Ace the Job Interview - Incl. the 20 Questions and Answers to Prepare | Felix Peeters | Skillshare

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Ace the Job Interview - Incl. the 20 Questions and Answers to Prepare

teacher avatar Felix Peeters, Interview Coach & Partnerships Manager

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

6 Lessons (1h 37m)
    • 1. Job Interview - Course Teaser

    • 2. Chapter 1: Introduction to Acing the Job Interview

    • 3. Chapter 2: Style & Composure for a Job Interview

    • 4. Chapter 3: Structure for Job Interview Answers

    • 5. Chapter 4.1: The 20 Job Interview Questions to Prep

    • 6. Chapter 4.2: The 20 Job Interview Questions to Prep

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About This Class

If you are applying for an important job interview and you want to make sure you leave nothing to chance, this course is for you. After helping hundreds of professionals with their interview and getting into top-tier firms and schools, we will explain our strategy for job interview preparation in this video course: 

  • How to enter the (video) interview. 
  • How to speak- practice your tone of voice. 
  • How to behave and compose yourself during the interview. 
  • How to structure your answer: 3 winning structures for job interviews.  
  • The only 20 questions you have to prepare for. 
  • How to answer those 20 questions.  

This course is for all levels, and the techniques and tricks we explain have proven helpful for top companies like Uber, Amazon, L'oreal, United Nations, Roland Berger, LVMH, Facebook and ABInbev. If you are applying for roles in marketing, sales, product panagement, project management, administration, accounting, audit, pharma or consulting, this course will help you.   

The techniques, tips, tricks and questions are also appliccable to interviews for MBA programs, business schools or competitive masters degrees and universities.  

Meet Your Teacher

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Felix Peeters

Interview Coach & Partnerships Manager


Hello, I'm Felix.

For the past year-and-a-half I have been working for Google in Belgium and the UK. 
When I was in HEC Paris Business School, we developed a method to write resumes, CVs and cover letters that would always work. We sell these letters and CVs, but today I want to give you the chance to simply do it yourself. We will use the Skillshare platform to bring our bestselling products to you.


If you have any questions, feel free to reach out to me at [email protected]

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1. Job Interview - Course Teaser: Hi, my name is Felix and this is my online course on how to succeed in a job interview. For the past few years, we've been able to help a few thousand young professionals with their resumes, their, their cover letters. And we've been getting the question whether we could also develop a course on how to be successful during the job interview. This is a service that we already provide face-to-face. So we feel perfectly capable to deliver such an online video course. But still we decided to first work together with actual hiring managers and recruiters in order for us to get the perfect strategy, the winning formula. And that's really what this course is all about. And of course, we're going to talk about how to compose yourself and how to speak your tone of voice, the structure that you want to use when answering questions. But there is one thing that's even more important and that's the actual questions. Is it possible to predict and anticipate which questions you will get during the job interview. Turns out, yes, it is possible to predict at least about 80% of the questions that you might get. And how do you do that? You have to prepare for a set of 20 questions. Doing so, you leave nothing to chance. So that's mainly what this video courses about. What are those 20 questions that you should prepare for? And then together, during this course, we will prepare the perfect answer. So if you are currently preparing for an important job interview, or this is something that you want to learn to leverage to your advantage a little bit further down the road. Then this course is for you. And then I'd be happy to see you in the first chapter, which is the introduction. 2. Chapter 1: Introduction to Acing the Job Interview: Okay, so here we are. Chapter one. This chapter is the introduction chapter, so I'll mainly be touching on what the other chapters are, what the following sections will be about, but also tell you how you can best work along during this course. How you can work along with us in order to make sure that you make the most out of anything we'll be telling you. So this is the introduction chapter and then the next one, chapter two, is all about entering the job interview. That means we'll be touching on how to introduce yourself, how to compose yourself. Your gestures with your hand, how to speak your tone of voice, when not to speak, what to do when you don't know the answer to a question. So essentially the basics, but mainly about the beginning of the job interview, opening up the conversation. This is definitely crucial because it is the first impression that you will make. Its a very important part of preparing for a job interview. But unfortunately, a lot of people when they are preparing for a job interview, they tend to forget to prepare for this. So that's really what chapter two will be about. And after that we go to chapter three. And for chapter three it's all about the structure that you use to answer questions. And in chapter three, I want to share with you three very important structures. Three types of structures treat types of organizing your answer that are very satisfying for a hiring manager or a recruiter. Because if there is anything that people like or tend to associate with professionalism, then it's really a well-structured answer. And so I'll be sharing three of those strategies with you in chapter three. Chapter three, all about structure, how to organize your answers. And then we move on to chapter four. And chapter four is definitely the most important chapter of this whole video course, but you shouldn't go there before finishing the other chapters. But in chapter four, it's all about the questions. What are those 20 questions that you can always prepare for for any job interview? And my premise, my statement is still that if you prepare for these 20 questions, you're basically prepared for about 80% of what could come your way during the job interview. Why? Because these are the 20 questions that are not just the most likely to be asked during the job interview. In fact, any other question that might be asked during the job interview will look so much like these 20 questions that in fact you will have prepared. You will have prepared a short meaningful answer to these questions, which means that if these questions come your way during the job interview Because of this course, you will not be nervous and in fact, you will be calm and in control of your situation because you've prepared for it and you've prepared for it so well that you can even make it look like you hadn't prepared for it because that's also the point. We're going to rehearse our answers to the extent where we internalize them. And we can make it seem like we're making it up on the spot. It sounds a little bit artificial, but it's perfectly possible and that is what chapter four is all about. There is one more thing that I would want to tell you in this first Introduction chapter, which is throughout this course and throughout the chapter sometimes I'll ask you a question in the form of an exercise. And that's really meant for you to practice. Meaning if you grab a pen and a piece of paper, sometimes just write down in a few words the question that I've asked and then use bullet points in order to construct an answer. Afterwards, we can compare your answer to my answer. Whenever we do that, by all means, it's personal. These questions are really about you. It's about your experience, it's about your personality, your professionalism. Therefore, there is no need to copy my answers, but I will provide some answers to interview questions from my point of view. And that's really just to provide you with an example that I would then consider a really good way to answer these questions, but definitely not the only way, right? So that's what I wanted to tell you. This is a course where I'll be giving you examples, but also where I'll be asking you questions. And the point is to really work along as you go. I hope you're ready and I think it's time for us to move on to chapter two, the second section in this video course. And in Chapter two, we'll be talking about how to enter the job interview, how to open the conversation. I'll see you there. 3. Chapter 2: Style & Composure for a Job Interview: Chapter two. Glad you've made it here. It means that you're interested, you're really going for that job. And also it means that I'm not boring you. Chapter two is all about entering the job interview, meaning making that first impression. And I'm going to pick up the pace a little bit because from now on you really want to learn as much as possible. And I'm going to try to be brief, but at the same time, I'm going to tell you everything we know about this. When it comes to entering the job interview, when it comes to making an impression, I really want you to look at three things. The first thing being your attitude, your style, and how you compose yourself. The second thing, how you speak, your dawn of voice, because that's really important to come across a certain way. And I'll explain to you how you want to come across. And then the third thing we'll be looking at in this chapter is what to do and how to behave when you don't know the answer to a question. And that's also something that a lot of people forget to prepare for. But sometimes you will get a question to which you don't know the answer, even though you just took the best possible online video course on predicting answers during a job interview, it could still happen. And therefore, I want to prepare you for this. Okay? So from these three things, the first thing being how to compose yourself, your style, your attitude. Let's jump right in. The first thing that you think about when it comes to your style and your attitude is probably what you should be wearing. I know that there is a bunch of articles about this online, but the first thing I want to tell you about this is you really only know what you should be wearing if you've asked somebody who either works at the company, recruits at the company, or has already applied and interviewed with the company. And I think that makes it a lot of sense. So here My advice would really be, if you don't know, send an email on LinkedIn to somebody whose already applied to this company, or send an email to somebody who works there and your semi connected to them through your network. But try to really find out and learn from the source. If you are not able to do that, then maybe reach out to somebody in your network that at least has the same line of work, meaning you're applying for a sales function in a tech company, then try to reach out to a salesperson, thick company and ask them what they were doing, their job interview, or ask them what they think you should be wearing, right? So that's the first thing I really want to say about this. The second thing is, and I say this regardless of the type of job you're applying for, because of course. And I noticed as well, if you're applying for a role in finance or you're playing for a consultancy firm, you're going to be wearing a suit, right? Or you're going to be wearing a blazer and a shirt, at least if you're a girl. So at this point, for sure you want to suit up. But I'm talking about all the other jobs out there. A position in a start-up, marketing, sales at that company. You know what I mean? For dispositions? When you show up to a job interview, whether that's in-person or on a video call. The rule is that you wanna address smart. You want to dress in a non casual, formal way, meaning you where, for example, shirt with a blazer and a skirt and talking about the women now, a shirt, a blazer, a skirt, and you want to be wearing dress, shoes. It's also possible to wear a dress, but then it has to be a very sober one. We don't want any motives or patterns on their tried to have a dark color rather than a light color, and just tried to look sober, tried to look professional, tried to look ready for business, right? That's really the general rule. Whereas if you're a man applying for a job, you want to be wearing at least a shirt. You want to be wearing dark trousers, dark pants. Definitely not genes. And again, you want to be wearing a dress shoes, right? And that's when you don't know. And at this point I'm really going to contradict myself by saying that if you're applying for a creative function somewhere or you're applying to a startup, then maybe you should be wearing jeans and maybe you shouldn't be wearing dress shoes. You know what I mean? It's really all about understanding where you're applying to and by all means try to be herself. A final thing I'm going to be saying about dress code because I really just want you to remember that the best thing to do is just to ask you're gonna be invited to an interview, which means that a recruiter will be sending you a message. This recruiter often won't make the decision as to whether or not you are hired, which means that you could perfectly say, thanks for the invitation. I was just wondering whether you could whether you could give me some pointers as to what I should be wearing to the interview. They will really just appreciate that you want to come prepared. So don't be afraid to ask this. That's really my first piece of advice. But the other thing I wanted to say about the dress code before we move on from this is if you're not sure, it's always better to be a little bit too formal than the other way around. And I'll explain you why that is. If you show up to a job interview and it's a position in marketing, for example. And you show up and you're a little bit overdressed or a little bit too formal. Your personality and the way you actually behave during the job interview can still completely offset the first impression that they had where they said he shows up, he's a bit too formal. Write if then in your behavior, you're a little bit more relaxed, they're perfectly able to forget about that. But then imagine the other way around where you show up to the job interview. You're wearing jeans, there is a stain on your shirt. You're not wearing nice shoes. At that point. Even if you really nail the job interview afterwards, it's gonna be really hard for you to reverse that first impression. So if you're not sure and you're unable to find out what you should be wearing, then tried to tilt a little bit towards the more formal rather than the other way around. And that's really the last thing I'll say about dress code because in my opinion, it's not the most important part about nailing the job interview. Within the same part, which is how to compose yourself. I also really want to talk about how to enter the room and don't get me wrong. I'm perfectly aware that in this day and age, entering the room might very well mean entering the video conference, entering the video call. So entering the room is entering the room, right? Imagine it's face to face, it's in-person. You actually get to go to the office and you get to enter a room. In that case, what I want you to do in terms of composure, in terms of behavior is I want you to follow. You can look confident, you can have a smile on your face, but I want you to follow, which means the door opens or you open the door, you're asked to come in, you come in, you look people in the eye. You shouldn't be the one shaking hands. You should be waiting for a queue. But if somebody wants to shake your hand, you will follow them. And if that happens, you'll shake everybody else's hand, but you shouldn't be taking that initiative. And the same thing goes for sitting down. You can look at the chair, you can gesture towards the chair. You look people in the eye and you wait for them to tell you to sit down. The reason why I want you to be a follower at this stage is because no matter how many interviews these recruiters have conducted, they've probably been doing that for all of their life. No matter how many times they've done this, they are always also a little bit nervous meeting somebody new. And the fact that at this point you are following, it doesn't make you seem insecure, it makes you seem polite and it makes them feel in control. It should also empower you to know that your behavior at that point is really empowering the recruiters. So you're actually dad confident that you're willing to take a step back and take the following position, right? So just keep that in mind. There is no problem being the follower at least in that first minute. But that's how I want you to enter the room. You don't take the initiative to shake the hand, you follow. You don't sit down before they asked you to write. Also, when people will greet you and again, I'm in this face-to-face scenario, they will say, Warning, Felix, Thank you for coming over. I want you to mimic that exactly. I want you to say, good morning to you and thank you for taking the time. A simple sentence, don't even think about it because often you forget to prepare the answer to that first question. It's not even a question. Good morning. Thanks for coming over. You say good morning and thank you for taking the time. It's a no-brainer and you've prepared for it. So it comes across as a very smooth beginning of a conversation. Okay. Tried to now take that conversation and entering the job interview, but this time we'll do it in an online video call. Same thing happens. Boom, you'll hear that sound. You'll enter the video conference. You see these people. I want you to look at them. You don't speak. You'll invite them to speak first. You just look at them. You're active, you have your back straight up. You'll look at them and you wait for them to speak and they'll say, good afternoon. Thank you for joining or good afternoon. Can you hear me? Right? These are things you can expect at that point. I want you to say, good morning, good afternoon, whatever it is. Good afternoon. I can hear you find Thank you for taking the time. That's it. It's a no-brainer. I want you to say these words and I want you to follow. I don't want you to take the initiative. There is time throughout the continuation of the job interview, the conversation. There will be a time where I want you to be more confident. There is nothing. Insecure about following them entering the room. So in terms of entering the room, your composure and that's what I want you to do. And then what I'm going to say next, it really applies to the online and offline interview after the entering, after opening. What I want you to do is I want you to really take care of how you present yourself, meaning you're already sitting down. I want your shoulders to be tilted backwards a little bit. I went back to be straight and your hands. And I'm using this bend because I find that quite comfortable when I'm talking to you. I'm just gonna put it down your hands. I want you to put them on the table like this. And whenever you're speaking, you can definitely use hand gestures but don't go up too high. But whenever you're not doing anything with your hands, don't put them on your lap. Don't put them in your neck like this. No. I want you to simply put them on the table here and then keep your back straight up. Look at people, look them in the I invite questions. You look ready for business, ready for a conversation. And that's really how I want you to compose yourself. That's really how I want you to gesture. If, if that makes sense, then when it comes to the tone of voice, how to speak, what to sound like. I'm gonna keep it very short, but essentially I want you to definitely not Raise Your Voice. Don't shout, don't speak too loudly. But definitely project some volume. Because if you don't speak with an appropriate amount of volume, you will somehow come across as a little bit insecure. Another mistake that a lot of people will make is they will start to speak a little bit too fast. Whereas I really want you to take your time. And so use your hands to base yourself a little bit. Because if you use your hands, you can give yourself a certain cadence to sometimes take a moment and say a word where you pause intentionally to emphasize certain word. I'm exaggerating at this point, but you see what I mean? You can use your hands to base yourself because when you're nervous you're going to accelerate a little bit. And that's just normal. But it comes across as clumsy, it comes across as insecure and nervous. And so you want to come across as calm and confident? Yep. Then another thing that I want you to do when it comes to what to sound like. And this is going to sound a little bit strange. But I want you to sound positive. How do you sound positive? Because of course I don't want you to change your answers to sound more positive. Not at all. I'm gonna say something and at this point you're absolutely gonna think that I'm making this up. But I want you to smile. Because when you smile, you absolutely heared at in somebody's voice. And I know they can also see you. So it works together. It goes hand in hand. But imagine they're asking me, for example, can you tell us something about where you grew up? Right? At this point, I could say I grew up in Belgium. That's where I was born. And that's also where I went to university. I was calm. I definitely used. An appropriate level of volume, right? But it wasn't really smiling. Now tried to close your eyes and listen to the same thing again, but this time I'm gonna smile. So Felix, can you tell us something about where you were born? I was born in Belgium and that's also where I received my education. That's where I went to university. Just because I'm smiling, you can actually hear a difference in that's what I mean with your tone of voice needs to be positive. And I want you to smile whenever you're speaking. This smile by all means it also, it will make you come across as a little bit more confident, right? So that's really it in terms of what to sound like voice. The third thing I wanted to discuss in this chapter, which is all about entering the job interview. So like your composure, your behavior, your style, your attitude. This last one is really about what to do and how to behave when you don't know the answer to a question. And again, I've said this before. You are taking this course specifically because you want to avoid that situation. You don't want to be in a situation during a job interview where you get a question and you don't know the answer, right? Because that is that is horrible. You don't want to be in that situation and trust me, because of course, it is way less likely to happen thanks to chapter four. But now, I will tell you how to actually deal with this situation. So imagine a question comes your way and you don't know the answer, I'll give you the question right now. Imagine the hiring manager says, what are the two changes that we made to our company in the last two years that you think have been most effective in increasing our sales. So what are the two main changes that we've made to our company in the last two years that have really had the largest impact on our sales. Here the problem really is that you have no idea what those changes were. You've done your research on the company because I think that is the bare minimum. It's the Olympic minimum of job interview preparation is that you read up on the company and of course, you follow this company in the news. And usually when something happens with this company, they make some changes in their policy. They branch out to a new market. Usually you really know, but in this case you have no idea what the two changes are. These two evolutions, these two changes, you have no idea what they are. Still, you kind of want to answer the question. I can tell you now that when this happens, you have two options. Either you pretend, you pretend to actually know the answer, which you don't. So you just start making up changes, for example. Yeah, well, you increase your diversity in hiring. Might be true. These might be other things that you know about the company, but if these are the two changes that she's referring to, you might be screwed. Therefore, even though it's tempting to guess, pretend to know something in order to keep the conversation going. Even though that's very tempting, I would opt for the second option, which is you have to admit it. You have to be able to admit that you don't know the answer to a question, but I want you to do that in a smart way. What's a very smart way of admitting that you don't know the answer to a question. I'll tell you. The first thing you do is you buy yourself some time because you want to really make yourself calm. You really want to be in full control of what's happening. So you buy yourself some time and you say something in the style of Yes, that's a very interesting question. And you say that sincerely because you mean it right? It's a question where you don't know the answer to. So that means it must be an interesting question. So you say yes, that's a very interesting question. Now, to be completely honest with you, at this point, I wouldn't be too sure what exactly those two changes are that you are referring to, even though I do follow this company in the news. But I'm sure that if you could give me some pointers as to which changes your frame to, I'd be perfectly able to elaborate as to how those changes have been able to increase your sales. You see what I did there? You make up the question yourself. You change the question. You are fair, you're open, your transparent, you're honest about the fact that you don't know the answer. You literally ask for pointers, you ask for advice, you ask for a tip basically, but you don't say I don't know. Could you give me a tip? Because that doesn't sound very smart. But if you say, To be honest, I don't really know exactly which two changes you're talking about, but I'm sure that if you give me some pointers as to which changes you're referring to, I'm sure that if you give me that, I'll be able to elaborate and I'll be able to reflect on how those two changes have impacted sales. You see what I did? I just created a new question by saying, I don't know what the changes are, but if you tell me what the changes were, I'll tell you how they've been impacting sales. You make up a new question for yourself. Smart. You do give in to the fact you admit to the fact that you don't know the answer, but you're still in control of the situation. Why? Because it's you that's doing the talking. You are taking the initiative to keep the conversation going into bends the question. And I'll tell you this. If the hiring manager, the recruiter at that point, they give you those two pointers. They'll say something like the first thing was about international expansion. The second thing was about vertically integrating our supply chain. For example. At that point you remember you're like, oh my god, yes, I read about this. I know what this is. And then you'll say, well, it was obviously strategically important for this company to branch out into the new developing markets simply because the product resonates really well with the, whatever you want to say about this. All of the sudden you remember, but you gave yourself a new question which is, given the two changes, what has been the impact on the company and how did that work? What was the mechanism behind it? And so you will answer that new question, the question that you've made up. And I'll tell you this, the recruiter and a hiring manager, they will not remember that you forgot about the question or that you didn't know the answer to a question. What they will remember is the interesting conversation that they've had with you. So it's a really simple trick. Try and really bend a conversation into your own advantage at a point where you are clearly at a disadvantage because you don't know the answer to a question, right? It's a mind game. So what I want you to do now is I want you to grab a piece of paper. And I want you to try to do the same thing. So I'll, I'll give you another question where you might not know the answer to. And I want you to come up with the wording, the phrasing that you might use in order to bend this question and really get yourself back into that position of advantage. Ok, so you have a piece of paper. I hope you're ready. Here's your question. There is four factors of economic growth. There is land, labor, capital, but there's a fourth one. My question to you is, what's the fourth one? And can you tell me or explained to me the mechanism as to how that factor, that fourth factor, how does it actually stimulates the economy? So don't worry, if you don't know the answer to these questions, that's perfectly normal. I also really don't know what type of job you'd be applying to in order for you to get these questions. But I really just use this as an example. So there are four factors of economic growth. There is land, labor, capital, but there is also a fourth one. Can you tell me how that fourth one drives the economy? Think about it, write down the question. I'll give you a few seconds and tried to come up with the phrasing that will allow you to bend the conversation and make sure that despite not necessarily knowing the answer, you're going to be both honest about it and still win the conversation. It's your turn. Okay. So you don't have to read out loud what you've come up with because I won't be able to hear it. But here's the type of phrasing that I would use. Feel free to compare your answers, your answer, it's personal. I would have said the following. As much as I would like to contribute to these question, I'm afraid that I don't exactly know what that fourth factor is, but I'm sure that if you'd be able to give me some pointers as to what that fourth factor actually is. I'd be more than happy to explain to you what I think is the mechanism behind this fourth factor driving the economy. It's a bit long-winded, but effectively, you are the one in charge. You're the one talking, and that's exactly how I would approach this situation. I hope your answer or the structure of your answer, the phrasing of your answer resembles a little bit how I would go about this. Because it's really, a really efficient way for you to both be honest about not knowing something but also really remaining in charge of the conversation. Okay. This is what we have now discussed. We've discussed everything you need to know about entering the interview and how to behave and compose yourself in order to make a good impression. So we've talked about your style and your attitude. We've talked about your tone of voice, and we've also talked about what to do if God forbid, you don't know the answer to a question, which is really what you're here for is trying to avoid that, but still, you need to know what you can do. And now I really hope you got that. So that's all for me in this chapter, chapter two. Let's move on to Chapter three, where I'll be telling you how to structure your answers. There is three structures. There's three main ways in order for you to really give a nice and smooth structure. Two answers that you could apply to probably any question that is going to come your way. And that's exactly what I want to explain to you in Chapter three. So I'll see you there. Thank you. 4. Chapter 3: Structure for Job Interview Answers: Alright, chapter three, You're doing great. I think I can't see you, but still in this chapter, it's all about the structure, how to structure your answer. And this is extremely important because apart from having the right tone of voice, not speaking too fast, it's also really important that you apply a very conscious structure to your answer. Why? Because I think psychologically for a recruiter and interviewer, a hiring manager, it's really nice if there is a good structure and there is also something that we really associate with professionalism when something comes to us in a very structured way, it sounds more intelligent. And I think that intuitively, you completely understand what I mean. So how do we get the right structure to our answers? Well, there is three structures that I really want to talk to you about. The first structure is called the two angles and a conclusion. The second structure is three points and a conclusion. And then there is a third structure which is called the star method. And that one you really only have to use in a very specific case, in very specific circumstances. Before I go to these three types of structuring and answer to a question, I want to say something in general. And that is, keep it short. Keep it short because there is nothing more. I want to say annoying, that's not the right word. There is nothing more awkward for an interviewer to have to interrupt you. There is nothing more awkward than to have to interrupt you because if you keep rambling on it, it means that you're a little bit insecure writing you want to, you want to avoid any silence so you just keep talking and talking. They are going to have to interrupt you. But it's a very uncomfortable thing to do. Uncomfortable is probably the right word. It's a very uncomfortable thing to do if you keep talking and after a while I have to say, Excuse me, I think we need to move on to the next question in the interest of time. I don't wanna be that person. I don't wanna be the person that really has to shoot you down in a way to say you're in the middle of something, but I have to say, I'm sorry, in the interest of time, I need you to wrap up here. We're going to have to go to the next question. It's uncomfortable. That's why keep it short. A short answer is usually a good answer. And if you're curious as to whether or not your answer is already elaborate enough. If it's already long enough, asked them, it's really easy. For example, you, you're giving an answer to a question where they've asked you whether you could give your opinion on global warming, which again, I don't think is going to happen during a job interview. But you're saying like, well in terms of global warming, I think this and this and this, and it's definitely serious because of this. And then we have to also trust the numbers because of this. You feel like you've been talking for a while and you think you might have told them enough at that point as them just say, would you like me to elaborate further? So you do that in a, at a logical. Danny, don't interrupt yourself. You're not in the middle of a sentence when you say this, but you make two or three good points. And then you pause deliberately. You look at them and you say, would you like me to elaborate further? It's a very great and elegant way to assess whether or not your answer is becoming too long. But in general, I would prefer for you to keep your answers short and concise. There is another reason and that is, if your answer wasn't long enough, the recruiter will tell you, they'll just ask you a follow-up question. And that's why it's a conversation. But the moment you feel like you've been talking too long, pause at a logical point in your sentence. Pause, look at the recruiter and say, Would you like me to elaborate on this further chances of them saying, no, that's quite alright. We can move onto the next question. I think that's probably what's going to happen. So keep it short. Now, jumping to the three structures and the first structure that I wanna talk to you about is the two angles and a conclusion structure. I am going to explain this to you by means of an example. There is no need to write down anything. This is just an example afterwards, we're also going to try and practice this together. Ok, so two angles and a conclusion. The first question that we're going to try to do this with is, compared to a 100 years ago, do you feel like people are now today more or less concerned about their privacy? So the point for us is to really take this question. And again, it's a hypothetical question. The chances of you getting one of these questions is very low, but it serves really well as an example. So compared to a 100 years ago, do you feel like people today are more or less concerned about their privacy? How do you answer this question using the structure of angles and a conclusion? Well, what you could say, and I've prepared an answer here, but you could say is, well, a 100 years ago we were definitely less likely to share personal information about ourselves. And because of the Internet today, we are in fact, more likely to share personal information about ourselves. So one could definitely say that today we are less concerned about our privacy. On the other hand. So taking the other angle, on the other hand, one could also argue that a 100 years ago, we were much less aware of the dangers that gum with sharing our personal information online. We didn't even have the means to really share information online today, we've become much more aware of what the dangers and the implications are. And so you could also say that today we are more concerned with our privacy. And the answer to the question is probably somewhere in between. So what have you done here? Effectively? This is a strange question where they're asking your opinion almost or your take on. Let's say a global awareness or a general awareness of the people. It's a strange question. You don't really know the answer. You also don't really know what the preferred answer would be of the hiring manager. You don't know these people, you don't know their opinion in general. So you're playing it safe. You have two arguments. One argument that is in fact confirming the statement. The other argument is this affirming the statement. You can look at this problem in two ways. You can take two angles. What you've effectively done is you've answered the question, you've displayed your knowledge, but you've also displayed your ability to bring nuance to a problem, to answer a question in a diplomatic way, meaning you're able to look at a problem from different angles, which is in fact a very valuable skill. But this structure is also a very satisfying structure, especially if you don't really want to answer the question, if that makes sense. Okay? I told you that this course was made for you to work along with us. So if you have that piece of paper, I'm gonna give you an example question, a question that we can use for you to practice this. So here we go. Are companies like Facebook, Google, and Amazon. Are these types of companies in fact, too large in your opinion? Okay, so write something down, tried to come up with some freezing around this where you look at this problem from two angles. So your first one is going to be, yes, they're probably too large because of this and this and this and then the other one is going to be no, they're probably not too large because of this in this, in this, I just want you to try this, right? It's just an exercise. So write something down, I'll give you some time right now you can pause the video as well and then I'll tell you what I would answer to this question just to demonstrate once again, the structure of two angles and a conclusion. Okay, if you're ready, this would be my answer to the question. I'm gonna read it out here. Well, that's an interesting question. And I think there is, in many ways these companies, they have grown so large that they no longer leave the consumer enough choice. And also they may stand in the way of healthy competition for other companies, online sellers, for example, they cannot go around Amazon to sell their products, and no other social media platform would be able to compete with Facebook without getting acquired. So, so in that sense, in terms of maintaining a healthy competition, you could say that these companies have in fact become too large. But then on the other hand, there is a clear value for the user to have these companies assume a certain scale because you want to shop online where you know all products are available. You want to search for information knowing that you are using the biggest search engine. And you definitely want to only use that one social media platform where you know, everybody's there so you would be able to reach everybody, right? So it is difficult to say what is too big? And this is your conclusion, right? So you've taken your two angles and now you're saying what your conclusion is. You could say way. It's hard to argue what is too big, but it's definitely an important subject. And these companies have the responsibility to take that very seriously. So what have you done here? You can't really answer the question as to whether these companies have become too large. Why? Because this is something that politicians, policymakers, key opinion formers is something that they are debating. They don't really have the answer to this, right? So if they don't, you don't. So it's a trick question. So what you've done here is you've approached this problem from two angles and then you've delivered the conclusion saying, it's an interesting question because you can look at it from two ways. And I would say on the one hand, yes, on the other hand, No, it's definitely something that is serious and something that these companies should definitely treat with care and respect, they should treat it as such. Now, three points and a conclusion. That's really the next structure that we're after. So we've, we've, we've already seen that two angles and potentially a conclusion. This time I want to go for three points and a conclusion. And because this is so self-explanatory, I think we should really just go for the example right away. And so the example question that I've prepared for this, and again, you know, let's try to work together so you can work along. And so the question that I have for you and I'll give you some time is, we'll five g change the economy. Right? Feel free to pause the video. At this point. I want you to reflect on that and tried to give me three points and an example. And after that, I'll I'll absolutely share my answer with you as well and see whether you were able to come up with three good points in an example. And I think this, this one really makes sense. And after that, I'll also explain to you when you should use two angles versus three points, because that also matters. But first, over to you, will five g change the economy go? So assuming you've now come up with an answer to this question, here's what I would say. I've prepared it here, so I'll read it out. My answer would be, Well, that's a very interesting question. You're buying yourself some time by saying this. You could also say, yes, I like that question because I've recently read something about this. Whatever it is you do, you avoid a silence and you buy yourself some time to think, this happens all the time. So I would say, yes. That question is interesting because I've recently picked up on this in the news. And I'll tell you this. If we accept that the current economy is already largely dependent on the internet, that then making mobile internet faster must mean that the economy will change. You could also say that this form of faster mobile connection will enable new technology as well. Network system and network technology will allow for interconnected and collaborating system. And systems that is so it will allow for interconnected and collaborating systems and a full digital integration of value streams. For example, from in factory tracking and shipment tracing to communicating robotic manufacturing system and self-driving cars. So yes, 5G will in fact enable a new connected economy. So now, then, if you consider telco telecommunications to be an important, an important part of your economy, which, which I do then the idea that telcos will now have to reposition themselves around this new offer. That in itself would already be a good argument to prove that 5G will in fact change the economy. And so in conclusion, based on the above three examples that I gave, I would say that yes, 5G will likely change the economy. Okay, that, that makes sense to you. The arguments of course, that you use are not as important right now is really getting that structure. So you give them three good arguments or points as to why you believe that yes, 5G will change the economy and then you just summarize it by saying so yes, based on what I've just said, these three points. In conclusion, I do believe that yes, 5G will change the economy, right? So that's extremely straightforward. Now, just look back at what you wrote down and see whether or not it makes sense and whether you've used this structure properly. Now, the structure is extremely satisfying and what you could do to make sure that people are following your structure and to drive your point home even more is to essentially hold their hand. What I mean by this the same, instead of just jumping into your answer, you could say, well, I want to say three things about this. First of all, yes, if you believe that the current economies already based on the Internet, then believing that if the mobile internet becomes faster, you must also believe that the economy will change. The second I want to make you see what I'm doing here. So you're basically talking them through it and you've already warned them that there is going to be three points. Why would you do that? Well, because if you tell them, I'm going to say three things about this. The first thing is this. Well, the chances that they're going to interrupt you when you're only on your second, are close to nothing, right? Because they will want to hear your three points. Again, keep it short. Don't don't try to elaborate too much. But if you tell them, I'm going to say three things and this is the first thing. The second thing is this, and then there is also the third and lasting and that's this. So based on the above three things, I would say that yes. Conclusion. Honestly, that structure works really well and it works even better. When you announce that you're going to say three things and then say, this is the first thing, this is the second thing you see what I'm doing here. It's straightforward, but people often forget to apply a structure. And so what happens usually is that somebody during an interview start stocking, gives 345, maybe two examples as to why they believe something is true or not true, but there is no structure. And what you usually do when you're already on that train of thought is after a while, you just figure out that you don't have anything else to say. So you will say, and so, yeah, that's it. And that's not elegant. It doesn't come across as professional. So what you wanna do is say, I will give you three things. The first thing is this. The second thing is this, and this is the third thing, and that's my conclusion. So this is the tree points structure, three points and a conclusion. The one that we saw before that was two angles and maybe a conclusion, but mainly about approaching the problem in two ways. When do you use which structure? When should you apply a two angles structure versus a three-point structure? Well, the first thing you could do is let it depends on where you already are. Because of course you're not that conscious, you're not that self-aware during I mean, you are self-aware, but for all the wrong reasons, you're not that in control of your own mind during an interview. So if you find yourself docking and you've already given two examples, for example, that are literally taking that problem in the same direction. So you're only taking one angle, but you've already given to the only option left for you is to go for three points in an example that makes perfect sense. So if you are very convinced about your answer and you know, you'll be able to say three things about it for three points and a conclusion if you get a question where not only are you not really sure about what your stance is on that, what your opinion is about that problem, your opinion on that problem if you're not sure about that. But if you're also not sure whether there is an actual answer to the question and maybe you think it's a trick question where they really just wanted to see how your brain works, right? If you feel like you don't really have an opinion or there is no right answer. Definitely go for the two angles and maybe conclusion if that makes sense. So that was two angles and three points to very good structures. But there is a third structure where the above two, you know, two angles and then three points. There's still a little bit arbitrary like the structure stands, but when you should use it and like how you should use it, it's there. I definitely want you to use those structures. They are still a little bit arbitrary in that sense, like where you have to really sense it. The next structure that I'm gonna talk to you about, nothing about that is arbitrary and it's not about intuition. It's really just about recognising the types of questions for which you should use that structure. And then I need you to religiously apply that structure and stick to it, right? When do you use the star method? Because that's the name of the third structure, the star method. When do you use it? I'll tell you. You use it whenever you recognize a behavioral question. So what our behavior questions? Behavioral questions are questions that are geared towards assessing your current capabilities and your current skill, yours undercurrent qualities based on your past experience and your past behavior. So whenever the question is really about something that you have done or experienced in the past in order to assess your current level of skill, your current level of capability. Those are what I categorize as behavioral questions. And whenever you recognize a behavioral question. You need to use the star method in terms of structuring your answer, right? So I'll give you some examples of behavioral questions. Can you tell us about a time when you had to solve a big problem at work, or what would you do if you discovered misconduct in the workplace in this in this case, it's hypothetical, right? So even though this has never happened to you, they're still asking you to imagine what you would be doing if something happens to you. Because if you're able to describe that to them, they'll also have an idea as to what you would actually do if the situation actually occurs, if the situation presents itself. Another example. How would you organize a large event for our company? Or can you give an example of a time where you showed good leadership behavior questions geared towards understanding your current level of capability, your current level of skill, based on your past experience and your bass behavior, what would you do now? Based on what you have done in the past or based on what you would do in a hypothetical situation. I know I'm repeating myself, but it's important. If you recognize a behavioral question, I want you to answer using the star method. Now, what's the star method? Because I've announced it a few times. The star Method is a structure. It's composed of four sections. The first section would be situation. What's the situation in which the event occurred? What was the context? The second section is task. What was the task that was given to you, or what was the task that you imposed on yourself, but what was in fact, the thing you had to do? What was it that you tried to do? What is it that you did? Then? Action, what have you actually done? So what was the situation? What was the TAC task? What have you actually done? What were your actions? And then the last one is results. So that makes S-T-A-R star. What was the situation? What was the task, what was asked of you? What were the actions that you've taken? And then what was the result? The star method for sections. I think in order for me to explain this better, let me try to give you an example. Can you tell us about a time where you've definitely had to show leadership? Can you tell us about a time when, which means they're asking about a past experience or behavior or past actions that you've taken in order to assess whether or not today you possess these leadership capabilities. So it's a behavioral question, therefore, jumped to the star method. I took some notes and I'm going to tell you exactly how I would answer this. So can you tell us about a time where you had to show leadership? By all means you still have your pen and paper. So if you want to work along, then do so and you can pause the video here. But this is what I would answer. Can you tell us about a time when you had to show leadership situation? Well, one example that jumps to mind, this is what happened at the time when I was interning at Vogue. We were in the process of organizing a large event for 500 partners and clients. And I was in charge of putting together the content for the event and making sure that we had the right speakers. The two weeks before the event. However, two out of the four speakers had to cancel. That's the situation that you've just described. Moving on task. In this context, I have to urgently come up with an alternative and assess whether or not the event could still take place under the current circumstances. So you've described the context and now you've also described what the specific task was that you impose on yourself or that you took into your hands in order to make sure that something would happen. So situation, task, next, actions. So the first thing I did was make an assessment. And I came up with three scenarios. I would find 0 additional speakers, I would find one additional speakers, and I would find two additional relevant speakers in the coming week. Those were my three scenarios. And so I presented the scenarios to my manager, adding that the ultimate go no-go decision should ultimately be made one week before the event to give us enough time to communicate the cancellation. And so my ultimate goal and this is good. Whenever you're describing the action, tell people why are taking certain actions. So mentioned your goal. My ultimate goal would be to assure relevant content in order to deliver a successful and meaningful event. So those were your actions. And you've also mentioned the goal as to why you are taking those actions, but you mentioned that in the action section and then you move on to the results. I was able to book and brief one relevant speaker, and therefore, I confirmed with my manager that the event could continue. The event was successful, results, right? The event was successful and the overall feedback was that the content was extremely relevant and the conciseness of the event funny, right? Because he had three speakers instead of four. And all of the sudden, the conciseness of the event was appreciated. My manager congratulated me on taking ownership and leading the team through a tough decision. What was the situation? What was the task? What was your responsibility? What were the different actions that you've taken and to which end, to which goal have you taken those actions? And what was the result? It seems a little bit far-fetched, but in fact, the star method is such a great way. It's been developed along time ago. It's, it's definitely something that psychologically works really well. But the star method has back in the day been developed specifically to answer these behavioral questions. And I hope that this made sense to you. This was chapter three. And then in the fourth chapter. And that's where we're going right now. We're gonna go over the 20 questions you ideally prepare for. And I'm also going to give you the answers by the way, or at least I'm going to give you what the ideal answer looks like. But that chapter is all about the 20 questions that you need to prepare in order to be fully prepared and in control of your environment and in control of the situation. And basically be able to anticipate the majority of the questions that will come your way during the job interview. So chapter four is really about winning or not winning, right? I'll see you there. 5. Chapter 4.1: The 20 Job Interview Questions to Prep: Okay, welcome to Chapter four. So like I told you, this is really the chapter where I go over the 20 questions that I think you should prepare for in order to be successful at the job interview. Are these 20 questions the only questions that you're likely to get during any job interview? Well, by all means, no. That's also not the point. There is probably a wide range of questions that could come your way. The point that I'm trying to make is that if you are perfectly prepared for each of these 20 questions than any other question that you will get will resemble these questions so much that in fact, you'll feel prepared for pretty much any type of question that could come your way. I hope that makes sense. So because you've made it to chapter four, it's now possible for you to go to the course resources and actually find that document where I've listed for you each of these 20 questions. I highly recommend for you to download that document, save it somewhere on your computer. And whenever you are practicing for your job interview, really tried to focus on these 20 questions. It should also give you a great feeling of control knowing that you have these 20 questions and that's really what you're going to be focusing all of your preparation on. And I really hope that helps for you in terms of mindset. I will give you pointers for each of these 20 questions in terms of how to solve them, I won't give you an answer for each of these 20 questions. And that's because we're also developing a more advanced course, which is called advanced interview questions. And here we'll be developing an answer for each of these 20. And then on top of that, we'll add another 20 questions. And that's going to be a whole separate course. It's a course that follows this one quite well. So if you like this course, then of course I highly recommend you to go check that one out as well. And before I jump into the 20 questions, there is one more thing I want to note, which is that some people might tell you that it doesn't make sense for you to prepare specific questions or prepare an answer to specific questions because then whatever you do will come across as rehearsed. It won't be spontaneous, it won't be sincere. And a recruiter or a hiring manager, they can essentially see through that. And it doesn't give you a nice style. I don't necessarily disagree, but what I want to say is, of course you want to prepare questions and there is definitely a way for you to do this and prepare them so well that you internalize these questions. These questions become a part of you to the extent where whenever you deliver an answer to these questions, it almost feels like you're making it up on the spot because you've done it so often you could even almost, I'm not going to focus the course on this. You could even almost pretend to be thinking about the answer even though, Because of this course, you know very well what it is that you're going to want to say. So don't worry about rehearsing questions. In fact, I think it's normal and I think it's a smart thing to do. And I highly recommend that you do it as well. Okay, 20 questions for the purpose of discourse and organizing ourselves a little bit. We've come up with four categories in which we want to place these questions. Now of course, it depends a little bit on the line of work, the industry, sometimes even the company, right? Imagine you're interviewing with Amazon. Well, essentially they have a framework, they have their 14 leadership principles and each of their questions essentially relates to a leadership principle. And that's kind of the framework that you want to use. The same thing for Google. They have four categories of questions. One is leadership, the other one is Googliness. There is one that is role-related knowledge, and the last one is cognitive ability. So are you able to also use your brain essentially. So if you know that the company that you're applying to actually has its own framework within which you can recognize questions. And of course, I would recommend you to go check that out and use that framework. The framework that we're gonna be using for categories as well, four categories of questions in which I'll be placing these 20 questions. By all means, that's just something that we've developed in order to make it applicable to pretty much any company out there. Okay, the first category that I want to mention here is fundamental questions and gives it away a little bit. These questions are fundamental, they are the foundation of the interview. There is six of them and I'll give you all six. But essentially, if you recognize one of these fundamental questions, I want you to think, yes, it's go time. Questions matter most because they are about your fundamental reasons for applying, but also really about your being what you're about. So these are the most important questions and there are six of them, and we have them for you here. So after the fundamental questions, you have, the skill based questions. Skill-based questions are essentially questions that are geared towards understanding whether or not you have, in general the relevant skills for the job. So essentially, what are your skills? What are your role-related knowledge if you want to be in a certain line of work or a certain industry, do you have experience or at least the internal tool set to be successful in that job. So I'll give you some, not just examples, but what are in my opinion, the most important skill based questions. And then together we can also develop an answer to them. So after fundamental questions, you have skill-based questions. And then the third one would be behavior questions. Now, if you've paid attention in the previous chapters, then you already understand what behavioral questions are. These are essentially questions about what your behaviour was in the past in order to assess what your behavior will be in potential future situation. So it could also just be a hypothetical situation. But essentially, these questions are geared towards understanding how you would behave in a certain situation and you have paid attention in the previous chapter. So you already understand that if you recognize a behavior question, you should really answer using that one specific structure that we call the star method. Okay, perfect. You've got your fundamental questions, skill based questions, behavior questions. The last one is cognitive reasoning questions. Meaning essentially, are you smart? Do you have a brain? Or at least are you able to apply structure when you are reasoning or when you are trying to solve a problem. And so it's not necessarily math. It's not necessarily just problem-solving, but it's really just about your cognitive ability in general. And there are some very specific questions that they use day the recruiters, the hiring managers, companies in general, there are some really specific questions that they used that are really geared towards cognitive ability. And of course, there is a really specific way to, to answer these types of questions. Okay, so now that you understand the four categories of questions, let me give you the 20 questions that I think you should prepare for and I'll place them in these categories as well. We'll go category by category, which means that we're jumping back up to fundamental questions. And the first fundamental question that I want you to understand, I'm scrolling here. The first one is, why have you decided to apply for this role or for this company? The question can come to you in two ways. So either they ask you why you apply for this role, could also be y for this company or even why are you looking for pursuing a role in this industry? But you see my point, This question is essentially always about why you are applying. And it's a fundamental question because if you don't understand the answer to that question, you're a long way from. All right? And so the, in terms of formulating an answer here, it's difficult as well. The main difficulty is how to keep this structured and how to be concise. In terms of keeping it's structured, I would recommend using the three points and a conclusion structure. And then in terms of how to keep it concise, well, that's difficult because there is so many things you can say. It's either by your intrinsic motivation about the company or the line of work. It's about your experience being so relevant. It's about you really liking the company culture or the people there. Maybe it's about you liking the salary or all the benefits that come with the job and signing. So how do you make sure you don't answer this question by just talking for half an hour and trying to say everything you know about the company and all your feelings you have related to the company? Well, here is essentially how I would try to go about answering this question. Well, first of all, I've, I've always been passionate about, let's say, for example, marketing, right? So I've always been passionate about marketing, and I do consider this company as a front runner when it comes to digital creative strategies. If I want to further develop myself in terms of digital creative strategies than I do consider this company a great place to start. Second of all, the role that I'm applying for, in my opinion, requires a combination of analytical reasoning and strategic Decision-making. And because of my experience, I do believe and I am convinced that I bring exactly a combination of these two particular skills. And then lastly, I know first hand from speaking to people that actually work at this company, I know about the company values and the company culture. And today it really feels to me like this is a culture that I want to further develop myself in, but, but even a culture that I would like to personally contribute to. Would you like me to? Elaborate on any of these points. Okay. Thank you. So three points that you mentioned you you give three specific reasons as to why you have applied to the company. It's a very structured thing. The first thing you say is, well, this company is just good at this and that's something that I want to learn. So that's why I'm applying to this company. This role requires a combination of two skills that I already have. That's why I feel like I'm a good fit and I should be applying to the role. And the third thing you say, and that's something that I think you should always say is you understand the company culture and you feel like you would fit into that culture. But even that you want to contribute to that culture, to make that culture even more pronounced. There you go. That's how I would approach this question now, is that the only question in the set of fundamental questions? No. In fact, I think there is about six questions that are fundamental questions that you should probably prepare for. The second one being, why do you think we should hire you? You've already touched on this. You've already mentioned some of this when you told them about the combination of skills that you have. Now this question honestly is exactly that. So this question is also the same question that you might get us as to why we should hire you and not someone else. That's essentially the same questions or what set of skills would you be bringing to the table, right? So why should we hire you? And so it should be about your unique combination of skills. I would definitely try to keep that one concise as well. And because it's a why question, I would say try using the three points structure in terms of answering. Again. Is this the only type of question you could get in terms of explaining why they should hire you and not someone else? No, it could come in many forms, but I would say it's a fundamental question and it's one that you want to prepare for, okay, we're not going to develop the answer to get around all of these questions, but definitely tried to have a good answer. Guerre, third fundamental question. What do you intend to achieve through this role? This question is geared towards understanding whether you have a plan, whether you are motivated, whether effectively you think about your future and so is it always going to be this phrasing? No. In fact, this question, what do you intend to achieve through this role is the exact same question as and it's a cliche, but it's the same question as, where do you see yourself in five years, right? So this question you should recognize as, what are your goals, what type of career are you trying to pursue? And the angle with which you should approach the answer to this question. And I'm going to leave it up to you. But the angle you should use is, how is this role going to help me achieve my future goals? And your answer should be one, explain what your future goals are. And two, how is this role going to help me get there? Right? Okay, so that brings us to the fourth fundamental question. And that one is. What are your three key strengths? Now, in terms of mentioning your key strengths, which I think is always a little bit tricky because you have to choose, well, I can only really tell you what I usually say. And of course, because this is personal and it's for you, make it your own. But what I do think are smart things to mention. Our my first key strength is that I have a high sense of responsibility. Meaning that if I see work, I intend to take on the responsibility and say I will do it. But if I said that I will do something, I will actually do it. So you can count on me. My second strength is that I am an analytical thinker, meaning that when I'm confronted with a problem, I will always try to look at the different elements within the problem in order to solve it from all possible angles. My third key strength is that I think strategically and I usually am able to see the complete structure or the bigger picture of a problem. Meaning that I don't just solve for one part of it, but I tried to solve for the entire problem and in a sustainable way that benefits all of the users or the entire company. That means that I think about scalability, whether you can measure something. It means that I think about whether or not my solution is in fact sustainable and helpful. That's what I mean with thinking strategically and keeping structure looking at the bigger picture. So to summarize for you, my first one is sense of responsibility. The second one is an analytical thinker. And the third one is, I think strategically and I keep structure three key strengths. Again, make it your own. If you have three key strings that are not these strengths, may be you are honest, maybe you're a hard worker. Maybe you bring good energy to the team, make it personal. But if you don't know what to say, use mine, feel free. They're all yours. And if you have a question about your key strengths, then please do expect The question that are essentially your three key weaknesses. And this one is much harder. Why is it harder as well? Because if you have to mention weaknesses, it's essentially saying what you're not good at. And that one is tricky. What I would do here, and I'm not going to give you all my weaknesses. But one great weakness is, for example, using your strengths again. So when your strength is that you have a high sense of responsibility, for example, then my weakness would be, well, I consider it a string that I have a high sense of responsibility. What I would call a weakness though, is that sometimes I let my commitment escalate. And when I feel like I haven't achieved my goal, sometimes that impacts me personally and even on an emotional level. So sometimes I would say I care a little bit too much. It is a real weakness. It's something that you should work on. It's something that you should develop. But it also gives an indication of being hard working, carrying a high sense of responsibility. So you're hiding some of the good stuff in it as well. And so what I would like to challenge you on is essentially finding some of these other weaknesses that definitely apply to you, that apply to yourself. But where inside of them you also have hidden some positive features, right? So one would be, I tend to care a lot and I tend to let my commitment escalate and sometimes a little bit farther than it should. So that's, that's one example of a weakness and I'm sure you can come up with two more, but definitely prepare for the question. It's definitely important. And if you haven't prepared for it, then I can assure you it's something that will stress you out. And you might actually say stuff like, I don't usually make my deadlines right? And that's way worse. And if that's a real weakness of yours and I advise you to work on that, but not to mention it during the job interview, if that makes sense. From there, we go to the sixth. And in my opinion, the last question, that is a fundamental question that I do think you should prepare for. And it's, it's very similar to what I've already said to you in the beginning, which is fundamental questions are questions that you will get. You should prepare for them, right? It's so obvious and still I'm going to say it. I could have probably lead with it. I could have started with this one. It's one that you will get, I would say 100% of the times. Yet almost nobody prepares for this question. It's an easy one here at CMS. Can you introduce yourself? It's a question that you don't even really counts within the set of questions during the interview. Why? Because it usually happens before the interview. But because you are 100% sure that your gonna get this question, it would be a waste not to prepare an amazing answer to this, right? And so when you introduce yourself, keep it brief. Try not to talk about work too much, meaning you can mention your, your education, but what I would much rather tried to do here is bringing your personality. This is your introduction. It's really that first moment where the opinion around your personalities form. So tried talking about your passions. What drives you in life? The fact that you are ambitious, but also that you are passionate about x, y, and z, if that makes sense. But my, my golden tip is for number six, make sure you prepare this answer. Don't just introduce yourself like you would introduce yourself to anyone else. Note this has to be the introduction about yourself. Okay, that's it for fundamental questions. So that means that we're jumping to the skill-based questions right now as the second category. And I have a few examples that I feel like you should be prepared for. So here we go, skill-based questions. So the first skill-based question that we're going to look at is the question where the recruiter is really going to test whether you have the necessary skills for the job. But rather than to tell you what those skills are, they're actually going to try to make usaid. So the first question that is a skill-based Question is, is very straight forward. What do you consider the most important skills needed to be effective in the role that you are applying for. You can also recognize this question in a different way. When, for example, they would mention some of the skills and then the question is more straightforward and it would be, do you have experience with public speaking? Depending on how they asked the question, you need to structure your answer differently. If they ask you, what do you consider are the most important skills in order to be successful at this job or are in this role than I would almost say, Just go for three points, give the three most important skills, right? If they ask you, do you have experience with public speaking knowing that this is a skill that you need in order to be successful in this role. I would almost treat it like a behavioral question, even though it's a skill based question and try to answer in the star Method. So yes, I do have experience with public speaking, for example, there was this one situation where this and this and this was going on and my task was this. And so the actions that I took in order to be successful was I prepared in this way? I made sure I had a final Harrison like this, a final rehearsal like, like so. And then eventually the result was that, right? So the star based versus D3 points depending on how you get this question, but make sure you're prepared to at least understand during the job interview what the key skills are that your role requires and just make sure that you're able to tell them and that you're not just waiting for them to tell you what the skills are. Easy. Question number eight is also a skill-based question and it's essentially, it's imagine you're responsible for a project. A dad consists of x, y, and z. What are the steps that you follow to make it successful? This is a question where you talk about a project. So it means that this project is going to be extremely relevant to the job and the role you're going to have. So you're going to recognize this type of project and just do what they ask, meaning step one, step two, step three, I want you to prepare for this question very well. The question number nine is, what are the tools that you need to leverage or that you need to be able to leverage in order to be effective at your job. Here, we're looking for a brief answer, so not too long, but essentially trying, mentioning some of the tools that you're sure you're going to be have to, you're gonna be needing during the job. Meaning whether this is Online drawing and creative tools, whether this is online statistics tools, whether this is the office suite, Excel docs, presentations, PowerPoint doesn't really matter, but just make sure that you mentioned these tools or at least make sure that you prepare an answer here. Think about the role you're applying to you. Think about the potential tools you might be needing. Maybe it's actually programming Java, SQL. Maybe it's not as advanced as that. Maybe it's just about some SPSS. It doesn't really matter. Just make sure that you've prepared for this. Then they could also ask you this question in other way. So I'm not mentioning this as a separate question, but please do recognize this question as well. When they say, do you have experience with tools x and y? Whenever you say yes or no, of course, give them a story. So that is the star method again. And then tell them because you've recognized this question. Yes, I do have experience with this tool because of this and this and this. But within this role that I'm applying to, I would also imagine that tools X, Y, and Z are almost as relevant. And I have experience with those tools as well, right? So you can almost make a new question for them based on the question they've already asked and tell them that you have even more experience or that you understand even to a further extend all the types of tools that are necessary to be successful at this particular job. So a good question to prepare. Question number ten. What recent evolutions or event will have an impact on industry x, the industry within which you're applying for a role, obviously. So another way they could be asking you this question is, what are according to you, the most important evolutions today in and again, it's what you're applying to. So deck or sales, marketing, architecture, creative design, online payments, right? It's, it's whatever, whatever type of role you're applying to, whatever it is, just the prepared to, to also answer a question on the key evolutions. And even though this could also be cognitive thinking, do you follow the news? Are you aware of evolutions in general? This is really the type of stuff that they use to assess whether or not you are following this industry and the evolutions in the industry. And that also means that you would be on top of answering these type of questions. So those to me are the most important questions that I would categorize as skill-based questions. And I highly encourage you to prepare a really good answer for all of them. I'm not going to develop these answers with you. I've just given you some pointers. We are developing a more advanced course where we really build the answer with you. But in this case, I think it already makes a lot of sense for you to know that these questions are the ones you should prepare for. Just use the pointers that we give, tried to give it your own, your own answers. But also by all means, go check out that new and more advanced course where we actually build these answers together and then throw on top of that a bunch of other questions. 6. Chapter 4.2: The 20 Job Interview Questions to Prep: But now let's move on to the next category of questions. And this is like I've already told you, the behavioral questions, right? And when I say behavior questions, you should think this star method, right? So whenever you're answering any of the quenching questions that I'm about to mention here, use the structure of the situation, task, action results. Use that structure in order to formulate your answers. That's now a given, that's now something that you do without thinking. Hopefully. But here are, in my opinion, the types of behavior questions that you have to prepare an answer for when you're applying to any type of job. Just make sure you have a written answer for all of these questions. Because whatever question you will get that as behavioral question will be so close to these questions that you've already prepared, that you've done the work, you will be able to confidently answer any type of behavior question if you are able to prepare for the following. The first one being your previous job or your previous education at an institution, a university, or college, it doesn't really matter, but so like your previous job or your previous education, that's quite impressive. Like how did you secure that role? How did you secure that degree? How did you get into the school? How did you get such high grades? Essentially, be ready to talk about how you've managed to attain your previous achievement, whether that was a job or a university, it's very predictable that they'll ask something about this after story ready. So how did you manage to get such high grades or how did you manage to get into that school? Or how did you manage to get your summer internship at this bank, right? This question is going to be there. Make sure you have a story ready. Now in this case, because we're asking for a story star method, the situation was I wanted to study x. So the task I had was really to get into the best possible University. The action I took was extracurriculars. I really doubled down on those. And so the result was I got it, for example. Okay, another behavior question that I need you to prepare an answer to is, imagine you're asked to perform an analysis on something, competitor analysis, internal cost analysis in the street trends analysis doesn't really matter, but imagine you're being asked to conduct an analysis. How would you do that? This is not about your behavior in the past, it's about your potential behavior in the future. So you say, well, if I would be asked to complete a internal cost analysis, the first thing I would essentially do is this. The second thing I would do is this. The third thing I would do is this. And so the result would be this and this and this. And when you mentioned this, ideally you describe the output, right? So the result would be that I would present to all the relevant stakeholders in the company using this format. Maybe it's a set of slides. Maybe it's you sharing an email with the key numbers and then linking to a file that has all the calculations, for example, but tried to really describe that in detail. This is a question that I want you to prepare for simply because it might not be that they're asking you. Imagine that you have to perform an analysis. Maybe they're asking you to imagine that you have to do something else that is relevant to this job, but then at least you already know how you need to answer those questions. Ok. Another question that is a behavior question that I think is crucial for you to prepare for. And that is, how would you organize an event for 100 people for our company tomorrow? How would you go about this? Again, I'm not going to develop this answer for you, but it's a star method question in terms of structuring and answering. But how would you do this, right? And again, it's like, it's one of these questions you get often even though you're not going into the events in the story. Every company organizes events and usually it's the senior people asking the junior hires to take care of it. So how would you go about organizing a large event? Just make sure you have an answer for that one. It's quite specific, but still I think it deserves your attention in terms of preparation. Imagine you have two organising events. Okay? Next question, that is a behavioral question. Can you tell us about a time where you had to show real leadership Star based question. But please do prepare for that question and that's really all I want to say about it. Then the other question is, can you tell us about a time where you had to make a difficult decision and how did that go? What was the outcome here? The pointer that I'm gonna give you without giving you the answer because it's about you. But the pointer that I'll give you is you want to keep its professional meaning. Maybe you've made a very difficult decision in your personal life, but that's not what thereafter. So if you're not sure, you could ask, you could say, Do you mean a professional example or a personal example? But what is always better is to take it into your own hands and say, that's an interesting question. And what I'll do is I'll give you a professional example first, afterwards. If you also want a personal example, I can, I can give you that as well. My professional example would be, well, the situation was as follows. I was interning at a company that was specializing in online payments. The task that was given to me was x. Then the actions that I took were x, y, and z. And again, it's about you'd taken a hard decision. So let's make sure that that's also ingrained in the story. But you see what I mean? Tell them that you're giving a professional Example. If you feel like they might be after a more personal example, an example from your personal life then by all means, either ask them whether that's what they mean or del them that you could potentially give one afterwards if that's what thereafter. But so tried to take the initiative here and tried to keep it professional. That's the pointer. And then the last question that I think you should prepare within that category, category, sorry, of behavior questions is, what's the most, what's the most important project that you've ever worked on? Y because whatever you've done, whether you went to school, high school, college, university, or whether you actually have a lot of work experience. It doesn't matter if you're able to talk about one of your most important projects. It means that they can easily assess whether or not you're capable of leading a large project a to Z, envisioning how that works, how you can actually pull in different resources, how you can align across stakeholders. So definitely make sure that you emphasize these things during story. But it's a question that 100% you'll get and that's why I feel like you should prepare for it. Okay. Those were the behavior questions and there is one last category left. And without giving you all the answers, the last category that I want to touch on and give you a few example questions from the ones that I think you should prepare for RD, cognitive reasoning questions, right? Can you use your brain? Can you think? Can you reason? Can you apply structure when taking someone else through your own reasoning? That's really these cognitive questions. And I am giving you this example, not because I think you will get this question, but I think you might get a similar question. And this is really a question where they asked you about calculations. So follow my reasoning. I'll actually solve this problem for you just to make some points. The question is, how many tennis balls will fit into a room that is two feet by four feet by two feet. How many tennis balls would fit into that room? The key to solving this question is not about being good at math. It's about being able to explain whenever you make an assumption. And to actually take people through your reasoning. By all means you don't have to start dark and immediately you could also ask them, Is it okay for you if I take 30 seconds and make some notes? Because this is almost like a case question or it's at least it's a mathematical problem. So nobody would hold it against you if you want to calculate something, right? So that's the first thing you do, you say, Is it okay for me to take a piece of paper and think about this for 30 seconds. No one says no. If you say can I think about it for a while, maybe they say yes, Not too long. If you say Can I think for 30 seconds, it's a simple ask. You'll say yes. Again, you take that piece of paper, then you list some assumptions, right? How big is the tennis ball, for example, right? How am I going to stack these tennis balls? These are assumptions that you make on paper, but also be ready to explain these assumptions to the recruiter. Okay, here's the answer that I would give. First of all, I would like to make the assumption that one tennis ball has a volume of eight cubic inches. Eight cubic inches. And I don't know this for sure, but let's make the assumption that eight cubic inches equals 0.005 cubic feet. That's one assumption that I wanna make. The second thing that I will tell you from my calculations is that a room that is two feet by four feet by two feet has a volume of 16 cubic feet. So in order for me to solve this question and give you a good answer, The only thing I really have to reasonably do is divide two volumes by each other in order to give you the amount of tennis balls that would fit into that room. So what I will do for you is I will divide a volume of 16 cubic feet by a volume of 0.005 cubic feet. And so the answer would be that 3,200 tennis balls could fit into that room. Is there anything from my answer that you would like me to explain further or will this answer be sufficient? You see what I did here? It was almost not about the math. It was really just about the assumptions. It's really about you being able to make assumptions about this problem. And you can steer clear from the difficult stuff as well, right? You are quite sure that eight cubic inches, it's not the same as 0.05 cubic feet, but you need this to be 0.05 cubic feet and not 0.07 cubic feet because otherwise you will not be able to actually make this division make this calculation. Do you see what I mean? So if you get a question that is a math problem, 100% skip the math and 100% double down on mentioning assumptions. You cannot prepare for any of these questions specifically because you don't know which question it will be, but just train this for yourself. Tried to train yourself on a few of these examples. Ok, so that's the tennis ball question. Other examples are, for example, how many people are currently this moment surfing online, on the internet globally? How many people are doing this? That question again is about assumptions. How many? I mean, it's not an assumption. You could notice how many people are there globally in the world. That's something that you could know. But then the assumption is 60% of the people are currently able to go online. Another assumption is based on the time it is right now, I would say that 40 to 50% of the people are currently awake or at least they are within what are their business hours for where they are during this time of the day. And based on those two assumptions, you can say people are currently online, using the internet actively right now. So it's more about the assumptions and about the numbers. And of course make sure that your numbers are not stupid. But on the other hand, it's not about your numbers being right, it's about your assumptions being logical. I hope that makes sense. Within the cognitive reasoning questions. Apart from tennis balls and calculations. You could also do another sizing question, which is, how many competitors do we have, right? Or what's the annual revenue of McDonald's globally? Sizing questions again, I'll repeat myself. It's about assumptions. Make assumptions about the average that one person spends when they go to McDonald's. The population of the world, the percentage of people that use McDonald's on a weekly basis versus the percentage of people that use McDonald's on a monthly basis. Therefore, on a yearly basis, this is how many people use McDonalds. And if they spend X per visit on average, then this is the revenue that McDonald's can count on, on average, simplify, make assumptions, thought them through it. It's not about the math. It's about you making good assumptions. Okay? The last question, that is a question within that category of cognitive reasoning. Cognitive reasoning questions is, what article Have you read recently that you thought was really interesting? And why is this a cognitive question? And it's because it not only talks about whether or not you followed the news. Meaning are you tuned in to what's happening around you and around everyone in the world because that's important. That's the kind of characteristic or trait that thereafter. So that's what they're, what they're asking. But also it tests whether or not you understand which types of articles are actually relevant for the job. It's almost a skill-based question. But in this case I put it for cognitive because It's also very interesting if you mentioned an article that has nothing to do with the job, but just choose a smart article, right? So please do come prepared, read the news, and choose for yourself at least one or two articles, maybe one that's relevant for the job and one that you just find genuinely interesting and make sure that you come prepared with a story. So those were 19 questions that I put for you into these four categories of questions that you could get during the job interview. And so the last question that I don't want to tell you that you should prepare for question number 20. And these are really the only 20 questions that I feel like you should be prepared for. But the 20th question is this one? Do you have any questions for us? Is there anything that you would like to ask us? Do you have any questions? You see what I mean? This is a question that you will always get. It's the same one. The same one about do you want to introduce yourself this question you will always get and people almost never prepare for it. So my advice to you is make sure that you have at least one or two smart questions for them. And none of those questions should be. When will I hear back about the results, right? The answer should always be a very smart question that you asked them. For example, if you would be able to choose between working for this company or another company, why specifically would you choose for this company, or do you consider your colleagues, your friends? Right? It's a question that kind of geared towards understanding the company culture better. An interesting question to ask. There are a few others, but please do think about it. And those were, in my opinion, the only 20 questions that you have to prepare for an order to be 100% ready for any type of job interview. This was chapter four, the last chapter, and so glad that you've made it F. So, I'm so glad that you stayed with me throughout this journey. If you have questions, let me know. If you really liked this course, then please do give us a rating. If there are things that you don't agree with, please do let us know because we're really here to learn as well. And then there is only one more thing that I want to say to you, which is, I wish you the best of luck with your job interview and I really hope you're successful. Thank you very much.