# Behavioral Round: Judgment, Prioritization, and Influence This was the behavioral interview. You will be asked three questions about judgment, reprioritization, and influencing others. For each, give a concrete story from your own experience using the **STAR** structure (Situation, Task, Action, Result), with specifics and measurable impact. ### Constraints & Assumptions - Use real examples from your professional experience; the interviewer will probe for specifics, your individual contribution, and the outcome. - Speak in terms of what **you** did ("I"), not only what the team did. - Each answer should land in roughly 2–4 minutes with a clear result and a reflection. ### Clarifying Questions to Ask - Would you prefer an example from my current role specifically, or is any recent role fine? - Are you more interested in the decision-making process or the end result? ### Part 1 — Learning from not asking for advice Tell me about a time you proceeded **without** asking for advice or help when, in hindsight, you arguably should have. What happened, and what did you learn? ```hint Structure Use STAR, and make the "Result" include the lesson: a concrete cost from going it alone and how you now calibrate when to seek input. Showing growth matters more than a flawless outcome. ``` #### What This Part Should Cover ```premium-lock What This Part Should Cover ``` ### Part 2 — Reprioritizing your own tasks Tell me about a time you had to reprioritize your tasks — for example, when a deadline shifted or urgent work appeared and you could not do everything you had planned. ```hint Structure Name the criteria you used to choose (impact, urgency, dependencies, effort), quantify the trade-off you made, and show how you communicated the change to the people depending on you. ``` #### What This Part Should Cover ```premium-lock What This Part Should Cover ``` ### Part 3 — Influencing others to reprioritize Tell me about a time you **influenced other people** to reprioritize their work — often without having direct authority over them. ```hint Structure Lead with shared goals and data, not position. Show how you understood their priorities, made the case, handled pushback, and reached alignment. ``` #### What This Part Should Cover ```premium-lock What This Part Should Cover ``` ### What a Strong Answer Covers ```premium-lock What a Strong Answer Covers ``` ### Follow-up Questions - For Part 1: how do you now decide, in the moment, whether to seek input or proceed on your own? - For Part 2: how did you communicate the deprioritized work to a stakeholder who really wanted it done? - For Part 3: what did you do when someone pushed back and refused to reprioritize? - Looking across all three: when have these instincts steered you wrong, and what did you change?