Quest Talent Solutions

S1 E12 Tell me about yourself…                Possibly THE most common interview question to ever exist, and yet, the most difficult for candidates to answer. *Quick tip: as amazing and inspirational as it may be, recruiter’s don’t need to know your life story* We’ve talked about the “elevator pitch”, but more often than not, I find candidates are simply not comfortable talking about themselves. We are so programed to speak in terms of "teams/we" it's hard to share the "I's". They spend exorbitant amounts of time sharing information that is irrelevant to the job and their experiences. Here’s how to narrow it down: ▶ Opening Statement - See S1 E8 for examples ▶ Give a very brief overview of your background ▶ Share 1-2 accomplishments in your most recent role (with data!) ▶ Wrap it all up with what you are looking for in your next opportunity Is this a buffet or a-la-carte? I don’t need the whole meal…. Just a snack. 

Parallel stories unfolding in Seattle right now at Boeing and Starbucks. Two new CEOs. Two major turnarounds. I've been watching both Kelly Ortberg (Boeing) and Brian Niccol (Starbucks) initial communications closely, and there's a fascinating pattern in how they're architecting change. Most recently from Starbucks' preliminary Q4 guidance and Boeing's Q3 results. The diagnosis is strikingly similar: ▸ Boeing: "Trust in our company has eroded" ▸ Starbucks: "We have drifted from our core" But it's their parallel playbooks for communicating change that caught my attention. 1. Heritage as North Star 🌟 Both CEOs are heavily anchoring their change narrative in company DNA: ▸ Boeing: Return to engineering excellence ▸ Starbucks: Back to coffeehouse roots  ▸ Lesson: Use your company's legacy as the springboard for the future, not something to run from. 2. Front-Line First 👥 Their first moves weren't PowerPoints - they were: ▸ Ortberg: Factory floors and engineering labs ▸ Niccol: Store visits and barista conversations  ▸ Lesson: Ground truth comes from where value is created, not headquarters. 3. Problem Definition is Everything 🎯 Note the clarity in problem statements: ▸ Boeing: "Trust has eroded" ▸ Starbucks: "Drifted from our core" ▸ Lesson: You can't solve what you won't name. 4. Framework, Not Frenzy 📋 Both use clear four-pillar strategies to make change digestible: ▸ Simple enough to remember ▸ Specific enough to execute ▸ Sequenced for impact  ▸ Lesson: Complex change needs simple architecture. 5. Time Horizon Management ⏰  Both are explicit that: ▸ Quick fixes won't work ▸ Fundamentals come first ▸ Change is a process, not an event  ▸ Lesson: Set realistic expectations on the long, hard road of change and transformation early. The meta-lesson? Successful change leadership requires: ▸ Brutal honesty about problems ▸ Deep respect for heritage and what got you here ▸ Clear frameworks for action ▸ Authentic engagement with front-line teams ▸ Realistic timelines For leaders stepping into turnaround situations: notice how both CEOs balance urgency with patience, heritage with change, and clarity with complexity. If you were stepping into either role today, which elements of their playbook would you prioritize? And what might you add? #changecommunications #communications #leadership #ceotransition

S1 E10 Your interview answers should be 60-85 seconds. And if you don’t know where you are in your answer, neither does the interviewer. Every example should include: ➡ Situation - Set up. ➡ Action - Your role in the solution. ➡ Results - How'd it turn out. Practice in front of a mirror, in front of people, in a room by yourself, at least 7-10 times.