Here's how you can master behavioral interview questions as an executive coach.

Behavioural questions are asked to understand how you think and approach a situation. The actual answer is not always important. If you are asked to share your top three weaknesses, the way you present them is often more important than the weaknesses. This required thinking and preparation. And of course making up things during the interview never helps.

I coach clients to list and reflect on the following: 1) Successes and achievements. This list enables a sense of pride. 2) Strengths and talents. Acknowledging strengths and talents builds self-confidence. 3) Stretch goals. Stretch goals are often sources of learning and growth. Each list is a preparation resource for the interview. Clients review and ask, "Which successes and achievements are relevant to the role? What strengths and talents are transferrable? How did setting stretch goals improve business outcomes and develop leadership skills?" I encourage clients to envision an empowered interview experience. We explore ways to convert negative self-talk about the upcoming interview into positive conversations with the interviewer.

In my experience, mastering this skill requires a "Just Do It" mentality, as the skill itself is not overly complicated but built on simple principles. The more you use the skill, the better you become at handling it. That said, there are ways to accelerate your mastery. My recommendation is to adopt another perspective during the interview to verify your understanding from a behavioral side. For example, like this topic implies, you can check career history to see how the person achieves results in the long term while understanding the behaviors that lead to short-term success. By using multiple ways to deepen your understanding of the person, you can exercise your behavioral interview skill with confidence.

This is probably the hardest part for most people. Mostly because acceptance by others is a deep seeded need in humans and most people are afraid to take a deep look inside. It's unfortunate but true, but it's the only way true transformation can happen. You can't retain technical teaching when performing self development work, which is the best of what an executive coach can do for you. Just like a football coach, they can see the things you can't.

In my opinion everyone have their own thoughts process and different opinions so if you really want to check the behavioural aspects give him the real time situation and ask how he will handle that or can ask his actions if such situations came in past and how he did respond it.

Em minha experiência, sempre começo incentivando meus clientes a refletirem sobre suas experiências e realizações. Perguntando sobre os desafios que enfrentaram e como os superaram. Isso ajuda a formar uma base sólida de histórias que podem ser usadas para responder a perguntas comportamentais.

🌟 Rule number 1: Encourage the client to speak to the hiring manager and understand what types of behaviours they are looking for in that role. Then explore... - What past experience the client has that aligns with the role. - What problems have they solved that demonstrate those behaviours. - Consider scenarios where they have had to balance the needs of the customer with the needs of the business. - Consider scenarios where the client has encountered conflict and how this was resolved. - Expand on the 'why it happened' but also explore the benefits such behaviour gave to the business.

I use a simple STAR checklist to gather factual information on how the candidate demonstrated the necessary behaviours in the immediate past. I encourage the candidates to remember the situation, task, actions and result to make sure I see how a competency manifested itself in the past. The simple truth is that if the candidate has the necessary competency, it has manifested itself in the near past and it won't be hard to tell me an exact story. If there is no story, it means that therein no skill. NB: the necessary skills (competencies, behaviours) have to be first described in the personnel request and tied to the job functions :-)

As an interviewer, or coach, you have to be able to listen with all your senses. When trained and experienced, you observe the full communicational scale of the other person. As we know, how you say thiings conveys more information than the spoken words - and that is true here as well. Observe, deduct and confirm.

Para dominar as perguntas de entrevista comportamental como coach executivo, utilizo a técnica "Histórias de Impacto Estruturado". Treino meus clientes para responder utilizando o método STAR, mas com uma abordagem diferenciada: incorporando elementos de narrativa persuasiva. Encorajo-os a começar cada resposta com um gancho envolvente que captura a atenção do entrevistador, seguido de uma descrição clara da situação e da tarefa. Ao descrever as ações, focamos em demonstrar liderança, pensamento estratégico e resiliência, destacando habilidades específicas relevantes para o cargo. Finalizamos com resultados quantificáveis e insights sobre o impacto a longo prazo, conectando a experiência diretamente aos desafios e metas da empresa.

Para responder de forma eficaz a perguntas de entrevista comportamental como coach executivo, é crucial dominar a técnica do STAR (Situação, Tarefa, Ação, Resultado). Comece descrevendo a situação e a tarefa que enfrentou, detalhando as ações que tomou para lidar com o desafio, destacando suas habilidades e estratégias de liderança. Finalize explicando os resultados obtidos, incluindo impactos quantificáveis e reflexões sobre como suas ações contribuíram para os objetivos da empresa a longo prazo. Essa abordagem estruturada garante respostas claras e pertinentes às expectativas do entrevistador.

Move beyond telling someone you are awesome and show them. Behavioral interview questions are an opportunity to differentiate yourself by shifting from general (often overused) statements about a job to real-life examples of how you operate. You have a chance to differentiate yourself from others. Think of it as telling your story, this is an audience that is engaged and wants to hear it. Define the "moral" of the story - what is the thing you want the listener to take away? Once you have the takeaway in mind, you can setup the story arc - using Situation, Task, Action and Result. Describe the scene, what role did you play, what action did you take and what did you learn from it.

Emotional management is crucial for success: Self-Awareness: Recognize your emotional triggers and patterns using journaling or mindfulness. Emotional Regulation: Manage your emotional responses with techniques like deep breathing and visualization. Empathy and Understanding: Enhance relationships by understanding others' emotions. Stress Management: Combat stress with physical activity, a healthy diet, sleep, and relaxation techniques. Positive Thinking: Reframe challenges as opportunities to build resilience. Seeking Support: Don’t hesitate to seek help from friends, mentors, or professionals. Continuous Learning: Engage in activities that promote emotional intelligence. #EmotionalManagement #EmotionalIntelligence #PersonalGrowth

Preparar-se emocionalmente é essencial. Ao ajudar seus clientes, desenvolva técnicas como respiração profunda e visualização positiva para que possam manter a calma e confiança durante a entrevista. Essas práticas ajudam a controlar o nervosismo e a focar no desempenho, promovendo uma melhor apresentação de suas habilidades e experiências.

Behavioural Questions must be crafted and selected very carefully so that one can get the desired response and feedback to assess the personality

Everyone has emotions, but as a leader, you must do two things. 1 - recognize when an emotion comes up in any situation and tuck that away for some self work and 2 - do not let any emotion drive the next action. Take a step back and look a the emotion that came up, recognize it and know that the emotion is about you, and not about the person that triggered the emotion in you. Stay calm and even if you need to walk away, just do that, excuse yourself and walk away. In the long term you must figure out the WHY behind that emotion and direct your self work to that.

Ter gestão emocional exige o autoconhecimento, necessário estar disposto a descobrir os mecanismo de defesa e ressignifica lós.

Meet people where they are. If you accept them without judgement or a “fix”, they will feel secure. Vulnerability is different than security. One leads to free expression of what we think people want us to be… …the later allows us the freedom to express our true ourselves. When you can move someone to that safe space, the emotions process themselves at a faster rate and then you can move to tangible action based empowerment which leads to solution oriented outcomes. Expecting an executive to not be emotional is denying them the authenticity that may make them the most powerful leader possible. Behavioral based interviews are to understand behavior, not undermine or deny it.

Answers that Inspire My Executive Coaching clients seldom struggle with knowing 𝘄𝗵𝗮𝘁 what to say in an interview. But they always need help knowing 𝗵𝗼𝘄 how to say it. This is especially critical when answering a behavioral question about a business experience. I teach them to use this simple format: ↪︎︎ What was the objective? ↪︎︎ Why did it matter? ↪︎︎ Where was the greatest obstacle? ↪︎︎ How was that obstacle overcome? ↪︎︎ Who benefited in the end and how? ↪︎︎ What did you learn? Following this simple structure not only makes your answers clear, it makes them compelling And the listener gains insight into to both what you accomplished and how you lead Your greatest accomplishments may be missed if you don’t relate them well

Para ajudar seus clientes a se sentirem mais confortáveis e confiantes ao responder perguntas comportamentais, é importante realizar simulações de entrevistas regularmente. Essa prática constante permite que eles aprimorem suas habilidades de resposta. Após cada simulação, ofereça feedback imediato e construtivo para ajudá-los a identificar pontos fortes e áreas de melhoria, contribuindo assim para um melhor desempenho nas entrevistas reais.

As you provide feedback to your clients remember have them highlight their contributions vs. the team. Many great leaders are will use language about the team accomplishments - and this is important. Just keep in mind that the interviewer wants to hear _your_ story and how you approached a situation so don't forget to talk about what _you_ did as you tell the story.

Behavioral interview questions are commonly used in hiring processes. Keeping a journal or list of key experiences and building stories around those experiences can provide job seekers with a robust library of responses. This is actually a good practice for anyone, not just those looking for their next role. If you are interested in continuous self-improvement and professional growth, capturing challenges and responses close to the event gives you a rich source of resources when the time comes to speak to your experience. This compilation of experiences has the added advantage of allowing for periodic reflection as you read through the various stories and recognize how you have grown and where you sometimes get stuck.