, to interest sun deck = part of a ship where passengers can sit to enjoy the sun, or a similar area beside a restaurant or swimming pool to liaise (with sb) (especially BrE) = to work closely with sb and exchange information with them outstanding = extremely good; excellent runner-up = person or team that finishes second in a race or competition; a person or team that has not finished first but that wins a prize consignment = quantity of goods that are sent or delivered somewhere 25 am used to practise practising sports in a group (talking about a habit now) You can focus with on yourself ]]> 20260224 18:15-19:15 1 6000 20260220 3000 -3000 + 0 + 6000= 3000 active JH | Amazon leadership principles - Hiring and developing the best (2/2) By the end of this session you will have studied https://interviewing.io/guides/amazon-leadership-principles → read the article → find 2 support stories for Hiring and developing the best 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 Amazon Leadership Principles interview questions 24 2 pix/icons8-dictionary-100_white.png Leadership principles - areas of interest at Amazon (2/2) active 3 wip xml_multi_dd_row Do you think big? Can you outsmart the competition and yet remain frugal? 12 16 left 1;2 3;4 5;6 7;8 9;10 11;12 Describe a time when you needed to influence a peer who had a differing opinion about a shared goal ]]> 23 3 Mock interview (Amazon format) - Feedback Mock interview (Amazon 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 received negative feedback Describe a time when you improved morale and productivity on your team Hiring and developing the best ]]> stopwatch Describe a time when you needed to influence a peer who had a differing opinion about a shared goal. ]]> 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
Amazon Leadership Principles
[ ] customer obsession [ ] inventing and simplifying [ ] learning and being curious [ ] insisting on the highest standards [ ] delivering results [ ] diving deep [ ] having backbone - disagree and committing [ ] dominating [ ] hiring and developing the best [ ] thinking big [ ] bias for action [ ] frugality [ ] earning trust
Scope & impact
[ ] leads projects from cradle to grave [ ] mentors team members [ ] drives results [ ] shows broader ownership
Leadership
[ ] 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
]]> 22 frugality = prudence in avoiding waste 21 nothing anything It's a really often common situation When we catched caught some mistakes Around 40% of these ideas it's something unreachable unrealistic | unfeasible ]]> 20260217 18:15-19:15 1 3000 -3000 + 3000 = 0 active JH | Amazon leadership principles - Hiring and developing the best (1/2) By the end of this session you will have studied https://interviewing.io/guides/amazon-leadership-principles → read the article → find 2 support stories for Hiring and developing the best 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 Amazon Leadership Principles interview questions 20 1 pix/icons8-dictionary-100_white.png Leadership principles - areas of interest at Amazon (1/2) active 3 wip xml_multi_dd_row 12 16 left 1;2 3;4 5;6 7;8 9;10 11;12 13;14 19 to overcommit = to oblige (someone) to do more than they are capable of, especially to repay a loan they cannot afford to lessen = to become or make sth become smaller, weaker, less important, etc 18 will be is blocked When you're talking from a client side perspective | When you are customer-centric If we didn't resolve this problem, we will would have problems with customers It means our model will predict more accurate accurately The manager stepped to the second plan down | out of the way | out into the background It's a time spending consuming project ]]> 20260210 18:15-19:15 1 18000 20260205 3000 -3000 + -12000 + 18000 = 3000 active JH | Strategies to support long-term retention and leadership succession By the end of this session you will have studied Circle of safety - Mentoring & Leadership - follow-up questions What is your strategy for growing engineers within your team to support long-term retention and leadership succession? → review STAR, CARL → review your support stories → answer the questions with a relevant narrative structure Set of support stories https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?tab=t.0 → review your support stories → decide which are most relevant to each topic and/or area of interest → anticipate how questions may overlap and/or be paraphrased → prepare for behavioural questions with the Mock interview assessment sheet template 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 17 1 32 pix/icons8-collaboration-100_white.png Strategies to support long-term retention and leadership succession active edit_ol_qa What is your strategy for growing engineers within your team to support long-term retention and leadership succession? 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 assisting or conducting long-term goals developing cross functional projects (and not just with a small pool in a sandbox) ✓ Rationale assess your skills in managing staff over a long period and not just short term assignments → build genuine rapport and not just a coldish, professional relationship demonstrate you realise the values of loyalty → better for the company to avoid costly staff turnover e.g. often 30% of new recruits leave during the probation period show that you don't want to be irreplaceable prove you are eager to share knowledge & not keep it for yourself to preserve your position → train staff to become successors genuine = real, not fake 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 offering mentorship opportunities within and beyond the team ✓ 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 junior team members were burning out senior staff member performed in a mediocre way because they were bored you had to assess whether another employee is ready to join your team (...) (T) Task set up a stretch project (A) Action sponsored attendance at conferences and open-source communities built ladders that support IC ran dual track management (R) Result stopped delaying feedback until performance reviews advocated for promotion readiness through documented achievements rotated team members into architecture or customer-facing initiatives mediocre = (disapproving) not very good; of only average standard IC (Individual Contributor) management = managing employees who perform specialized, high-level work independently without managing a team or having direct reports. They focus on executing tasks, technical innovation, and deep expertise rather than people management. ICs are crucial for hands-on, high-quality results dual-track product management | Dual-Track Agile = methodology where teams simultaneously run two parallel tracks—discovery and delivery—to validate user needs and build solutions concurrently. It accelerates learning, reduces waste by ensuring only validated ideas are built, and maintains a continuous flow of high-value features, blending Lean Startup principles with Agile development What follow-up questions should you anticipate on this topic? Have you ever been allocated a specific budget to long term retention? How did you spend it? Have you ever felt threatened by subordinate team members because they were challenging your skills? 16 genuine = real, not fake 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 mediocre = (disapproving) not very good; of only average standard IC (Individual Contributor) management = managing employees who perform specialized, high-level work independently without managing a team or having direct reports. They focus on executing tasks, technical innovation, and deep expertise rather than people management. ICs are crucial for hands-on, high-quality results dual-track product management | Dual-Track Agile = methodology where teams simultaneously run two parallel tracks—discovery and delivery—to validate user needs and build solutions concurrently. It accelerates learning, reduces waste by ensuring only validated ideas are built, and maintains a continuous flow of high-value features, blending Lean Startup principles with Agile development 15 finding looking for divergence in... I'm spending many much time to find something Despite the fact that you are just a team member (OR Although you are just a team member...) ]]> 20260203 18:15-19:15 1 3000 -3000 + -9000 = -12000 active JH | Building a high-performing and psychologically safe team culture By the end of this session you will have studied Circle of safety - Mentoring & Leadership - follow-up questions How do you approach building a high-performing and psychologically safe team culture? → review STAR, CARL → review your support stories → answer the questions with a relevant narrative structure Set of support stories https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?tab=t.0 → review your support stories → decide which are most relevant to each topic and/or area of interest → anticipate how questions may overlap and/or be paraphrased → prepare for behavioural questions with the Mock interview assessment sheet template 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 14 1 31 pix/icons8-collaboration-100_white.png Building a high-performing and psychologically safe team culture active edit_ol_qa How do you approach building a high-performing and psychologically safe team culture? 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 leadership mentoring ✓ Rationale show you have potential for growth demonstrate you share the same values as most modern, trendy & inclusive FAANG companies 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 peer programming | pair programming = Agile software development technique where two developers collaborate in real-time at one workstation to write code. One developer, the "driver," writes code, while the other, the "navigator," reviews each line for quality, bugs, and strategic direction What support stories give evidence of your skills? What narrative pattern(s) is/are more appropriate to keep your interlocutor intrigued? (S) Situation team experienced burnout due to poor workload visibility & insufficient reward system (T) Task improve team morale (A) Action ran peer programming sessions widened perspectives beyond metrics began socialising outside of the workplace performed team rituals to celebrate success stories (R) Result balanced individual autonomy with collective goals enjoyed public praise reached a consensus on new team norms What follow-up questions should you anticipate on this topic? What obstacles would you face in building such work culture? ✓ possible resistance from management ✓ misunderstanding the need for work-life balance goals ✓ some senior members may not pull their weight How do you ensure the team is indeed a high performing one? ✓ use benchmarking tools 13 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 peer programming | pair programming = Agile software development technique where two developers collaborate in real-time at one workstation to write code. One developer, the "driver," writes code, while the other, the "navigator," reviews each line for quality, bugs, and strategic direction 12 claimed complained about the tasks I was trying to explain him to him that a system analyst shouldn't do these tasks I lost the meaning purpose of these meetings It was really interested interesting They didn't want to hear listen to you how you should optimise it ]]> 20260129 12:00-13:00 MSK 1 3000 -3000 + -6000 = -9000 active Why good leaders make you feel safe? By the end of this session you will have studied Why good leaders make you feel safe | Simon Sinek What makes a great leader? Management theorist Simon Sinek suggests, it's someone who makes their employees feel secure, who draws staffers into a circle of trust. But creating trust and safety — especially in an uneven economy — means taking on big responsibility. Watch the video. → answer the questions https://www.youtube.com/watch?v=lmyZMtPVodo Set of support stories https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?tab=t.0 → review your support stories → decide which are most relevant to each topic and/or area of interest → anticipate how questions may overlap and/or be paraphrased → prepare for behavioural questions with the Mock interview assessment sheet template 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 11 1 Why good leaders make you feel safe? active edit_ol_qa prep_ol_qa pix/icons8-collaboration-100_white.png Why good leaders make you feel safe | Simon Sinek What makes a great leader? Management theorist Simon Sinek suggests, it's someone who makes their employees feel secure, who draws staffers into a circle of trust. But creating trust and safety — especially in an uneven economy — means taking on big responsibility. https://www.youtube.com/watch?v=lmyZMtPVodo]]> why_good_leaders_make_you_feel_safe_simon_sinek-lmyzmtpvodo.mp4 Why was Captain Swenson recognised? [00:52] ✓ ran into live fire when caught in an ambush in Afghanistan ✓ rescued the wounded ✓ pulled out the dead = brave → reminiscent of a hero? to recognise = to express obligation, thanks, or gratitude for What is remarkable about what Captain Swenson did? [01:36] ✓ he kissed his wounded soldier who was being evacuated by helicopter → emotional intelligence? emotional intelligence = ability to understand, use, and manage your own emotions in positive ways to relieve stress, communicate effectively, empathize with others, overcome challenges and defuse conflict What is the difference in making sacrifices in the army and in business? [02:06] ✓ in the army, they're willing to sacrifice themselves so that others may gain → leaders are rewarded with a medal ✓ in business, leaders give bonuses to people who are ready to sacrifice others so that leaders may gain = opposite action Do you know of - or believe that - soldiers are attracted by the ideology: having a vocation, giving a service to their country? Can employees in business be motivated in the same way? [02:30] 〆their environment doesn't define how they act ✓ they would sacrifice themselves for you (if you can create the right environment) → employees, like soldiers, may work harder if well motivated, or inspired → create the right environment vocation = type of work or way of life that you believe is especially suitable for you What is special about this environment? What are the 2 key ingredients? [03:01] ✓ trust ✓ cooperation ≠ words or instructions → empathy What is the circle of safety? [03:52] ✓ an area where the tribe of social animals collaborate together → feel safe ✓ protect against external danger = feeling of trust & cooperation How does the anecdote of the airport staff support the anti-thesis (i.e. situation in which you are not in the circle of safety)? [05:44] 〆if you don't follow the rules → lose your job = don't trust their leaders What makes a good parent? How is this relevant to leaders? [06:36] ✓ giving love ✓ ensuring education ✓ teaching discipline ✓ providing support to make great achievements ✓ giving opportunities to try and fail → be a role model? How often should a manager give opportunities to try and fail? → create sandbox environments How many leaders prepare their successors? 〆lack of talent management 〆little concern for knowledge management = self-protection in Russia What is lifetime employment policy? [07:19] ✓ don't lay off staff for performance issues (because you wouldn't lay off children either) → coach when there is an issue Would you sacrifice numbers to save people? [08:18] ✓ in practice, reduce operational costs before labour costs because recruiting is time consuming What is the difference between head counts and heart counts? [09:25] ✓ don't lay off staff during hard times ✓ people who feel safe will collaborate better & spontaneously make compromises = better to all suffer a little than one should suffer a lot How different are some of the recognised leaders at the top and unofficial leaders at the bottom? [10:22] ✓ many leaders at the top feature only authority 〆they lack empathy 〆they are not trusted ✓ leaders at the bottom (usually) lack authority → feature consideration for others ✓ they are trusted = create a safe environment Why are some staff members ready to sacrifice themselves? [11:24] visual → don't make staff members feel like a cogwheel in the system, or just a pawn in a board game = being Russian doesn't mean adhering to authoritarian management styles ]]> to adhere = to behave according to a particular law, rule, set of instructions, etc fat cat = (informal, disapproving) person who earns, or who has, a lot of money (especially when compared to people who do not earn so much) 10 vocation = type of work or way of life that you believe is especially suitable for you to adhere = to behave according to a particular law, rule, set of instructions, etc empowerment = to give sb the power or authority to do sth consensus ~ (among sb) | ~ (about sth) | ~ (that ...) = an opinion that all members of a group agree with consensual /kən'sensu:əl/ /kən'senʃu:əl/ = which people in general agree with decisive /dɪˈsaɪsɪv/ = very important for the final result of a particular situation; able to decide sth quickly and with confidence to groom sb (for / as sth) = to prepare or train sb for an important job or position laid-back = calm, and relaxed; seeming not to worry about anything fat cat = (informal, disapproving) person who earns, or who has, a lot of money (especially when compared to people who do not earn so much) 9 20260123 12:00-13:00 1 3000 -3000 + -3000 = -6000 active JH | Mock interviews 14 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 8 1 Mock interview - Feedback Mock interview (general format) - Feedback TEMPLATE active prep_2columns_2qa edit_2columns_2qa pix/icons8-quiz-100_white.png Use this assessment sheet for feedback of behavioural questions What incentives do you find relevant to your team when you have mundane tasks to complete? ]]> stopwatch Methodology
[〆] failed to understand key words e.g. incentives repeats or paraphrases question to confirm understanding (also, to stall for time while finding a story) [ ] elicits expected skills to be validated by initial behavioural question (by 'thinking aloud') [ ] addresses question with convincing story [ ] shows awareness of and/or experience in adjacent core skills [ ] does not follow only a chronological narrative [✓] follows a clear & logical narrative progression (STAR, CARL, BLUF, Minto/McKinsey Pyramid, SWOT...) [ ] uses metrics effectively (and regularly, not just to draw conclusions) [ ] ends initial answer with 'Would you like to hear nmore?' [ ] engages in natural conversation (no regurgitation, attentive to follow-up questions)
Use of STAR approach
[ ] succinct situation (and NOT a chronological description) [ ] single-sentence task (focusing on 'I' rather than 'we') [ ] numerous actions (incl. cross collaboration to suggest size) [?] results (incl. for a variety of stakeholders to show impact scale) [ ] lessons learnt [ ] greater focus on actions than context (think 'STAAAAAAR')
Target area(s) of interest
[ ] identifies skills (areas of interest, aka buckets) to be evidenced in the support story [ ] greatest & weakest points of your career [ ] upstream & downstream feedback [?] cross functional collaboration [ ] conflict resolution [?] leadership [ ] mentoring
Leadership tell-tale signs
[✓] demonstrates ownership (although may not be in a managing / leading position) [ ] motivates stakeholders (across the company and possibly more) [ ] empowers team members (incl. signs of mentoring) [ ] can initiate & take decisions without hierarchical support [ ] acts as team lead (although may face resistance) [ ] has a vision and is not just a manager
]]> Additional comments
= paraphrased version of S 00:52 received claims from support teams blamed for wrong data pbs in model due to divergence from data sources 25% data divergence → requested from team to mitigate T 01:12 prove this task was important (paused to find words...) A 01:26 wrote a python script to assess divergence risk of giving wrong decisions to clients wrote pipeline offered a reconciliation script x2 / month T understood priorities demonstrated implementation R 03:27 reduced from 25 to 0% divergence client could trust data 04:32 follow-up qs joined 2 sources progressively reduced Feedback ✓ convincing emphasis of potential threats 〆not enough metrics 〆time frame, scale & number of people involved → 7-10 people ~ 3 months 〆focused on processes rather than motivational tools → should focus on motivating team members rather than just communicating technical goals ≠ skills interview! = behavioural questions interview
]]> 7 incentive = something that encourages you to do sth 6 with my technological stack we haven't some any resources to improve The client could trust in data If we haven't it didn't have them (such bureaucratic procedures) we would finish the project in 1.5 month ]]> 20260113 18:15-19:15 1 3000 -3000 + 0 = -3000 active JH | Whistle-blower at Car Glazer? | Mock interviews 13 By the end of this session you will have studied https://docs.google.com/document/d/1Wu_6MTeedSJ2DxXY8306E90nV4rnwXnuBk3b1PPl1S8/edit?tab=t.0 → review your support stories → decide which are most relevant to each topic and/or area of interest → anticipate how questions may overlap and/or be paraphrased → prepare for behavioural questions with the Mock interview assessment sheet template zoom_meeting.png Zoom meeting details Meeting ID: 756 4987 5350 Passcode: 6i7BWB https://us04web.zoom.us/j/75649875350?pwd=154dMUfjzcw2ocWXHgR5oAjvGEUNBC.1 ]]> The Business 2.0 Upper Intermediate B2 Case study - Car Glazer 5 Analysis active textbook 〆asked the garage to repair his private car (a BMW) 〆lied to Garage Miler by saying Car Glazing would cover the costs → F.Nowak owes everyone some explanations pg 99 ex 5 discussion T / Cl Can this endanger customer business relationships? ✓ probably yes = spoil company reputation → fire F.Novak immediately or investigate? pg 99 ex 6 listening for detail the_business_mac_millan/the_business_upper_intermediate_2_0/the_business_upper_intermediate_2_0_audio_cd02/the_business_upper_intermediate_2_0_audio_cd02_039.ogg T / Cl What has F.Novak just achieved? ✓ has landed the biggest contract the company has ever had = has good networking & sales skills Whose BMW did F.Novak have repaired? ✓ perhaps a representative of this new insurance company = doing a favour to win a tender? → discuss the issue with your compliance officer Is it good business practice? 〆bribing? → should have kept his hierarchy in the loop How will you explain the situation to Garage Miler? = rather awkward to acknowledge F.Norvak was right → make up some story & pay outstanding debts asap Conclusion Would you want to work with a sales rep who has such ways and means? ✓ if Car Glazer agrees to pay the bill, it means they accept this practice... If he did it once, don't you run the risk of him doing it again? → consider some warning, reprimand...? Is it fair/ethical to prefer a company to another one because they have repaired your car for free? 〆probably not (...) If you were in Emily's position, would you be a whistle-blower? = leak to the media that the No 1 insurance company chose a service provider because they were done a favour? → all depends if Car Glazer pays the bill ]]> 4 to embezzle = to steal money that you are responsible for or that belongs to your employer sickie (to throw a ~) = day when you say that you are ill/sick and cannot go to work when it is not really true petty = small amount of money kept in an office for small payments petty cash = small amount of money kept in an office for buying small things that are needed to reprimand ~ sb (for sth) = (formal) to tell sb officially that you do not approve of them or their actions dent = hollow place in a hard surface, usually due to being hitting by sth in the course of = during, while evasive = not willing to give clear answers to a question; vague whistle-blower = (used especially in newspapers) person who informs people in authority or the public that the company they work for is doing sth wrong or illegal Bottoms Up - JH B2 Preparing for professional mobility 3 3 Mock interview - Feedback Mock interview (general format) - Feedback TEMPLATE active prep_2columns_2qa edit_2columns_2qa pix/icons8-quiz-100_white.png Use this assessment sheet for feedback of behavioural questions Have you ever had to reprimand or demote a colleague for making a professional mistake? ]]> stopwatch Methodology
[✓] repeats or paraphrases question to confirm understanding (also, to stall for time while finding a story) [ ] elicits expected skills to be validated by initial behavioural question (by 'thinking aloud') [✓] addresses question with convincing story [ ] shows awareness of and/or experience in adjacent core skills [ ] does not follow only a chronological narrative [✓] follows a clear & logical narrative progression (STAR, CARL, BLUF, Minto/McKinsey Pyramid, SWOT...) [?] uses metrics effectively (and regularly, not just to draw conclusions) [✓] ends initial answer with 'Would you like to hear more?' [ ] engages in natural conversation (no regurgitation, attentive to follow-up questions)
Use of STAR approach
[✓] succinct situation (and NOT a chronological description) [ ] single-sentence task (focusing on 'I' rather than 'we') [✓] numerous actions (incl. cross collaboration to suggest size) [?] results (incl. for a variety of stakeholders to show impact scale) [✓] lessons learnt [ ] greater focus on actions than context (think 'STAAAAAAR')
Target area(s) of interest
[✓] identifies skills (areas of interest, aka buckets) to be evidenced in the support story [ ] greatest & weakest points of your career [ ] upstream & downstream feedback [✓] cross functional collaboration [✓] conflict resolution [✓] leadership [ ] mentoring
Leadership tell-tale signs
[✓] demonstrates ownership (although may not be in a managing / leading position) [ ] motivates stakeholders (across the company and possibly more) [ ] empowers team members (incl. signs of mentoring) [✓] can initiate & take decisions without hierarchical support [✓] acts as team lead (although may face resistance) [ ] has a vision and is not just a manager
]]> Additional comments
Have you ever had to reprimand or demote a colleague for making a professional mistake? = paraphrased version of Have you ever had to fire a friend? 2 yrs ago S 00:17 Moscow stock exchange making mistakes forgetting about agreements T 00:51 resolve conflict A 01:03 asked TL why had lost motivation poor planning created a meeting focus all developers' time if we moved focus for (on)to some other tasks R 03:44 reduced mistakes 03:59 lessons learnt avoid burn out not only criticise Feedback ✓ quite strong 〆no metrics 〆too short description of actions
]]> 2 1 zeros the noughties They spent their budget for on another client He broke breached trust You must have a proven targets record It depends about on the situation ]]>