Acing Behavioural Job Interviews - The Complete Guide | David Fraser | Skillshare
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Acing Behavioural Job Interviews - The Complete Guide

teacher avatar David Fraser, Canadian financial professional

Watch this class and thousands more

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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

    • 1.

      Introduction

      3:18

    • 2.

      Why Behavioural

      3:22

    • 3.

      Company & Industry Fit

      9:08

    • 4.

      The Matrix

      8:58

    • 5.

      Your Story

      5:00

    • 6.

      Must-Know Questions

      9:57

    • 7.

      Answer Structure

      8:32

    • 8.

      Practice Methodology

      8:38

    • 9.

      Company & Interviewer Research

      3:42

    • 10.

      Other Preparation Tips

      2:43

    • 11.

      The Interview Mindset

      4:31

    • 12.

      Interview Day Tips & Tricks

      2:40

    • 13.

      Final Thoughts

      1:44

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About This Class

Job interviews are scary. But the right tools, frameworks, and mindset can help you overcome your fear of interviewing and more consistently land the jobs you’re looking for.

I’m a Canadian financial professional (CFA, CPA, CA) and have been in 100+ interviews. I’ve had jobs in Big 4 Accounting, Asset Management, Private Equity, and Venture Capital.

I grew up in a small town and didn’t have any special connections or networks growing up. Getting all of these jobs came down to strong, relatable, and persuasive behavioural interviewing skills. And I can teach you the very same skills to accelerate your own career.

In this class, you’ll learn the techniques that I use to prepare for every single behavioural interview. It doesn’t matter what job or industry you’re looking for—the core techniques are the same.

We’ll cover:

  • Why behavioural interviews are important and the rationale behind them
  • How to identify the critical skills and traits that are relevant for the job or industry you’re applying to
  • How to prepare your story in a cohesive way
  • What questions you must know
  • How to structure your answer for a top-notch response
  • How to prepare for the interview using a staged approach
  • And a few tips and tricks for when you’re actually in the interview chair

You’ll also get the chance to practice telling your story as part of our class project.

Even if you’re new to behavioural interviewing, you’ll find these simple and easy-to-remember techniques make a big difference when it comes to landing your next job.

So, are you ready to ace your next behavioural job interview?

Great, then let’s get started!

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Credits:

Meet Your Teacher

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David Fraser

Canadian financial professional

Teacher

Hello there! I'm David, and I'm a Canadian financial professional working in asset management. I am a Chartered Financial Analyst (CFA) charterholder and a Chartered Professional Accountant (CPA, CA).

I help people with their finances, but I'm also passionate about teaching and personal development.

I wish you plenty of success!

See full profile

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Transcripts

1. Introduction: Well, hello everyone and welcome to my course on async behavioral job interviews. My name is David Fraser and I'll be your teacher today. And I am a CFA charter holder, a CPA, and I went to Western. I'm 30 years old and I work in Toronto. And in my career so far I've been interviewed by well over a 100 people, including some not so easy to impress people like former senior investment banking professionals at Goldman Sachs, Asset Management CFOs, entrepreneurs with seven figure exits and even a member of one of the richest families here in Canada. And the fruit of all that is that I've managed to land jobs in some pretty prestigious firms including Big Four accounting, Asset Management, private equity and venture capital. And have also had interviews with a couple investment banks, equity research firms, and consulting shop. And I've been on the other side of the table plenty of times to interviewing dozens of candidates for some of my previous roles. And telling you all this to give you context, if you knew me growing up, I had no business being successful. I grew up in a small town with no connections and no role models in the business space at all. And it had multiple life and career transitions over the years that really escalated the level of difficulty when it came to landing some of these jobs. And as I've reflected over the years, trying to figure out, well, what has been the secret of all of this? Well, the truth is it has come down to one thing and that is strong, relatable, and persuasive behavioral interviewing skills. And these skills are totally transferable across industries. And that's what makes them so powerful. Whether you are a financial professional like me or if not, and you're into sales or a lawyer or your creative director, you're definitely going to be having behavioral job interviews. And the skills across industries are basically the same. And why I'm teaching this course is because people often prepare well for the technical elements through interviews if that's relevant for their industry, such as their subject matter expertise, you know, those kinds of questions they think they'll get. But the truth is, the behavioral interview part is often overlooked and I can't count how many times I've heard people say, well, how do I prepare for that anyway? And it's a huge lost opportunity. You're leaving too much up to chance. If you're not preparing for this part, you'll see there's no magic here with the right tools, framework and mindset. You can absolutely knock your behavioral interviews out of the park. And why not take matters into your own hands and be as prepared as you can be. You'll see a lot of benefits. You'll find that with the right preparation, behavioral job interviews become a lot less scary and you become a lot more likely to get the jobs you're looking for. In this course, we'll cover why behavioral interviews are important and the rationale behind them. And we'll also talk about the critical skills and traits that your industry or job are looking for and how to identify those and make sure you emphasize them. Next, we'll cover how to make sure that your story is cohesive. Will also cover a list of essential questions that you want to have mastered and what makes up a top-notch response. And then we'll talk about how to actually prepare for the interview and the different stages of preparation that I found very successful. And finally, we'll cover a few tips and tricks for when you're actually in the interview chair. So are you ready to ace your next behavioral interview? Great. Then let's get started. 2. Why Behavioural: So before diving into the preparation techniques for behavioral interviews, we need to understand a little bit more about them and why they're so prevalent. And it's virtually certain that all interviews you go to will have some behavior elements irrespective of the industry, whether its sales law, your doctor, or and creative, you get the idea, put it this way. If you're going to work in a job as an employee, you need to master this skill. I can only think of a couple outs for, you know, not having to deal with behavioral interviews. And maybe that's working for a family business or launching your own firm, or maybe you could win the lottery, but I wouldn't put all your eggs in that basket and love, even if you're an entrepreneur, you work for a family business, you still want to understand behavioral interviewing inside and out, because sometimes it'll be on the other side of the table and you'll be looking for top-notch candidates. And it's those skills that are gonna come in handy. And having a good understanding of behavioral interviews helps you identify candidates that have really got it. Behavioral interviewing so common. Well, research has shown that it's a very effective interviewing technique. All business.com notes that behavioral interviewing is 55% predictive of future behavior of an employee. And other studies have come with even higher predictability rate. Structured event interviews, which is a type of behavioral interviewing, can achieve up to an 87% reliability in predicting job performance. And I can't say it better than the Omni view.com says, check this out. Behavioral interviews that are structured, offering more consistent result, interview questions or pre-planned and connected to competencies that have been identified as key drivers of success for the position. Interviewers follow a standard and disciplined approach to the evaluation of responses, as well as how ratings are integrated across members of the interview team. Under typical hiring scenario, if behavioral interviews were used as the sole method for making hiring decisions, you could expect over 90% of your hires would be successful on the job. That sounds pretty good to me. And the other thing is that behavioral interviewing is relatively easy for the interviewer. I've been in a lot of the interviews where the interviewer wasn't really prepared. They hadn't read my resume. They hadn't thought of questions in advance and so they're kinda flying by the seat of their pants. Behavioral interviewing is kinda the easiest way and the most default I would say in terms of asking questions, note that behavioral questions maybe only part of your interview and that depends on the job industry. Certain industries are more keen on looking for specialized skills and specialized knowledge, and they might ask you technical questions to test your knowledge. Those types of interviews require very specialized methods of preparation and that is supplemental to what we're going to discuss here. Truth is behavioral interviewing is a bit of a game. And even despite the best preparation, there's definitely still luck involved. Sometimes you can get thrown a real curve off a question from a difficult interviewer. You might be tired, you might not have flapped while that last night. You might be nervous or stressed and not able to think on your feet. These things can happen, but with good preparation, I found that the vast majority of my behavioral interviews, I've walked out feeling like I had anticipated and prepared for some variant of every single question that came up during the interview. And that's an amazing feeling. And you can feel that way too. But it all starts with how you prepare. So let's dive into that now. 3. Company & Industry Fit: And so now you understand why behavioral interviewing is so important. And as a recap, Well, first of all, it's terribly common and probably every interview you go through will have some behavioral elements. Next up it scientifically backed so you can expect it interviewers who are well-studied in Human Resources principles and interviewing techniques. This is going to be their preference because it works. But there's that third element as well. And that's just it's a good way to assess if an interviewer likes you as a person based on what you say about what you've done and how you present yourself. So we've got all that down. So now let's talk about preparation. And to start your preparation, you need to identify what skills and traits are critical in the industry and for the job that you're applying for. And that will vary your trying to find out what is it that this target company is looking for? What is it that the interviewer across the table from me is trying to check off what skills, what traits, what do I have to demonstrate to impress them? So if you put time and effort into identifying the skills and traits you expect that the interviewer is looking for, then you are taking the time to put yourself inside the mind of your interviewer, and that's very valuable. And interviewers sitting across the table from you and they're trying to check off boxes. Is this person detail oriented or they intelligent? Have they demonstrated leadership skills? And the easier you make for them to check those boxes off, the better you'll be performing. So finding out what those traits and skilled sars pretty straightforward, but it's a very critical step before you step into that first interview. And there's two ways to go about it. The first is, well, just look at the job posting that you're applying for. And so you want to pull up bad job posting and scroll through it. And usually there'll be a bit about the company, a bit about the role and the specific requirements that they're looking for. And sometimes companies will spell it out very simply. We're looking for someone with leadership skills who's a good communicator, who's detail oriented. What you wanna do is basically go through the job posting and highlight those skills as you see them. And we'll write them down. We'll need those later. That's the first level of assessment. The other way you can determine what companies are looking for and what they prize and their employees is to look at the company website itself and to dig around, see what research you can find if you go on the company's website most of the time we'll have an about us or a mission or values page. And if you scroll through that, a lot of times they'll lay out very clearly what it is they're looking for. So once again, take your imaginary highlighter this time and highlight the traits that you find and you see listed out on the webpage and write those down and add them to the list. So as you can see, if you've picked a specific job posting that you're applying for, well, then the job posting route applies, but maybe you haven't picked a specific job and you're just kind of getting familiar with who's in the industry. While look at each of the company webpages, you see there's different approaches. Both are complimentary here, the best way to do this is to go through two examples. So let's start on LinkedIn. So let's practice this process of identifying what skills and traits are important. And we'll do that by looking here at a job posting. And this was posted by RBC and it is a director of strategic initiatives and analytics and innovation. So if we skim down, we can skip most of the stuff at the beginning. And immediately as we look in the what will you do section, we see that they want a leader, okay, so you, that's a skill that you're gonna wanna emphasize and think about how you've demonstrated that in the past. But in addition to a leader, you need to be a team player. So that's the collaboration element coming out. You need to work in a start-up like setting, which basically means you need to be nimble and have worked well in an unstructured environment in the past. So let's pull that out, let's write that down. You need to have had experience going from ideation to execution. So write that down another key skill. You need to be a good communicator with presumably senior executives here at RBC. And once again, you see more kinda leadership here as we motivate a high-performing team. So the actual technical skills follow and there's, there's usually not too much to glean here. I mean, the check those boxes or you don't. We can add strong presentation skills. So hopefully when your previous roles can highlight that. And good project management, you see that too. And sometimes when you get to the bottom, companies will usually highlight some of their values. And those values can also add a few other things that you might not have thought of, which would include client first here. So you want to show that your customer centric and have proven that in prior roles. And what else is new integrity? So if there's a conflict, you will do the right thing. Okay, so we'll go through the exercise one more time, this time of the more junior role, KPMG. So scrolling down, you can ignore most of the beginning and we get right into the what will you do section. And so it starts with a variety of technical things that, you know, again, you either check the box from these or you don't. And so hopefully you have ways to demonstrate that you can meet these requirements. When you get more into the behavioral on lens, you'll see things like participate in discussions and meetings with top management. So you need to be a good communicator, especially around difficult topics. Potentially. You need to be, again, customer centric, develop relationships with clients. What you bring to the role. And here's a whole bunch of them here. So you'll see a variety of sort of behavioral traits, critical troubleshooting, analytical skills to come to that problem-solving element that you're organized, can prioritize appropriately. You can work independently. They are communicator, you've got spear a great interpersonal skills. So you see all of that here. And again, like RBC, KPMG, you also have a few other key values at the bottom here. So you see integrity, so similar and courage, and these are all things you're gonna wanna highlight. Write them down and add them to your list of traits that you want to figure out how you can demonstrate, Okay, so you've seen two examples of pulling out the key traits and skills from the job posting. The other way to go about this, as I mentioned, is to do it from a company webpage and to look at their, about us or their culture or their value section. So let's do that now. So if you haven't picked a specific role, you're probably still looking at companies in general and just trying to decide if that's a place you want to work. So let's take a look at it from that angle. And so we'll do one example where we're looking at Goldman Sachs and say that's the company you're looking to work for. And so how do you figure out what it is that Goldman Sachs wants from their people? And if you can't find specific job posting, then you might just want to spend time on their website. And most firms have a kind of about us or people page which tells you a little bit of insight into their culture. So if we scroll down, we will see that immediately Goldman Sachs talks about serving clients, and so it's clearly a customer-centric place. And so you'll want to jot that down, give examples of times that you've been able to do that. You'll see long-term value for shareholders. So maybe you have a some kind of role where you can demonstrate that you've put the interests of shareholders first. You'll see positive contributions to communities. So if you volunteered in some way in your community, then that's probably going to be a thumbs up from the Goldman team. You'll see excellence. They want the best people in the best people. So anytime you can demonstrate your kind of top your class, whether it's in hockey, academics, Public Speaking competitions. These are things you're going to want to highlight. You'll see teamwork emphasized here. So again, it's teamwork place, centric place. So your jobs and prior experiences can hopefully emphasize that that's important to you too. And if you keep scrolling down a variety of other business principles, so you see an iteration again that they value teamwork, intense effort. So there you go, that's another good example. You need to prove your hard worker so you get the idea. It's all about sort of skimming through what content is available and using that to kind of unpack the skills and traits that are important. So take everything you see here, jot it down into a nice long list and you'll see how we use that in the next step. One thing that's fortunate is that most of the time when you're preparing and applying to multiple companies, the skills that are emphasized in that industry will be fairly similar. And so you wouldn't expect a lot of variation between three or four different banks if you're applying to a banking job, for example, probably looking for leadership skills and attention to detail and good communication skills. And that won't vary a whole lot. But sometimes companies will place a very strong emphasis on one or two or particular items and those who really want to make sure you have down. So for preparation purposes, you might just make one long list of all the key skills and traits that you see emphasized in the job postings and on the company webpages for the jobs that you're applying for. Building lists, list of skills is critical. So that's how you assess company and industry fit and it's an easy way to get started. 4. The Matrix: So the last step was pretty straightforward and you're really just digging out the key traits and skills that your future employer or future industry is looking for when they're choosing to hire you. So building on the assessment that you've done for company and industry fit. Now we get to introduce a topic called The Matrix. And regrettably, it's not nearly as exciting as the movie, but it's still pretty important. This in my experience, is an extremely powerful technique and it's the most important step in your preparation. And it can take a couple of hours of preparation to do it properly. So make sure you dedicate a good amount of time. As far as I know, I developed this technique about eight years ago when I was really diving into my behavioral interviews for the first time and I've used it for every single interview since then, I was searching for a way to structure my answers to that classic question. Tell me a time you demonstrated X, whether x is teamwork or attention to detail or leadership skills. Because looking for a way to structure that, because sometimes the questions come from different angles. It may just be tell me a time you demonstrated teamwork, but it might be. Oh, I see her. He worked at TD Bank. Tell me how you demonstrated teamwork. So there's different spins and I was looking for a way to prepare for these and handle any of these types of questions that came across. And the theme for these type of questions that the interviewer is fishing for a very specific competency. And it's one of the competencies that they think are very important for the role. And good news you've done the industry and company fit as part of the last step. And you already know most of these are, and if that's the case, that you can predict most of these competency related questions, maybe not the specific angle they come from, but if you can predict the competencies and skills that the interview is gonna highlight well, then you can prepare and then you can feel really good when these questions start coming flying at you during the interview. And that level of preparation will take a lot of surprise out of the equation, which makes you more prepared and more comfortable delivering better responses. So now I'm going to introduce the matrix technique. And this technique is the most powerful for helping you synthesize your story in a way that highlights the key skills and traits that the interviewers are looking for. So let's start by drawing a rectangle. Okay? And this is the best I can do on short notice, okay? And we're going to focus on two sides of the rectangle. So on one side, you want to list off the skills and traits that you identified as part of the last step that are relevant for the industry or for the job that you're looking for. So let's lift off a couple of examples. Let's say teamwork, something that you identified. Ok. And then how about leadership? And then let's say hard work. And typically there might be six to ten or so kinda key skills and traits that you want to demonstrate. But we'll just pick a small example so I can draw that out for you. On the other side here, you want to list off your experiences. And so people's resumes are comprised of a series of experiences. Typically there'll be a couple job experiences. There might also be volunteer experiences. And sometimes there's categories that don't really fit into either of those. That might be, you know, if you're a sports player or you're big and academics or drama. Those are areas of interests to that, you know, could be a quite of interest to interviewers, but those aren't, aren't typical jobs or volunteer experiences. So on this side, let's list off a couple experiences and you'll take typically every single experience on your resume. And you may want to include one to two more just in case you are prepared when the interviewer asks, well, what's not in your resume? So let's say you worked at Staples and let's assume another experience on your resume. You were the club president somewhere. And let's say you were a star volleyball player. And you know, there might be 5-6 good experiences, but let's start with that. So what you have here is the beginnings of the matrix. And what you wanna do is cross hatch this thing. So drawn some lines, intersect your experiences with the skills and traits. And what you see are left with is a series of squares. And each square is the intersection of a trait such as teamwork here and an experience such as staples here. And the purpose of this exercise is to be able to fill in a story in every single square. So we have nine square here. We're going to try to identify nine stories. And each story is at the intersection of a skill and trait or an inexperience. So for example, let's say volleyball and leadership. Let's say you're focused on this here. So I'll introduce this framework now and we'll get back to this later when we talk more conclusively about answer structures. But typically, the way that makes sense to structure your stories inside each box is to use something called the car framework. And so that's C, a, and r. And that stands for context, action and result. And again, we'll get back to this. But context is setting the stage. It's describing what sort of situation you're in, what the team sizes are, how much money is involved and keeps volleyball team. You tell a little bit about the history of the team, how well they've performed in the past. The action is the action that you took or you took in conjunction with your team to produce a result. And that result is something that impresses the interviewer and demonstrates in this case, leadership. So suppose you were team captain, you would want to insert here a good story about how you demonstrate leadership as team captain on the volleyball team. And the context was well, maybe the team historically never performed very well. They'd always been very demoralized, lost all the Championships. But then you showed up, became a team captain and started introducing, you know, mid game motivational speeches. And you brought up, you pulled out all the stops and really inspired people to perform at their best. So you set the context your action was introducing these new speeches. And the result is, well, you know, because of that we want in the next two or three championships. And look, I'll be totally turn the, turn the team around. And that was all due to the motivational speeches. So the purpose of this exercise is to really lay out and experience in every single one of these boxes. And sometimes that'll be hard. You know, you might find it difficult to demonstrate hard work. The club president, maybe it wasn't that difficult of a position. But you're going to try to do your best to synthesize a story at the intersection, the skills and traits and all the experiences that you have. And in doing so, you'll see why that's so powerful. So what's the point of this crazy matrix with all these lines that can take a couple hours to fill out. Well, first off, what you're doing is refreshing your memory on all of the experiences that you've had. Because oftentimes, if you're like most people, some of the experiences on your resume might be a couple of years old and you haven't thought about them in a while. And secondly, you're digging really deep to understand how the experiences that you have had, whether their jobs, volunteer experiences or something important to you like academics. You're digging deep to understand how all of those experiences can be translated into the skills and traits your future employer is looking for. These are the skills that are relevant that they're checking off on their list as they're deciding whether they're gonna hire you. And in doing so, you're creating possibilities. You're creating flexibility to answer the question whether or not the interviewer says, how did you demonstrate teamwork or they're more specific and says, how did you demonstrate teamwork when you are at PWC, staples TD Bank? So you can answer all of these questions competently without being thrown off because the interviewer hasn't asked for the one cookie cutter teamwork experience that you've prepared for it and the tunnel, most people typically prepare to answer that question. They pick their favorite experience with, they think demonstrates teamwork the most. And it's a terrible shame when that's not the one the interviewer asked for. So what you're building is not just a rigid set of responses for specific questions. You're building a mental malleability that allows you to handle any different angle that the interviewer takes when they're asking these questions. Because you know what the core concepts are going to be about based on your research and your preparation and your review of the industry and the job requirements. Now, you can handle the multiple combinations and permutations of questions that are coming at you by using this technique. And honestly it lets you create a sense of calm that lets you really focus on delivering the message that the interviewer is looking for and allows you to absolutely ace this particular type of question. And when you're all set and done, a good matrix will look something like this. 5. Your Story: So let's recap on where we are today. So, so far you've spent time assessing the company and industry fit and you've done so by looking at the job posting, highlighting the key skills that you see, and going on the company webpage and also reviewing for whatever clues you can get for the skills and traits that they prize most. And next, you've developed a matrix which basically structures those key skills and traits against the experiences that you have. And you've taken the time to draw out all the different experiences that highlight those traits. So now you're ready to craft your story. And this is going to be a crucial part of preparation because most of the time this comes up, and most of the time it's the first thing coming out of your mouth. Your story will start as the most common beginning to an interview. And it shouldn't just be a chronological sequence of your life. It should be a well thought out well practice summary of your experiences, highlighting the key skills that you think they're looking for. People tend to remember the beginning and the end of things. And so you do wanna make sure you come out very strong with a good story. And not only is giving your story one of the most common ways to start an interview, but it's also a great overview of your resume just in case the interviewer hasn't read it, which is actually really common. So let's talk about what your story should accomplish and then I'll give you an example with my own. So first off, your story should be succinct and it should be between 60 and about 90 seconds and any longer than that and you probably lose your interviewer. It also should highlight a couple of those key skills and traits to make a good first impression on your interviewer and serves as a good summary of what's on your resume, but it's not totally a rinse and repeat of what's on there because you don't want it to be boring. So let me give you an example of my story on the fly. Check my watch. Okay. So I graduated from Western and I went immediately into Big Four accounting where worked at PwC and it was focused exclusively on asset management clients. And so I grew from working on one area of the file and my early jobs to working to leading teams of 20 or 30 people. In my final year as a senior associate. And I worked on a variety of engagements from private equity to pensions, to hedge funds, to ETFs and mutual funds. And really worked closely on teams to execute on the providing an audit opinion to our clients on time in a timely manner. And while it was going through that, I completed all of the CPA exams and at the same time, the CFA exam. So I was getting up at four in the morning studying for a couple hours before we're going to work working along day and Big Four hours and coming home and continuing studying. And it was a real grind for a couple of years, but I'm so glad I did it because now I am a CPA and a CFA. From there, I went to Brookfield and I broke field. I focused on product development across a variety of sectors. So I've developed funds for real estate, private equity, and infrastructure and developed great competency, working with cross-functional teams, you know, lawyers, compliance, investment experts. And that was a great that was a great exercise in developing mass and management skills. And now I work as a Director Corporate Finance at a private equity shop. And I prepare the cashflows and do the forecasting and a 10-year planning. And that has really used my financial skills and allowed me to leverage those in a way that has a lot of impact on the organization and it helps us drive our financial figures forward. And aside from all of that on the side, I'm big into martial arts and I like music and investing. So that's started to run a bit long, but as you can see, I had a lot to cover. You would also see I covered off the key traits I was hoping for which we're hard work, expertise and asset management and teamwork. And hopefully that gives you a good example and it doesn't have to be perfect. I get it. I don't think that was a perfect pitch. It was a little long and I was talking very fast. But what you want to learn from that is that there are certain key points that you're trying to hit every single time you deliver that opening story. And it's really important that you know what those points are and you're able to execute on that. So even though from interview to interview that will vary how you actually deliver it, you're still getting the same messages across and that leaves a great first impression on your interviewer. And that brings us to the class project and that's to record your own story or elevator pitch. So make sure it fits within the 60 to 90 seconds length guideline because that's a pretty good length to tell your story. Make sure you're hitting on two to three of your key experiences that are on your resume and hit on an emphasize two or three key skills that your ideal job is going to be looking for, whether that's team work, hard work, leadership and so on. So do that, record it, put it down below. And myself and other students would love to give you suggestions on things that you can improve and also give me feedback on things that you're just doing really well already. I'm really looking forward to the submissions. I can't wait to see what you've prepared. 6. Must-Know Questions: Okay, so let's recap. What we've done so far is a deep dive on the industry to identify the specific skills and traits that we need to demonstrate to be successful. Then we've created a matrix which outlines how our experiences demonstrate those skills and traits. From there we've crafted a story that highlights those desired skills and traits. And now it's time for the fun part. And that is the questions. What kinda questions are you going to be asked in the interview? And I'll provide here a convenient list of practice. But look, these aren't exhaustive. Have a superior knowledge for the specific industry or roll or job that you're applying to. And so you want to take this list as a starting point and add on anything else that you think you might be asked. Ultimately, it's just like an examined University and just having the questions does not mean you'll be successful when it comes time to the interview. It's all about the preparation and the blood and the sweat and tears that you put into practicing your story and ensuring that you're demonstrating the skills and experiences that they want to see demonstrated, that's the part that's really valuable. So having the questions that's useful and it gives you a starting point, it helps you structure your practice, but it's not the beyond end-all and so don't think of it that way. So in any case, this list contains the key behavioral questions that I have seen time and time again over a 100 plus interviews. And I've been able to bucket the behavioral questions into seven key categories to help you think about your preparation. So let's go through the list, okay, so I'll take you through a variety of must know behavioral questions and we'll kind of skim through this list and I'll provide a few tips and insights on some of the key questions. So let's walk through the categories now. So the first type of questions are the introductory questions and it's the classic, Tell me about yourself, walk me through your resume. And there's other variants that I've included here. And what this really calls for is your story. And that is something we've already dove into. We had a long session on how to construct a kind of cohesive and well-thought-out story that hits on not only the key experiences on your resume, but also the key skills that you think the interviewer is looking for. So all of these introductory comments here and all of these introductory questions are kinda triggers to get you to start your story, your 60 to 90 seconds of glory. The second category is preparation questions, and these typically are where the interviewer is looking to assess how prepared you are. So they'll ask you things like, what do you know about our company or how do you differentiate our company versus others? And this requires you to do homework on the company itself. And so you really need to kind of dig in, read some news articles, read some posts, see what they're up to and understand the kind of products they have. And you can't just kinda path these off with a sort of shallow level of knowledge that you really do need to do some research. And sometimes they may even dig a little deeper and say, do you have any ideas on how we might grow or approach this new product line or new geography that you'll see more and senior interviews. But if you're more junior, you probably won't come across this kind of thing. Okay? Commitment in fits and the next category, and there's a variety here. So these questions are designed to assess your commitment to the industry and to the company and to the job as a whole and tenure fit with all of those things. So you'll get questions like, why do you want to work here? And that's a classic one. But it also might be why do you want to work in this industry? And so you want to have those ones down really well, really well memorized a good sense of what you're trying to convey their people, ask you, why did you leave your last job and see you need to have a good, solid response there. And if you have any sort of flags in terms of career changes is I've had many over over the air so far. Definitely, definitely be prepared to answer those because that's something people are gonna want to hit on. They want to make sure that you're not just kind of flip-flopping and changing careers rapidly. Make sure this is a good one. When they ask, what did you like about your last job and kinda what you dislike and what kind of tasks did you handle? That's all about assessing fit and seeing if the experiences you have had to date and the things you like doing are a good reflection of what you'll be doing at this company in the role they're hiring for. And so it's not about kinda providing an analysis of what you did previously. It's more about, hey, like, did you like what you do? Because guess what? You're gonna be doing more of it here. And so they want to see that. So you've gotta be very careful how you respond to these. You know, obviously you want to be honest, but you wanna make sure you don't say, Well, I don't like being Excel and this is a job that's strictly about financial modeling. The classic, Where do you see yourself in five or ten years? This is a must, must know question. You get this one a lot of the time. And the safest way to sort of respond to this is generally to see yourself being further along in that industry. And that's just the safe way to go. Sometimes they'll pick on particular elements of jobs like stress, long hours, emotional difficulty. So if, if you're aware that these are things that are going to be required of you as part of this role. Make sure you have some kind of basic level of preparation to talk about why that's something you can handle. And you'll get sometimes things like what's your favorite subject in school and who's your role model? And again, these are kind of teasing out without asking you directly there, trying to understand, like who do you respect and what types of information do you like to see if you're a good fit for the industry? Ok. So then we go into the strengths and skills. And these are, you know, probably after the earlier questions, these are among the most common. And so what skills do you bring to our company and why should we wanna hire you? I mean, that is one that you absolutely have to have nailed down and you should have a good list of like three to five different traits and skills that you have that differentiate you from other candidates and make you a superstar for this position like a no brainer. The classic, Tell me a time you have demonstrated And then it's some company value or skill like teamwork, leadership, project management. And then sometimes they'll poke deeper and say tell me time you demonstrate teamwork at one of your jobs in a resume. This goes back to the matrix and the reason why we put together the matrix is to be able to handle any and every permutation of this question. So I won't touch again in this detail now. But as far as strengths go, I found that pretty well consistently across all the jobs I've applied for, there's always really sort of two or three strengths that are kinda always hit on. Teamwork is always a big one and whether or not your job is sort of individualistic or team-oriented. People like people who like people, you know, so people like working with people who are team centric and friendly and work well with others. And so I don't think you can get away with not being good team player most jobs. And so definitely showing your ability to work well in a team and showing how you handle disagreements with other team members. That's really critical. Leadership is another one I think I'll, even if people are hiring you for kind of the most basic entry level roles, they want to see that you can grow into more senior positions over time. And problem-solving as the last one that comes up all the time. It's just the ability to translate information into execution via some creative method of problem solving. So then weaknesses, improvement is another big category and weaknesses or something you gotta be really careful about. My main tip with weaknesses is just make sure that whatever you describe as a weakness is not something that the interviewer is going to write down and say, yeah, this person is not good at project management and this is a project management role. No-good next candidate. So you wanna make sure it's not kind of a no brainer for them to exclude you for those weaknesses. And I would also say, make sure you have more than one prepared. I think a lot of people come in with like one weakness. You know, I'm too attention or have too much attention to detail, for example, that's a common one. And I would say have two or three because it really powerful interval lifestyle that I've encountered is people saying what else and digging deeper and what else, what else and kinda making get more Raw and an emotional is you sort of draw out other weaknesses. And in doing so you get, you can see that you will need more than one. Ok, two more categories that are important, so productivity and stress management. So you want to show how you handle stress and that you can prioritize multiple projects and ambiguity. This is pretty true for most jobs, I would say like anytime you're working on more than one thing at a time. And the goal setting is kind of a carefully disguised version of that, that people want to see that you are able to set goals and a structured way and sort of established goals and achieve them. So being able to talk about this and have good, good constructive examples of how you dealt with stress and dealt with the pressure and kinda came out on top, that's really important. And then the last major topic of behavioral questions that comes up a lot. There's sort of off-topic questions and people are assessing your well roundedness. That's usually the covert agenda with these. So when people ask you like, what do you do outside of work, you have hobbies. They want to see that you're well-rounded and they want to see that although they want you to be a super hard worker and dedicate yourself to their company. Like nobody, like someone who's 100% dedicated work, you have to have some interests outside of work. And so this is your opportunity to show that you know your star volleyball player or you're an artist or musician. And so some of these other, other questions in here, in this well roundedness category, they're all kind of hitting it that just sort of seeing what it is that makes you as a person little unique, little different. And you know, they want to check basically ultimately that they like you as a person and they, and they like the things that you're interested in. 7. Answer Structure: So now you have an idea of the common questions that are likely to come up in your behavioral interview and that gives you a great starting point for your preparation. So let's talk about how to actually structure the answers to respond to those questions. And the truth is, most of the questions do not have a single right answer. There's multiple ways that you can phrase your response to impress your interviewer. But the truth is, there is definitely a wrong answer to these questions and wrong answers. Or where you say that a key trait that the interviewer is looking for is perhaps not a strength, either errors or you demonstrate that it isn't a strength the Earth, like they're looking for teamwork and you say no, no, I'm very individualistic. I don't like working with people. That's a big no-no. The other signs that could be negative and the wrong answer to questions would be things like demonstrating cockiness or unprofessionalism or arrogance, any of those traits, and you leave a bad taste in your mouth and that's going to be a big turnoff. Unfortunately, the process for structuring answers to these questions is pretty straight forward. Unless the question is conducive to a one-word response like, where did you go to school and you answer the school, unless it's something as simple as that, you pretty well always will default to a separate framework for responding. And that in my preference is the car framework, CAGR. Some people go by what's called the star framework, but that's one extra letter. And in an interview, I don't want to have to think about for letters. I like three. So car stands for context, action result. So every response that you give to a question should cover the context, the action, and the result. So before you answer a question that comes, think car in your mind and start responding sequentially through those steps. So let's go through those individually. Context is where you're setting the stage. You're explaining what kind of project and it was you were involved in how big the team was, how much money was involved, how the process had been done before you were involved. You just try to give some context for your interviewer so that they understand the significance of the next steps. And the next step a is for action. And action is where you talk about the specific step that you took, either by yourself or in conjunction with your team to demonstrate the required skill. So if an interviewer has just asked you vote teamwork, you've set the stage with contexts. You've talked about the project that you're involved in. How many people were there, how much money was involved? You've kind of set the stage. And now where you're talking about is how you've glued the team together because you've worked so collaboratively with everyone and you dealt with conflict before it arose. And you gave everyone timely feedback and blah, blah, blah. And I'll emphasize again, it is not a weakness to show that you've done steps in conjunction with a team. Teamwork is often a skill people are looking for. And so you don't always want to say i, i, i in an interview sometimes that you should say we, and if you do say We, that's great. But make sure that you are still primarily responsible for the specific action that was taken. And finally, our result. Results is where you talk about what actually resulted or what happened because of the action you took. If you are trying to demonstrate team or can talk about how you glued the team together. Well, you might want to talk about how at the end of the engagement, your team members reviewed you with the highest possible rating for teamwork and collaboration. And you want some award because well done. You know, you really want to have a specific concrete results that has come to be because of your action. If you can describe your result using numbers, that's usually one of the most powerful ways to get it done. So if you can say you increase sales by 20% and you can back that up. That's a powerful result. Here's a specific example using one of my stories. So I worked at Brookfield as a member of the product development team and we worked in a cross-functional team that liaise with those in the tax department and the investment teams and the lawyers and those in compliance and marketing and so on. And our job as the product development team was to glue everyone together and ensure the projects were launched on time. So I'll pause there. That's where I set the context for what my role was and what the team was involved in and what we actually did. So that's the context setting. So now I'll talk about the action. So as a member of the product development team, I created a process for us to launch new products. So we structured this process and this is something that I thought I've in conjunction with my boss that move products from the design to the implementation to the launch phase. And we had key timelines that we had built which held people accountable to specific dates for each met each particular stage of the process to launch a fund. And this time when I developed, we used for the first time on one of our products and we were actually able to launch, you know, instead of in six or nine months like we had historically done for products of this kind of complexity, we use this timeline and launched without issue in about three months. And you'll see there I dovetailed into the result falling my action to show you that I had created this timeline, it was something of my creation and look what happened. We actually launched our product earlier than expected with no issues and well done. So that's an example of the car methodology and it's my preferred method for answering every single interview question that I can. So whenever someone asked me a question, I stopped think context, set the stage action. What did I do? Result? And all of this is made very easy because it's usually regarding skills and traits that I had anticipated when I structure my matrix. So it's teamwork, its leadership, its detail orientation, it's hard work. These are the things that I know are coming and I'm prepared to answer them a good cohesive way using the car framework, which is what I did in the matrix setup. So now you've gotten to the point where you've completed your car response. You've talked about the context, you set the stage, you've drawn your examples of your specific actions that you took and the results that those resulted in to give kind of a complete framework. And nine times out of ten, that response is going to be better than most candidates responses and you're already in a pretty good place. But you can actually take this one step further with a second technique. And that is the so-what you ask yourself at the end of every response. So what and make your make sure that you've answered that tear satisfaction. For example, if I have delivered a long response about how I've demonstrated teamwork and here's the time I did it. And it resulted in a job getting done faster and smoother and with less hitches than ever before. Turnaround and say so what? And when I say so what I'm thinking to myself while the interviewer wants to know that I demonstrate teamwork. And so what I'll do at the end of the question is to say, and I think that that skill, that teamwork ability that I demonstrated on that engagement is a great fit for your company or a great fit for TV or whoever I'm planning to buy, turning around the result into a conclusion that, hey, I have demonstrated that specific skill. I think it's a lot more persuasive and in my experience, that is what makes an a plus answer. The complete package, comprehensive full details. Plus, you're preventing the interviewer from having to think about why they should hire you and whether or not you actually demonstrated that skill to their satisfaction. If you tell them you did, that is going to make more often than not a difference. And the last tip I have for answers is to just make sure you watch your answer length. It's important that you don't overdo it. You don't want to leave nothing to the imagination. And you don't wanna respond with kind of one or two sentences. It's crucial that you have kind of that middle ground. So it depends on the question whether you're responding in 30 seconds or a minute. But in general, you wanna make sure you don't overdo it. I think a lot of people talk for too long. And again, you lose your interviewer's interest. If an interviewer has more questions about what you've done or wants to tease out another facet of something you've said. They'll do so and they'll do that with a follow-up question. So there you have it. Those are the key structures for answering questions. You either have the one-liner, what school did you go to or something of that nature. And if it's not that use of the car method and in conjunction with the car method, make sure you ask yourself so what and if you've answered all of those things, then you're definitely going to be answering in a way that is sure to impress your interviewers. 8. Practice Methodology: See, you know, some of the key questions that are going to come up and you know, the best way to structure them to give a complete and comprehensive response. So let's talk about practice and practices somewhat individual, different people have different approaches, but I've been using the same approach for every one of the 100 interviews that I've been to. And it's worked out pretty well and well like most things in life Field saying rings true, practice makes perfect. And so if you want to ace your next behavioral job interview, it's important that you invest a sufficient amount of time in your practice. So here's the most effective approach I found to get it done. And it's a staged approach. So before you start practicing your answers, you actually want to think about what the answers are going to be. So go through that list of essential questions, every single question and jot down in bullet form what your ideal answer would look like. You don't have to do all the pros and fill in all the words, but make sure the key messages that you would want are covered off in the bullets. So what you're doing is investing time to create your story. And when a specific question comes up, you can hit the key messages that you've deemed important to say. And practicing for behavioral interviews is much like studying for tests in school. There is a bit of memory retention work involved. So take the time to start and jot down bullet responses to every question on that list of essential questions and any other questions that you've added along the way. And once you've jotted those down, you're ready to dive into the actual rehearsing of your answers. And I've always done it with a four-stage approach. The first stage is to take your bullet responses to the questions and print them out. And what I typically do, go sit in a quiet place and I will actually go through question by question and read out my answers out loud. And studies have shown that talking aloud helps improve memory retention. And it's something I've always done when I study for exams. I always found it helps anecdotally, but studies now back that up. So what you do is take your bullet responses which are not complete sentences and just turn them into a nice congruent answer. So fill in the extra words. And so when someone says, Well, how did you demonstrate teamwork? You'll read through your bullets and read it out loud basically, well, when I was at PwC, I demonstrated teamwork because I was in a group of eight individuals. We were all similar ages and I was the senior associate on the job and my job was to lead the team, blah, blah, blah. So you get the idea. So you want to go through every single question that way. And that's step 1. First step one, I definitely recommend reading off the page. So looking at the answers as you're saying them out loud, and that's because you want to practice the right answer to the question. You shouldn't just be kind of faking it at this point. And to do that, the best way I've found is to practice saying out loud exactly what it is you've written. But just in a way that is a complete response that would satisfy an interviewer and that can take awhile. Again, there's a lot of questions and there's a lot of different answers you have to go through. But once you feel like you've pretty well mastered the story and you've got the gist of what you're trying to say, take the notes away and that becomes step two. Step two is to basically trigger yourself was just the list of questions and to rehearse out loud, practicing the responses to each question. So you would say, tell me your story, and then you would launch into your 60 to 75 or 80 seconds story. Or you might say, what are your three weaknesses? And you would launch into that and it's okay if you if you still need to rely on the notes from time to time, just keep those printed notes at hand. And pick them up and refer to them. If at any point you draw a blank, you'll get to the point where after enough practice, you won't even need the notes and you'll feel like you're consistently nailing each of the key messages as you respond, but it takes time and so you've gotta be patient. So now we're at step three. In step two, you worked without notes to respond to the questions and you did so out loud. Step three, actually like to record my responses to the questions. So I will ask myself a question out loud. What is your greatest strength? And I will respond to that with my phone recording the answer, and I'll listen back to it. And as I listened back, I'm basically going to critique myself. Did I cover what was supposed to be said? How long was my response if it was over a minute, is that too long? Was it the right kind of response? Did I respond in a way that was courteous and polite and friendly? Did I sound like I knew what I was talking about? Those internal critiques are really important and the best way to do so is to record and listen back to what you've actually said. And once you get comfortable with that and you've pretty well gone through the whole list of questions couple times, recording your responses along the way, we are ready to practice with a partner. And so I would take a significant other or close friend and it doesn't even have to be in person. You can do a video call. You can call them and talk over the phone. But basically the act of letting them ask you the questions makes it a little more unpredictable. And you starting to make your practice into a mock interview. And I found, you know, you can give them the specific questions that you want them to ask you. And they can do so in kind of a randomized order. Or you can just let them go free farm and block them roleplay a little bit what they think they would ask you. And that kind of keeps you on your toes and gives you another good former practice as well. So those are the four steps of preparation to recap. Step one, practice out loud while reading your notes. Step to practice out loud without relying on the notes as much as possible. Step three, practice out loud well, recording a response and critique yourself. See how you can improve. Step four, call up a partner, sit down with them for a coffee and go through an actual mock interview and doing it in this way, make sure you build the right foundation with the right core messages that you think are important to communicate. And make sure that those are trickled into your responses from the beginning, from when you first are reading off the notes all the way to the end when you're in your mock interview. You don't structure it this way, you're more likely to just come up with a random answer when someone asks you something on the spot and a random answer is not a well-prepared answer, and a random answer may not convey what you're trying to convey. So we've covered how you should practice. Let's talk a little bit about when. So I typically start practice the minute I ship off my first resume and job application. So there's usually a couple days or maybe a week or two before you hear back whether or not they like to take you in for an interview. And so I used that time to get started. And that's when I spend the fundamental time reading out my responses and practicing in detail every single one of the questions so that by the time I hear I have an interview on Tuesday of next week which may be a few days away. I'm not sort of taken off guard if it's only a day or two or something after. I've given enough kind of foresight to preparing that, I'm flexible depending on when they actually want to schedule the interview. So as you first begin to practice, it's gonna take a couple hours to really get it up to speed. If you have the full list and you're going through all of the questions, it will definitely take three to four hours to kinda comprehensively jot off the bullet points and go through them. But once you've more or less mastered the key messages that you're trying to communicate from there, the maintenance is fairly straightforward. And so a couple of days up front, a couple hours a day, really digging through your responses. That's crucial. But from there, you can spend 15-20 minutes, once or twice a day, and just kind of quickly flip through the different questions and see the answers out loud. And you can maintain that skill set and maintain the key messages for a long period. So from the minute I send my first application, I'm starting to prepare, I'm putting in a couple hours a day for the first few days. And then once I get to that first interview, I will keep preparing that day, the next day, the day after, because you'll go to a second round and maybe you'll get another interview requests from another company and you basically will maintain for the entire process. I will maintain for least 15-20 minutes a day until I get a job. And sometimes that can be weeks or months. But the good part is about the maintenance. Once you've got the messages down, you just need to keep it glued in your memory. The truth is you can do it just about anywhere. You can do it while you're driving down the road. You can do it while you're sitting on the subway. You can do it mentally in your head when you wake up in the morning. It's not that hard to build it in. You just need a few minutes to keep it fresh. But this ensures a consistent quality and messaging to your responses that makes them very powerful. 9. Company & Interviewer Research: Suspending the time to make sure that you answer questions appropriately, as we talked about in the last step, is a really crucial part of your preparation. But there's more to it. And the other stage that's really important is to know the company. And yes, when you did the initial company and industry fit, you were digging into the specific skills and traits you thought were appropriate for the particular job that you're applying for. And, and that's still important. But we also should do is just generally know what the companies up to. And that means Le, reading through their press releases, going on their Linkedin, googling what they've been doing in their industry. What kind of projects do they work on? What makes them unique? Having that good level of company knowledge is very helpful and it's a fundamental level of preparation that not too many people spend a lot of time doing. So if you can show that you know the company better than the other candidates, you're showing a greater level of commitment. And that extra level of preparation can really stack the odds in your favor. So that's the company. But you actually also want to spend a lot of time researching the background of your interviewers. And most of the time companies will tell you who's intervene you and if you get that information, use it to your advantage. So go on that person's LinkedIn and read through their profile where they went to school, see what other jobs they've had, see if they have any cool hobbies or interests. And what you're looking for is two things. One is to find areas of common ground. So if you went to the same school, fat person, or maybe you worked at one of the same employers, or you grew up in the same city. All of these are things that people are going to enjoy hearing about and they're going to want to talk about and discover and explore a wow. We have so much in common, how cool that is important. So finding common ground is number one. Number two is to sort of tease out little things that that person might be really proud of. So if they have a hobby, for example, say they're black belt in karate and that's something you discovered, just randomly Googling them. Ask them about it. And the way to do that is to deliberately steer the conversation in the direction of their hobby and say, is there anything you do on the side? How do you keep fit by intelligently steering the conversation towards topics that you think people are going to relate to and are going to want to talk about, then you are taking control of the conversation. And research says that people love talking about themselves. Don't trust me about that trusted doctor per psychology today, well, according to one study, talking about oneself activates the same areas of the brain that light up when eating good food, taking drugs, and even having sex, simply put, self-disclosure is gratifying. It's like a neurological buzz. Bottom line, everyone's favorite topic is the same. We all love talking about ourselves. Next time you find yourself deepen conversation. Be sure to listen to odds are if you'd let you let the other person talk a lot about themselves, they will think you are fascinating. And I couldn't have said it better than that. And since I've had so many interviews, I've seen this time and time again, people love talking about themselves. You can't emphasize that enough. If you can intelligently steer the conversation in a direction that gets people talking about their areas of common ground with you or things that they're very proud of, then look, that's less time that you have to spend trying to impress them. That's less time that you risk making mistakes. And ultimately, a happier, more engaged interviewer is going to be an interviewer who gives better feedback on your interview. And some of the best interviews I've had, have had me talking like 30% of the time and the other 70% is the interviewer. And I made it that way. 10. Other Preparation Tips: So that's the bulk, the preparation. But there's a couple other tips that will go along way when it comes to preparing and enhancing your interviewer experience. And the first is make sure that you have thoughtful questions. Almost all interviews ended an opportunity where the interviewer asks you to ask them questions. And you can go about this the way a lot of people do, which is scramble and try to come up with something to look smart. Or you can actually take the time and have questions in hand and show up to the interview with them. And I vote for the latter. So you're gonna want about three to five questions. And I would say about three of those are generic enough that you can rinse and repeat them on different companies. You can ask, well, how did your company handle this particular industry transition? Say there was a merger or something like that. Did that influence you guys? And you can rinse and repeat that on other companies that are interfering with, and that's no problem. But there should be one to two that are specific and niche enough that you can show your thoughtfulness and your preparation and to craft those one-to-two ultra specific questions, you're probably going to need a little bit of an inside scoop. And hopefully, you know, someone who works at that company. And if you do, you've got a great advantage. Pick their brain, go for a coffee, pay for their coffee, and asked them lots of key targeted questions about the company and its culture with the hot button issues are, and you can use some of those to make really thoughtful questions that look like you've really, really, really, really on top of things, having that kind of knowledge makes you look considerably smarter and more engaged than other applicants. When it comes to that tail part of your interview when you're asking questions. But I understand that not everyone's going to have this opportunity. And so sometimes you gotta take a chance. You might want to shoot a note to someone on LinkedIn and you know, a bit of a cold call, if you will, and see if there's someone junior that you can just go for a coffee with and ask those same questions. You probably won't get that same level of rapport as someone you already know, but that's an OK second choice as well. And if you can't find someone who works at that specific company, go for a coffee with someone who works at a related company, because a lot of the issues in the industry are going to be the same. So if you want a job at RBC, but you're applying to TED because obviously isn't hiring right now. While if you go ask someone at RBC what kind of issues they're facing, what's bad about mortgages? What are they struggling with? And the retail side, a lot of that's going to be the same and that those parallels can be drawn into your interview with td. And that'll help. So to recap, prepare thoughtful questions and use your insider knowledge if you can get it and if it's not at the specific company in question, are related company is okay too. 11. The Interview Mindset: So at this point, we've been through all the preparation. And if you've done all of the work entailed by all of those last steps where you're gonna be a lot more prepared than the average candidate, and that makes you an above average candidate. And now we're finally at the interview and I'm going to share a mix of tips and tricks that I have found are important things to remember to make sure you give a very good presentation. So first about your speaking style. You want to speak clearly and avoid fillers. You don't don't want any arms or eyes or if ketchup or rambling, cut it off. You wanna make sure you're direct and clear and fairly concise, and that's important. You don't want to speak too fast. I tend to speak too fast and when I catch myself I have to slow down. So if you've had any little tics like that, make sure you're aware of them. Makes sure these are things that have surfaced in your mock interviews as part of your preparation and make sure you're aware and deliberately Dow those down. And it's important don't ever act too cocky or arrogant. That can be an issue in the interviews. And even if you take the line share of credit for some of your actions and things you've done in the past. For the most part, teamwork is an important trait to, and so you do want to look like a good team player. And if you always say, I did this, I did that and it resulted in this. And you don't say We enough people are gonna think you're kinda self-centered. Another tip, don't ever, ever line in interview, you have to be honest. People tend to over-exaggerate already when they're in an interview setting. And they might say they take on more responsibility than they did. And this stuff can really come to bite you in the, but if you get a reference call and someone can't back you up on your claims. That's an instant no. From the company. And some industries are small enough that an instant no is not just a no from them. It might be a blacklist from another firm as well. And here's a really important one. Make sure you manage your stress. Be sure to breathe deeply in and out a few times before getting started in your interview and make sure you're as calm as you possibly can be. Stresses normal. It's part of our fight or flight response. And honestly, everybody feels it. I do too. So if you get an interview and you start feeling nervous, just take a deep breath. And what you can do is pause and pause before you answer a question. So if you're given a question that's tough or you don't know the answer, or it kinda stressed about responding and feeling a little off your game. Just take a moment, just take a breath, let a breath out. And the interviewer will think you're reflecting on your response to give a more thoughtful response. And that's a win-win. You get a balance between being scripted and totally random. If you're too scripted, people think you're a robot. You might not have emotions coming out in the way you're describing things and it doesn't feel genuine. It feels very rehearsed, and it feels like you're not really sure what you're getting, but you're getting someone who knows how to act. But if it's too random, you run the risk of not getting our messages across and all that time you spent preparing to say the right specific things when certain questions are asked. If you're too random, none of that will come out and your answers aren't going to be a thoughtful and I'm going to answer the questions the way you intended to and the interviewer probably won't be impressed. Your mindset needs to be one loose and relatively malleable because you have to be able to handle the odd curveball that'll come your way. Some interviewers like to ask some pretty tough things and really dig deep on certain questions. And so if you're sort of in a looser state mentally and not too uptight about it. You'll be able to handle that with 0s. And the other technique I found is that you want to more or less matcher interviewer style in terms of their confidence and their poise. Some people are just naturally a lot more confident and they give off an air of confidence and boldness. And if that's the case, match that if your interviewer is demonstrating those qualities, match that to the extent you can. If your interviewer is more on the timid sides, a little quieter, introspective, reflective, match that. As a rule. Science says People like, people who are like them. And it doesn't much matter whether that's actually true. Like whether you're actually bold and aggressive, or whether people just perceive you to be, the correlations are still pretty good either way, so you may as well give it a shot. I have found that works pretty well. So to sum all that up, speak loudly, clearly, but not too fast. Take your time or responder questions to make sure you manage your stress and keep a malleable mindset. It gives you the flexibility to handle the curve balls that come your way. 12. Interview Day Tips & Tricks: So the last section covered the tips and tricks that you can apply when you're actually in the interview see to make sure that you perform at your best. And this section is more about other execution related tips that can help you out aside from what you're doing when you're actually in the chair, the first off, get lots of sleep the night before getting your eight hours or whatever it is, you need to make sure your mind is performing at its best. If your interviews early on in the morning, make sure you have a good, healthy meal before you show up. That means protein, fats, carbs. There's a list of super foods that have been proven to help your cognitive performance. And so you may want to pick from here. You might not want tuna first thing in the morning. I've done that. It's not fun, but honestly, just make sure you get a good meal in coffee works. And it may enhance your cognitive performance somewhat, but take it in moderation. You don't want to feel jittery. You are going to be nervous enough when you get to the actual interview. Too much coffee is not going to help as far as what to wear. Well, that's very industry specific and depends a lot on the job you're applying for. Obviously, if you're going for a business role, you probably do need a full suit and time most of the time. But if the company culture that you're applying to is more of t-shirts and jeans. While I would suggest not to overdo it, especially if you're being interviewed by more junior staff who might get a little jealous and that might undermine their opinion of you if you try to overdo it, this one goes without question. Never show up late to an interview. In fact, you should always show up early, at least five or ten minutes. You want to be polite and courteous. I'm gonna have a nice handshake. You wanna be thankful. And after the interviews done, I would always say shoot a quick thank you. Note it doesn't take much of your time, but it's a nice way to stand out. And when you do that, make sure you highlight something distinctive about you and your conversation with the interviewer to help them remember you. Because oftentimes they might have three or four or ten interviews in the same day. And if they can't remember you from the others, then well, you don't stand a good chance that coming back for round two, let me show you an example and look if you get any feedback from any or interviewers during the process, let it be or mission to apply that feedback to your next interview. So if someone says, well, you came off a little too cocky like we thought maybe you were a little overconfident given your experiences, make sure you dial that down extra far on your next interview, you wanna make sure you overcompensate. So when you get put back in front of another person, if you do, you don't give that same impression. And the opposite is also true. If someone said, well, I didn't hear a lot of teamwork involved in what you were saying, then you wanna make sure next time increased the amount of teamwork references that you have in your responses and that should get it done. 13. Final Thoughts: So that wraps up the course and so just wanted to share some final thoughts and interviewing. At the end of the day, interviewing is a bit of a number of games just like dating. You might not get it right on the first tried. And that's okay. You have to view every single interview get as a win. That's an opportunity for you to practice your skills and refine your messaging so that maybe you didn't get it this time. But next time you will absolutely ace that interview, the practice that you put into every interview and the maintenance of that messaging every single day that you spend thinking about, what are my strengths, what are my weaknesses? Ensuring that that's an important part of your preparation process will make you so much stronger for the next interview. Don't be discouraged if you don't get the job, a MIS is still good practice. And if you use these techniques, you'll be getting jobs much more consistently. But it's important to note if you have a series of interviews that don't go well and maybe you're not getting along with your interviewers are going on oppressing them. Ask yourself why that is the case? Is it really the industry for you or you really engaged in the job and the role that you're applying for. And sometimes I will reveal some important insights about you as person. Anyways, I wish you all the best here, put in the effort and it will pay off. If you have any feedback for me on this course, I would love to hear it. Thank you for taking the time to watch this far. I really appreciate your support. Please leave any feedback you have down below. If you have any comments and don't forget to complete the class project, that will really help nail your story for the next interview. Thanks so much for your time. This is David, and that's how to ace your next behavioral interview.