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https://killexams.com/exam_list/AvayaAvaya J179 Phone Quick Reference
Getting To Know Your Avaya J179
Your Avaya desk phone can perform some pretty advanced tasks if you know how to navigate the phone’s settings. A schematic and glossary of the phone, its buttons and icons is available on the Avaya J179 Phone page.
If you have any further questions about setting up or using other features of your desk phone not covered here, contact the Service Desk at (916) 278-7337.
Extended Features of Your Avaya Desk Phone
Commonly Used Features
Symbols, Icons & Buttons
Conference Calling
You may add up to five people on a call.
Setting up a conference call
From the Phone screen, select your active call if not already on that line.
Press Conf.
Dial the telephone number, or call the person from the Contacts list, or call the person from the History list.
When the person answers, press Join or OK to add the person to the existing call.
Press Add and repeat these steps to add another person to the conference call.
Adding a person on hold to a conference call
From the Phone screen, select your active call.
Press “Conf”, you will get dial tone
Select the call on hold that you want to add to the conference.
Press “Join” to add the person to the conference call.
Dropping a person from a conference call
To drop the last person you added onto the call, Press the “Drop” Button.
Personalizing Button Labels
You can change the labels that the phone displays for your extensions, features, and abbreviated dial or speed dial buttons. For example, you can change the label for your extension to My Line. If you have a button module attached to your phone, you can change any of those labels. For example, you can change a Help Desk extension to read Help Desk.
Press Main Menu.
Select Options & Settings or Phone Settings.
Press Select or OK.
Select Application Settings.
Select Personalize Labels.
Press Change or OK. The phone displays the labels which you can edit.
Select the label you want to edit. If the label you want to edit is on the Features menu, scroll right to access the Features menu, and select the label you want to edit.
Press Edit.
Edit the label. Press More then Clear to clear all text fields and start again.
Press Save or OK.
(Optional) To revert to the default button labels, select Main Menu > Options & Settings > Application Settings > Restore Default Button Labels.
Press Select.
Press Default.
Speed Dial
If you want to set up your phone to speed dial contacts on or off campus, follow the steps below:
From the initial screen on your phone, press the down arrow until you find the Abr Program button.
Press the Abr Program button, then select the Speed Dial (SD) button you want to use.
If it is an extension on campus, just dial the five digit extension, then press # to save it. That’s pretty much it.
If it is an off-campus number, dial 9 followed by area code and the rest of the number (ex: 9-916-555-5555). Save it by pressing #.
In both cases, press the Speaker button to exit programming mode.
Test the speed dial by pressing the speed dial button.
Setting Headset Ringer
You can get incoming call alert through your headset and the speaker. This might be convenient if you want to turn the speaker alert off or you have a wireless headset. Note: Not all the headsets support audible alerts.
Press Main menu.
Navigate to Options and Settings > Call Settings > Headset Signaling.
Select from the three settings using the corresponding buttons:
None: No ringing tone is sent to the headset. Headset remains on hook until headset switch-hook button is pressed for an incoming call.
Switchhook and Alerts: On an incoming call, the phone plays an alert tone in the headset every 5 seconds.
Switchhook only: The phone does not send the ringing tone to the headset. The headset switchhook button is non functional.
Press Save.
Adjusting Display Brightness
Press Home.
Press Main menu.
Select Options & Settings or Phone Settings.
Press Select.
Select Screen & Sound Options.
Press Select.
Select Brightness or Contrast.
Press Change.
Select Phone or an attached button module.
Scroll to the right or left to adjust the brightness or contrast.
Press Save.
Wed, 05 Jan 2022 16:22:00 -0600entext/htmlhttps://www.csus.edu/information-resources-technology/communication-collaboration/new-phone-migration.htmlInterpersonal Communications Skills Test
Communicating with others is an essential skill in business dealings, family affairs, and romantic relationships. Do you often find yourself misunderstanding others? Do you have difficulty getting your point across clearly? When it comes to communication, what you say and what you don't say are equally important. Being a good listener is quite crucial. Find out how your interpersonal skills rate by taking this Communication Skills Test.
Examine the following statements and indicate the degree to which they apply to you. In order to receive the most accurate results, please answer each question as honestly as possible.
After finishing this test you will receive a FREE snapshot report with a summary evaluation and graph. You will then have the option to purchase the full results for $4.95
This test is intended for informational and entertainment purposes only. It is not a substitute for professional diagnosis or for the treatment of any health condition. If you would like to seek the advice of a licensed mental health professional you can search Psychology Today's directory here.
Sun, 18 Jun 2023 14:01:00 -0500en-UStext/htmlhttps://www.psychologytoday.com/us/tests/relationships/interpersonal-communications-skills-testChannel Questions Abound For Avaya As Nortel Acquisition Heads Toward Approval Stage
That question and others were top of mind as news of the planned acquisition raced around the channel Monday.
Avaya and Nortel confirmed in separate statements that Avaya would pay $900 million in cash and $15 million for an employee retention program to acquire all assets of Nortel's Enterprise Solutions business and shares of Nortel Government Solutions Inc. and Diamondware Ltd.
The deal -- subject to court approval -- comes after a formal bidding process for Nortel's enterprise business and before that, the $475 million "stalking horse" bid Avaya made for the business in July.
Nortel entered bankruptcy protection in January after its restructuring plans failed and it lost $5.8 billion last year, and has spent much of 2009 auctioning off pieces of its business.
In an interview with Channelweb.com, Nortel Enterprise Solutions President Joel Hackney said he had two messages for Nortel's channel following the confirmation that Avaya had won the enterprise business.
"The first message is that this is an extremely positive day where we're able to demonstrate to our current and future partners that we now have a clear path forward that allows us to not only continue our partnerships but grow our relationships," Hackney said. "The second message is, the partner base is as important to us or more important to us than it's ever been. One of the major drivers of this transaction was Avaya's interest in learning and leveraging from Nortel's channel relationships and bringing forward the benefits of working with both Nortel and Avaya."
Avaya, which declined comment to Channelweb.com beyond its Monday morning statement, has spent much of the past few years refocusing its efforts on the channel and is expected to launch its global channel program at its partner conference in Nashville, Tenn., in mid-October.
The company has been offering incentives to Nortel partners to migrate to Avaya since late last year, and, Hackney argued, having Nortel's partner base in its purview helps Avaya accelerate its own channel goals.
"Avaya for several years had been pursuing more direct strategy but then expressed interest in growing a more channel-friendly model," Hackney said. "It would have taken them years to do that and whether they would have been able to do that effectively is a question. We provide a more complete product suite and one that can enable partners to compete more directly in the marketplace with other solutions, and also augment our partners' capability gaps in ways we are not able to do as two separate companies."
Hackney wouldn't comment on what his role or those of his executive team would be under Avaya management, or what steps would be taken immediately if the deal is approved.
Hackney said during a conference call for analysts that at least 75 percent of the Nortel unit's workforce would be preserved, but did not elaborate on how the $15 million in employee retention program money from Avaya would be used. Channel observers reacted with guarded optimism about the Avaya-Nortel agreement, with many saying they were glad a long period of turmoil for Nortel might be coming to an end.
"I'm so happy to see this thing finally come to a conclusion and have this uncertainty behind us," said Tony Parella, president and CEO of Shared Technologies, a Coppell, Texas-based solution provider. "I think there'll be mixed reviews for a while, but given the strain the industry's been under, this is something that's very important."
Shared, which is one of Nortel's 10 largest partners, was also among the 19 Nortel partners recruited by Avaya in the past year. Parella said he heard no indication from Avaya that there were immediate plans to discontinue any existing Nortel product lines, and that he thought Avaya would respond appropriately to areas in which Nortel was either stronger from a product standpoint or where Avaya doesn't already play, such as in data networking.
"I see very little risk of them dismantling the Nortel platform and cannibalizing the customer base. That's not the sense you get from Avaya at all," he said. "This Avaya has been very different than the Avaya I saw the past 10 years. I never took on that line before because they were not pro-channel, and they courted me a long time."
Despite its troubles, Nortel is still a name, Parella said.
"I still believe there's a lot of loyalty to the Nortel brand, and now they can go forward with the right capital structure," he said. "They were dead in the water, with no way to turn their company around with so many historical sins. But from the customer view, how Avaya handles messaging is critical. Partners need to hear what the scale of the business does for Avaya."
Some VARs contended that Avaya needs to communicate what's going to happen to Nortel's products and channel leadership early on -- or risk a flight of confused partners to competitors.
Cisco, Juniper and others have been stalking Nortel's channel during the tumult -- a trend that will continue if Avaya and Nortel stumble during the transition, said Bob Hafner, managing vice president of Gartner Research's enterprise communication application team.
"Will Siemens, will Cisco, will Microsoft start targeting some of the Nortel channels in the interim? Yes. They will be looking at the channel as an opportunity to say, you know, during this next period of multiple years while Avaya and Nortel are sorting through their products and strategies and trying to rationalize the channels, why don't you come with us? I expect that to be a conversation that all Avaya/Nortel competitors try to have," he said.
"We're going to need to hear, as soon as possible, and as clearly as possible, what products live and what products die," said one Nortel solution provider, who asked not to be identified. "It'll take them some time to figure that out, but the sooner they can communicate that as clearly as possible, the sooner the channel will be confident. Otherwise, the transition will be messy."
What several solution providers and Hafner agreed on was certainty that the deal would close.
"I believe it will close, it's just the timing," Hafner said. "One thing I am saying is that I believe it's not going to happen nearly as quickly as they think it is. Everything that's happened with Nortel has taken longer than expected, so why should this be any exception? It could be as late as the second quarter of next year."
How Avaya continues to evolve as a channel player will be crucial to its success with Nortel, observers agreed.
"The reality is they'll [Avaya] never get the scale and growth they need if they don't have the channel -- you can't possibly get there with a direct sales force in today's market," Parella said. "But we see the commitment, and they've embraced us and been very supportive. And at the end of the day -- even all you're going to hear about antitrust and courts -- this deal will close."
"The execution over the next couple of years will make the difference between an amazing merger or acquisition, and one of those we talk about as 'maybe it would have been better if they'd stayed separate,'" Hafner added. "Don't get me wrong, in any scenario, it will be positive for Avaya. They got a good deal on this and it's a large customer base. But will it be a total success or an average success? It's going to be a couple years before we know that."
Mon, 14 Sep 2009 12:00:00 -0500text/htmlhttps://www.crn.com/news/networking/220000285/channel-questions-abound-for-avaya-as-nortel-acquisition-heads-toward-approval-stageExam Information
An test proctor will begin reading test instructions approximately 15 minutes before the test start time. Students must be in the test room with their test at this time. If taking the test on a laptop, it must be booted up and have passed the security check. Hand writers must not have a laptop with them in an test room, unless otherwise allowed according to the professor’s instructions. A student entering the test room after the proctor begins reading instructions will not receive additional time for booting up their laptop, passing the security check, and/or reading test instructions.
When instructed by the proctor, write your test number on the cover page of your exam, bluebooks, and any scratch paper you turn in as part of your exam. Handwritten test answers must be written in blue books in blue or black ink. Number the bluebooks you use (1 of 1, 1 of 2, 2 of 2, etc.). Proctors will allow time to read the professor’s instructions. Other than counting the number of pages of the exam, students are not permitted to turn the page of an test past the instructions page until the proctor instructs them to do so.
When taking a closed-book exam, no books, outlines, book bags, purses, or scratch paper (other than the scratch paper provided) may be at your seat during the exam. These items must be left outside of the test room or in the front or sides of the test room. Students may not begin to write anything, including on scratch paper, before the proctor begins a closed-book exam.
Students taking in-class exams are prohibited from having any electronic communication device, other than a laptop as allowed per the professor's instructions, during the exam. Cell phones and smart watches must be turned off during the test and placed in a bag or backpack. Violations of this rule may be considered an Honor Code violation. A clock in each test room will be the official timekeeper for the exam.
Non-alcoholic beverages are permitted in test rooms; however, the container must have a lid.
After the test instructions have been read and the test begins, the proctor will remain in the room. Any student who has a question or problem during an test should see the proctor.
Students may use the restroom or take a break during an exam. However, all test materials must be left in the test room and no additional time will be given. Students must sign in and out at the front of the room with the proctor.
Thu, 15 Jun 2023 00:20:00 -0500entext/htmlhttps://www.slu.edu/law/academics/registrar/exam-information/index.phpDoctoral Candidacy Examination Instructions
All students participating in a Master of Science or Doctor of Philosophy degree program must complete a thesis or dissertation proposal for approval by the members of the student's steering committee. The major professor and each of the graduate steering committee members must approve the proposal using the Graduate School'sproposal approval form. MS thesis proposals should generally be completed two semesters prior to defense of the thesis; PhD dissertation proposals must be completed to achieve candidacy (in concert or in parallel with the candidacy examination process). Each Department/Program may have requirements that exceed those specified broadly in this policy; however, they must be consistent with the Graduate School's requirements. Departmental requirements beyond the minimum stated here must be specified in writing and submitted to the Graduate School as well as listed in departmental web pages. It is the responsibility of the student to be aware of, and comply with, all Graduate School and Departmental dissertation proposal requirements.
The objectives of this examination are to confirm the student's breadth and depth of knowledge in their chosen field of study as well as the student's understanding of the scientific process. The doctoral candidacy examination should be administered upon completion of the majority of coursework, and successful completion of the test signifies readiness to undertake the research and dissertation component of the doctoral program. This examination must be taken within three years from the first date of matriculation, and at least one year prior to the dissertation defense.
Upon the recommendation of the appropriate Department Chairperson, the Associate Provost for Instruction and Office of the Graduate School appoints the doctoral candidacy examination committee consisting of the student's major professor, the student's steering committee and an additional faculty member from an appropriate area. Additionally, the Associate Provost for Instruction and Office of the Graduate School appoints a committee chair who is not from the department of the student's degree program. The role of the examination committee chair is to manage the examination, ensure its integrity and represent the interests of the faculty and student.
The examination must have both written and oral components, described below.
Written Examination
The purpose of the written test is to assess the readiness of the student to move beyond the coursework stage of the doctoral program, into the development of a substantial research project and dissertation. Traditionally, questioning should verify sufficient breadth and depth of knowledge to successfully undertake such research, and then communicate the results in a scholarly manner appropriate to the discipline.
To initiate the examination process, the examining committee shall convene at a planning meeting with the student. During the first part of the planning meeting, the committee determines the form and schedule for the process and establishes the date for the oral component (reported on form 6E). The student is then excused from the meeting and the committee develops and discusses the test content. There are three alternative forms for the written component, as follows:
Form 1: Each member of the committee (excluding the chair) submits one distinct question, set of questions, or problem related to the objectives of the exam. The questions are discussed and agreed upon at the planning meeting. The major professor administers the written examination. Typically, each question or set of questions must be completed within a prescribed period of time, not to exceed approximately 8 hours each, with additional time permitted for reasonable breaks, meals, etc.. No more than one question or set of questions should be administered per 24 hours. Upon completion by the student, the examination questions are reviewed and graded by the committee members who prepared them. The committee then collectively reviews the entire examination.
Form 2: The student prepares a written report on a syllabu or problem assigned collectively by the examining committee as a whole. The syllabu or problem must meet the objectives of the examination and its content cannot be directly related to the student's dissertation research topic. The student has approximately one month to develop a thorough understanding of the assigned syllabu and prepare a written report. The report is reviewed by the committee members and committee chair.
Form 3: The student prepares and defends a written proposal of future research likely to be carried out during their Ph.D. project. This research prospectus must be presented to the examining committee two weeks prior to the oral candidacy test and should include preliminary studies supporting the feasibility of the proposed research. The test will test the candidate's understanding of concepts directly related to his or her immediate area of research, knowledge of prior related research that has been conducted by others, their ability to design and interpret experiments in this area, and capacity to think and write independently and to present work plans orally in a clear and rational manner. The report is reviewed by the committee members and committee chair.Form 3 is availableonlyto doctoral students in the Department of Chemistry and Environmental Resources Engineering.
At least 3 business days prior to the oral exam, the major professor shall confirm with the chair of the examining committee that the oral examination should proceed as scheduled. The written test is thus considered to be "provisionally successful." If the written examination componentdoes notmeet the standards established for the candidacy exam, the committee has two options.
If the deficiencies are relatively minor, or in the case of Form 1, limited to a minority of the written questions, the oral test may be postponed by the Office of the Graduate School at the recommendation of the chair of the test committee. The student may then be provided with an additional time period, the length of which should be determined by the full examination committee in consultation with the chair, to address deficiencies identified in the written examination. This time period should be no less than 8 hours (typically for Form 1), and may extend up to 5 business days for Forms 2 and 3. This action is treated as a suspension and extension of the written test "in progress," and, if ultimately successful, does not constitute a failure of the entire exam, nor count toward the limited number of attempts prescribed by Graduate School policy below.
If the deficiencies are severe, the major professor, in consultation with the examination committee may decide to fail the candidate without performing the oral component. This latter action does constitute a failure of the candidacy test in its entirety, anddoes counttoward the limited number of attempts prescribed by Graduate School policy below.
Oral Examination
The purpose of the oral examination is to further confirm the fitness of the student to apply the skills and knowledge acquired to date toward a successful and significant research project. The oral examination provides the opportunity for the student to demonstrate their ability to think synthetically and critically in a manner conveying their readiness to commence the dissertation project.
The oral component of the candidacy examination is typically scheduled for a period of approximately two hours, and is broken in to two distinct rounds of questioning. The first round, lasting approximately 60 minutes, consists of questions from each of the members of the examination committee, including the chair should they choose to contribute questions. Time should be shared equitably among the questioners, with interjections or interruptions by other questioners prohibited during the first round. The second round of questions may be more flexibly structured, with broader discussion and interchange among questioners is encouraged.
Any member of the faculty may be a silent observer for the oral component. The candidate may also invite a silent student observer to attend the oral examination. At the completion of the oral examination, the candidate and observers are excused from the room and the examination committee determines whether the student has successfully completed the oral component of the test and achieved the status of "doctoral candidate." The committee chair has the option to vote. Unanimous agreement is required to pass the student on the first attempt. If less than unanimous agreement is reached, the student is considered to have failed the first candidacy examination. A student who fails the first candidacy test may request a second exam, which must take place no more than one year from the date of the first examination. The second candidacy examination may, or may not include a new written component, at the discretion of the student's major professor and examination committee, in consultation with the examination chair. At the second exam, the student has passed if there is not more than one negative vote. A student who is determined to have failed the second candidacy examination is terminated from the doctoral program.
Scheduling the Candidacy Exam
To schedule a doctoral candidacy examination, the student should complete the following steps:
In consultation with your major professor, completeForm 6Bfor your Department Chairperson to review, sign, and forward to the Office of Instruction and Graduate Studies. Form 6B should be submitted according to theacademic year deadlinesfor defense exams.
The Associate Provost for Instruction and Office of the Graduate School will assign a faculty member outside of your degree program to serve as chair of your examination committee. When you receive a copy of Form 6C which officially appoints your examination committee, you must consult with all members of your committee (major professor, steering committee, additional examiner, and defense chair) to arrange a mutually convenient date, time, and location for a planning meeting.
You must inform the Office of Instruction and Graduate Studies of the agreed upon date, time, and location for your planning meeting at least two weeks in advance of the date. This Office will confirm in Form 6D these arrangements with all concerned individuals.
At the planning meeting, your test chair and the committee complete Form 6E, the committee chair will sign it and return it to the Office of Instruction and Graduate Studies, which will distribute copies to you and the committee.
If you are using Form 1 of the examination, you and your major professor should arrange for a time and location to administer the questions.
The last step is to meet with your committee and complete the oral examination at the designated date. At the end of the oral examination, your committee will ask you and any observers to leave the room while it determines if you have satisfactorily completed the doctoral candidacy examination. You will be invited back to receive the decision of the committee which will also be reported on Form 6F and returned by the test chair to the Office of Instruction and Graduate Studies.
Thu, 25 Aug 2022 07:07:00 -0500entext/htmlhttps://www.esf.edu/graduate/programs/docexam.phpAvaya Tees Up Custom Services Program For Partners
The offer is called Avaya Communications Outsourcing Solutions, or COS, in which Avaya takes over managing all of a customer's communications operations, including multi-vendor deployments.
How it works is Avaya and channel partners collaborate with a customer to design custom communications management packages, priced on a case-by-case basis. COS includes multi-vendor worldwide communications support using Avaya's nine global Network Operations Centers (NOC), applications support, and operating expense procurement covering hardware, software and additional services.
The offering can also include customized service level agreements (SLA), use of Avaya's communication management platform, Matrix, and what Avaya says is a typical 15 to 20 percent TCO improvement behind its managed services delivery.
Ed Nalbandian, vice president, Avaya Operations Services, said that the COS offering targets two types of customers in particular: those customers looking to update their aging infrastructure but have to be cost-conscious about what and how they upgrade, and those who are happy with their infrastructure but want to Strengthen performance and remove unnecessary cap-ex and op-ex costs.
"It's a custom managed solution," Nalbandian told CRN this week. "We're finding that as the complexity of environments goes up, particularly in multi-vendor environments, they can be difficult to manage. We're also finding that many enterprises selectively outsource as opposed to a mega-outsourced deal."
According to Frost & Sullivan data, Avaya controls about 24 percent of the North America market for telephony implementation and management.
Nalbandian said Avaya has opened COS to all Avaya partners, but the program by its nature depends on the requirements of the customer. Avaya doesn't charge partners to participate in COS or to sell Avaya Communications Management Services in either retail or wholesale models, although there is a branding fee for a private label wholesale arrangement.
COS is the latest launch in Avaya's expanding services strategy, around which it implored VARs to become more active -- particularly around maintenance renewals and managed services -- at last fall's U.S. partner conference. Among other releases, Avaya in May 2011 debuted Support Advantage, which offers several levels of 24/7 remote software and hardware support for customers.
Wed, 29 Feb 2012 08:52:00 -0600text/htmlhttps://www.crn.com/news/networking/232601801/avaya-tees-up-custom-services-program-for-partnersHow To Ask More Powerful Questions
“I got this.”
This was my go-to line when I knew what I was doing and wanted to get my boss off my back. What I couldn’t see was how it highlighted a major mistake. I wasn’t evaluating the situation, I wasn’t asking questions. I assumed I knew all the answers, and I was usually wrong.
I didn’t realize the error in my ways until a major client rollout flopped and I had no one to blame but myself — my own stubborn belief that “I got this,” even though I clearly didn’t.
In a debrief with my boss, he said, “Aaron, when you say 'I got this' and have no concerns about a situation, that is when I get concerned.”
What he meant was that as soon as I stop asking compelling questions, I assume I know what’s going to work and stop evaluating potential outcomes and solutions. It’s a tendency we all have when we want to take the quick route. It’s what holds us back from being powerful leaders.
Why is asking powerful questions an essentialleadership habit?
It provides leaders with a means to mitigate their confirmation biases and dive deep into the evaluation of a situation, a person or their team as a whole.
I had biases for how the rollout was going to play out. I’d done this before; I knew what was going to happen, so why should I look further into it? I wish I could say this was unique to me, but we all do this. Our brains are wired to jump to outcomes, to look for shortcuts.
Not sure if this relates to you? Watch this quick video to test yourself.
Daniel Kahneman, Nobel Prize-winning behavioral economist who was the first to highlight these biases, states, “Confirmation bias comes from when you have an interpretation, and you adopt it, and then, top down, you force everything to fit that interpretation.”
This bias can be disastrous for leaders; it can hinder their decision making ability and blindside them completely. Asking powerful questions is our way around it. It can help us avoid this common miscalculation.
What does a powerful question look like?
I’m going to share a definition of and the criteria for a powerful question, but I also want to be clear there is no script for asking a powerful question. Powerful questions evoke clarity, create greater possibility, reveal new learning and generate action. Here are a few ways to determine if a question is powerful or not.
A powerful question …
• Is open-ended: Ask what, when or how instead of asking a yes or no question.
• Comes from a beginner’s mindset: Start by telling yourself, “I don’t know the answer.”
• Is clear and succinct: Keep it simple, don’t use too many words.
• Is impactful: It’s important to remember that not every question in a conversation should be powerful. In a 30-minute conversation, aim for 2-3 powerful questions.
• Happens in the moment: Here is probably the most crucial point to remember about powerful questioning. You can’t plan it! Formulaic questions outlined before the conversation won’t work. You have to be in the moment.
There is no script for asking powerful questions. There is, however, an often-overlooked trait that will set you up to ask powerful questions in any situation.
What’s the trait?
Curiosity. Want to discover a master of curiosity? Find any 3-year old and watch them for an hour. They ask what, why and how to nearly everything they see in the world around them. They want to know more and do not limit themselves to the societal expectations of what’s right or wrong. They just ask.
As we get older, we are trained to lose our curiosity when it becomes clear it’s not acceptable to ask all the questions that come to mind. Instead, we go about our days having surface-level conversations, rarely digging more in-depth with a co-worker, client or even a friend.
The secret to asking more powerful questions is digging deeper. It’s triggering our 3-year old selves and reconnecting with our curiosity.
I found it hard to come up with a way to share this concept with you. I realized it’s so hard to explain because, as adults, there are very few situations where we are curious. Then I remembered riddles. They are a great way to bring the curiosity right back. Try this one out.
“What has a head, a tail, is brown and has no legs?”
As you are reading this, trying to figure out the answer, your mind is swirling with questions and possibilities.
What kind of animal has no legs?
Is it an animal?
What else could it be?
What sorts of things have tails?
The series of questions running through your head is your curiosity showing up. It’s the little kid inside of you wanting to understand, to know. Curiosity is the genuine desire to learn more -- to explore.
To be able to evaluate people, teams or situations with greater fidelity, go back to the curious part of you that wants to explore. Instead of restricting yourself, open yourself up and allow your mind to ask any question.
Allow yourself to ask the powerful questions. You already have them in you.
Sometimes it may take priming yourself with a riddle to get you there.
“What has a head, a tail, is brown and has no legs?”
A penny.
Mon, 18 Dec 2017 23:00:00 -0600Aaron Levyentext/htmlhttps://www.forbes.com/sites/forbescoachescouncil/2017/12/19/how-to-ask-more-powerful-questions/7 interview questions every recruiter should ask candidates for a senior role — and the answers they should look for
Recruiters hiring for senior-level positions must have hurry judgment when interviewing candidates.
An effective, streamlined interview process can help save a company time and money.
Experts shared seven crucial questions hiring leaders should ask — and their ideal answers.
This article is part of "Talent Insider," a series containing expert advice to help business owners tackle a variety of hiring challenges.
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Access your favorite syllabus in a personalized feed while you're on the go.
For hiring leaders at enterprise companies, asking the right interview questions is essential for successful recruiting.
An article from the Wharton School at the University of Pennsylvania suggests the average hiring process lasts about a month, while for senior-level roles that timeline can extend to several months. Companies hiring top talent have estimated they spend three or four times a candidate's salary during the recruiting process. Having a streamlined process — especially for senior roles — can save companies time and money.
Four human-resources and business leaders shared some important interview questions to ask candidates vying for a senior-level position — and the most telling responses.
Asking the right interview questions is crucial
Candidates interviewing for senior roles may go through several rounds of interviews, which can take weeks or even months. Leigh Anne Wauford, the senior director of talent management at the marketing service PureRed, advised using scenario-based questions and establishing consistent tools for feedback.
"Trying to find efficiencies in the process while simultaneously bringing in the most qualified candidates has proven to be a juggling act," she said. "Some strategies to consider include increasing HR training on how to use more behavioral-based interview questions and implementing an interview guide and an evaluation scorecard."
Effective interview questions can also identify hard and soft skills and determine whether the candidate would add to the company's culture.
"Focusing too much on a checklist of achievements and technical skills rather than evaluating the candidate as a fully formed person is a major — and frequent — error," said Marc Cenedella, the founder of Leet Resumes, a résumé-assistance platform, and Ladders, a recruiting service. "Large businesses need to dig deeper than the résumé to determine specifically how this candidate has helped other organizations in the past and how those results could translate to their own company."
The interview questions should align with the hiring profile, which may need to be tweaked after a role has been vacated.
"The best advice for HR leaders at large companies is to stay completely current on your business strategy to ensure alignment between the strategy and the open roles," said Melanie Steinbach, the chief people officer of MasterClass. "Check in often with hiring managers to make sure that the original job specification is still relevant and make sure you are asking questions that line up with the business strategy."
7 effective interview questions
1. What interests you in the company?
"This is a fundamental question," Steinbach said, "but if a candidate doesn't know anything about the company they're interviewing with, that's a red flag."
Honesty is the best policy. If a candidate admits they don't know much about the company but mentions they've heard others speak highly of it and are eager to learn more, that's "a green flag," Steinbach said.
2. At this stage in your career, what are you looking for in your next opportunity? How does this role and the company culture align with your expectations?
"If they say they expect to be promoted within the next eight to 12 months and you know that your organization doesn't offer career planning or succession planning and that the person in the next-level role isn't planning to go anywhere anytime soon, the candidate's response would indicate that they might not be a good fit for the role," Wauford said.
"Green-flag responses are those that align with your company expectations of the role or what their direct supervisor expects."
3. Tell me about a time when you disagreed with a colleague and how you resolved the issue.
"This prompt provides information about the candidate's conflict-resolution skills and their ability to take accountability for any part they may have played in a problem," Cenedella said.
"When a candidate blames other people for conflict or project failures rather than taking accountability for the role they played in the situation, that's a big red flag. It can also be a red flag if they say they've never had any conflict. That either demonstrates dishonesty or passiveness."
4. Describe a specific example of how your work impacted your company's bottom line.
"When a candidate can't articulate the value they would bring to your business specifically, or if they don't understand the basic information about what your business does and who it serves, that's a big red flag," Cenedella said.
"A green flag is when a candidate can provide concrete, numbers-based examples of their prior experience and how they could do something similar at your company," Cenedella added. "Good candidates should understand your company and have a vision about where they would fit into it."
Steinbach also uses this prompt to gauge a candidate's collaborative and problem-solving abilities.
"I look to hear about their past work examples that correlate to the scenario and 'we' versus 'I' statements," Steinbach said. "Anyone who is too 'I' focused seems less open to collaboration, which can be a potential red flag, whereas those using a mix of 'we' and 'I' show they're collaborative and able to take accountability, which can be a potential green flag."
5. What attributes does your ideal manager possess?
"Recruiters should ensure that the candidate's response to this question closely represents the company's culture," said Maurice Wiggins, the head of global diversity, equity, and inclusion at Google. "If the candidate's responses align with current company leadership, companies will likely retain the employee over time based on the culture fit, which is critical to retention and reducing employee turnover."
6. What assistance do you typically receive from others you work alongside? How integral is having support and a shared workload to your success?
"If your organization runs very lean and employees must wear many hats, someone who is used to having multiple players that are responsible for a key part of the workload may not thrive in your company culture," Wauford said.
"What's most important during the hiring process is that there is clear communication about the needs and responsibilities of the role and how that role impacts the productivity of the team."
7. Do you have any questions?
"I also always leave time at the end of an interview for the candidate to ask questions, and I appreciate people who have put in thought and effort and ask questions beyond 'Tell me about your culture' or something else that's a bit generic," Steinbach said.
"A candidate can ask about the culture but do so in a way that shows effort, such as 'I saw on your LinkedIn page that your company did X, tell me more about that,' or something that shows they care about the company."
Wed, 03 Jan 2024 05:43:00 -0600en-UStext/htmlhttps://www.businessinsider.com/best-recruiter-interview-questions-senior-job-candidates-2024-1What the GRE Test Is and How to PrepareNo result found, try new keyword!Andrew Selepak, program coordinator of the master's program in mass communication ... the total test time will decrease, test-takers will have the same amount of time to answer each question ...Mon, 25 Jun 2018 03:17:00 -0500https://www.usnews.com/education/best-graduate-schools/articles/what-the-gre-test-is-and-how-to-prepare'Unsolvable' test question meant for 11-year-old leaves adults defeated
A baffling test question meant to test 11-year-old students has been leaving adults defeated - and the 'unsolvable puzzle will make you glad you're no longer in school
The question has left people baffed (stock photo)(
Image: Getty Images)
A mind-bending maths question designed for school children has left adults stumped - with some saying the puzzle is completely 'unsolvable'.
Do you remember sitting your maths exams at school and scratching your head at the strange real-life quiz questions you'd be presented with? The questions are designed to encourage students to use logic to pick out the important parts of the often long-winded story and then figure out which maths discipline they need to use to find the correct answer.
They're not always easy and for many of us, they will have been the least favourite part of any exam. And it's no different for kids today either, as one maths question designed for 11-year-old students has been leaving children and adults alike baffled as they struggle to find the answer.
The question came from a Chinese test paper that was designed for schoolchildren aged 11 in 2018. According to the BBC, a translation of the question asks: "If a ship had 26 sheep and 10 goats onboard, how old is the ship's captain?"
That's it. That's all the information you're given for this question - so try and answer it. Surely there must be some way to work it out, even though it certainly feels like you haven't been given enough details about the imaginary ship and its captain to truly reach a solution.
Other people who tried to work out the correct answer thought the same, and thanks to the South China Morning Post, we can even see some of the answers that clever students gave. One pupil argued: "The captain is 36 years old. He is quite narcissistic, so the number of animals corresponds to his age."
Another defied the question writers and refused to answer, as they said: "The number of the sheep and goats is irrelevant to the captain's age," and a third dejected student simply wrote: "The captain's age is ... I don't know. I can't solve this."
One answer from an adult on social media also tried to work the puzzle out using very sound logic, as they said: "In China, if you're driving a ship that cargo you need to have possessed a boat license for five years. The minimum age for getting a boat's license is 23, so he's at least 28."
But what is the correct answer? Well, there isn't one. Yep, that's right. Unfortunately, when we said this puzzle was "unsolvable", we meant it. As infuriating as it is, apparently the whole point of the question is that there's no way to work out the answer, and students will get the question right on their test if they explain they don't have enough information to give a solution.
In a statement, Shunqing Education Department confirmed there was no answer, as they said: "The role of education is not to produce standardised spare parts ... Each answer can reflect a different personality. A question that can have different answers is a good question."
