تدريب Shadowing: Answering behavioral interview questions is shockingly uncomplicated - تعلم التحدث بالإنجليزية عبر الفيديو

اختر وضع التدريب

كل وضع يفتح غرفة تدريب بملء الشاشة.

405 جمل

إذا كانت الجمل قصيرة أو طويلة جدًا، انقر على Edit لتعديلها.

Today I'm going to explain to you how to answer literally any behavioral interview question.

Now it doesn't matter what job you're working in.

If you're someone who is highly technical, like a software engineer, or if you're someone who works on the business side, knowing how to answer behavioral interview questions is still equally as important.

Because although in the interview process for someone who's more technical, there's more weight probably being placed on the technical portion of the interview,

you are still often going to run into behavioral interview questions, which are more qualitative in nature and are going to ask you about different experiences

and times in your life or career when you've demonstrated certain qualities that the interviewer is looking for.

Hi, if you're new to the channel, my name is Matt.

I'm currently working in strategy and ops at Google.

Before that, I was a management consultant at BCG, and I make these videos because I enjoy it.

But let's get back to it.

So the first thing that I think we need to talk about is what is a behavioral interview question?

And I know most people at this point are probably looking at me and thinking, dude, of course I know what a behavioral interview question is.

Do you think I'm stupid?

That's just a question when someone asks me, oh yeah, tell me about a time when you demonstrated leadership or tell me about a time that you failed, right?

And then I just give them an answer, draw off my experience and demonstrate that I am a winner and that I am someone that they should hire, right?

Now, while at a surface level that is what a behavioral interview question is, it's actually a little bit deeper than that, and we're going to get into that today.

So a behavioral interview question is simply a question where the interviewer is trying to get you to demonstrate a certain quality.

Now, this question can be framed in a million different ways, but at the end of the day,

there are going to be a certain set of qualities that employers are always looking for.

Now, what I have behind me are what I would argue 99 % of employers would like to see in some way, shape, or form from potential candidates.

And this is based on my own personal experience having interviewed at roles in finance, consulting, and tech.

So take it with a grain of salt.

If you're interviewing for a different industry, things could be slightly different.

But generally speaking, if you are interviewing four roles where you are going to have to work with other people,

then these qualities are going to be tested.

The first quality is leadership.

Now, why is leadership so important?

Well, leadership is a really common quality that most companies want from their employees because at the end of the day,

you eventually want that person that you hired when they were 22 to hopefully get promoted and move up through the ranks.

And how does that happen?

Well, part of it is they have to demonstrate leadership.

Now, the word leadership is maybe a little bit overrated.

I think that at the end of the day, this is similar to what I'll just call taking the initiative.

AKA, are you someone who is a self -starter?

Do you take the initiative?

Are you proactive when you're given a task?

Or are you someone that's just passive and has to wait for your manager to tell you what to do?

And so this is a quality that doesn't matter what job or what company you're at.

An employer will almost always want to hire someone with more initiative versus someone with not, all else being equal.

And so this is a very very commonly tested quality

that you need to be able to demonstrate in behavioral interviews or at least need to be prepared if

called upon to deliver a story that demonstrates that you have shown initiative in the past or that you are a leader.

An example of this question that commonly could come up is, yes, Tell me about a time when you demonstrated leadership.

Now that's the most straightforward version of this question.

But, as I said earlier, there can be many different ways of asking this question.

For example, I just brought up the word initiative.

So this question could have also been phrased as, Tell me about a time when you demonstrated initiative.

Or, even better than that, tell me about a time when you took the lead even though you were not in a formal position of leadership.

Now, all three of these questions are actually just asking the same exact thing.

They're all just trying to ask you to demonstrate this quality right here.

But they're asked in slightly different ways.

And sometimes the more nuanced ways of asking it, such as the last one that I just mentioned of,

tell me about a time when you demonstrated taking the initiative even though you weren't formally in a position of authority.

Now that trips some people up because they're not expecting it.

And then suddenly they're thinking, oh shoot, I don't know if I ever had a situation like

that in my life where I wasn't in a formal position of authority, AKA I didn't have the title of being someone in leadership, but I still took the initiative.

Right?

And so that's something to keep in mind as well as we go through these qualities.

Now the next quality is resilience.

And resilience is an interesting one because you would think that right off the bat, oh, they want me to show a positive quality, right?

And your mind goes to thinking about things that you've achieved.

But actually this question is simply trying to understand how you react to challenges and how you react to failure.

And so there's a bunch of different ways that this question can be asked.

Or rather a bunch of different questions that can be posed to try and get you to demonstrate resilience.

The most common of which is, tell me about a time that you failed.

But also, something that not everyone notices is that, so this question, while it can be posed as, tell me about a time that you failed or tell me about a time that you overcame a challenge,

You could also be asked, tell me about your proudest accomplishment.

Now that is a little bit different because it's not as obvious now that they're actually trying to understand your resilience.

Because when somebody asks you, tell me about your proudest accomplishment or your biggest achievement up to date, most people, they immediately just want to start bragging about something that they're proud of.

And it's totally fine to be proud of your accomplishments

but they're actually more interested in what it took for you to go from point A to point B

and to actually get to that accomplishment, which oftentimes is going to involve overcoming some sort of monumental challenge or hurdle, aka demonstrating resilience.

They're not as interested in the actual accomplishment itself.

And I think that's something really, really important to consider.

So this question can actually be also asked as, tell me about your proudest accomplishment and what it took to get there.

But moving on, so the third quality is teamwork.

And like I said, if you're interviewing for a role that involves you having to work with other people, which is 99 % of jobs today,

then you're going to probably run into this question at one point or another, which is, tell me about a time when you had to work in a team.

Now, that's like the easy one, though, right?

As you're sort of probably picking up, there's like first level questions, which are super obvious.

And then there's sort of like second level.

And then there's like third order questions that are much more nuanced.

And so again, the first order question here for teamwork would be something like, tell me about a time that you worked in a team.

Tell me about a time that you collaborated with others.

Like it's so obvious what they're asking, right?

But if they get a little bit deeper and they ask a more nuanced version of that, like a second or third order question, that could be something like,

tell me about a time when you had to bring together a group of people

that you didn't know or tell me about a time

when you had to bring together a group of people with disparate backgrounds to achieve a common goal.

Now that is a more nuanced question.

And I know some of you might be thinking right now, wait, Matt, isn't that also like, isn't that a leadership question?

Because if you're bringing together a group of people, isn't that demonstrating leadership?

And yes, if you caught on to that, you're one step ahead

because what you'll realize soon is that a lot of stories actually can cover multiple qualities, but we'll get to that in a bit.

And so anyways, just be aware that teamwork is another quality that is commonly tested.

Now the fourth one, which is similar to teamwork, is how do you deal with other people?

How do you influence or persuade people to your side, to your opinion?

How do you voice your thoughts?

And so a common way that this is asked is, tell me about a time when you had to influence someone or persuade someone or a group of people of

100

a certain objective or goal?

101

What did you do?

102

What did it take?

103

Now that's the basic level question but a more nuanced version of this

104

which is a little bit more difficult

105

and might trip some people up can be

106

if they add a little bit more detail

107

and they say tell me about a time

108

when you had to convince someone who was more senior than you of your opinion

109

or tell me about a time

110

when you had to convince someone more senior than you of an opinion that they disagreed with you on.

111

Now that makes it even more difficult because now you start thinking of, okay, how do I demonstrate that I'm able to influence not just my peers

112

but also people who are more senior than me with more authority.

113

And finally rounding it out, the fifth bucket that you'll commonly run into when interviewing at companies is an ethical or moral conflict.

114

And so So these are going to be questions where they're asking you about a situation

115

when you saw something or you heard something that didn't really make you feel right.

116

Maybe it was ethically or morally ambiguous.

117

And you had the choice of either like bringing it to the light and raising it to management.

118

Or you could have just shoved it under the rug and forgotten about it.

119

And this is really trying to test your integrity.

120

And so a common way that this question is posed is, tell me about a time when you ran into a moral or ethical conflict at work, and what did you do?

121

Or tell me about a time when you saw a co -worker doing something that was unethical, what did you do about it?

122

Now these ones are tricky, because a lot of the times, you don't want to come across as someone who is necessarily a tattletale,

123

but you also don't want to come across as being someone

124

that just turns the other way and turns a blind eye to unethical behavior.

125

Right?

126

And so it's a nuanced approach to how you have to answer these questions.

127

But now that we've talked through these five major qualities, one thing I want to note is that some of you are probably saying, wait, but Matt, isn't there a chance

128

that someone asks me a question that's actually not related to any of these five buckets?

129

And yes, it is possible, although the probability is quite low because,

130

again, as I've mentioned, a lot of questions framed in different ways are actually just asking about the same qualities.

131

So for example, being asked about success is actually also asking about challenges and failure and resilience.

132

Asking about teamwork can also be asking about how you influence

133

and persuade others and whether or not you're a leader slash you take the initiative.

134

And so now that we understand this, the first step you need to do, and the first thing I always recommend to students or anyone who's interviewing,

135

is in order to prepare, you need to first start with a brain dump. And what is that?

136

That's just when you take out a Google Doc

137

or you take out a piece of paper

138

and you start writing down everything that comes to mind when it comes to your experiences, both in your personal and your professional life.

139

Just write down every single possible experience you've had

140

and keep in mind these qualities as you think through what sort of experiences you've had in your life

141

that potentially demonstrate each of these.

142

Now, I know some of you are probably like, dude, I don't actually feel like I have qualities that these people are testing for.

143

Like, I don't feel like I'm a leader.

144

Like, I don't know if I've ever led a club on campus, or I don't know if I've ever been like the speech and debate champion,

145

or I don't know if I've ever had to do anything at work where I was a quote -unquote leader. But here's the thing.

146

It doesn't have to be an official position or title of authority.

147

It It doesn't have to be something where you were like the president of a club.

148

Think smaller and think more detail.

149

There are tons of situations throughout our daily lives and throughout our professional and personal lives that demonstrate leadership,

150

that demonstrate resilience, that demonstrate teamwork, persuasion, blah blah blah.

151

It can be literally as, it can literally be as small as, oh I was helping out with this event

152

and then I saw this thing happen and then you know somebody tripped

153

and spilled their drinks everywhere and I went over there

154

and I immediately called for help and rallied the troops

155

and got everyone else to come over and help this person out and we cleaned it up in 10 minutes.

156

It can be something literally as small as that and so don't limit yourself.

157

Again, this is a brain dump.

158

We can cut out irrelevant stories later

159

but the goal of this step is to simply get as many experiences as possible

160

that later we can then draw on and actually craft our stories

161

which leads me to the second step which is time to craft your arsenal.

162

Now I've said arsenal

163

because every time you go into an interview it's kind of like you're going to battle

164

and the person who's the most prepared who has the biggest arsenal sure

165

that might not necessarily ensure that you'll win

166

but it certainly doesn't hurt to have as many weapons as possible in your arsenal when going into a battlefield.

167

And so I'm going to gloss over this second section because I think this is very commonly known framework, the STAR framework for forming your behavioral interview responses,

168

but let's walk through it quickly one by one.

169

So just to run through the STAR framework really quickly, you start with the situation which is laying the groundwork and spending like 10 seconds talking about the context,

170

and then you move into the task which is what basically you were asked to do by someone.

171

Finally, the action which is what you actually did in response to receiving that task,

172

and then the result, which is closing it off and explaining what the actual outcome of your actions was.

173

And by the end of this, once you get to the result, it should be clear to the person listening that you clearly have the quality of whether it's leadership,

174

resilience, teamwork, influencing, whatever, integrity.

175

It should be very clear to them what you've demonstrated.

176

There should be no question in their mind.

177

And even though it's split out into four steps, the goal here is to create a cohesive narrative.

178

So it shouldn't sound super like blocky

179

or it shouldn't be like super awkward moving from situation to task or task to action or action to result.

180

It should sound just like a story and it should flow seamlessly.

181

And so to give an example, let's say that I got asked a question about, tell me about a time when you had to influence someone more senior than you at work of a certain decision.

182

So the situation would be something like, okay, so back when I was an investment banking analyst, there was a product that the team used called PitchBook,

183

which is a subscription -based website where you can access all sorts of data related to early stage startup companies, including how much funding they've raised,

184

how old they are, who the founders are, any news related to the company, and any other internal metrics that are publicly available.

185

And this product was super important to the investment banking analysts in my class.

186

But one day I was in a meeting with our head of M &A and he was mentioning to me that, you know, this pitch book subscription, it's so expensive.

187

I'm really thinking about canceling our subscription because honestly, it seems like you can get all this information on Google.

188

Stop.

189

So that's the situation.

190

And then to continue it though, now we have to go into the task or basically the impetus to the actions that I later did.

191

So in this case, it could be something like, And so I was in this meeting listening to the managing director and I told him, you know, honestly I actually find this pitch book product to be pretty useful

192

because it saves us a lot of time And he said to me, you know, if you can show me some data to back that up, then I'll honestly renew our subscription

193

And so I decided that I was gonna go back

194

and survey my analyst class And so that is the task

195

that I was given by the managing director to basically find some data

196

or come back to him with a more compelling argument as to why we should keep the PitchBook subscription

197

and the action that I'm gonna take is I'm gonna go

198

and survey my analyst class and so continuing the story and

199

so I went out and I surveyed the entire analyst class at the bank

200

and basically asked them a few simple questions about do you find PitchBook to be valuable,

201

would your workflows be significantly inhibited or slash would your productivity be significantly reduced

202

if you didn't have it and why and after I ran

203

that simple survey and aggregated all the results I went back to the managing director

204

and I showed him the results and I said, hey look, the data shows that all the analysts

205

or the majority of the analysts at the bank actually find PitchBook to be highly, highly valuable because it's helping us to save a ton of time

206

when we're building pitch decks and when we're building meeting materials for investors.

207

It's helping us because it's aggregating all of the data into one place.

208

And once he saw that data, he was convinced and decided to renew the subscription.

209

And so what I learned from that experience is that even

210

if you're working with someone more senior than you sometimes it helps to come prepared with some data

211

or to go out and to do a little bit of digging on your own

212

so that you can prepare a more compelling argument backed by information that says this is the right decision.

213

So that's an example of how you might want to talk through a specific story using the STAR framework of situation, task, action, and result.

214

Now notice also that at the end I said this one phrase, which is, and what I learned from that experience is X.

215

This is something that's kind of small but is also pretty important and if you can implement into your behavioral interview responses,

216

you will just be that much sharper in the interview.

217

Because what you're doing when you say, and what I learned from that experience ultimately was X,

218

Y, and Z, is you're actually tying all of these things together you're synthesizing basically everything that you've just talked about.

219

This whole story with all these details that you've told them.

220

You're basically tying it all up together in a little bow at the end

221

and hammering home the point that this is how I demonstrated this quality.

222

Or this is where I learned that challenges, setbacks are normal, but I can overcome any failure.

223

Or this is where I learned that in order to successfully work in a team, you have to understand everybody's viewpoint.

224

The lights are turning off because I've been talking for so long. Where was I?

225

So, yes, always try to tie everything up at the end

226

and say something about this is what you learned from the experience

227

and ultimately this is what happened and this is what you took away from it.

228

Because if there's no takeaway, then it's less clear to the interviewer after you finish talking what you actually learned from the experience.

229

Now the next thing I wanted to talk about here is you want to always focus on showing, not telling.

230

Now what do I mean by that?

231

Showing versus telling, you may have heard your teacher talk about this in English class.

232

It's when you basically don't just tell someone that you have leadership or that you're a team player, but you actually show them through the story and through the details.

233

And so to give a concrete example, let's say we're talking about a story where you demonstrated that overcoming failure, or in this case, getting bad feedback from your boss.

234

Maybe you messed up on something and your boss told you that you messed up.

235

So if you were going to just tell someone what happened or how you felt, you would just say, my boss told me that I messed up and I felt upset.

236

Right?

237

Nothing you're saying is factually incorrect, but it simply doesn't hit the point as well as if you say something like, my boss told me that I messed up and the first thought that came to my mind was,

238

boy am I screwed.

239

Right?

240

Two different ways of saying the same exact thing

241

but the second way really demonstrates like wow you were feeling under pressure

242

and you at that moment felt like you were actually screwed.

243

What are you gonna do now?

244

Right?

245

And then that's where you start going into

246

and this is what I did to bounce back blah blah blah this is how I overcome that failure.

247

And so again the nuance here is that the second option

248

when you're showing not telling you're storytelling again you're storytelling

249

and this comes back to tangent here but majority of interviewing

250

and conveying your experiences to other people is knowing how to craft the right story and knowing how to tell your experiences.

251

in a way that's captivating to the audience and doesn't cause them to tune out.

252

You have to give them a reason to want to pay attention because again, put yourself in your interviewer's shoes.

253

They're literally interviewing probably 10, 20 people a week.

254

Why on earth should they listen to the 10th person talk about a time that they failed?

255

Why on earth should they listen to you talk about

256

that on -campus business club that you're a part of

257

when five other people also talked about the on -campus business club that they were also a part of the day before.

258

You make it interesting by telling stories.

259

Stories are what captivate people.

260

And how do you tell good stories?

261

Well, you show, you don't just tell.

262

But now, let's move to the final step.

263

So once you've crafted your arsenal, and now let's say you have at least two stories, aim for at least two stories that demonstrate each of these qualities.

264

Now the reason why you want to have at least two and not just one is because say for example,

265

you have one story that demonstrates leadership and also influencing and persuasion and then you get asked,

266

tell me about a time that you demonstrated leadership and then you give that story, but then right after they also ask you

267

tell me about another time that you demonstrated influencing slash persuasion

268

and now you've used up your story that covers this quality and you're like, oh shoot now I have to make up something on the fly

269

and you never never never want to run into that situation

270

and so best case scenario have more than one story

271

that backs up each of these qualities because you never know what might happen

272

and you don't want to be caught short -handed

273

but moving to step three practicing the delivery now this is a step where i think most people think

274

that all they have to do is just practice a few times maybe with a friend

275

and then they'll be fine

276

but the reality is i think most people underweight the importance of this third step

277

and they overweight the importance of this first and second step

278

which is brainstorming stage because I've talked to a lot of students

279

and I've done some coaching as well

280

and almost everyone always has like a giant word doc with all their behavioral questions

281

and then it's like 10 15 pages long

282

and they've written out like huge paragraphs of different times

283

when they've demonstrated leadership or teamwork or resilience but then I go in

284

and I actually ask them like okay let's do like a mock question and let me ask you, okay, tell me about a time when you demonstrated this quality

285

and then I pretend to be their interviewer and do some role -playing and then the delivery is just not good.

286

And the reason is because they didn't practice properly.

287

And they've done all this thinking and they put it all on paper, but all of this work is nothing if you can't deliver it because an interview is in person,

288

it's live, it's when you speak to someone.

289

It's not like you submitting an essay to your professor.

290

So how do we get good with the delivery?

291

Well, the number one question that I get and the number one problem

292

that I see a lot of people run into is how do I avoid sounding scripted?

293

How do I avoid sounding like I'm just reading off of a paper?

294

The solution is really simple.

295

Nine times out of ten, the reason why you're sounding scripted is because you prepared by writing word for word what you thought you should say.

296

And you have maybe a whole paragraph and you're trying to memorize it

297

or you're trying to remember what you wrote word for word.

298

And so what that's doing is it's making you focus more on memorization than on fluidity and forming cohesive coherent sentences.

299

And so when you practice you should never never practice using completely scripted out written paragraphs.

300

It's okay if during your brain dump phase you want to do that, but when you're practicing verbally, always use bullets.

301

Short bullets.

302

And then force yourself to practice by only looking at those like four or five bullets per story.

303

And what this is gonna do is yes, it's gonna be tough.

304

It might be awkward because you're gonna forget what you wanted to say.

305

But it's gonna force you and it's gonna force your brain to actually work.

306

You're not just memorizing.

307

It's going to force you to form cohesive sentences, coherent sentences that flow because your brain's going to be like, oh shoot, okay, I know bullet one is like,

308

uh, I got a bad grade at school and bullet two is like, I talked to the professor at office hours to see if there was anything that could be done,

309

but then how do I connect the dots between bullet one and bullet two?

310

And then it's going to force you to think about what to say.

311

And then you're going to say something that's more natural because you're not going to be just memorizing.

312

And so bullet points is number one.

313

Second thing is you have You have to have to record yourself.

314

I say this in a lot of videos, but I'm going to say it again.

315

The number one thing

316

that you can do to get the most immediate feedback on your communication skills and your delivery is to record yourself.

317

Because the harshest critic of ourselves is us.

318

And so if you can look at yourself on a screen

319

and you're forced to not only see what you look like when you're talking, but also hear how you sound,

320

nine times out of ten you're gonna cringe if you're not someone who does this on a daily basis like I do.

321

Say you don't, you're not a YouTuber or you're not someone who has to be on camera all the time.

322

You're gonna be like, what the heck?

323

I sound like that?

324

I sound like that?

325

Ugh.

326

Ugh.

327

But it's good because what it's gonna do is you're actually gonna notice really acutely all the times that you say, um, or like, or all the times that you,

328

like, broke eye contact or you looked down from the camera, and you're gonna be like, wow, I actually, I look so not confident when I look down at the camera.

329

Maybe next time instead if I want to break eye contact with the interviewer, I should just look to the side.

330

Right?

331

Or maybe next time, when I don't know what to say, instead of saying like or sorta or you know,

332

I should just pause and take a second to think because it makes me come across as actually more thoughtful.

333

Right?

334

Okay, so the third thing I already mentioned here, but this kind of ties into the recording yourself thing.

335

Just remember to watch yourself and remove any filler words.

336

Remember that pauses always feel longer to you than to the person on the other side of the table

337

and an easy way to honestly just come across as someone who's a little bit more thoughtful is to take pauses.

338

Instead of using filler words, take your time and let yourself think and be comfortable with the silence.

339

Now if you can do all of these things and deliver your stories in a way such that you demonstrate the situation,

340

task, action, and result in a cohesive way and you have stories, multiple stories that demonstrate each of these major commonly tested qualities,

341

then I guarantee you the next time you go into an interview and you get asked a behavioral interview question, you're going to deliver it with confidence, you're going to deliver it with conviction,

342

and ultimately you're going to leave the interview thinking to themselves, dang, I want to hire that guy or that girl.

343

I want them on my team.

344

Now the last thing I'll do is I now just want

345

to go through some examples for each of these five qualities

346

and I'll give you an example

347

that I've used personally in the past for behavioral interviews now that we've talked through the entire process of how to prepare.

348

And so with the leadership and initiative question

349

and the influencing persuasion question I sort of already walked through

350

an example where I convinced the head of M &A at the investment bank

351

that I worked at that we should renew our pitch book subscription.

352

But now let's talk about a story relating to resilience.

353

So I used to play the violin in high school and when I was a senior in college I really,

354

really, really wanted to join this one orchestra that was the highest level at the music school

355

and went on international pour every year.

356

And it was my last chance to get into this orchestra

357

because I was a rising senior and so I practiced super hard on the violin, went into my auditions, the day of the auditions,

358

gave it my all and unfortunately wasn't selected.

359

And so I was really upset for about a week and I thought that was that.

360

But a week later I got a call from the director of the orchestra program telling me that, hey Matt, although the violin auditions were extremely competitive this year,

361

we actually have a need for more violists, which is a different instrument.

362

And so if you're willing to actually study the viola over the summer for the next couple months,

363

will give you another chance to re -audition in the fall for a chance to join the viola section.

364

So what did I do?

365

Well, I absolutely jumped on the opportunity.

366

And I, for the next few months, hired a viola teacher, spent all my days basically practicing, trying to learn how to read the music because it's like reading a different language.

367

It's in a different clef if you're musical.

368

And I just remember practicing so much.

369

My family was driving to vacation in Maine and my parents thought I was crazy.

370

I was literally practicing in the Airbnb.

371

But by the end of the summer, I re -auditioned and was fortunate to get accepted into the orchestra

372

and ended up going on tour in Norway through five different cities.

373

And it was one of the most incredible experiences of my life.

374

And ultimately what I learned from that experience is sometimes opportunities come up serendipitously.

375

And so it helps to have an open mind

376

when it comes to failure and just being prepared for new opportunities that you may not have expected initially.

377

And so that's an example of resilience, overcoming challenge, and failure.

378

And I think the last quality that I'll cover is demonstrating ethical slash moral conflict and how you responded to that.

379

So basically demonstrating integrity.

380

And so an example here could be, yeah, so the summer of my freshman year,

381

I actually worked at a UPS package facility where we basically processed packages

382

and loaded them into the backs of tractor -trailer trucks.

383

It was a super grueling job, manual labor, every day would show up to work, my back would be hurting, and basically for eight hours straight with a few breaks,

384

we would be throwing bags into the back of trucks.

385

Now this was an hourly wage job and

386

so we had to punch in and punch out and About halfway through the summer.

387

I noticed that one of my colleagues one of my co -workers was actually

388

punching in and punching out a little bit early during the day and then

389

delaying his punch -out time so that he basically would get an extra hour of pay, an hour or two hours of pay, every single day.

390

Now, it didn't seem like a big deal to me at the time because, you know, what's an extra hour, really?

391

It's just a minimum wage job, and so it didn't feel like something that required escalating to a manager or making a big deal about it.

392

Plus, I didn't want to get on his bad side.

393

But as I thought about it a little bit more

394

and as I brought it up with my older brother and had a conversation with him, He mentioned something to me that really struck me, which was that it's really the little things that define who we are.

395

It's how we react when people aren't watching, and it's the little things that seem insignificant that actually reflect the most about our character.

396

And when I thought about that, I realized that this wasn't really something that I felt comfortable letting slip by.

397

And so I brought it up with the manager, and I told him that, look, I don't want this person to get in any trouble, but I just want to raise this to you that I've been noticing that this has been happening.

398

And what ended up happening was the manager obviously had to speak with that person, and they didn't end up losing their job thankfully,

399

but the company later then realized they needed to implement a better timekeeping system that was less manual.

400

And again, what I took away from that experience is

401

that the little things are the most important when it comes to your character because it's the small things, not the big things, that make a huge splash or noise.

402

It's the little things that people don't see that actually define who you are as a person.

403

I hope you guys find this video helpful.

404

That's all I got for you.

405

I'll see you in the next one.

تنزيل التطبيق

كل ما تحتاجه للتحدث بطلاقة

تقييم النطق بالذكاء الاصطناعيتقييم كل جملة

تدريب IPAأتقن كل صوت

المفرداتابنِ رصيدك من الكلمات

لعبة المفرداتتعلّم أثناء اللعب

امسح رمز QR

Download on theApp Store Get it onGoogle Play

نفس القناة

FOR YOU

فيديو موصى به

119 جمل

Cracking the Behavioral Interview for Software Developers

Interview EnglishUniversity StudentsWorking Adults

15 جمل

Unlock Your Potential: Storytelling Beats Generic Answers #shorts

Business EnglishInterview EnglishUniversity Students

357 جمل

Job Interview Questions And Answers | English Podcast For Learning English | Daily Life Conversation

Business EnglishInterview EnglishUniversity Students

141 جمل

QUALITY CONTROL Interview Questions & Answers! (Inspector, Manager + Assessor Interview Questions!

Business EnglishInterview EnglishUniversity Students

182 جمل

🔥HR Interview Questions and Answers (2025) | Top HR Interview Questions for Freshers | Intellipaat

Business EnglishInterview EnglishUniversity Students

195 جمل

The Emirates Interview Questions That Catch EVERYONE Off Guard

Business EnglishInterview EnglishUniversity Students

80 جمل

What Are Your Career Goals? (How to ANSWER this TRICKY Interview QUESTION!)

Business EnglishInterview EnglishUniversity Students

8 جمل

Google product manager behavioral interview (Top 5 questions)

Interview EnglishUniversity StudentsWorking Adults

103 جمل

Behavioral Mock Interview (Jobs and Internships)

Business EnglishInterview EnglishUniversity Students

125 جمل

How To Answer Data Analyst Interview Questions to Get a Job

Interview EnglishUniversity StudentsWorking Adults

75 جمل

The unfair way I got good at Leetcode

Interview EnglishUniversity StudentsWorking Adults

المفردات وملاحظات التحدث لهذا الدرس

هذا الدرس في المحادثة بمستوى B2 مبني على الفيديو “Answering behavioral interview questions is shockingly uncomplicated”. يحتوي هذا الفيديو على 405 جملة و6244 كلمة للتدرب على الترديد. مدة الكلام 31:42. يتكلم المتحدث بسرعة، نحو 197 كلمة في الدقيقة، لذا ستسمع كثيرًا من وصل الكلمات واختزال الأصوات. 86% من الكلمات ضمن أكثر 3,000 كلمة شيوعًا في الإنجليزية، ويُستحسن مراجعة الباقي قبل البدء.

أهم المفردات في هذا الفيديو

أصعب 15 كلمة في الفيديو، مع النطق والمعنى:

الكلمة	النطق	المعنى
demonstrate فعل	/ˈdɛm.ənˌstɹeɪt/	تَظَاهَر, احْتَجَّ
resilience اسم	/ɹɪˈzɪl.ɪ.əns/	القدرة على التعافي بعد الصدمة
subscription اسم	/səbˈskɹɪpʃən/	اِشْتِرَاك
accomplishment اسم	/əˈkɑm.plɪʃ.mənt/	تَنْفِيذ
cohesive صفة	/kəʊˈhiː.sɪv/	مُتَمَاسِك, مُتَنَاسِق
persuasion اسم	/pɚˈsweɪʒən/	إِقْنَاع
audition اسم	/ɑˈdɪʃən/	تَجْرِبة أَدَاء
orchestra اسم	/ˈɔː.kɪs.tɹə/	أُورْكِسْتْرَا
viola اسم	/vaɪˈoʊlə/	كَمَان أَوْسَط
renew فعل	/ɹɪˈnjuː/	جَدَّدَ
violin اسم	/ˌvaɪ.əˈlɪn/	كَمَان
persuade فعل	/pə(ɹ)ˈsweɪd/	أَقْنَعَ
pause اسم	/pɔːz/	تَوَقُّف, وَقْف
paragraph اسم	/ˈpæɹəɡɹæf/	فِقْرَة, بَنْد
ethical صفة	/ˈɛθɪkəl/	أَخْلَاقِيّ

الأفعال المركبة التي ستسمعها

الكلمة	المعنى
come up فعل	طَلَعَ
take out فعل	أَخْرَجَ
go out فعل	خَرَجَ
pick up فعل	قَطَفَ

جمل تستحق التكرار

جمل قصيرة وكاملة من الفيديو يمكنك استخدامها في الحديث اليومي:

Do you think I'm stupid?
AKA, are you someone who is a self -starter?
Do you take the initiative?
Are you proactive when you're given a task?
You're gonna be like, what the heck?

القواعد في هذا الفيديو

أكثر التراكيب التي يستخدمها المتحدث، مع العبارات نفسها من الفيديو:

التركيب	في الفيديو
المضارع التام المستمر have/has been + -ing — حدث بدأ سابقًا وما زال مستمرًا	I've been talking · I've been noticing
المضارع التام have/has + اسم المفعول — حدث ماضٍ ما زال له أثر الآن	you've demonstrated · have shown · you've achieved
المبني للمجهول be + اسم المفعول — التركيز على ما يحدث لا على من يفعله	being placed · can be framed · is based
جمل الوصل who / which + جملة — معلومة إضافية عن شخص أو شيء	someone who is · questions, which are · people, which is

نطق يحتاج إلى انتباه

يستخدم المتحدث 169 من الصيغ المختصرة، مثل you're, don't, gonna. انطقها بصيغتها القصيرة كما تسمعها.

أصوات “th”: ethical /ˈɛθɪkəl/, unethical /ʌnˈɛθɪkəl/, thoughtful /ˈθɔːtfəl/
أصوات “sh” و“zh”: subscription /səbˈskɹɪpʃən/, accomplishment /əˈkɑm.plɪʃ.mənt/, persuasion /pɚˈsweɪʒən/, audition /ɑˈdɪʃən/, splash /splæʃ/
الكلمات الطويلة — انتبه لموضع النبر: behavioral /bɪˈheɪvjəɹəl/, resilience /ɹɪˈzɪl.ɪ.əns/, accomplishment /əˈkɑm.plɪʃ.mənt/, unethical /ʌnˈɛθɪkəl/, irrelevant /ɪˈɹɛləvənt/

كيف تتدرب بهذا الفيديو

استمع إلى الفيديو كاملًا مرة واحدة دون أن تتكلم، ودوّن الكلمات التي لا تعرفها.
ابدأ بسرعة 0.75×، وردّد جملة جملة، ثم عُد إلى السرعة العادية عندما يصبح الأمر سهلًا.
سجّل صوتك وقارنه بالأصل، مع الانتباه إلى كلمات مثل demonstrate, resilience, subscription.

ما هي تقنية التظليل الصوتي؟

التظليل الصوتي (Shadowing) تقنية تعلم لغة مدعومة علمياً، طُورت أصلاً لتدريب المترجمين الفوريين المحترفين. الطريقة بسيطة لكنها قوية: تستمع لصوت إنجليزي أصلي وتكرره فوراً بصوت عالٍ — كظل يتبع المتحدث بتأخير 1-2 ثانية. تُظهر الأبحاث تحسناً كبيراً في دقة النطق والتنغيم والإيقاع وربط الأصوات والاستماع والطلاقة.

تقنية الشادوينغ: اقرأ الدليل الكامل خطوة بخطوة →

تدريب Shadowing: Answering behavioral interview questions is shockingly uncomplicated - تعلم التحدث بالإنجليزية عبر الفيديو

اختر وضع التدريب

تنزيل التطبيق

How to win at work (even if you're the youngest)

Is your salary worth the stress?

How to exponentially increase your interview success rate

How to articulate your thoughts more clearly than 99% of people

Cracking the Behavioral Interview for Software Developers

Unlock Your Potential: Storytelling Beats Generic Answers #shorts

Job Interview Questions And Answers | English Podcast For Learning English | Daily Life Conversation

QUALITY CONTROL Interview Questions & Answers! (Inspector, Manager + Assessor Interview Questions!

🔥HR Interview Questions and Answers (2025) | Top HR Interview Questions for Freshers | Intellipaat

The Emirates Interview Questions That Catch EVERYONE Off Guard

What Are Your Career Goals? (How to ANSWER this TRICKY Interview QUESTION!)

Google product manager behavioral interview (Top 5 questions)

Behavioral Mock Interview (Jobs and Internships)

How To Answer Data Analyst Interview Questions to Get a Job

The unfair way I got good at Leetcode

المفردات وملاحظات التحدث لهذا الدرس

أهم المفردات في هذا الفيديو

الأفعال المركبة التي ستسمعها

جمل تستحق التكرار

القواعد في هذا الفيديو

نطق يحتاج إلى انتباه

كيف تتدرب بهذا الفيديو

ما هي تقنية التظليل الصوتي؟