During the interview by ByteDance, Hr asked me three questions in a row: What is your greatest strength? Why do you think it is an advantage? Why do you think you are qualified for this position?
I thought about the last interview. The boss only asked three questions on the fifth side: What is the value you bring to each job? Given you a team, how long can you understand the characteristics of each of them? Give a reason, so that I can not refuse to use you.
Have you found what they have in common?
Companies choose us because they use money to buy the value we bring; you can understand that for advertising, everyone will choose high ROI. For companies, the more obvious the advantages, the easier it is to produce high ROI.
Today I will talk about how to better understand yourself, discover the advantages of your abilities, and how to build your own advantages.
1. What is the use of knowing advantages
These questions are very common in structured interviews:
- What is your greatest strength?
- What is your biggest weakness?
- What are your unique advantages?
- What value can you bring to us?
- Why can you be competent?
Structured interview is a method used by companies to improve the efficiency of interviews when facing a large number of job applicants. Faced with this kind of question, it is unlikely that the answer given directly will be a good answer.
For example: My strengths are optimism, hard work, earnestness, hard work, and progress.
Do you feel that if you are an interviewer, what kind of valuable information can this answer give you? Some people may think that it is okay for Hr to ask such a question, just answer it casually.
No No No!
Every question of the interviewer is targeted, and each of your answers may determine whether the person opposite is willing to hire you; dry adjectives can neither accurately express your strengths nor make the interviewer produce “it is you.” “The idea.
Fully understand your strengths, in addition to answering the above questions, there are many important occasions you can use.
- Discovering your own advantages can help you choose your career correctly and achieve a multiplier effect with half the effort.
- When you introduce yourself, talk about your strengths. The interviewer may focus on them, and you will continue to judge whether your strengths are true or not. It means that you provide a clue for the interviewer to explore the process.
- At the end of the interview, you can make a summary, combining the previous answers to tell your own advantages, which is equivalent to giving the interviewer a summary impression, which can improve the interviewer’s favorability towards you.
- When asking questions to the interviewer, you can ask the interviewer what are your strengths based on your performance just now? What else needs to be added? Use this to determine whether your interview has demonstrated your strengths.
- In the work, use your own advantages, judge what you can do, strive for resources in a targeted manner, and avoid putting in a lot of manpower, material resources, and energy, and you still have no results.
- Focus on what you are good at, what you like, and what you can continue to do, learn to share, and influence more people.
2. How to identify your strengths
The prerequisite for being able to show advantages is to be able to accurately identify one’s own advantages. How to judge which might be your advantage?
- What you are good at: the glitter that is often praised.
- Needs: What you are willing to do will be easier to do and do well than others.
- Long-term business: willing to spend time and continue to study, and have persisted in doing it for a period of time and achieved results.
If you hit, congratulations! But we also need to be vigilant about having such characteristics:
- Will avoid subconsciously: not willing to do it, but still do it.
- Persistence has no results: I have been doing it, but I have not achieved results.
3. How to build your own advantages
If you can’t judge what your strengths are, or find that you have no strengths at all, you might as well try to build strengths for yourself.
- List all the advantages you think you might have.
- List specific cases after each advantage to prove it.
- Select the one with the most proving cases.
- Find a benchmark in this field.
- Set learning goals and manage goals with Smart principles.
- Develop an exercise plan, imitate, practice, and practice.
- Review regularly to reposition the advantages.
Each advantage should be listed as many cases as possible at the same time. If there is no case to prove it, it may be a “false advantage”; if you can barely find a case to prove it, I suggest you try again; often the more proven, the more explanatory Your ability in this area.
In addition, be sure to review regularly. Everyone will have a “subjective perception” of themselves, and the positioning of advantages may not be accurate, so it takes a period of time to review and reposition.
4. It is better to make up for the disadvantages than to pull the advantages
I guess that when constructing advantages, some people will find ways to turn disadvantages into advantages. My suggestion is: rather than make up for your own disadvantages, it is better to increase your own advantages.
Three years ago, a top expert in the industry read my article and found me and asked me to do content with him.
My next plan is to make up for the shortcomings: data and strategic capabilities. If I change jobs, I am more inclined to do things that use data to drive business.
When I was in school, I didn’t like to learn mathematics, nor did I learn well. After the college entrance examination, I would avoid all things related to numbers.
At that time, I had an obsession: I can’t be limited by my shortcomings, I must use data to make achievements.
I gave up the opportunity to be trained by the boss.
At that time, I was still pursuing the barrel theory: I can’t be limited by the short board, and I must not leak water from front to back.
Now it’s different. After paying tuition for a few years, I started to work hard on my long board. I believe that it is not the shortest board that determines my ceiling, but the longest board. Only if the long board is long enough can it be easier for people to see and win resources and opportunities.
Many people are convinced of the barrel theory, this pot must be learned by exam-oriented education.
The nine-year compulsory education tells us that we must “all-round development of morality, intelligence, physical beauty” and “not partial discipline”; this is actually a typical barrel theory, which teaches us to determine the upper limit of our shortcomings, so that everyone can find ways to make up for their shortcomings; In fact, most people make themselves very hard but still do nothing, because there is no perfect person in this world.
We should treat life as a company. If we want to achieve sustainable operation and long-term business, we must establish core advantages and build our own moat.
Only by relying on advantages can we achieve excellence.
But most people spend their entire lives to make up for their disadvantages, but they don’t know that the effort required to improve from incompetence to mediocrity far exceeds the effort required to improve from excellence to excellence.
Hope this article can save your time~
