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Want To Nail The Toughest Interview Like A Pro? You Need To Master This STAR Approach

Want To Nail The Toughest Interview Like A Pro? You Need To Master This STAR Approach

When interviewing candidates for work, modern-day employers tend to favor competency-based questions that encourage individuals to draw on their personal experience. In fact, if you look at the top interview questions often posed by HR representatives,[1] the vast majority require candidates to highlight practical experience through their answers.

While these questions are generally feared by interviewees, the answers that they prompt are extremely detailed in their nature and make a positive impact on employers. It therefore makes sense that you should respond to all questions with competency-based answers when possible, as this provides the best demonstration of your skills and suitability as a candidate for work.

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The STAR and CAR Approaches: How to Respond to Interview Questions

One of the main challenges associated with interviews is responding effectively to employer questions, particularly those that are not competency-based and do not prompt respondents to actively draw on their experience. After all, while competency-based questions usually start by asking you to recall a specific time when you had to overcome a business challenge, those that are more general in their nature are often presented as hypothetical situations, which have no basis in reality.

The variable ways in which these questions are phrased has a direct impact on how interviewees respond, which is why you should develop a strategic approach that enables you to answer all queries as though they are competency-based. Below, we will discuss the STAR and CAR approaches, [2] which create a clear thought process that can direct and inform your answers.

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The STAR and CAR Approaches: How Do They Work?

These approaches are extremely similar in their nature, but let’s start by looking at the STAR strategy for answering interview questions. This is an anacronym for Situation, Task, Action and Result, and it provides a generic structure for any question that a potential employer will ask you. Let’s assume that you are asked about a time when you have overcome a major obstacle in your life and the approach that you took to achieve your aims, and you wanted to respond by talking about problems you incurred while completing your dissertation at University.

Using the STAR approach, you would first set the scene by describing the scenario and creating a context for your answer (in this instance this would mean relaying the specific year of study and your subject of interest). You would then go on to present the challenges that you encountered while completing the dissertation, before describing the direct actions that you took to over come these. The last part is arguably the most important, as this shares the positive results of your efforts and completes a narrative that employers can engage with.

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As you can see, this is a breathtakingly simple approach that can be used to answer almost any interview question, and the same can be said for the slightly more concise CAR approach. This translates into Context, Action and Result, and it is almost identical to the STAR strategy with the exception that it negates the need to describe the scenario and the challenge separately. This approach is ideal in instances when you need to go into greater detail while describing the actions that you took to overcome the challenge, as it enables you to answer the question in a quick but efficient manner.

How to Make the STAR and CAR Approaches Work for You

If this approach is to work for you, it is important to keep a couple of points in mind. The first is to ensure that you capitalise on its simplicity, as this ensures that you can apply it to any conceivable interview question and deliver structured and impactful answers. We would also recommend practicing the approach outside of an interview scenario, applying it to various, non-competency based questions that are likely to be asked by employers. It is also wise to adhere to one of the STAR or CAR approaches, as while they may be similar it is important to avoid confusion and maintain a clear, open mind.

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If you follow these ideals, the STAR and CAR techniques can help you to deliver seamless and coherent answers that have a positive impact on employers. Make no mistake; the structure and guidance offered by these approaches can prove invaluable, so we would definitely recommend trying these when attending interviews.

Reference

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Last Updated on August 16, 2018

10 Huge Differences Between A Boss And A Leader

10 Huge Differences Between A Boss And A Leader

When you try to think of a leader at your place of work, you might think of your boss – you know, the supervisor in the tasteful office down the hall.

However, bosses are not the only leaders in the office, and not every boss has mastered the art of excellent leadership. Maybe the best leader you know is the co-worker sitting at the desk next to yours who is always willing to loan out her stapler and help you problem solve.

You see, a boss’ main priority is to efficiently cross items off of the corporate to-do list, while a true leader both completes tasks and works to empower and motivate the people he or she interacts with on a daily basis.

A leader is someone who works to improve things instead of focusing on the negatives. People acknowledge the authority of a boss, but people cherish a true leader.

Puzzled about what it takes to be a great leader? Let’s take a look at the difference between a boss and a leader, and why cultivating quality leadership skills is essential for people who really want to make a positive impact.

1. Leaders are compassionate human beings; bosses are cold.

It can be easy to equate professionalism with robot-like impersonal behavior. Many bosses stay holed up in their offices and barely ever interact with staff.

Even if your schedule is packed, you should always make time to reach out to the people around you. Remember that when you ask someone to share how they are feeling, you should be prepared to be vulnerable and open in your communication as well.

Does acting human at the office sound silly? It’s not.

A lack of compassion in the office leads to psychological turmoil, whereas positive connection leads to healthier staff.[1]

If people feel that you are being open, honest and compassionate with them, they will feel able to approach your office with what is on their minds, leading to a more productive and stress-free work environment.

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2. Leaders say “we”; bosses say “I”.

Practice developing a team-first mentality when thinking and speaking. In meetings, talk about trying to meet deadlines as a team instead of using accusatory “you” phrases. This makes it clear that you are a part of the team, too, and that you are willing to work hard and support your team members.

Let me explain:

A “we” mentality shifts the office dynamic from “trying to make the boss happy” to a spirit of teamwork, goal-setting, and accomplishment.

A “we” mentality allows for the accountability and community that is essential in the modern day workplace.

3. Leaders develop and invest in people; bosses use people.

Unfortunately, many office climates involve people using others to get what they want or to climb the corporate ladder. This is another example of the “me first” mentality that is so toxic in both office environments and personal relationships.

Instead of using others or focusing on your needs, think about how you can help other people grow.

Use your building blocks of compassion and team-mentality to stay attuned to the needs of others note the areas in which you can help them develop. A great leader wants to see his or her people flourish.

Make a list of ways you can invest in your team members to help them develop personally and professionally, and then take action!

4. Leaders respect people; bosses are fear-mongering.

Earning respect from everyone on your team will take time and commitment, but the rewards are worth every ounce of effort.

A boss who is a poor leader may try to control the office through fear and bully-like behavior. Employees who are petrified about their performance or who feel overwhelmed and stressed by unfair deadlines are probably working for a boss who uses a fear system instead of a respect system.

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What’s the bottom line?

Work to build respect among your team by treating everyone with fairness and kindness. Maintain a positive tone and stay reliable for those who approach you for help.

5. Leaders give credit where it’s due; bosses only take credits.

Looking for specific ways to gain respect from your colleagues and employees? There is no better place to start than with the simple act of giving credit where it is due.

Don’t be tempted to take credit for things you didn’t do, and always go above and beyond to generously acknowledge those who worked on a project and performed well.

You might be wondering how you can get started:

  • Begin by simply noticing which team member contributes what during your next project at work.
  • If possible, make mental notes. Remember that these notes should not be about ways in which team members are failing, but about ways in which they are excelling.
  • Depending on your leadership style, let people know how well they are doing either in private one-on-one meetings or in a group setting. Be honest and generous in your communication about a person’s performance.

6. Leaders see delegation as their best friend; bosses see it as an enemy.

If delegation is a leader’s best friend, then micromanagement is the enemy.

Delegation equates to trust and micromanagement equates to distrust. Nothing is more frustrating for an employee than feeling that his or her every movement is being critically observed.

Encourage trust in your office by delegating important tasks and acknowledging that your people are capable, smart individuals who can succeed!

Delegation is a great way to cash in on the positive benefits of a psychological phenomenon called a self-fulfilling prophecy. In a self-fulfilling prophecy, a person’s expectations of another person can cause the expectations to be fulfilled.[2]

In other words, if you truly believe that your team member can handle a project or task, he or she is more likely to deliver.

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Learn how to delegate in my other article:

How to Delegate Work (the Definitive Guide for Successful Leaders)

7. Leaders work hard; bosses let others do the work.

Delegation is not an excuse to get out of hard work. Instead of telling people to go accomplish the hardest work alone, make it clear that you are willing to pitch in and help with the hardest work of all when the need arises.

Here’s the deal:

Showing others that you work hard sets the tone for your whole team and will spur them on to greatness.

The next time you catch yourself telling someone to “go”, a.k.a accomplish a difficult task alone, change your phrasing to “let’s go”, showing that you are totally willing to help and support.

8. Leaders think long-term; bosses think short-term.

A leader who only utilizes short-term thinking is someone who cannot be prepared or organized for the future. Your colleagues or staff members need to know that they can trust you to have a handle on things not just this week, but next month or even next year.

Display your long-term thinking skills in group talks and meetings by sharing long-term hopes or concerns. Create plans for possible scenarios and be prepared for emergencies.

For example, if you know that you are losing someone on your team in a few months, be prepared to share a clear plan of how you and the remaining team members can best handle the change and workload until someone new is hired.

9. Leaders are like your colleagues; bosses are just bosses.

Another word for colleague is collaborator. Make sure your team knows that you are “one of them” and that you want to collaborate or work side by side.

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Not getting involved in the going ons of the office is a mistake because you will miss out on development and connection opportunities.

As our regular readers know, I love to remind people of the importance of building routines into each day. Create a routine that encourages you to leave your isolated office and collaborate with others. Spark healthy habits that benefit both you and your co-workers.

10. Leaders put people first; bosses put results first.

Bosses without crucial leadership training may focus on process and results instead of people. They may stick to a pre-set systems playbook even when employees voice new ideas or concerns.

Ignoring people’s opinions for the sake of company tradition like this is never truly beneficial to an organization.

Here’s what I mean by process over people:

Some organizations focus on proper structures or systems as their greatest assets instead of people. I believe that people lend real value to an organization, and that focusing on the development of people is a key ingredient for success in leadership.

Learning to be a leader is an ongoing adventure.

This list of differences makes it clear that, unlike an ordinary boss, a leader is able to be compassionate, inclusive, generous, and hard-working for the good of the team.

Instead of being a stereotypical scary or micromanaging-obsessed boss, a quality leader is able to establish an atmosphere of respect and collaboration.

Whether you are new to your work environment or a seasoned administrator, these leadership traits will help you get a jump start so that you can excel as a leader and positively impact the people around you.

For more inspiration and guidance, you can even start keeping tabs on some of the world’s top leadership experts. With an adventurous and positive attitude, anyone can learn good leadership.

Featured photo credit: Unsplash via unsplash.com

Reference

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