Behaviorals Flashcards

1
Q

• What other banks are you interviewing with?

A

o Asked by a bulge: MS, GS, Bank of America, Credit Suisse and a few other banks
o Asked by boutique: PJT, Evercore, Goldman Sachs and a few other banks

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2
Q

• What factors are you considering throughout this process?

A

o Culture / People
o Approach to professional development
o Opportunities for meaningful work

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3
Q

• Where do we rank?

A

o You’re definitely a top bank for me. I’ve really enjoyed getting to know everyone here and feel like I’ve made great connections throughout this process and I’m looking for a place where I can be for the long term and build my banking career and I would love that place to be Guggenheim.

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4
Q

• If we give you an offer would you accept?

A

o You’re a top bank for me, but I want to be respectful to all the banks and see this process through to the end before making a commitment.

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5
Q

• Why IB?

A

o When I was working on the acquisition at panther, I had exposure to the investment bank that was advising on the transaction and I was able to see how the investment bank really acted as a thought partner with the spac and the spac was led by a top bank of America executive so he had a ton of knowledge in the finance space and I thought it would be very rewarding to work in a client facing, solutions oriented position where you’re helping incredibly sophisticated clients work through their strategic and financial challenges. Beyond that I realized IB was the perfect merger of my background in terms of the analytical problem-solving work I was doing at GS and the client services work I was doing at PRM and that’s why I want to do investment banking.

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6
Q

• What are your three primary weaknesses? What are three more? What are three more? (the 2nd two questions are pressure tests)

A

o Too focused into details
 I tend to focus too much on the details, which means I sometimes get curious and distracted by the finer points of a project – I can end up spending three hours reading something that’s only very slightly relevant to the project. I think one of the best ways to combat this, though, is to be aware of it in the first place – when I notice myself getting dragged away from what I should be doing, it becomes a lot easier to pull back. In a job like this, I think it’s very important to be organized and prioritize and I think that’s something I’ll be doing a lot of, so that will help with making sure I only focus on the finer points when I’m able to
o Public Speaking
 I have bad public speaking anxiety and it’s something I’ve been working on, so I try to practice when I get a chance
o Too focused on binary outcomes
 e.g. I won or I didn’t. For example, in swimming, I could get my best time but if I didn’t win I felt like I failed. This has kind of transitioned over into my professional career as well, so I make sure that I’m setting smaller goals and acknowledging those even if the larger goal wasn’t achieved.
o Too eager to jump into the work
 When I’m working on a project sometimes I I have the urge to jump into things right a way and have learned I need to step back and make a solid plan before approaching things. Kind of a slow down to speed up or measure twice, cut once mentality

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7
Q

• What are your three strengths?

A
o	Work ethic
o	Commitment and sense of accountability 
o	Attitude 
o	Adaptability 
o	Professionalism 
o	Team oriented 
o	Judgement
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8
Q

• Tell me about a time that you failed

A

o Swimming failure: My Sophmore year in college I was swimming at our last meet of the season before the national championships and I hadn’t qualified for that swim meet yet so I knew this would be my last shot to qualify. During the last 50 of my race my timing was off coming into the last wall and instead of taking an extra stroke to get me there I decided to extend the stroke I was on. That decision cost me time and unfortunately I didn’t qualify for the championship. I was really upset with myself because I felt like I had let my team down by not qualifying and I acknowledged my mistake to my coach and going forward I always made sure to take that extra stroke if I needed it.

o Work failure: When I was an analyst at GS, we would peer review each other’s reconciliations before submitting them to our manager and there was a time where things were really hectic and I was supposed to review my coworkers reconciliation but she was really good at performing them and I had never found any errors with hers in the past so I submitted it without checking and it turns out there were in fact mistakes in her report that my manager caught and I was grilled for not checking so I really learned the importance of reviewing work no matter the circumstance. I was lucky enough to learn that lesson early on in my career so now I always make sure to never skip the review process.

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9
Q

• Tell me about a time that you had to give constructive feedback

A

o Lou: getting defensive with investor questions
o Touchpoints to review progress: analyst needed to work on his writing and would give him feedback. (property managers on their writing style rather than bullets)
o Analyst was contradicting managerial style

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10
Q

• Tell me about a time that you were given constructive feedback?

A

o 360 degree feedback and got feedback from both my manager and analyst. The feedback from my manager was I need to proactively communicate so I can course correct as needed and not feel like I’m bothering him by checking in. From my analyst was to spend more time going over things at the beginning, laying out a clear plan at the beginning.

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11
Q

• What is the single best quality about you?

A

o Commitment and sense of accountability
 I think this is largely driven by my swimming experience. When I’m working on a team, I know that I need to give it my all and put in my best effort. I also know that if I slack off then the whole team will feel it so I really hold myself accountable.

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12
Q

• How would you add value to the team at XYZ bank?

A

o Here are the three things I can bring to the team:
 My work ethic
• I swam for 18 years required putting in 4 hours a day training and also balancing that with schoolwork in college and I think my work ethic will come handy in banking when I’m staffed on multiple live deals and have to put in the hours
 My commitment and sense of accountability (also talk about teamwork)
• I think this is largely driven by my swimming experience. When I’m working on a team, I know that I need to give it my all and put in my best effort. I also know that if I slack off then the whole team will feel it so I really hold myself accountable.
 My organization skills
• I learned to become organized when working at panther because I was balancing a number of projects. I think that’s going to be really valuable in this role because you’ll be working on a number of projects as well

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13
Q

• Tell me about a challenging situation you faced.

A

o Swimming injury faced with decision to retire or continue competing for trials.
o Work: working on a project with a global team – navigate time zones, aware of national and religious holidays, savvy about the cultural differences among team members.

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14
Q

• Tell me about a project you led

A

o At GS our division had this innovation challenge where we could form a team and submit ideas to solve problems we were facing at work. One problem that I noticed was our team would work closely with a number of different operations teams, but we never had any formal training on what those teams actually did which made it challenging to understand their point of view at times. I mentioned this to some of my colleagues and we formed a team to come up with a solution for his problem. We had four weeks to come up with an idea and it was very challenging because some of my colleagues were in Bangalore and the New York office so we were working across different time zones so we had to figure out how to navigate those time zones and cultural differences but we were successful in getting an idea together on time and actually won the challenge. (analyst connectivity program) Analysts would meet once a month and have a guest speaker from various ops teams to go over what their team did and allow us to ask questions to learn more about the business from their perspective.

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15
Q

• What’s your proudest accomplishment?

A

o Swimming: placing second at the national championships my senior year. My team and I worked incredibly hard that year and its always great accomplishing something individually but doing it as a team was such an incredible feeling.
o Other: being awarded the alumni scholarship at Stern. Getting into stern was a huge goal that I accomplished and then getting that merit-based scholarship was something that really made me proud because I’ve been working so hard to get into school for the past couple years.

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16
Q

• Describe a time when you were part of a particularly difficult team. What was the situation? What role did you play? How did you handle it? And, what was the outcome?

A

o Selecting investment management software. Too many cooks in the kitchen, really identify who the true decision makers are and sometimes you have to synthesis information so it’s easily digestible when there’s a lot of input coming in or make tough calls to disregard input – not everyone was attending the demo. Narrow/organize the important information for the true decision makers.

17
Q

• Give me an example of a time when you successfully worked within a team. What was your role? What was the outcome?

A

o GS example: innovation challenge, put in my swimming – accountability.

18
Q

• Tell me about the last time you had to take the initiative to move a project forward. What happened?

A

o Initiative – at GS our division was having an innovation challenge where teams could submit ideas on how to create work efficiencies. I noticed that a lot of the analysts including myself didn’t understand what the other divisions were doing – took initiative to create group.

19
Q

• Tell me how you reacted to feedback on one of your projects/responsibilities that wasn’t going as well as others had expected. Who was providing the feedback?

A

o Feedback regarding email tone – learned that from GS because brevity was appreciated there so I got used to that given I was working with internal teams. One of our investors communicated that to manager and more accustomed to emotive emails because it was more of a family investing environment. teaching me to be more personal – write in more a personal way and be more client service oriented. Was really glad he brought that to my attention because and asked him to review some of my emails going forward to make sure the tone was appropriate. Grew up swimming and am very coachable and really enjoy getting feedback and is something that’s really engrained in me and encourage feedback because that’s how I got better in swimming and I know that will help me get better in my professional career.

20
Q

• What have been your major successes and accomplishments? How did you achieve those?

A

o Swimming – make sure to mention setting small goals along the way
o Also getting my scholarship to NYU – a major achievement. A merit based scholarship to pay for my first year tuition.
o Professionally: build strong professional relationships with some of my colleagues and investors and continue those relationships here.

21
Q

• What motivates you?

A

internally motivated as an athlete. satisfaction of setting and acheiving my goals. Competing and doing a good job for people I respect and admire like my coaches or my boss is something that i’ve found that motivates me.

22
Q

• Describe a time in your life when you demonstrated resiliency. How has this experience contributed to the person you are today?

A

• I grew up swimming competitively and I think overall that experience really developed my ability to be resilient in certain situations but one example of when I demonstrated resiliency was the end of my senior year of college, I was training for the Olympic trials and tore a muscle in my shoulder. I was devastated because I had to take a couple months off for it to heal and I knew that time out of the pool was going to have a negative impact on my performance. So, at the time I could have decided to retire from swimming, I had already had a great career, but I knew I wanted to push through and swim at the trials one last time so I kept to my plan and even though I didn’t swim as fast as I wanted to, I was happy that I was there to finish my career at such an incredible meet and see some of my friends make the Olympic team.

23
Q

• What are your career goals, both short-term and long-term? How will these goals impact or drive change in your community?

A

• Short term, I’m focused on joining a leading investment bank that has the resources and capabilities that will really help me grow and develop professionally. Ultimately, I want to be a thought leader in the industry so I can make a significant impact to my clients and the firm. I also want to be a leader and mentor to women in the industry because I feel like it’s so important to have women in leadership positions who can help guide younger women throughout their career. I think these goals will help drive change in my community.

24
Q

Adaptability

A

At PRM, I worked with people who were a lot more senior than me and they had much different working styles that I had to adapt to. For example, at GS when I was working on a report that was being reviewed I would receive comments back electronically but at Panther, instead of tracking changes in word my senior team member prefered to make physical markups to our documents and go over each change in person. This was a big change for me and I adapted quickly to that working style.

At PRM, my role was investor relations but our principal had let go of the marketing manager for our properties so I volunteered to step in and take over some of her tasks. It was challenging because it added on to the work I was already busy with but I was happy to roll up my sleeves and help out with the work. I have a strong team mentality and I know the importance of stepping up and helping out in an area that’s not within your designated role

25
Q

Ambition

A

At PRM, the IM software that we used when I first joined was extremely outdated and inefficient so I took the initiative to propose that we switch to an updated provider. This was something that was outside of my everyday set of responsibilities but I knew that it would create a more efficient work environement and also improve our brand with investors since there was a client interface to it as well. It was a really challenging project and I led it from start to finish but we made the transition succesfully and it did make a lot of our processes more efficient in the end and we also received really great reviews from our investors.

When I first joined PRM, I had no knowledge of the real estae industry or how private equity funds worked so everyday for the first few months that I was working there I got to the office early and read as many real estate specific news articles as I could fit in to get up to speed with the terminology and what was happening in the industry. I also set up time with some of my senior colleagues to ask questions that had come up during my time working to make sure I was learning as much and as quickly as possible and I found that approach was very helpful in bringing me up to speed.

26
Q

Analytical Thinking

A

At PRM, the IM software that we used when I first joined was extremely outdated and I led a project to switch to a new software. This transition required a lot of anlaytical thinking because we were continuing to use our old system as we transitioned to the new system so I had to be really cautious in order to not loose any of our transaction data. I ultimaely mapped out a plan and timeline of what data to migrate when and was very meticulous about my approach. ultimately we made the transition successfully.

27
Q

Building Relationships

A

At PRM, it was one of my responsibilities to build relationships with our investors and I recall one investor who was always very demanding and not the friendliest of people but everytime he called I always asked how he was doing and made sure to show him that his requests were my top priority. It took a long time but eventually he started to put his gaurd down and really opened up to me. He even called on my last day working there to wish me well.

I’ve certainly worked in environments where not everyone wants to build relationships and I think it’s important to be aware of that as well and understand that not everyone wants to be your friend. At PRM, I worked with a woman in our accounting department who was difficult in terms of building a relationship with but I knew it wasn’t anything to be offended about and I just made sure that the interactions we did have were very respectful.

At GS, I worked on a global team and I recall a time where we had a team member from our bangalore office working with us on a short term assignment. He had a very different management style which was culturally driven and I was respectful of that and made sure to adapt to his expectations.

28
Q

Caution

A

In both my roles at GS and PRM I’ve had to have extreme judgement and caution. At GS, there were really strict rules around GS intellectual property and following procedures and at PRM, I was in charge of manaing client information that was incredibly sensitive in nature so I had to have extreme judgement around sending documents or answering questions. I was also in a position where I wasn’t just protecting client information but needed to protect firm information as well and needed to be careful with how much information I was providing to our investors

29
Q

Conflict Resolution

A

At PRM, I managed a quarterly asset update report that was sent out to our investors each quarter. On this report one of our analysts was responsible for providing me with construciton commentary to include in the update and there was a time that he was late on sending me his overview which pushed our schedule back and he was being a bit combative over email about it so I went to him in person to discuss the situation. He said he was frustrated because he was really busy with other stuff so I made sure to acknowlegde his frustration and ultiamtely we worked out a solution where another analyst helped his this time but I think the takeaway there was just to make sure you get the full picture in those types of situations and also be sure to keep lines of communication open.

At PRM, I recall a time that one of our investors called because we had to lower our quarterly divident on his investments and he was really upset about that and was drilling me with questions. I made sure to acknowledge his frustration and listen to his concerns before giving my explination of the situation. ultimately he cooled down at the end of our call and I think the takeaway there is just to make sure you’re acknowleding their source of frustration and listen to their side of things before going into your explination.

30
Q

How would your friends describe you?

A

Good listener
Motivating
Organizer