This document discusses emotional intelligence and its importance. It begins with an outline of the topics to be covered, which include defining emotional intelligence, assessing one's own emotional intelligence through a questionnaire, why emotional intelligence is important, the four clusters of emotional intelligence, and how emotional intelligence helps at home and work. The four clusters of emotional intelligence are self-awareness, self-management, social awareness, and social skills. Each cluster contains several competencies that are described in more detail. The document emphasizes that emotional intelligence is essential for effective leadership and improves work performance.
Researchers in the area of emotional intelligence point out that when it comes to being smart, academic IQ doesn't tell the whole story. Add emotional intelligence to the picture and the concept of smart is more complete.
The document discusses various aspects of emotional intelligence and its importance for leadership. It defines emotional intelligence as one's ability to manage emotions in oneself and others. It presents models of emotional intelligence that include self-awareness, self-management, social awareness, and relationship management. Developing emotional intelligence competencies such as empathy, stress management, and conflict resolution can help one achieve success in leadership roles. The document also provides examples to illustrate how different emotional responses can impact outcomes.
The document discusses emotional intelligence and how it influences people's lives at work and at home. It defines emotional intelligence as the capacity to understand one's own and others' feelings, motivate oneself, and manage emotions effectively. Rather than a single trait, emotional intelligence involves four clusters of competencies: self-awareness, self-management, social awareness, and social skills. The document provides a short questionnaire to assess one's own emotional intelligence in different situations and scores possible responses. It suggests emotional intelligence helps people at home and work through competencies organized in the four clusters.
The document discusses emotional intelligence and how it influences people's lives at work and at home. It defines emotional intelligence as the capacity to understand one's own and others' feelings and to motivate oneself. Rather than a single trait, emotional intelligence comprises four clusters of competencies: self-awareness, self-management, social awareness, and social skills. The document provides a short questionnaire to assess one's emotional intelligence and explains that high emotional intelligence helps people perform better at work and have healthier relationships.
The document discusses emotional intelligence and its importance for personal and professional success. It provides an emotional intelligence test with 10 multiple choice questions to assess different scenarios. The answers are then provided along with the highest scoring options. It defines emotional intelligence and explains the four essential competencies: self-awareness, self-management, social awareness, and relationship management. Self-awareness competencies like emotional self-awareness, accurate self-assessment, and self-confidence are also outlined.
This document appears to be an EQ quiz that presents 10 scenarios and asks the reader to choose the best response from 4 options. It then provides a scale from 100 to 0 to score the responses. The scenarios cover situations like turbulence on a plane, a colleague taking credit for your work, dealing with an angry customer, getting a bad grade, overhearing a racist joke, struggling with sales calls, calming a furious colleague, defusing an argument with a partner, solving a work problem as a new manager, and mentoring a young manager. The goal seems to be identifying emotionally intelligent responses.
This document discusses emotional intelligence (EI) and its comparison to IQ. It defines EI as the ability to understand one's own and others' feelings and to manage emotions effectively. EI involves self-awareness, self-management, social awareness, and social skills. The document then reviews four major EI tests: Bar-On's EQ-i, Goleman's ECI 360, Mayer and Salovey's MSCEIT, and Orioli and Cooper's EQ Map. It provides details on what each test measures and their advantages. The document also discusses fifteen components of EI grouped in intrapersonal, interpersonal, stress management, and adaptability clusters. Finally, it includes a sample
Tips on how to face a job interview with bold and confidently.pdfOnlinegoalandstrategy
While projecting confidence during a job interview can be as important as demonstrating your unique qualifications, confidence is just one element of a successful interview. Many factors can help you make a good impression during an interview, including arriving on time, being polite and preparing concise responses.
Dress appropriately.
Stay alert.
Practice breathing techniques.
Prepare and rehearse your answers.
Respond thoughtfully.
Consider eye contact.
Evaluate your body movements.
Think positively.
https://bit.ly/3rDWCOt
Researchers in the area of emotional intelligence point out that when it comes to being smart, academic IQ doesn't tell the whole story. Add emotional intelligence to the picture and the concept of smart is more complete.
The document discusses various aspects of emotional intelligence and its importance for leadership. It defines emotional intelligence as one's ability to manage emotions in oneself and others. It presents models of emotional intelligence that include self-awareness, self-management, social awareness, and relationship management. Developing emotional intelligence competencies such as empathy, stress management, and conflict resolution can help one achieve success in leadership roles. The document also provides examples to illustrate how different emotional responses can impact outcomes.
The document discusses emotional intelligence and how it influences people's lives at work and at home. It defines emotional intelligence as the capacity to understand one's own and others' feelings, motivate oneself, and manage emotions effectively. Rather than a single trait, emotional intelligence involves four clusters of competencies: self-awareness, self-management, social awareness, and social skills. The document provides a short questionnaire to assess one's own emotional intelligence in different situations and scores possible responses. It suggests emotional intelligence helps people at home and work through competencies organized in the four clusters.
The document discusses emotional intelligence and how it influences people's lives at work and at home. It defines emotional intelligence as the capacity to understand one's own and others' feelings and to motivate oneself. Rather than a single trait, emotional intelligence comprises four clusters of competencies: self-awareness, self-management, social awareness, and social skills. The document provides a short questionnaire to assess one's emotional intelligence and explains that high emotional intelligence helps people perform better at work and have healthier relationships.
The document discusses emotional intelligence and its importance for personal and professional success. It provides an emotional intelligence test with 10 multiple choice questions to assess different scenarios. The answers are then provided along with the highest scoring options. It defines emotional intelligence and explains the four essential competencies: self-awareness, self-management, social awareness, and relationship management. Self-awareness competencies like emotional self-awareness, accurate self-assessment, and self-confidence are also outlined.
This document appears to be an EQ quiz that presents 10 scenarios and asks the reader to choose the best response from 4 options. It then provides a scale from 100 to 0 to score the responses. The scenarios cover situations like turbulence on a plane, a colleague taking credit for your work, dealing with an angry customer, getting a bad grade, overhearing a racist joke, struggling with sales calls, calming a furious colleague, defusing an argument with a partner, solving a work problem as a new manager, and mentoring a young manager. The goal seems to be identifying emotionally intelligent responses.
This document discusses emotional intelligence (EI) and its comparison to IQ. It defines EI as the ability to understand one's own and others' feelings and to manage emotions effectively. EI involves self-awareness, self-management, social awareness, and social skills. The document then reviews four major EI tests: Bar-On's EQ-i, Goleman's ECI 360, Mayer and Salovey's MSCEIT, and Orioli and Cooper's EQ Map. It provides details on what each test measures and their advantages. The document also discusses fifteen components of EI grouped in intrapersonal, interpersonal, stress management, and adaptability clusters. Finally, it includes a sample
Tips on how to face a job interview with bold and confidently.pdfOnlinegoalandstrategy
While projecting confidence during a job interview can be as important as demonstrating your unique qualifications, confidence is just one element of a successful interview. Many factors can help you make a good impression during an interview, including arriving on time, being polite and preparing concise responses.
Dress appropriately.
Stay alert.
Practice breathing techniques.
Prepare and rehearse your answers.
Respond thoughtfully.
Consider eye contact.
Evaluate your body movements.
Think positively.
https://bit.ly/3rDWCOt
How to Boost Your Career Through Negative FeedbackEnergyCAP, Inc.
This presentation discusses ways to tap into the possibilities for career advancement by recognizing and responding appropriately to the feedback situations in your life.
Drawing on insights from authors Douglas Stone, Sheila Heen, and Brene' Brown, Chris Heinz focuses on the powerful role of the responder in a feedback conversation.
Learn how to:
- Recognize different types of feedback
- Identify triggers that can impact a feedback situation
- Understand the story you may be telling yourself
- Adopt a growth mindset
- Navigate the feedback conversation
Empower yourself through an understanding of the feedback process, pitfalls and potential.
This document contains a 10-question EQ quiz about how to handle various challenging social and work situations. For each question, there are 4 potential responses ranging from more passive and avoidant (option A) to more proactive and solution-oriented (option D). The document instructs the reader to select their answers and compare them to a scoring scale, with more passive responses scoring lower points and more proactive responses scoring higher points. It aims to assess the reader's emotional intelligence.
This document contains a 10-question EQ quiz about how to handle various challenging social and work situations. For each question, there are 4 potential responses ranging from more passive and avoidant (option A) to more proactive and solution-oriented (option D). The document instructs the reader to select their answers and compare them to a scoring scale, with more passive responses scoring lower points and more proactive responses scoring higher points. The overall aim appears to be self-assessment of one's emotional intelligence.
Group discussions are used to evaluate candidates' personality traits and skills. In a group discussion, candidates are given a topic to discuss in a group for 15-20 minutes. This allows organizations to assess candidates' communication skills, leadership skills, analytical skills, reasoning ability, creativity, and ability to work in a team. Group discussions test how receptive, articulate, and open-minded candidates are. They also show how well candidates will fit into an organization and work as part of a team.
GIVING CONSTRUCTIVE FEEDBACKFeedback is an essential eleme.docxgreg1eden90113
GIVING CONSTRUCTIVE FEEDBACK
Feedback is an essential element for everyone in an organization's workforce. Giving feedback is
a task you perform again and again as a manager or supervisor, letting people know where they
are and where to go next in terms of expectations and goals - yours, their own, and the
organizations.
Feedback is a useful tool for indicating when things are going in the right direction or for
redirecting problem performance. Your objective in giving feedback is to provide guidance by
supplying information in a useful manner, either to support effective behavior, or to guide someone
back on track toward successful performance.
Some situations which require giving constructive feedback include:
• Ongoing performance discussions
• Providing specific performance pointers
• Following up on coaching discussions
• Giving corrective guidance
• Letting someone know the consequences of their behavior
Some clues that constructive feedback is needed are when:
• Someone asks for your opinion about how they are doing
• Unresolved problems persist
• Errors occur again and again
• An employee's performance doesn't meet expectations
• A peer's work habits disturb you
SIX WAYS TO MAKE FEEDBACK CONSTRUCTIVE
Part of being an effective manager or supervisor is knowing what feedback to give. The trick is
learning how to give it constructively so that it has some value. constructive feedback is a tool that
is used to build things up, not break things down. It lets the other person know that you are on
their side.
1. If you can't think of a constructive purpose for giving feedback, don't give it at all.
2. Focus on description rather than judgement.
Describing behavior is a way of reporting what has occurred, while judging behavior is an
evaluation of what has occurred in terms of "right or wrong", or "good or bad". By avoiding
evaluative language, you reduce the need for the individual to respond defensively.
For example: "You demonstrate a high degree of confidence when you answer customer
questions about registration procedures, "rather than, "Your communication skills are good."
3. Focus on observation rather than inference.
Observations refer to what you can see or hear about an individual's behavior, while inferences
refer to the assumptions and interpretations you make from what you see or hear. Focus on what
the person did and your reaction.
For example: "When you gave that student the Financial Aid form, you tossed it across the
counter," rather than describe what you assume to be the person's motivation, "I suppose you
give all forms out that way!"
4. Focus on behavior rather than the person
Refer to what an individual does rather than on what you imagine she or he is. To focus on
behavior, use adverbs, which describe action, rather than adjectives, which describe qualities.
For example: "You talked considerably during the staff meeting, which prevented me from getting
to some of the main points," rather than "You talk too.
Networking For Interview Success Tips, Techniques And Take Aways 6.6.2011HeatherColeman
This document provides tips and strategies for networking and preparing for job interviews. It discusses the importance of in-person and online networking, personal branding, researching companies, developing "keeper stories" to use in behavioral interviews, practicing interview skills with other job seekers, and creating an action plan to move forward.
Most frequently asked bank interview questionsGirma Adugna
This document provides guidance on preparing for common questions asked during bank job interviews. It lists 15 frequently asked bank interview questions and provides sample answers. It also discusses behavioral interview questions and advises preparing examples from your experience that demonstrate skills relevant to the banking role. Additionally, it recommends researching the hiring bank, having meaningful questions prepared for the interviewer, and being ready to address any gaps in employment history. The overall message is to thoroughly prepare answers highlighting your qualifications and fit for the position.
1Week 2 Journal Project Outline TemplateUse this template.docxRAJU852744
1
Week 2 Journal: Project Outline Template
Use this template to jot down notes and develop an initial outline for your Personal Improvement Project. Remember that an outline is informal; it is meant to be a tool to help prepare for the steps of your project and the writing of your report in Week 6.
Part 1: Aim
· What is the topic of your project?
· What is the aim(s) of your project? Make sure the aim is measurable (e.g., Improve in X way by X%).
Part 2: Process Analysis
· What is the process you are studying?
· Who are the people involved?
· Where does the process start and end?
Part 3: Measurement
· What are you measuring?
· How are you collecting the data?
Part 4: Changes
· What changes do you anticipate making based on what the data reveal?
Part 5: Reflection and Application
· How might you extend the project long-term?
· How might the experience of this personal project inform a quality project in nursing?
1
Positive Thinking, Negative Thinking and Reframing
TRUE OR FALSE TEST
Answer the following statements by circling true or false.
1. I believe others cause my feelings. --------------------------------------------------------------------T F
2. I'm always telling myself I "should" do this or that.-------------------------------------------------T F
3. I constantly criticize myself-------------------------------------------------------------------------------T F
4. I think I must do everything perfectly or not at all. -------------------------------------------------T F
5. I'm always apologizing for one thing or another. ---------------------------------------------------T F
6. I feel like I'm carrying the world on my shoulders. -------------------------------------------------T F
7. I'm really hard on myself when I make mistakes. --------------------------------------------------T F
8. I bend over backwards to please others--------------------------------------------------------------T F
9. I "scare" myself into action by imagining horrible things that will happen if I don't do
something. ---------------------------------------------------------------------------------------------------T F
10. I tend to look on the negative side of things. My glass of water is always half empty
instead of half full. ------------------------------------------------------------------------------------------T F
11. It's hard for me to forgive and forget. If someone hurts me, I tend to cling to that
feeling. --------------------------------------------------------------------------------------------------------T F
12. I often feel helpless. There are so many things in life I can't do. -------------------------------T F
SCORE YOUR RESPONSES:
Give yourself one point for each "true" answer on the test. # =_________
# Points Results
1-3 You generally feel good about yourself. Keep up your positive way of thinking.
4-6 Negative thinking may be gaining on you. Take time to renew your positive traits.
7+ Challen.
This document outlines performance objectives for interpersonal communication training. It covers topics such as identifying effective communication styles, barriers to communication, dealing with difficult people, active listening techniques, and remaining professional under pressure. The primary goals are to understand communication, develop interpersonal skills, and maintain composure when facing challenging situations.
This document outlines performance objectives for interpersonal communication training. It covers topics such as identifying effective communication styles, barriers to communication, dealing with difficult people, active listening techniques, and remaining professional under pressure. The primary goals are to understand interpersonal communication, develop self-awareness of one's own communication style, and learn strategies for effectively managing conflicts and interactions with challenging individuals.
This document provides advice on how to answer 7 frequently asked interview questions. It suggests that candidates prepare clear, concise answers that highlight their strengths, qualifications, and passion for the role. For the question "Tell me about yourself", candidates should explain both strengths and weaknesses briefly without being lengthy. When asked about their teamwork skills, candidates should provide positive examples from past projects to convince the interviewer of their abilities. For "Why should I hire you?", candidates should emphasize their talents, achievements, and how they can add value rather than sounding desperate. Proper documentation is advised to support answers about past projects. Candidates should express genuine interest in the company and role when asked "Why do you want to work here?". Positive
This document provides 7 frequently asked interview questions and suggestions for answering each one. The questions are: 1) Tell me about yourself, 2) What are your team player qualities, 3) Why should I hire you, 4) Tell about a project you initiated, 5) Why do you want to work here, 6) How do you deal with pressure, and 7) What interests you about this job. The document advises preparing short, direct answers that highlight one's strengths, qualifications, and interest in the role and company for a positive first impression.
This document provides advice on answering common interview questions. It lists 50 common questions and provides strategy suggestions for answering each one effectively. The answers recommended focus on staying positive, relating experiences to the role, and highlighting strengths and achievements rather than weaknesses. The goal is to present the candidate in the best light possible and avoid negative responses that could hurt their chances.
GarrettCommunication Strategy Worksheet Stage One Planni.docxbudbarber38650
Garrett
Communication Strategy Worksheet
Stage One: Planning a Message
Audience
Describe them.
Purpose
Why?
Focus
Narrow your possibilities.
Emotion
What emotion is the audience’s take away?
Format
Written: letter, email, memo, etc.? Verbal: face-to-face, phone, etc.?
Approach
Direct or Indirect
Introduction
Purpose statement/preview statement/scope/attention getting statement
Body
List the points you need to make, then group/rank them in paragraph order.
Conclusion
Close it how.
Visuals
More than narration. Brain is 30% to visual processing.
I want the job. Thesis statement & set up points 1, 2, 3.
Topic sentence. Supporting evidence.
Topic sentence. Supporting evidence.
Topic sentence. Supporting evidence.
I request an interview. You may reach me at….
Basic Application Letter Construct
5 Paragraph Letter Format
While there are multiple ways to approach writing an application letter, we focus on this construct and I expect your work to be in the 5 paragraph construct.
You need an introduction that states you want the job. You need a body that describes how you have the ‘things’ they require and conclude with asking for an interview and offering your contact information. The next three slides offer more details on the sections.
1
Introduction –
State you’re apply for the job
If possible state some-kind-of connection to the organization
State a summary sentence (thesis)
Spark interest. Create curiosity.
Audience-centered attitude
Application Letter Construct
The introduction of an application letter is as important as all other first impressions. Remember, they are feeling you as they read, so create the experience through your words that you want them to have.
In the intro,
Be direct (remember that means telling upfront what you want – your purpose). State the job and your interest. Saying what you want in an assertive manner demonstrates confidence.
If you have a connection with that organization, talk about that, but be every-so-brief.
State a summary sentence – All communications need a thesis statement. And in that thesis statement inform the reader regarding specific focus – preview the 3 items you will detail in the body.
Create curiosity. Build their interest in you in the way you language.
Remember, once again, I tell you – be audience-centered. It’s about your contribution, not you.
Oh, and, this paragraph is NOT to be the longest one on the page. Typically it the second smallest with the conclusion being the smallest.
2
Application Letter Construct
Body
Choose your points by studying the advertisement and selecting the top three requirements. Write to how you have these three.
Be thinking:
How do I set myself apart?
The key to getting called for an interview is in the connection you make in your letter. The winning strategy is to understand your potential employer’s top 3 qualification requirements and write to those items. Here’s how.
Study their .
Interpersonal Communication Powerpoint - NDOC.pptdonnasabugaa2
This document outlines performance objectives for interpersonal communication training. It covers defining communication, understanding communication styles, barriers to communication, non-verbal communication, dealing with difficult people, active listening, remaining professional under pressure, and public speaking. The key topics are identifying effective communication strategies, understanding non-verbal cues, managing conflict, using active listening skills, and maintaining professionalism during confrontations.
1) The document discusses sources of information in the workplace, including team members, suppliers, trade personnel, and local government. It defines primary and secondary sources of information.
2) Communication is defined as the exchange of thoughts, opinions, or information between two entities using speech, writing, or signs. Effective communication is a two-way process with a shared goal.
3) Active listening involves understanding, interpreting, and evaluating what is heard in order to foster cooperation and reduce conflicts. Key elements of active listening are paying attention, showing engagement, providing feedback through paraphrasing and questions, deferring judgment, and responding appropriately.
This document outlines performance objectives for interpersonal communication training. It covers topics such as identifying effective communication styles, understanding barriers to communication, dealing with difficult people, active listening techniques, and remaining professional under pressure. The primary goals are to understand interpersonal communication, develop strategies for handling challenging situations, and maintain composure.
The document discusses motivation and overcoming challenges in a job search. It provides tips for maintaining motivation, such as exercising, staying positive, and networking during the holidays. Employers value a good attitude over specific skills. The document also identifies common challenges at different stages of a job search and emphasizes having a positive attitude.
HOW TO ANSWER COMMON INTERVIEW QUESTIONS!seekcareerz
This document provides advice for answering common interview questions. It recommends focusing answers on specific behavioral examples from one's background and experiences that are relevant to the position. For questions about weaknesses or conflicts, the document advises being honest but also framing responses in a positive light by discussing steps taken to improve. References should be prepared in advance, and strengths should not be disingenuously presented as weaknesses. Overall responses should demonstrate leadership, vision, results, and a drive for self-improvement.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
How to Boost Your Career Through Negative FeedbackEnergyCAP, Inc.
This presentation discusses ways to tap into the possibilities for career advancement by recognizing and responding appropriately to the feedback situations in your life.
Drawing on insights from authors Douglas Stone, Sheila Heen, and Brene' Brown, Chris Heinz focuses on the powerful role of the responder in a feedback conversation.
Learn how to:
- Recognize different types of feedback
- Identify triggers that can impact a feedback situation
- Understand the story you may be telling yourself
- Adopt a growth mindset
- Navigate the feedback conversation
Empower yourself through an understanding of the feedback process, pitfalls and potential.
This document contains a 10-question EQ quiz about how to handle various challenging social and work situations. For each question, there are 4 potential responses ranging from more passive and avoidant (option A) to more proactive and solution-oriented (option D). The document instructs the reader to select their answers and compare them to a scoring scale, with more passive responses scoring lower points and more proactive responses scoring higher points. It aims to assess the reader's emotional intelligence.
This document contains a 10-question EQ quiz about how to handle various challenging social and work situations. For each question, there are 4 potential responses ranging from more passive and avoidant (option A) to more proactive and solution-oriented (option D). The document instructs the reader to select their answers and compare them to a scoring scale, with more passive responses scoring lower points and more proactive responses scoring higher points. The overall aim appears to be self-assessment of one's emotional intelligence.
Group discussions are used to evaluate candidates' personality traits and skills. In a group discussion, candidates are given a topic to discuss in a group for 15-20 minutes. This allows organizations to assess candidates' communication skills, leadership skills, analytical skills, reasoning ability, creativity, and ability to work in a team. Group discussions test how receptive, articulate, and open-minded candidates are. They also show how well candidates will fit into an organization and work as part of a team.
GIVING CONSTRUCTIVE FEEDBACKFeedback is an essential eleme.docxgreg1eden90113
GIVING CONSTRUCTIVE FEEDBACK
Feedback is an essential element for everyone in an organization's workforce. Giving feedback is
a task you perform again and again as a manager or supervisor, letting people know where they
are and where to go next in terms of expectations and goals - yours, their own, and the
organizations.
Feedback is a useful tool for indicating when things are going in the right direction or for
redirecting problem performance. Your objective in giving feedback is to provide guidance by
supplying information in a useful manner, either to support effective behavior, or to guide someone
back on track toward successful performance.
Some situations which require giving constructive feedback include:
• Ongoing performance discussions
• Providing specific performance pointers
• Following up on coaching discussions
• Giving corrective guidance
• Letting someone know the consequences of their behavior
Some clues that constructive feedback is needed are when:
• Someone asks for your opinion about how they are doing
• Unresolved problems persist
• Errors occur again and again
• An employee's performance doesn't meet expectations
• A peer's work habits disturb you
SIX WAYS TO MAKE FEEDBACK CONSTRUCTIVE
Part of being an effective manager or supervisor is knowing what feedback to give. The trick is
learning how to give it constructively so that it has some value. constructive feedback is a tool that
is used to build things up, not break things down. It lets the other person know that you are on
their side.
1. If you can't think of a constructive purpose for giving feedback, don't give it at all.
2. Focus on description rather than judgement.
Describing behavior is a way of reporting what has occurred, while judging behavior is an
evaluation of what has occurred in terms of "right or wrong", or "good or bad". By avoiding
evaluative language, you reduce the need for the individual to respond defensively.
For example: "You demonstrate a high degree of confidence when you answer customer
questions about registration procedures, "rather than, "Your communication skills are good."
3. Focus on observation rather than inference.
Observations refer to what you can see or hear about an individual's behavior, while inferences
refer to the assumptions and interpretations you make from what you see or hear. Focus on what
the person did and your reaction.
For example: "When you gave that student the Financial Aid form, you tossed it across the
counter," rather than describe what you assume to be the person's motivation, "I suppose you
give all forms out that way!"
4. Focus on behavior rather than the person
Refer to what an individual does rather than on what you imagine she or he is. To focus on
behavior, use adverbs, which describe action, rather than adjectives, which describe qualities.
For example: "You talked considerably during the staff meeting, which prevented me from getting
to some of the main points," rather than "You talk too.
Networking For Interview Success Tips, Techniques And Take Aways 6.6.2011HeatherColeman
This document provides tips and strategies for networking and preparing for job interviews. It discusses the importance of in-person and online networking, personal branding, researching companies, developing "keeper stories" to use in behavioral interviews, practicing interview skills with other job seekers, and creating an action plan to move forward.
Most frequently asked bank interview questionsGirma Adugna
This document provides guidance on preparing for common questions asked during bank job interviews. It lists 15 frequently asked bank interview questions and provides sample answers. It also discusses behavioral interview questions and advises preparing examples from your experience that demonstrate skills relevant to the banking role. Additionally, it recommends researching the hiring bank, having meaningful questions prepared for the interviewer, and being ready to address any gaps in employment history. The overall message is to thoroughly prepare answers highlighting your qualifications and fit for the position.
1Week 2 Journal Project Outline TemplateUse this template.docxRAJU852744
1
Week 2 Journal: Project Outline Template
Use this template to jot down notes and develop an initial outline for your Personal Improvement Project. Remember that an outline is informal; it is meant to be a tool to help prepare for the steps of your project and the writing of your report in Week 6.
Part 1: Aim
· What is the topic of your project?
· What is the aim(s) of your project? Make sure the aim is measurable (e.g., Improve in X way by X%).
Part 2: Process Analysis
· What is the process you are studying?
· Who are the people involved?
· Where does the process start and end?
Part 3: Measurement
· What are you measuring?
· How are you collecting the data?
Part 4: Changes
· What changes do you anticipate making based on what the data reveal?
Part 5: Reflection and Application
· How might you extend the project long-term?
· How might the experience of this personal project inform a quality project in nursing?
1
Positive Thinking, Negative Thinking and Reframing
TRUE OR FALSE TEST
Answer the following statements by circling true or false.
1. I believe others cause my feelings. --------------------------------------------------------------------T F
2. I'm always telling myself I "should" do this or that.-------------------------------------------------T F
3. I constantly criticize myself-------------------------------------------------------------------------------T F
4. I think I must do everything perfectly or not at all. -------------------------------------------------T F
5. I'm always apologizing for one thing or another. ---------------------------------------------------T F
6. I feel like I'm carrying the world on my shoulders. -------------------------------------------------T F
7. I'm really hard on myself when I make mistakes. --------------------------------------------------T F
8. I bend over backwards to please others--------------------------------------------------------------T F
9. I "scare" myself into action by imagining horrible things that will happen if I don't do
something. ---------------------------------------------------------------------------------------------------T F
10. I tend to look on the negative side of things. My glass of water is always half empty
instead of half full. ------------------------------------------------------------------------------------------T F
11. It's hard for me to forgive and forget. If someone hurts me, I tend to cling to that
feeling. --------------------------------------------------------------------------------------------------------T F
12. I often feel helpless. There are so many things in life I can't do. -------------------------------T F
SCORE YOUR RESPONSES:
Give yourself one point for each "true" answer on the test. # =_________
# Points Results
1-3 You generally feel good about yourself. Keep up your positive way of thinking.
4-6 Negative thinking may be gaining on you. Take time to renew your positive traits.
7+ Challen.
This document outlines performance objectives for interpersonal communication training. It covers topics such as identifying effective communication styles, barriers to communication, dealing with difficult people, active listening techniques, and remaining professional under pressure. The primary goals are to understand communication, develop interpersonal skills, and maintain composure when facing challenging situations.
This document outlines performance objectives for interpersonal communication training. It covers topics such as identifying effective communication styles, barriers to communication, dealing with difficult people, active listening techniques, and remaining professional under pressure. The primary goals are to understand interpersonal communication, develop self-awareness of one's own communication style, and learn strategies for effectively managing conflicts and interactions with challenging individuals.
This document provides advice on how to answer 7 frequently asked interview questions. It suggests that candidates prepare clear, concise answers that highlight their strengths, qualifications, and passion for the role. For the question "Tell me about yourself", candidates should explain both strengths and weaknesses briefly without being lengthy. When asked about their teamwork skills, candidates should provide positive examples from past projects to convince the interviewer of their abilities. For "Why should I hire you?", candidates should emphasize their talents, achievements, and how they can add value rather than sounding desperate. Proper documentation is advised to support answers about past projects. Candidates should express genuine interest in the company and role when asked "Why do you want to work here?". Positive
This document provides 7 frequently asked interview questions and suggestions for answering each one. The questions are: 1) Tell me about yourself, 2) What are your team player qualities, 3) Why should I hire you, 4) Tell about a project you initiated, 5) Why do you want to work here, 6) How do you deal with pressure, and 7) What interests you about this job. The document advises preparing short, direct answers that highlight one's strengths, qualifications, and interest in the role and company for a positive first impression.
This document provides advice on answering common interview questions. It lists 50 common questions and provides strategy suggestions for answering each one effectively. The answers recommended focus on staying positive, relating experiences to the role, and highlighting strengths and achievements rather than weaknesses. The goal is to present the candidate in the best light possible and avoid negative responses that could hurt their chances.
GarrettCommunication Strategy Worksheet Stage One Planni.docxbudbarber38650
Garrett
Communication Strategy Worksheet
Stage One: Planning a Message
Audience
Describe them.
Purpose
Why?
Focus
Narrow your possibilities.
Emotion
What emotion is the audience’s take away?
Format
Written: letter, email, memo, etc.? Verbal: face-to-face, phone, etc.?
Approach
Direct or Indirect
Introduction
Purpose statement/preview statement/scope/attention getting statement
Body
List the points you need to make, then group/rank them in paragraph order.
Conclusion
Close it how.
Visuals
More than narration. Brain is 30% to visual processing.
I want the job. Thesis statement & set up points 1, 2, 3.
Topic sentence. Supporting evidence.
Topic sentence. Supporting evidence.
Topic sentence. Supporting evidence.
I request an interview. You may reach me at….
Basic Application Letter Construct
5 Paragraph Letter Format
While there are multiple ways to approach writing an application letter, we focus on this construct and I expect your work to be in the 5 paragraph construct.
You need an introduction that states you want the job. You need a body that describes how you have the ‘things’ they require and conclude with asking for an interview and offering your contact information. The next three slides offer more details on the sections.
1
Introduction –
State you’re apply for the job
If possible state some-kind-of connection to the organization
State a summary sentence (thesis)
Spark interest. Create curiosity.
Audience-centered attitude
Application Letter Construct
The introduction of an application letter is as important as all other first impressions. Remember, they are feeling you as they read, so create the experience through your words that you want them to have.
In the intro,
Be direct (remember that means telling upfront what you want – your purpose). State the job and your interest. Saying what you want in an assertive manner demonstrates confidence.
If you have a connection with that organization, talk about that, but be every-so-brief.
State a summary sentence – All communications need a thesis statement. And in that thesis statement inform the reader regarding specific focus – preview the 3 items you will detail in the body.
Create curiosity. Build their interest in you in the way you language.
Remember, once again, I tell you – be audience-centered. It’s about your contribution, not you.
Oh, and, this paragraph is NOT to be the longest one on the page. Typically it the second smallest with the conclusion being the smallest.
2
Application Letter Construct
Body
Choose your points by studying the advertisement and selecting the top three requirements. Write to how you have these three.
Be thinking:
How do I set myself apart?
The key to getting called for an interview is in the connection you make in your letter. The winning strategy is to understand your potential employer’s top 3 qualification requirements and write to those items. Here’s how.
Study their .
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