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Join Below Deck’s Captain Sandy and Bravo executive Frances Berwick for an exclusive conversation covering the launch of The Real Housewives of Rhode Island, Bravos expanding reality TV universe, and reflect on whats made the network a cultural powerhouse. If youre a fan of Below Deck, or just curious about how Bravo became a pop culture phenomenon, you won’t want to miss this interview.
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If you want to land a new role, you’ve got to deal successfully with the Q&A portion of the job interview. Fumble in responding to a question or offer a garbled answer, and you could miss out on that next dream role. That’s why it’s such a good idea to do your research and prepare a set of potential answers in advance. To do this, think of what questions could be asked and use the following template to build a set of answers. Having this four-step “H-I-R-E” template will also help you answer unexpected questions eloquently on the fly. (For a fuller discussion of this method, see my book The Job Seekers Script.) Step 1: HOOK Every answer should begin with a hook that provides a handshake and an introduction to whats to follow. First, take a moment to pause. This shows respect for the questioner and indicates that you are thinking about what was asked. And as you begin your answer, avoid some of the most common errors: Dont rush to answer. Rushing can make you look anxious or insecure. Doing so might also lead you to blurt out inappropriate or imprecise information. Skip that ever-so-common response: Thats a good question. You are not there to evaluate the interviewer. Youre there to answer the question. Avoid answers that begin with filler words like um, ah, or you know. They make you sound hesitant. A good hook responds positively and clearly to the question. You might say, Im glad you asked that. Or Thats something I have thought a lot about. Or if youre asked, Do you have experience with Al?your hook might simply be Yes, I do. Step 2: INSPIRE The main purpose of an answer is to inspire. Once youve reached out with your hook, get to your pointyour inspiring message. And make sure to cut to the chase. In a job interview, you might be asked to explain why youre the right person for this job. Your inspiring message could be: I have the experience you are looking for. Or your message might be even more specific: I have led teams in three separate organizations. Deliver that message with a strong voice. Your audience should hear your statement as one that you believe in. Step 3: REINFORCE Once you deliver your message, reinforce it with a series of supporting points. Choose one of the following patterns: The reasons that support your message. The ways your message can be proven. The situation and response that underlie your message. The chronological steps that prove your message. These proof points show that youve thought out your argument. For example, if the interviewer asks you why you feel ready for the advertised job, give the reasons you believe that you are a strong candidate. Or mention the ways you will contribute to that role. How many proof points will you want to have? Anywhere between two and four. Step 4: ENGAGE The final part of a great answer is engagement, or a call to action. This engagement points to next steps, or the steps you would like to take to fulfill or realize your message. Suppose you have said that you have the skills required to assume the leadership role youre discussing. You might end with, I look forward to the possibility of fulfilling this role. Or I am excited by the challenges this role represents and am confident I will be able to meet them. Ending with action gives your answer a path forward. Often, its also valuable to suggest next steps at the end of the interview. You might say, I am excited about this role and look forward to hearing from you. When can I expect that?
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Debate about whether artificial intelligence can replicate the intellectual labor of doctors, lawyers, or PhDs forgoes a deeper concern thats looming: Entire companiesnot just individual jobsmay be rendered obsolete by the accelerating pace of AI adoption. Reports suggesting OpenAI will charge $20,000 per month for agents trained at a PhD level spun up the ongoing debate about whose job is safe from AI and whose job is not. Ive not seen it be that impressive yet, but its likely not far off, James Villarrubia, head of digital innovation and AI at NASA CAS, told me. Sean McGregor, the founder of Responsible AI Collaborative who earned a PhD in computer science, pointed out how many jobs are about more than just a set of skills: Current AI technology is not sufficiently robust to allow unsupervised control of hazardous chemistry equipment, human experimentation, or other domains where human PhDs are currently required. The big reason I polled the audience on this one was because I wanted to broaden my perspective on what jobs would be eliminated. Instead, it changed my perspective. AI needs to outperform the system, not the role Suzanne Rabicoff, founder of the human agency think tank and fractional practice, The Pie Grower, gave me some reading assignments from her work, instead of a quote. Her work showed me that these times are unprecedented. But something clicked in my brain when she said in her writing that she liked the angle of more efficient companies rising instead of jobs being replaced at companies with a lot of tech and human capital debt. Her response to that statement? Exactly my bet. Sure, this is the first time that a robot is doing the homework for some college students. However, there is more precedent for robots moving market share than for replacing the same job function across a sector. Fortune 500 companiesespecially those bloated with legacy processes and redundant laborare always vulnerable to decline as newer, more nimble competitors rise. And not because any single job is replaced, but because the foundational economics of their business models no longer hold. AI doesnt need to outperform every employee to render an enterprise obsolete. It only needs to outperform the system. Case study: The auto industry Take, for example, the decline of American car manufacturers in the late 20th century. In the 1950s, American automakers had a stranglehold on the car industry, not unlike todays tech giants. In 1950, the U.S. produced about 75% of the world’s cars. But in the 1970s, Japanese automakers pioneered the use of robotics in auto manufacturing. These companies produced higher-quality vehicles at great value thanks to leaner operations that were also more precise. Firms like GM struggled to keep up, burdened by outdated factories and excessive human capital costsincluding bloated pensions. The seismic shift in the decades to follow paints a picture of what could be in store for large companies now. In 1960, the U.S. produced about 48% of the worlds cars, while Japan accounted for just 5%. By 1980, Japan had captured around 29% of the market, while the U.S. had fallen to 23%. Todays AI shakeup could look similar. Decades from now, we could look at Apple similarly to how we look at Ford now. AI startups with more agile structures are poised to eat market share. On top of that, startups can focus on solving specialized problems, sharpening their competitive edge. Will your company shrivel and die? The fallout has already begun. Gartner surveyed organizations in late 2023, finding that about half were developing their own AI tools. By the end of 2024, that dropped to 20%. As hype around generative AI cools, Gartner notes that many chief information officers are instead using outside vendorseither large language model providers or traditional software sellers with AI-enhanced offerings. In 2024, AI startups received nearly half of the $209 billion in global venture funding. If only 20% of legacy organizations currently feel confident competing with these upstarts, how many will feel that confidence as these startups mature? While headlines continue to fixate on whether AI can match PhD-level expertise, the deeper risk remains largely unspoken: Giant companies will shrivel and some may die. And when they do, your job is at risk whether you greet customers at the front desk or hold a PhD in an engineering discipline. But there are ways to stay afloat. One of the most impactful pieces of advice I ever received came from Jonathan Rosenberg, former SVP of products at Google and current advisor to Alphabet, when I visited the companys campus in college. You can’t just be great at what you do, you have to catch a great wave. Early people think it’s about the company, then the job, then the industry. It’s actually industry, company, job… So, how do you catch the AI wave? Ankur Patel, CEO of Multimodal, advises workers to learn how to do their current jobs using AI tools that enhance productivity. He also notes that soft skillsmobilizing people, building relationships, leading teamswill become increasingly valuable as AI takes over more technical or routine tasks. You cant have AI be a group leader or team leader, right? I just dont see that happening, even in the next generation forward, Patel said. So I think thats a huge opportunityto grow and learn from. The bottom line is this: Even if the AI wave doesnt replace you, it may replace the place you work. Will you get hit by the AI waveor will you catch it? George Kailas is CEO of Prospero.ai.
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