Практика Shadowing: Googleyness and Leadership Interview Question - Изучайте разговорный английский по видео

Imagine you work in a place with a negative culture.

what would you do about it and how would you improve it?

This is an interview question from Google.

And specifically where this interview question would show up is in your Googliness and leadership interview.

And while the G &L interviews tend to be behavioral, Not all of those questions will be behavioral.

You could face an open -ended, hypothetical question like this one.

And in this video, we're going to dive right into the weeds of how you can have success answering this type of question.

So item one is CFAS.

And yes, we have talked about this a lot of times.

CFAS is the preferred method you want to use when you get any open -ended or hypothetical question.

And simply put, you just want to present some clarifying questions to the question.

Think either or, or yes or no, that's true clarification.

Then, we want to present just a few high level concepts that are going to help narrow our

for the solution

so think with the framework really high level then we're going

to make just a few assumptions to really narrow our focus

and create great visuals for our audience

and then lastly we are going to solve focusing in on one framework concept at a time

that really helps keep us organized now remember When it comes to open -ended questions, the space you build is actually more important than the words you use.

So really make sure you're building in that great space.

And then secondarily, transitions.

Make sure that you create really strong transitions that will also be critical for success.

So item two, Let's get right into the solution.

So we are going to go ahead and follow this CFAS method.

So I wanted to prompt with that.

As always, our fake interviewer is going to be Sue.

And I'm going to pretend like I'm speaking directly to Sue in this video.

And then lastly, let's just imagine that Sue is an unresponsive interviewer.

This is very common that they'll just look at you, stare at you and just see how you navigate that ambiguity.

So Let's go ahead and prompt the question one more time, and then we'll dive in.

Imagine you work in a place with a negative culture, What would you do about it?

How would you improve it?

Well, Sue, a few items I would want to clarify.

Before we dive in Is this negative culture only on my team or is this across the entire organization?

I Okay, well, a few other things that I'd be thinking through are

Has it always been this way or was this negative culture triggered by some form of an event, even something like COVID?

I would definitely want to understand where this is coming from.

Is it based on kind of leadership?

Is it more about the overall strategy, process and vision?

Or is this something related to benefits?

Definitely want to understand the size of the company.

Are we talking about a small, medium, or large company?

Is this my personal opinion or do other people feel this way?

And then lastly, I would want to know

if there had been any past and /or recent attempts to try and fix this situation.

Sue, can you clarify any of these items for me?

Okay, a few concepts we would want to focus on to solve this challenge are

We absolutely have to establish some really strong goals.

We want to look at that historical data because that historical data will lead and guide us.

We're gonna wanna bring in the critical stakeholders, focusing strongly on communication, always having that inclusivity lens,

we're absolutely going to have to do some training and education, and then we're going to want to look at those specific success measurements.

Now, of all those items, I think we should start with a really basic one in terms of communication.

But is there an area that you want to focus on, Sue?

Okay, why don't we get started by making a couple of assumptions?

Let's assume that this negative culture is across the board and it's somewhat facilitated,

almost supported by not only leadership but just people within the organization

and it's common knowledge and everybody kind of knows it and understands it.

Let's say that Basically, I've experienced this my entire time there.

Let's say I've been there for a year and let's call it a medium -sized org of like 500 people.

And then lastly, let's make the assumption that When I first joined, there was some form of an attempt to really make this better,

but it just didn't really take it didn't really work.

So if we're going to start by focusing in on communication, let's set the right tone and mindset right away.

All communications should start by thinking with positive intent.

We didn't try to intentionally get to a negative culture.

that empathy is we have to create an environment of psychological safety.

This is a critical facet of communication that people feel like they have a safe space to speak.

So I'm going to reach out to my direct teammates and lead.

and we're gonna start the communication process.

So this is probably just scheduling one -to -ones.

We can make this pretty simplistic, do it all via video.

And I'm only gonna really focus in on two items.

I wanna come in with a listening mindset.

So come in and just kind of think about and see their observations.

Just listen to hear if they've built in any bias themselves.

And then the questions will all be focused around opportunities.

How can we create better ownership?

How can we create better alignment?

and then end each meeting with a mini action plan, and a commitment for me to keep them included in any next steps.

Sue, we could definitely go more in depth into the types of questions I would ask in these meetings.

We could go and talk a little bit more about that critical item of an action plan, Or we can move on to training and education.

Is there any part that you prefer I focus on?

Yeah.

Okay, let's kind of flip over.

We talked a little bit about the what, right?

Which was part of your initial question.

Now let's focus a little bit on the how and let's really pivot and focus in on that training and education.

So We want to really capture and identify any themes from the conversations with both my teammates and anybody in leadership,

ideally just my direct lead.

Secondarily, I would want to conduct research on what have been some successful trainings that have happened within not only this organization, but other organizations. And then.

make sure that we do some form of live workshop.

It may have to be virtual.

I definitely want to make sure it's live.

If we can do it in person, that's going to be great.

and then bring in the exercises.

So a good exercise we might want to build off of is We might want to just do the colors exercise, which is behavioral assessment, personality type of test.

The sticky note, That one could be good too, because the sticky notes are really about taking different concepts and themes that I mentioned before.

And this could allow us to focus in on maybe some like root causes, constraints.

And then also kind of just looking at the current policies and standards that we have in place.

Now again, the sticky note exercise gets a little trickier virtual, but The major goal of the workshop is that we uncover how to work better together.

100

And more importantly, we not only learn it for ourselves, but we figure out maybe some opportunities for some repeatability.

101

And this will require another strong action plan with great documentation, tracking, we want to be really transparent,

102

and then just creating that system for ongoing support, whether that's coaching, mentorship, whatever is needed to ensure of the training.

103

Sue, I'm happy to dive much deeper into this training and education piece, or we can kind of come full circle on the how and discuss success measurements.

104

Do you have any preference or anything else you'd like me to focus on?

105

Okay, in order to really get into the success of changing around a negative culture, We need this communication and training and education piece.

106

And while this is an urgent item, we'll probably need to spend, I would say, about two to four weeks,

107

let's kind of focus in on four weeks after that initial workshop, to establish and gather any data about learnings, any opportunities for improvement.

108

And I want to take all this information and then I want to create some form of short slide deck.

109

Let's think, maybe three slides, something like that.

110

And then we could, in those slides, it would just be about defining the overall strategy approach and the learnings that we had for success.

111

I'd first roll this up to my lead.

112

And then I look for support just within my own leadership chain.

113

And the purpose of this presentation

114

is to demonstrate how we were able to make a small cultural shift

115

and have enough of a timeline and data to show what we did.

116

And by piloting this small test group, with the purpose of presenting it within my own leadership, I just want to continue to try and pivot and change the culture,

117

like one small group at a time.

118

The presentation is going to be super simplistic.

119

It's going to be that three slides, five minutes to just present and then five minutes of Q &A. And then

120

The last piece I just would want to focus in on

121

for measuring success would be focusing in on any kind of celebration,

122

recognition of both teams and individuals and build that strong survey cadence.

123

The surveys are going to be critical to make sure that we're keeping everything on track.

124

Sue, I am happy to dive deeper into these success metrics.

125

any of the initial concepts I mentioned or any other area that you'd like to focus on for success. And that's it.

126

I wish you the best of luck with these types of questions.

127

They are tricky, but focus on these items and you'll do great.

128

Thanks.

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Контекст и фон

В этом видео обсуждается один из вопросов, который может быть задан на интервью в Google: "Представьте, что вы работаете в месте с негативной атмосферой. Что бы вы сделали и как бы улучшили ситуацию?" Вопрос касается не только вашей способности справляться с трудными ситуациями, но и вашей реакции на сложные, открытые вопросы, которые часто возникают в интервью. Это видео является полезным руководством для всех, кто хочет подготовиться к подобным вопросам и улучшить свои навыки разговорного английского через практику shadow speech.

Топ-5 фраз для повседневного общения

“Can you clarify any of these items for me?” – "Можете уточнить что-либо из этого для меня?"
“Is this negative culture only on my team or is it across the entire organization?” – "Эта негативная культура только в моей команде или охватывает всю организацию?"
“What are the key stakeholders we need to involve?” – "Кто основные заинтересованные лица, которых нам нужно вовлечь?"
“Let’s look at the historical data.” – "Давайте рассмотрим исторические данные."
“I want to focus on communication and inclusivity.” – "Я хочу сосредоточиться на коммуникации и инклюзивности."

Пошаговое руководство по практике

Чтобы успешно справиться с трудными вопросами в интервью, вам может помочь метод CFAS, который включает в себя несколько ключевых шагов. Вот как вы можете использовать его в своей практике разговорного английского:

Уточнение вопросов: Прежде чем отвечать, задайте уточняющие вопросы, чтобы понять контекст и ситуацию.
Определение концепций: Назовите высокоуровневые концепции, которые помогут вам сосредоточиться на решении проблемы.
Выдвижение предположений: Сделайте несколько предположений, чтобы уточнить ваш ответ и показать, что вы рассматриваете разные аспекты вопроса.
Решение проблемы: Фокусируйтесь на одной концепции за раз, чтобы сохранять структуру и порядок в вашем ответе.
Построение пространства: Обратите внимание на создание "пространства" во время вашего ответа, так как это важнее, чем сами слова. Используйте плавные переходы между частями вашего ответа.

Практикуйте эти шаги, используя метод shadowing для улучшения своих навыков разговорного английского. Это может стать превосходным способом освоения новых фраз и улучшения интонации. Научитесь применять эти советы на shadowspeaks или аналогичных сайтах, чтобы повысить вашу уверенность в разговоре.

Грамматика в этом видео

Конструкции, которые говорящий использует чаще всего, с точными словами из видео:

Конструкция	В видео
Present Perfect have/has + причастие прошедшего времени — прошлое действие, важное сейчас	have talked · I've experienced · I've been
Пассивный залог be + причастие прошедшего времени — важно, что происходит, а не кто это делает	be focused · is needed

Что такое техника Shadowing?

Shadowing — это научно обоснованная техника изучения языка, изначально разработанная для подготовки профессиональных переводчиков и популяризированная полиглотом доктором Александром Аргуэльесом. Метод прост, но эффективен: вы слушаете аудио на английском от носителей языка и немедленно повторяете вслух — как тень, следующая за говорящим с задержкой в 1–2 секунды. В отличие от пассивного прослушивания или грамматических упражнений, Shadowing заставляет мозг и мышцы рта одновременно обрабатывать и воспроизводить реальные речевые паттерны. Исследования показывают, что это значительно улучшает точность произношения, интонацию, ритм, связную речь, понимание на слух и беглость речи — что делает его одним из самых эффективных методов для подготовки к IELTS Speaking и реального общения на английском.

Техника шедоуинга: читать полное пошаговое руководство →

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Контекст и фон

Топ-5 фраз для повседневного общения

Пошаговое руководство по практике

Грамматика в этом видео

Что такое техника Shadowing?