300-820 Questions and Answers - Implementing Cisco Collaboration Cloud and Edge Solutions Updated: 2023
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Exam Code: 300-820 Implementing Cisco Collaboration Cloud and Edge Solutions Questions and Answers June 2023 by Killexams.com team|
300-820 Implementing Cisco Collaboration Cloud and Edge Solutions
EXAM NUMBER : 300-820
EXAM NAME : Implementing Cisco Collaboration Cloud and Edge Solutions
The Implementing Cisco Collaboration Cloud and Edge Solutions (CLCEI) v1.0 course provides you with knowledge about Cisco® Expressway Series solutions enabling Business-To-Business (B2B) calls, Cisco Mobile, remote access, authentication options, and additional Cisco Expressway Series features. Through a combination of lessons and hands-on labs, you will learn how to leverage collaborative technology to access secure, collaborative work supports including video, voice, content, and remote workloads. This course also prepares you for the 300- 820 Implementing Cisco Collaboration Cloud and Edge Solutions (CLCEI) exam.
After taking this course, you should be able to:
- Configure and troubleshoot Cisco Unified Communications Manager and Cisco Expressway Series integration
- Describe the Cisco Expressway-C additional features
- Configure and troubleshoot Cisco Collaboration solutions for B2B calls
- Describe how to secure B2B communication with Cisco Expressway Series
- Describe the Mobile and Remote Access (MRA) feature
- Describe the Cisco Expressway MRA security and integration options, including integration with Cisco Unity® Connection and Cisco Instant Messaging and Presence (IM&P)
- Configure Cisco Webex® Hybrid Services
Before taking this course, you should have the following knowledge and skills:
- Understanding of networking technologies
- Understanding voice and video
- Knowledge of Cisco collaboration core technologies
- Session Initiation Protocol (SIP) and Extensible Messaging and Presence Protocol (XMPP) signaling protocol fundamentals
- Collaboration call control fundamentals of Cisco Unified Communications Manager
The following Cisco courses can help you gain the knowledge you need to prepare for this course:
Understanding Cisco Collaboration Foundations (CLFNDU)
Implementing and Operating Cisco Collaboration Core Technologies (CLCOR)
Configuring and Troubleshooting the Cisco Expressway Series
Configuring Cisco Expressway Additional Features
Configuring and Troubleshooting Cisco Unified Communications Manager and Cisco Expressway Series
Configuring and Troubleshooting Cisco Collaboration Solutions for Business-to-Business
Securing Business-to-Business Communication
Configuring and Troubleshooting Mobile and Remote Access
Integrating and Securing Mobile and Remote Access
Configuring Cisco Webex Hybrid Services
Deploy Virtualized Cisco Expressway
Perform the Initial Cisco Expressway Series Configuration
Register Endpoints on Cisco Expressway Series
Call Search History and Registration
Configure Cisco Expressway Series Bandwidth Management and Registration Restrictions
Troubleshoot Cisco Expressway Series Endpoint Registration and Local Dial Plan
Configure Cisco Expressway Series Security Features
Configure Cisco Unified Communications Manager to Connect with Cisco Expressway-C
Troubleshoot Cisco Unified Communications Manager and Cisco Expressway Series Integration
Configure Cisco Unified Communications Manager and Cisco Expressway Series Integration (Practice Activity)
Implement a B2B Cisco Collaboration Solution
Troubleshoot B2B Calls on the Cisco Expressway Series
Troubleshoot B2B Calls on the Cisco Expressway Series (practice activity)
Secure a B2B Cisco Collaboration Communication
Configure MRA on the Cisco Expressway Series
Troubleshoot MRA on the Cisco Expressway Series
Configure MRA with Additional Application Integrations
Prepare for Cisco Webex Teams Integration
Configure Cisco Webex Hybrid Services
|Implementing Cisco Collaboration Cloud and Edge Solutions|
Cisco Collaboration Questions and Answers
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600-455 Deploying Cisco Unified Contact Center Enterprise (DUCCE)
500-210 SP Optical Technology Field Engineer Representative
500-052 Deploying Cisco Unified Contact Center Express (UCCXD)
500-651 Security Architecture for Systems Engineer (SASE)
500-701 Cisco Video Infrastructure Design (VID)
500-301 Cisco Cloud Collaboration Solutions
500-551 Cisco Networking: On-Premise and Cloud Solutions
700-020 Cisco Video Sales Essentials
500-710 Cisco Video Infrastructure Implementation
700-105 Cisco Midsize Collaboration Solutions for Account Managers
500-325 Cisco Collaboration Servers and Appliances
500-490 Designing Cisco Enterprise Networks
500-470 Cisco Enterprise Networks SDA, SDWAN and ISE test for System Engineers
500-901 Cisco Data Center Unified Computing Infrastructure Design
500-230 Cisco Service Provider Routing Field Engineer
700-150 Introduction to Cisco Sales
700-651 Cisco Collaboration Architecture Sales Essentials
700-751 Cisco SMB Product and Positioning Technical Overview (SMBSE)
300-410 Implementing Cisco Enterprise Advanced Routing and Services (ENARSI)
300-415 Implementing Cisco SD-WAN Solutions (ENSDWI)
300-420 Designing Cisco Enterprise Networks (ENSLD)
300-425 Designing Cisco Enterprise Wireless Networks (ENWLSD)
300-430 Implementing Cisco Enterprise Wireless Networks (ENWLSI) 2023
300-435 Automating Cisco Enterprise Solutions (ENAUTO)
300-510 Implementing Cisco Service Provider Advanced Routing Solutions (SPRI)
300-610 Designing Cisco Data Center Infrastructure (DCID)
300-615 Troubleshooting Cisco Data Center Infrastructure (DCIT)
300-620 Implementing Cisco Application Centric Infrastructure (DCACI)
300-635 Automating Cisco Data Center Solutions (DCAUTO)
300-810 Implementing Cisco Collaboration Applications (CLICA)
300-815 Implementing Cisco Advanced Call Control and Mobility Services (CLACCM) - CCNP
300-910 Implementing DevOps Solutions and Practices using Cisco Platforms (DEVOPS)
300-920 Developing Applications for Cisco Webex and Webex Devices (DEVWBX)
350-401 Implementing Cisco Enterprise Network Core Technologies (ENCOR)
350-501 Implementing and Operating Cisco Service Provider Network Core Technologies (SPCOR)
350-601 Implementing Cisco Data Center Core Technologies (DCCOR)
350-701 Implementing and Operating Cisco Security Core Technologies (SCOR)
350-801 Implementing Cisco Collaboration Core Technologies (CLCOR)
350-901 Developing Applications using Cisco Core Platforms and APIs (DEVCOR)
500-215 SP Mobility Technology Systems Engineer Representative
200-301 Cisco Certified Network Associate - CCNA 2023
100-490 Cisco Certified Technician Routing & Switching (RSTECH)
200-201 Understanding Cisco Cybersecurity Operations Fundamentals (CBROPS)
200-901 DevNet Associate (DEVASC)
300-535 Automating Cisco Service Provider Solutions (SPAUTO)
300-710 Securing Networks with Cisco Firepower
300-715 Implementing and Configuring Cisco Identity Services Engine
300-720 Securing Email with Cisco Email Security Appliance
300-725 Securing the Web with Cisco Web Security Appliance (SWSA)
300-730 Implementing Secure Solutions with Virtual Private Networks
300-735 Automating Cisco Security Solutions (SAUTO)
300-820 Implementing Cisco Collaboration Cloud and Edge Solutions
300-835 Automating Cisco Collaboration Solutions (CLAUTO)
500-440 Designing Cisco Unified Contact Center Enterprise (UCCED)
600-660 Implementing Cisco Application Centric Infrastructure - Advanced
300-515 Implementing Cisco Service Provider VPN Services (SPVI)
300-915 Developing Solutions Using Cisco IoT and Edge Platforms (DEVIOT)
300-215 Conducting Forensic Analysis and Incident Response Using Cisco CyberOps Technologies (CBRFIR)
350-201 Performing CyberOps Using Core Security Technologies (CBRCOR)
500-240 Cisco Mobile Backhaul for Field Engineers (CMBFE)
700-765 Cisco Security Architecture for System Engineers
820-605 Cisco Customer Success Manager (CSM)
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Implementing Cisco Collaboration Cloud and Edge Solutions
An organization wants to enable a Cisco Webex connector to synchronize all employees automatically with Cisco Webex instead of using a manual list.
Where is the Webex Hybrid Directory Service configured?
A. Install Cisco Directory Connector on a Microsoft Windows Domain server and configure the software and Webex Control Hub.
B. Enable the directory service in Cisco Unified Communications Manager under Cisco Unified Serviceability and add the service in Webex Control Hub.
C. Enable the directory service on Cisco Expressway Edge for Office 365 or Cisco Expressway Core for internal Active Directory and add the service in Webex Control Hub.
D. Install the Cisco Express Connector and configure the device in Cisco Unified Communications Manager under Cisco Unified Serviceability and add the service in Webex Control Hub.
Correct Answer: A
QUESTION 53 Which role does Call Policy play when preventing toll fraud on
A. It controls which calls are allowed, which calls are rejected, and which calls are redirected to a different destination.
B. It changes the calling and called number on a call.
C. It changes the audio protocol used by a call through Expressways.
D. It changes the audio codec used in a call through Expressways.
Correct Answer: A
QUESTION 54 An administrator has been asked to configure Video Mesh signaling traffic to route
through a proxy.
Which is an available proxy type in the Video Mesh node configuration to support this deployment model?
A. Transparent Explicit Proxy
B. Transparent Inspecting Proxy
C. Reverse Proxy
D. Distorting Proxy
Correct Answer: B
QUESTION 55 What is one of the user-related prerequisites for Jabber Team Messaging
A. Create user accounts in Cisco Webex Control Hub only.
B. Create user accounts in Cisco Unified Communications Manager only.
C. Create user accounts in Cisco Unified IM and Presence.
D. Create user accounts in Cisco Unified CM and Cisco Webex Control Hub.
Correct Answer: D
What happens to the encrypted signaling traffic of a collaboration device if you place it inside a firewall with private IP addresses and try to make a call over IP without any collaboration infrastructure?
A. The signaling makes it back to the endpoint because the firewall is an application layer gateway and provides address translation.
B. Encrypted IP traffic for collaboration devices always is trusted by the firewall.
C. The signaling does not make it back to the endpoint because the firewall cannot inspect encrypted traffic.
D. The signaling makes it back to the endpoint because the endpoint sent the private address to the external endpoint.
Correct Answer: B
Which entry in the public (external) DNS is valid to configure DNS SRV records for a Cisco Mobile and Remote Access solution?
Correct Answer: A
QUESTION 58 Which statement about scheduling Expressway
backups is true?
A. It is not supported on the application.
B. It is allowed from the application CLI of the Expressway only.
C. It is allowed from the application CLI and GUI of the Expressway.
D. It is allowed from the application GUI of the Expressway only.
Correct Answer: C
Refer to the exhibit. An Expressway-C and Expressway-E are configured for B2B calling and the Expressway-E zone is set to TLS Verify Currently, calls do not reach the Expressway-C. The Traversal Client zone on the Expressway-C for B2B
reports the information in the exhibit for the Peer 1 address.
Which action resolves this error?
A. Configure the Expressway-C Traversal Client zone Peer 1 address with the fully qualified domain name of the Expressway-E.
B. Configure the Expressway-C Traversal Client zone transport protocol with TCP.
C. Add a server certificate to the Expressway-C that is signed by a certificate authority.
D. Add an intermediate certificate to the Expressway-C that is signed by a certificate authority.
Correct Answer: D
With QoS enabled, which two statements about the Cisco Webex Video Mesh Node signaling and media traffic are true? (Choose two.)
A. From VMN to CUCM SIP endpoints, the source UDP ports from 52500 to 62999 is used for audio traffic.
B. From VMN to Webex Teams clients, the source UDP port 5004 is used for video traffic.
C. From Webex cloud to VMN, the source UDP port 9000 is used for audio traffic.
D. From VMN to video endpoints, the destination UDP port 5004 is used for audio traffic.
E. From VMN to Webex cloud, the destination UDP port 9000 is used for video traffic.
Correct Answer: AB
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With a nearly $60 billion revenue run rate, growing at 14% and throwing off more than $5 billion in operating cash last quarter, Cisco Systems Inc. has an awesome business.
But customers are vocal about the complexity of Cisco’s portfolio and, if their concerns are not addressed head on, the company risks encountering friction beyond just economic headwinds. We believe Cisco’s challenges are most decidedly not product breadth and depth. Rather, the company’s mandate is to integrate the piece parts of its intricate offerings to create more facile and seamless experiences for customers.
In this Breaking Analysis and ahead of Cisco Live in Las Vegas June 4-8, we dig deeper into Cisco’s business and double-click on three key areas of its portfolio: 1) security; 2) networking; and 3) observability. We have spending data from Enterprise Technology Research and a guest appearance from SiliconANGLE contributor and market watcher Zeus Kerravala, principal at ZK Research.
Stocks of pure-play competitors outperforming Cisco year-to-date
Let’s start by doing some stock market comparisons.
The chart above shows year-to-date comparisons among Cisco, Palo Alto Networks Inc., Arista Networks Inc., Extreme Networks Inc. and the Nasdaq Composite. As you can see, the pure plays, as well as the NAS, are outperforming Cisco by a wide margin. That’s despite Cisco’s double-digit growth last quarter, 65% growth margins and a $200 billion market cap.
The reason is Chief Executive Chuck Robbins set modest expectations for 2024, which, when modeled out relative to Cisco’s longer-term outlook, suggest slowing momentum in the near- to mid-term. In addition, we believe the breadth of Cisco’s portfolio, while a key strength, also creates adoption challenges for the company’s customers.
What follows is a summary of how Kerravala interprets this data.
Kerravala sees this as a nuanced comparison between Cisco, a behemoth with an impressive cash generation capability, and smaller companies such as Arista and Extreme. Despite acknowledging the somewhat fair comparison, he suggests that Cisco is handicapped because smaller entities may capture the benefits of a market trend more swiftly, Cisco’s broad scope often hampers its ability to do so. But Cisco throws off more operating cash in a quarter than these companies generate in annual revenue.
He used the example of Zoom Video Communications Inc. and RingCentral Inc., noting how Cisco’s performance paled in comparison two years ago, but the tide has turned since then, with the unified communications sector waning, but Cisco thriving in relative terms.
Kerravala believes Cisco’s breadth and stability make it a safe investment bet, but its size prevents it from realizing the rapid growth that smaller, more specialized companies can. The broad spectrum of markets that Cisco operates in implies a reduced likelihood of success across all these fronts simultaneously.
Watch Zeus Kerravala comment on the comparisons between Cisco and the pure plays.
Cisco’s complex business remains anchored in core networking
The table below represents the contribution of Cisco’s lines of business as reported in its financials. As we said at the top, 14% revenue growth is pretty astounding for a company of Cisco’s size. With tough comps ahead, it’s unlikely Cisco can keep up this pace.
Networking makes up more than half of Cisco’s revenue, but the company is growing its software contribution, which is just under 30% today, and its annual recurring revenue accounts for more than 40% of revenue, which gives the company better visibility on the future. This all helps prop up Cisco’s alluring 65%-plus gross margin model, which unlike many of its large incumbent competitors has held up well over decades. Moreover, Cisco’s shift to a recurring revenue and subscription model has been executed quite well compared with many firms (some much smaller, such as Splunk Inc.), which have struggled with that transition.
To break this down further, examining Cisco’s 10-K provides the following added context:
Secure, Agile Networks comprise core networking, switching, routing, wireless and compute. This includes products such as Catalyst, Nexus, Meraki and Cisco’s software-defined wide-area network products.
Internet for the Future includes optical networking, 5G, in-house silicon and optics solutions. This includes products such as the Cisco 8000, NCS 5500 and ASR 9000 series.
Collaboration includes Webex and call center solutions.
End-to-End Security comprises network security, cloud security, endpoint, threat management and zero-trust solutions.
Optimized Application Experiences includes AppDynamics, ThousandEyes and Intersight.
Here are Kerravala’s thoughts on Cisco’s portfolio, the challenges they face and what’s needed going forward:
Historically, the IT ecosystem generally has been challenged to create interoperability and cross-platform optimization. Despite its wide array of excellent products, Cisco is an example of a company taking on this challenge. One can point to EMC as a company that was crushed under the weight of its complexity and was forced to sell. IBM deals with its complexity by overlaying a massive service organization on top of its products. Nonetheless, we believe Cisco has an opportunity to address this industry problem head on.
For context, Cisco in the 1990’s and beyond experienced tremendous growth, much of it through acquisitions. This created an integration challenge for CEO Chuck Robbins. Relatively early in his tenure, Robbins’ moved to reorganize the executive leadership team to address internal friction and it’s beginning to have a visible impact. As an example, Kerravala cites the appointment of General Manager Todd Nightingale as affecting the unification of the Meraki and Catalyst lines, contributing to simpler execution. Specifically, last year, Cisco enabled customers to view Catalyst devices on the Meraki dashboard. While this took the better part of a decade after the Meraki acquisition, it’s evidence that Robbins is steering the ship in the right direction.
But there’s more work to do. Within Cisco’s own ecosystem, products such as Webex, Meraki and Catalyst have not historically provided a significantly better experience on Cisco’s network than competing products. But that is starting to change under Robbins. Another example of opportunity to watch is Cisco’s portfolio of products such as Kenna, AnyConnect, Talos, Meraki and Catalyst. Today, these do not yet coalesce to form a comprehensive Cisco platform story but we expect that to change in the near term.
In addition, pay attention to the consolidation of mass scale, Internet for the Future, and Secure Agile Networks under Jonathan Davidson, which should lead to better interoperability between the telecom and enterprise sides.
Security under Jeetu Patel is another proof point. For example, the announcement of the XDR solution at the recent RSA Conference is Cisco’s first cross-security solution. Security presents a massive opportunity for the industry to simplify and for Cisco to lead.
The main takeaway is Kerravala posits that Cisco’s focus should be on creating a synergistic portfolio where the collective value exceeds the sum of the parts, as opposed to having to compete fiercely on a product-by-product basis. This he believes will be a sustainable advantage for Cisco.
Watch Zeus Kerravala unpack Cisco’s vast portfolio and how they can simplify.
Spending data underscores the macroeconomic impact on Cisco’s overall business
The ETR spending data for Cisco, at a high level, shows what virtually all tech companies are facing: a decrease in the percentage of customers that are spending more relative to last year.
The candlestick chart above shows the granularity of Net Score, ETR’s proprietary spending metric that measures customer spending patterns. Of the 1,700 information technology decision makers in the most recent ETR survey, more than 1,000 are Cisco customers – so we have a nice sample. The lime green is the percentage of those customers adding Cisco new, the forest green represents those spending 6% or more relative to last year, the gray is flat spend, the pink is spending down 6% or worse and the bright red is churn. Subtract red from green and you get Net Score, which is the blue line.
You can see the steadily declining trajectory because of the gray and the reds increasing. The brown line is the pervasiveness in the overall data set, which has actually held up well. Cisco has a massive installed base and it is stable, although more customers are leaving than are being added within this survey. Remember, this survey doesn’t measure spending amount, only the percentage of customers in each bucket.
We asked Kerravala if this accurately reflects his view of the market and is the deceleration a function of economic headwinds, complexity or both? What follows is a list of his key takeaways:
Watch Zeus Kerravala comment on Cisco’s spending momentum data in the ETR survey and the changing nature of the competitive dynamics.
Cisco’s center of gravity starts with core networking
Let’s drill into the segment data, starting with networks.
The chart above shows Net Score or spending velocity on the vertical axis and pervasiveness in the data set on the horizontal axis. The red dotted line at 40% indicates a highly elevated Net Score. We’ve highlighted Cisco overall and Meraki, a company Cisco bought in 2012 to help better control network devices.
As is evident, Cisco stands out as the clear leader here in both presence (X axis) with very respectable customer spending velocity on its products (Y axis). In fact, we saw earlier a 29% year-on-year revenue growth figure from last quarter in networking. That is amazing for such a large business. As Cisco works through its backlog, it creates uncertainty in the forecasts, but underlying demand for Cisco’s networking products is sound.
As well, you can see a number of other companies here, including Hewlett Packard Enterprise Co.’s Aruba, Arista, VMware with NSX and a number of others, including Cloudflare Inc., which all are hovering near the elevated 40% line.
Kerravala laid out his thoughts as follows:
He is somewhat critical of Cisco’s approach to its Meraki and Catalyst product lines, not on the merit of their features and value but on the lines between them. He asserts that customers should not have to choose between them. He suggests a unified hardware line that offers customers the flexibility to manage it either through Meraki or the command-line interface, or CLI. Currently, a switch from Meraki to Catalyst necessitates a complete hardware overhaul, a problem that could be resolved by a common set of hardware compatible with both management methods.
Further, Kerravala notes that Cisco’s potential to integrate data center, campus and Wi-Fi certifications to Boost the user experience has yet to be fully realized. While some integration has occurred at the campus level, the data center side remains separate. He concludes that networks should deliver applications and experiences as a single, unified entity instead of being sold as separate silos, an approach that contributes to unnecessary complexity.
His key analysis points include:
Watch Zeus break down the Cisco’s networking challenges and thoughts on how it can simplify.
Security is perhaps Cisco’s best upside opportunity
Let’s shift gears and look into the all-important and exceedingly crowded security sector.
Above we show the ETR spending data in the security market – same dimensions – Net Score on Y and Pervasion on the X. Microsoft Corp. is in the upper right and skews the data, but you can see Cisco has a major presence. As do Palo Alto Networks and Splunk. All credible on the vertical axis.
The leaders in presence are below the 40% line, but that’s expected for such large companies. The squiggly line represents Cisco’s path over the past 10 quarters. There is no debate that the company is very strong in security, but we believe it needs to do a better job consolidating the piece parts and simplifying customer outcomes.
Note that Cisco doesn’t have the spending velocity of the pure plays such as CrowdStrike Holdings Inc., Okta Inc., Zscaler Inc., CyberArk Software Ltd. and SailPoint Technologies Inc. — or even Cloudflare – but its Net Score is respectable. Cisco also just purchased Armorblox Inc., which uses artificial intelligence to reduce email and other risks.
In many ways we think Cisco could be a leader in the security supercloud, bridging on-premises, multiple clouds and edge security experiences.
The following summarizes Keravala’s thoughts:
Kerravala acknowledges Cisco’s success in the security sector, citing notable products such as Kenna, Talos, Umbrella, Duo and AnyConnect. However, he identifies a critical missing element: a more coherent Cisco security narrative. The fact that these products are still referred to individually underscores this problem.
According to Kerravala, the future of security is shifting toward platform-based solutions, moving away from signature-based systems to AI- and analytics-based models. Given Cisco’s broad network reach, the company should possess an unequalled advantage in security, having the ability to detect things that others can’t. Nevertheless, Cisco still needs to integrate its products and offerings better, a process that began with the XDR announcement at the RSA Conference and we believe will continue.
Kerravala claims Cisco has succeeded in cybersecurity despite itself but has a great opportunity if it can address some of the stovepipe challenges.
The emerging observability opportunity
Let’s now dig into observability, which is sort of the confluence of log analytics, application performance management, monitoring and related fields. Cisco has a major stake in this business through its acquisitions of AppDynamics and ThousandEyes.
Before we look at the spending data, here’s what one customer said in an ETR roundtable about this topic:
This is a head of engineering… a customer who says I’m sticking with AppD. This person references the value of the ThousandEyes acquisition along with AppD and security. The application-centricity is an attractive dynamic to this Cisco shop. SecureX is Cisco’s integrated security play, which admittedly needs more and better integration. But basically in the second quote this person calls out the attractiveness and value of a single platform. If you’re a Cisco shop. And if not it’s a “free game” – perhaps implying a free-for-all of complexity.
Key takeaways from Kerravala’s commentary on this topic:
Watch Kerravala’s commentary on Cisco’s observability play with ThousandEyes & AppD.
Comparing key observability players’ spending profiles
Let’s get into the ETR data. ETR doesn’t have a full-stack observability category, but through this next view below we’re able to bring in various companies that are hovering around the space to see their relative positions.
It’s a similar chart above where we show Net Score against pervasiveness in the data. And we’ve plotted Splunk, Datadog Inc., Elastic N.V., Grafana Labs, Dynatrace Inc. and New Relic Inc.. You can see AppDynamics, which Cisco bought in 2017 for almost $4 billion. And it introduced Intersight shortly thereafter as a visualization and orchestration tool. But there were still holes in the portfolio as the market moved to full-stack observability, so Cisco bought ThousandEyes during the COVID pandemic for about $1 billion. Then it sort of strung them together with an overlay, but the story is not over.
Cisco has an opportunity to really take these pieces and integrate them across the portfolio in a potentially game-changing way. At least in the manner that one customer described earlier – especially for Cisco shops.
Kerravala’s primary argument is that the industry needs to to deliver on the vision of full-stack observability. Cisco has an opportunity to lead by streamlining its many panes-of-glass solutions into a unified, intuitive dashboard. The diverse range of visibility tools it currently offers could be more effectively utilized if they were integrated into one comprehensive system, with AppD serving as the principal lens. Operational specifics could then be accessed through drill-down features, allowing for a more organized and efficient user experience. This could be game-changing for Cisco.
Kerravala’s key takeaways on observability:
Kerravala comments on Cisco’s many panes of glass.
What to watch at Cisco Live 2023
Kerravala just published a “Know before you go” post on SiliconANGLE, outlining his thoughts on what to expect at Cisco Live. Let’s review that and what we’ll be looking for next week.
Whither AI for Cisco?
A key question is how Cisco will handle AI. These days, brands run the risk AI washing, but if you bury the AI lede, you look less relevant. In our view, Cisco at the very least has to use AI to make Cisco infrastructure run better and more secure through automation and better management.
Here’s a summary of key points from our conversation with Zeus on what to expect from Cisco Live in terms of AI:
The security opportunity calls for Cisco
We’ll be watching the security space closely. We believe it’s a mandate that Cisco integrate its vast portfolio across on-prem, all the major clouds and out to the edge. Palo Alto Networks has the leg up on consolidation in our opinion, but Cisco has such a major presence that it can do very well in this area, coming at the problem its strength in networking.
Here’s a summary of what we think Cisco needs to do in security and what we’ll hear at Cisco Live:
Can Cisco be the supercloud network?
Core networking is always a the forefront of Cisco Live. I keep coming back to the supercloud concept – a singular experience across clouds in a cloud-native fashion. Can Cisco bridge the legacy world of apps and infrastructure with cloud-native?
Collaboration: Hybrid work is still a big thing
What about collaboration? That business went from rocket ship to rapid deceleration post-pandemic, but hybrid work isn’t going away and it brings real challenges. Is this a game of integrating with your security portfolio to reduce risk? Or creating better and more simplified user experiences? We know that Jeetu Patel wants to make Webex 10 times better than any other platform.
Application centricity is the opportunity in full-stack observability
Cisco we think has an opportunity to make some moves in full-stack observability, but the linchpin as Kerravala wrote on SiliconANGLE is the application-centric view of the world. The two main takeaways from our conversation on observability include:
Every large tech company has to address ESG
And finally we asked Kerravala if he has ever been to a Cisco Live where Chuck Robbins hasn’t done his part to address environmental, social and governance issues? Here’s a summary of what we discussed:
We didn’t talk much about edge, but it’s a significant part of the future and we anticipate hearing more about it in the future.
Here’s the full conversation about what to expect at Cisco Live
Finally, theCUBE will be at Cisco Live in Las Vegas at the Mandalay Bay. We’re on the expo floor across from the Net Vet Lounge, which is Booth 1427. We have a small space so we’re doing the pop-up CUBE and we’d love to see you. By all means please stop by and say hello.
Keep in touch
Many thanks to Zeus Kerravala for stopping by the studio to share his knowledge. Thanks to Alex Myerson and Ken Shifman on production, podcasts and media workflows for Breaking Analysis. Special thanks to Kristen Martin and Cheryl Knight, who help us keep our community informed and get the word out, and to Rob Hof, our editor in chief at SiliconANGLE.
Remember we publish each week on Wikibon and SiliconANGLE. These episodes are all available as podcasts wherever you listen.
Email email@example.com, DM @dvellante on Twitter and comment on our LinkedIn posts.
Also, check out this ETR Tutorial we created, which explains the spending methodology in more detail. Note: ETR is a separate company from Wikibon and SiliconANGLE. If you would like to cite or republish any of the company’s data, or inquire about its services, please contact ETR at firstname.lastname@example.org.
Here’s the full video analysis:
All statements made regarding companies or securities are strictly beliefs, points of view and opinions held by SiliconANGLE Media, Enterprise Technology Research, other guests on theCUBE and guest writers. Such statements are not recommendations by these individuals to buy, sell or hold any security. The content presented does not constitute investment advice and should not be used as the basis for any investment decision. You and only you are responsible for your investment decisions.
Disclosure: Many of the companies cited in Breaking Analysis are sponsors of theCUBE and/or clients of Wikibon. None of these firms or other companies have any editorial control over or advanced viewing of what’s published in Breaking Analysis.
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Cisco has disclosed that it is in the process of developing a fix for a cross-site scripting vulnerability impacting its Prime Collaboration Deployment offering, SecurityWeek reports. Threat actors could leverage the flaw, tracked as CVE-2023-20060, by luring targets into clicking a crafted link, which would facilitate arbitrary script code execution "in the context of the affected interface or access sensitive, browser-based information," said Cisco, which noted that there has been no evidence suggesting active exploitation of the bug. No definite timeline for the release of the patch nor workarounds for the flaw has been given. Meanwhile, the discovery of the flaw has been credited to NATO Cyber Security Centre penetration tester and security researcher Pierre Vivegnis. Such a disclosure comes after Cisco was informed regarding several security flaws in its products by the National Security Agency, as well as the UK's National Cyber Security Centre's discovery of numerous industrial product bugs.
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Let's imagine a leadership team meeting with a cost-cutting proposal on the agenda from the Chief Information Officer to increase centralization of shared IT resources. The CIO and their team have prepped the cost efficiencies after a request from the CEO and the Chief Financial Officer. At the meeting, the CIO presents the proposals to frame a discussion. But they have already pre-sold the package to the CFO and brought up many of the likely challenges with the CEO and asked both for their backing before even coming into the room because they expect pushback from business unit leaders against the idea of more central control of IT and loss of customized attention. The CIO’s presentation is a standard report out. Some of the business unit leaders can tell this has already been politically stitched-up with the CFO and CEO and decide not to express their discontent, risks or concerns. Some individuals have clicked into listen mode, don’t believe they really have a dog in the hunt, nor would it matter if they did say anything. Some are unwilling to make recommendations even though their gut tells them there is a better way to do this. Of the 12 people in the room, only four voices are heard. Real candor is noticeably absent. There’s an unspoken belief that it’s best to move to the next agenda item, for now, and try to deal with this outside the meeting. Welcome to an everyday meeting in corporate life anywhere in the world today.
A high return practice of world-class teams
Let me lay out a different scenario. Not an imaginary scenario, but one that happens in the top 15% of truly world-class teams who don’t believe that meetings are the only way to collaborate, and they happen to be the digital native disruptors of most industries who, since school, used the google collaboration software and naturally carried these tools like Google Docs into their early professional life and created collaboration processes that fully leveraged such tools.
In this second scenario, the CEO has framed a north-star understanding that under the current economic climate, there are cost constraints and a need to identify cost reductions. The CIO, in response, creates a quick one-pager in the following format:
The one-pager is shared either in the form of a simple narrative document, or slide. And it could be accompanied by a simple 10 minute video sent in advance. In all cases, the one-pager is accompanied by a group editable spreadsheet with all 12 executive team meeting attendees named in the left-hand column. Along the top row, there are three simple questions for each member of the team to answer:
This is sent out at least a week before the meeting for all teammates to read, giving every contributor serious time to think, consult their teams, and answer those questions before the meeting… and then to read each other's answers. Knowing that in the past, preparatory work before meetings was often not done, use of assigned names on a shared document increases the likelihood of completion because of open accountability among peers with the visibility of the CEO. What we've just done, is Meeting Shifted. There is now a cycle of thinking, dialogue and collaboration—in a shared sheet, a format that everyone can see—prior to the meeting. This, the level of collaboration prior to the meeting has a number of key attributes:
Psychological safety goes up, bolder inputs begin to occur. More importantly, the CIO, witnessing all of this valuable input of challenges and insights and offers of support or help, can recraft the agenda for the meeting that will follow to address the most important dissent that exists among the team or just quickly to land the plane on the critical issues. Rather than two or three rounds of meetings where only four people would have been heard, we have built an entirely more efficient round of collaboration. There is no place for sidebar and shadow conversations lobbying behind the scenes. There’s no lack of transparency. We know that without Meeting Shifting, eventually, the decision would have been made without everybody having full information as to why and the level of buy-in would be significantly lower. In this instance, buy-in is directly proportionate to co-creation, not just for the sake of the patina of getting people involved. The aperture for new ideas is truly being opened up, and everybody has transparency and full information as to why we came to certain conclusions. Finally, we can recognize that not everybody even has to be in this particular meeting. Clearly, when we see everyone's input, we can easily see that certain individuals are just not needed for this conversation, decreasing unnecessary meetings for many. We could find that there is a vital component of this conversation that should happen in the upcoming meeting of 12—and then there are other components that need much smaller groups of individuals to finalize.
Faster, bolder, inclusive decision-making—and fewer meetings
What we’ve done is significantly shorten the cycle time of collaboration and getting to the answer. By virtue of having everybody's input, we have not abdicated the responsibility or authority of the CIO, nor diminished the authority of the CFO and the CEO to make the final decision. Decision-making hasn't changed. What we've done is we've opened a much more transparent, bolder, inclusive process that would achieve faster decisions with better, bolder information. This also allows us to reduce our meetings by 30%, which we have seen repeatedly in our research.
This simple practice of shifting collaboration from traditional meeting practices to an asynchronous practice is a critical step on a team's journey to becoming what our research calls world-class hybrid. Our dataset of thousands of teams compiled over decades of working with Fortune 500 businesses, fast-growing unicorns and global brands shows that only 15% approach levels four and five on our five-point hybrid index for leveraging the most innovative practices for collaboration, and decision-making, and innovation. They recognize that the belief that collaboration must start with a meeting is a myth. They also know it's a myth that the broader you get people’s involvement, it thins down and creates consensus and mushy outputs. Those are the myths of old meeting strategies. It’s not the truth of today's powerful best practices for world-class hybrid teams, leveraging the best tools that have been available to us for years.
Introducing The Collaboration Stack
World-class teams recognize that collaboration happens in a stack and they become uniquely capable of working up and down that Collaboration Stack. The Collaboration Stack has the team starting with asynchronous work then moving to leveraging practices best suited for remote/hybrid meeting efficacy, and then in-person meetings. Each stage of the stack requires its own best practices (describing them all is beyond the scope of this article, but will be covered in my next book). But there's an entire set of asynchronous practices that are incredibly powerful and valuable of which Meeting Shifting, is just one simple example.
When we deal with remote business practices, we show the value of remote/hybrid meetings for transparent sidebar conversations in the chat function and the use of breakout rooms, which also increase psychological safety significantly. Opening a shared document in those breakout rooms allow us to capture insight from everybody in the room, improving the perspective and sense of inclusion and engagement. Unfortunately, most teams moved from boardrooms pre-pandemic into remote meetings that looked exactly like the meeting style of a boardroom. And now we're crawling back into those boardrooms with the same meeting and collaboration structures we always did, fully missing how to leverage valuable collaboration tools. What's even sadder is the recognition that now that we are back in the office, we've dragged people in with resentment to being in the office. They're sitting still alone in cubes on remote and hybrid meetings that they feel they could have done equally as well from home and still been able to eliminate the commute. Organizations have been real estate baiting with better food to get people back to the office to “earn the commute.” In reality, we need to change the way we work so that we engineer when we are together in person, for the most powerful things that we should be doing: wrestling gritty issues, eye to eye, celebrating, playing, serving, bonding, connecting—things on the emotional spectrum should be reserved for the physical times we're collaborating together.
Awakening to faster bolder collaboration
This awakening to faster and bolder ways of collaboration is despite the great laboratory we all had to test remote work during the pandemic when too many of us barely scratched the surface. Our research institute has been studying the field of remote and hybrid work since 2010 and published a series of articles in Harvard Business Review. The lessons and best practices were laid out like a buffet to us if only we were just more curious. These are the ways of working the unicorn companies that are disrupting business models and disrupting ways of working and have been for some time, and it's available to anybody. We ignore them at our peril.
As if stealing the hearts of Tokyo’s most corrupt in Persona 5 Royal wasn’t a big enough task on its own, you’ll also have to contend with all the worries of a normal high schooler, and that includes your schoolwork. Throughout your year at Shujin Academy, you’ll be asked a number of questions both in-class and on exams, and the perks for doing well are numerous.
RELATED: How Long Does It Take To Beat Persona 5 Royal?
The questions you’ll get can be a little tough, though, but that’s where we come in. Below, you’ll find every classroom and test question and answer for Persona 5 Royal. Good luck in school!
This answer guide is only for Persona 5 Royal. If you're playing vanilla P5, your answers will be different.
This guide contains slight spoilers for Persona 5 Royal.
April Classroom Answers
April Classroom Questions and Answers In Persona 5 Royal
May Classroom Answers
May Classroom Questions and Answers In Persona 5 Royal
May test Answers
May Midterm test Questions and Answers In Persona 5 Royal
RELATED: Persona 5 Royal: Complete Confidant Gift Guid
June Classroom Answers
June Classroom Questions and Answers In Persona 5 Royal
July Classroom Answers
July Classroom Questions and Answers In Persona 5 Royal
July test Answers
July Final test Questions and Answers In Persona 5 Royal
RELATED: Persona 5 Royal: Guide To Every Trophy
September Classroom Answers
September Classroom Questions and Answers In Persona 5 Royal
October Classroom Answers
October Classroom Questions and Answers In Persona 5 Royal
October test Answers
October Midterm test Questions and Answers In Persona 5 Royal
RELATED: Persona 5 Royal: Complete Persona Fusion Chart And Arcana Fusion Guide
November Classroom Answers
November Classroom Questions and Answers In Persona 5 Royal
December test Answers
December Final test Questions and Answers In Persona 5 Royal
January Classroom Answers
January Classroom Questions and Answers In Persona 5 Royal
Rewards For Doing Well In School
Sometime throughout the year, if you're studying and following our guide to get all the questions in P5R right, you'll unlock the achievement or trophy, "A Most Studious Disguise" for placing first on an exam.
It requires not only a maxed Knowledge stat, but also getting all questions correctly on said exam.
Additionally, be sure to tell Sojiro Sakura that you've done well on your exams - he rewards you for doing well by offering Joker a handful of accessories.
Sojiro's Rewards For Joker's test Scores
Be sure to check in with your Coffee Dad after getting your scores to let him know how well you did! You need to manually talk to Sojiro to get the rewards, but it's worth doing so.
Employers and their workers are at loggerheads over returning to the office.
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On the one hand, many businesses are still paying to lease a large office space and understandably want their workers to use the money pit.
Plus, many CEOs Fortune has spoken to feel that staff work harder in the office where they can be seen—even if research consistently shows that staff can be just as productive from home.
But employees simply don’t see the point of wasting money and spending hours commuting to do the very same tasks that they’ve been proving for the last three years they can do efficiently from home.
Cisco’s CEO Chuck Robbins gets that.
“You’re going to tell somebody to go to the office and get on video and talk to people in another office all day long?” he said in an interview with Forbes. “They could do that from home.”
That’s why the tech giant is giving the traditional office an overhaul and building workspaces fit for the future of hybrid working—called “collaboration centers”—with just 10% of the space reserved for working alone.
Just last month Cisco unveiled its latest hub in Atlanta, exactly a year after opening its similarly smart New York space (which Robbins unveiled to Fortune at the time) with further plans to refurbish some of its other offices and relocate several of its underutilized offices to areas where they’ll get more employee foot traffic.
The office is 90% for communal gathering
In the year since opening its 58,000-square-foot space in Manhattan, Robbins learned that workers don’t want to go into the office to then work on their own.
“When employees were showing up, they weren't going in private rooms. They were just sitting at tables,” he said. “They wanted to spend time [with coworkers] and they wanted those interactions.”
So Cisco decreased the amount of space for individual work from 30% in its New York office to 10% in its new Atlanta space. The majority of the hub’s square footage is dedicated for meetings, communal gatherings, and team-based work.
Plus, as Cisco’s own research found that up to 98% of all meetings will include at least one participant attending remotely, hybrid collaboration hasn’t been forgotten.
For example, the meeting rooms in its new Atlanta office have been decked out with the latest video conference system that follows each speaker's voice and points the camera to whoever is talking.
Meanwhile, even the furniture is aimed to help workers collaborate, whether they are in-person or dialing in remotely, with slightly curved conference room tables to maximize each person’s visibility on screen.
You have to earn your workers commute
After having splashed out the cash on such a lavish space, you’d assume that Cisco is now mandating workers make full use of it.
But actually, employees are “not going to come five days a week,” Robbins told Forbes, while adding that even pre-pandemic some 15% of Cisco employees already worked remotely full-time.
Instead, the company is hoping it will get its return on investment just simply by making the office worthy of its workers' commute.
“We're trying to create a series of events in offices” to get people on-site, he adds, including all-hands meetings and a leadership summit for Black employees.
It all comes down to “What’s your return on commute?,” according to Robbins—and that’s a worthy question for employers trying to entice their workers back into the office.
This story was originally featured on Fortune.com
More from Fortune:
Job seekers are advised to ask questions at the end of an interview to show interest in the opportunity. The challenge is that most candidates worry so much about what to ask that they can’t focus on the real discussion happening right before them.
To ameliorate the anxiety, you should have a few questions ready when the interviewer asks, “Do you have any questions for me?”
Here is what you should say to demonstrate your interest in the role and some suggested insightful questions you can ask the interviewer.
Let Them Know You Are Interested In The Job
Before you ask any questions, use the wrapping-up phase of the interview to sum up your take on the process and express your genuine interest, citing examples. You can tell the interviewer, “I greatly enjoyed our conversation. Everyone I met was wonderful. I appreciate that you all have been open and honest about the job responsibilities, the corporate culture, what’s happening with hiring and layoffs, the organization's financial situation and where the company is headed next. I am very interested in the opportunity and would like to know a little more about the process.”
Avoid Questions That Are Easily Answered On The Firm’s Site
Asking thoughtful questions at the end of the interview is a simple way to show your enthusiasm for the job and to gather more information about the company and the role. The questions you ask should not be easily answered by researching the company's website or other readily available resources.
Tailor your questions to demonstrate your enthusiasm about the role and the company while gaining valuable insights to help you make an informed decision if an offer is extended. The best questions to ask are focused and open-ended. Avoid “yes” or “no” questions and any inquiry that is too broad.
Here Are Thought-Provoking Questions To Ask
Questions To Feel Out If You’re The Right Fit
Learning About The Company
Ascertaining The Next Steps
There’s only one thing standing between you and the job that you want: your answers to common interview questions. When…
There’s only one thing standing between you and the job that you want: your answers to common interview questions. When you know how to answer interview questions in a way that impresses the hiring team, then your chances of being extended an offer are much higher. Below is a list of 29 interview questions and answers. The suggested answers are meant to inspire your personalized approach to addressing these popular questions, weaving in the details that are specific to your own career background and skill set.
1. Tell me about yourself.
2. How did you find out about the position?
3. Why are you looking for a new job?
4. Why do you want to work here?
5. What interests you about this job?
6. What motivated you to apply for this role?
7. What kind of impact do you hope to have in your next role?
8. What do you find the most stressful about this type of role?
9. Have you used our product/service?
10. How would you Boost our product/service?
11. What’s your greatest strength?
12. What’s your greatest weakness?
13. What do you hope to learn and contribute in your next role?
14. What would you do in the first 30, 60 and 90 days on the job?
15. What professional achievement are you most proud of?
16. Do you consider yourself to be a team player? Why or why not?
17. What would former co-workers say about working with you?
18. What annoys me most about working with others?
19. How would you describe your work style?
20. What type of manager do you work best with?
21. What type of work environment do you thrive in?
22. Where do you see your career in three to five years?
23. Tell me about a major challenge you’ve faced at work and how you overcame it.
24. Tell me about a failure you experienced and how you handled it.
25. Is there anything we should know about you that’s not on your resume?
26. There’s a gap in your employment history — why?
27. Why should we hire you?
28. What salary range are you looking for?
29. Do you have any questions for us?
[SEE: The Fastest-Growing Jobs in America.]
1. Tell Me About Yourself
While this may sound like an open-ended question that you can answer however you like, don’t let its simplicity fool you into disclosures that are too casual and personal. The interviewer is trying to get a sense of what kind of person you are and what you value to determine your level of professionalism and how well you would fit on the team.
How to Answer “Tell Me About Yourself”
You might start by focusing on who you are as a professional, since this is a job interview, after all. Tell a bit about your educational and career background and some key facts about your job history. While it’s OK (and perhaps expected) to share something that’s a little bit personal and unique to you, be careful about what exactly you reveal here. Think in terms of sharing one of your key hobbies or interests outside of work — for example, playing volleyball, cooking or volunteering. Be cautious about revealing details about your age or family status that some employers may be unintentionally biased against.
2. How Did You Find Out About the Position?
The employer is trying to see if one of their marketing methods reached you, or if you found out about the job through some other way.
How to Answer “How Did You Find Out About the Position?”
Whether you learned of the opening from a colleague, online or through a job ad, share the method with the interviewer. You may get brownie points if you happened to have learned about the job from the company’s website. If you took extra time to learn about the organization while applying, be sure to mention it.
3. Why Are You Looking for a New Job?
If you already have a job and are conducting a job search, the interviewer might be naturally curious as to what has prompted your desire for change.
How to Answer “Why Are You Looking for a New Job?”
Be careful here, as revealing a dissatisfaction with your current company, boss, or co-workers could serve as a red flag for the hiring team. Instead of complaining about grievances you may have about your current position, focus your answer on your desire for greater opportunities and career growth.
For example, you might say: “While I’ve been excited about the opportunities I’ve had in my current position, I’m looking for a company that I can move to the next level with. I am very invested in this industry and want to be with a key industry player to further my career growth.”
4. Why Do You Want to Work Here?
Hiring managers use this question to try to gauge a candidate’s motives for seeking the opportunity. While your primary reason for applying may be financially motivated, this would not be the emphasis to share during the interview.
How to Answer “Why Do You Want to Work Here?”
Think of other reasons you chose to throw your hat in the ring at the specific organization. Maybe you like the company’s culture that you read about online, or maybe you’ve heard from current employees that they love their jobs. If so, spend some time figuring out the best words to use to explain that.
Another good answer could tie back to your career interests. For example, if you’re a marketer applying for an entry-level marketing position, you might focus on sharing what it is about the company that makes you feel this would be the right place to develop your career skills in your field.
5. What Interests You About This Job?
This question may seem tricky, since you may feel you don’t know enough yet about the job as simply a candidate and not a hired hand. But you can prepare for this query in advance by doing some due diligence before your interview.
How to Answer “What Interests You About This Job?”
Spend at least an hour reviewing the details of the company’s job description and determining how to draw links between what the manager wants and the talents you bring to the table. You might even bring a printout of the job description to the interview to refer to specific language as you answer this question. Point out to your interviewer that you have been thinking a lot about the specific needs of the position and how your background and experiences make you the right fit for it.
6. What Motivated You to Apply for This Role?
Early in the interview, you may be asked about why you felt drawn to the position. If the question is phrased to determine your motivation for applying to the role, the interviewer may be trying to determine whether your interest in the role is more self-serving or if it stems from a desire to tackle tough industry challenges that can help the company.
How to Answer “What Motivated You To Apply for This Role?”
A smart way to answer this question is to focus on the latter. Sure, you likely have multiple reasons for wanting the job, but highlight the ones that the company cares about, such as making an impact and helping the team reach their goals, emphasizing that your interest in the company itself was a motivating factor.
You might say something like: “At this point in my career, I have a ton of energy to solve complex problems, and our industry is at an exciting time for this. I chose to apply to your company specifically because of your industry-leading role, plus I love what I’ve heard about your culture.”
7. What Kind of Impact Do You Hope to Have in Your Next Role?
Hiring teams want to know what candidates can do for them, and this impact question gives you the perfect opportunity to impress them with your drive.
How to Answer “What Kind of Impact Do You Hope to Have in Your Next Role?”
The specific type of impact you emphasize will depend on the specific industry or job you’re applying to. But in general, you can stress that you want to build on the skills you bring to the table and that you hope to leverage your experience from your last position to help the company achieve its goals.
For example: “One of my biggest goals that I plan to achieve with my next employer is to take all of my learnings from my career to date to create something big. The first part of my career has been about understanding as much as I can about the industry, and now I finally feel like I’m in the perfect place to have a significant impact in whatever key projects I’m working on.”
8. What Do You Find the Most Stressful About This Type of Role?
This is another potential minefield that you should answer with care, rather than off the cuff. Interviewers are looking for examples that suggest you handle stress well. Your goal is to show that you do know how to manage stressful situations with grace.
How to Answer “What Do You Find the Most Stressful About This Type of Role?”
A winning response might be: “It’s true that this role can be stressful, and I’ve certainly dealt with my share of it in previous positions. If I had to say what the biggest stressor is, I’d pinpoint timing issues. I’m a stickler for meeting deadlines and delivering to my team what I say I will — so when it comes to crunch time, I feel the pressure until I’ve crossed the finish line.”
9. Have You Used Our Product/Service?
You don’t want to be caught off guard by this question having not tried out the product or service that you would be working with.
How to Answer “Have You Used Our Product/Service?”
Knowing that this is a common interview question, you would be wise to provide the company’s tools a test drive prior to your interview, if at all possible. When trying it out, take notes about your experience and share specifics during your interview.
10. How Would You Boost Our Product/Service?
The employer wants to know specifics on the previous question and likely wants to gauge how you provide constructive feedback.
How to Answer “How Would You Boost Our Product/Service?”
It takes a bit of diplomacy to navigate your response here, since you don’t want to imply with your answer that the product or service is substandard. By coming up with a good idea here — for example, for an additional feature or other bells and whistles that customers might enjoy — you could earn points with the interviewers for your creativity.
11. What’s Your Greatest Strength?
The challenge of answering the standard “greatest strength” question is that you want to strike the right balance between sounding confident but not arrogant.
How to Answer “What Your Greatest Strength?”
The strength that you share need not be related directly to the position that you’re applying for, but should be clearly tied to an attribute that the specific employer would value.
For example, highlighting your effectiveness working with teams and groups is something that would come in handy in most jobs, so this would be a good choice to share if it’s true for you.
12. What’s Your Greatest Weakness?
The best answer to this has changed over time. While the go-to response used to be to choose an area that shows your tendency to “care too much” about your job, this response has been overused. If you try it, you may receive pushback from a savvy interviewer who wants you to share a true weakness.
How to Answer “What’s Your Greatest Weakness?”
An effective approach is to share something legitimate that isn’t your top strength — but also share some concrete ways that you are working on improving in that area.
13. What Do You Hope to Learn and Contribute in Your Next Role?
This question is a variation of the “impact” question, but it’s more targeted at whether you value learning and development, and the contribution you see yourself making in the role, as opposed to what you hope to personally accomplish. Employers are looking for new hires who are eager to learn and be of service to the company.
How to Answer “What Do You Hope to Learn and Contribute in Your Next Role?”
You could say: “I’m always interested in learning new things about our industry, particularly in relation to my own role and self-improvement to help my team. I’m hoping to learn and ultimately master the job, and beyond that, to stay current and keep learning so I can continue to bring value. That way, I can maximize my contribution in my department and eventually, across the company.”
14. What Would You Do in the First 30, 60 and 90 Days on the Job?
Active listening will come in handy here. This common interview question may be hard to prepare for in advance, since details that you learn during the interview itself about the employer’s priorities may help you formulate a better, more specific answer.
How to Answer “What Would You Do in the First 30, 60 and 90 Days on the Job?”
If you need a refresher about any points that your interviewers have raised in terms of their priorities, or if they haven’t shared them yet, it’s fair to ask for clarification before you begin answering. Knowing what the hiring manager cares most about is key to how you should frame your plan for what you would do during your initial months in the position.
[Phone Interview Questions to Prepare For]
15. What Professional Achievement Are You Most Proud Of?
While you may actually consider saving someone’s life as a lifeguard in high school to be your proudest moment on the job, don’t take this question literally unless you are actually interviewing to be a lifeguard.
How to Answer “What Professional Achievement Are You Most Proud Of?”
The correct approach to describing your greatest professional achievement is to hone in on the position that you’re applying for and find a relevant experience in your past career arsenal to showcase something that the hiring manager would hope to find in an employee. An equally smart strategy is to focus on a general accomplishment that would impress any employer, such as creating a tactic to increase your department’s productivity.
16. Do You Consider Yourself to Be a Team Player? Why or Why Not?
Be careful here, as interpreting this question too literally can backfire on you. Companies are asking this question because teamwork is essential, on some level, in most roles — even those where you’re primarily an individual contributor. If you don’t consider yourself a team player and prefer to work on your own, it’s best to be diplomatic in how you explain this. Stating your preference is one thing, but flat out saying that you aren’t a team player will backfire and provide you a red flag from most interviewers.
How to Answer “Do You Consider Yourself to Be a Team Player?”
If you truly hate teamwork and want to be upfront about it, try stating something along these lines: “I’m honestly an amazing individual contributor since in this role, focus is so important — but I also understand and very much value partnership and collaboration. I’m a team player when it helps everyone achieve our goals, and I’m also very self-motivated to work individually as needed.”
17. What Would Former Co-Workers Say About You?
When asking this question, the hiring committee is trying to gain a sense of your personality, work style and how well you work with others.
How to Answer “What Would Former Co-Workers Say About You?”
While not every past colleague may have reacted to you in the same way, focus on finding commonalities in how people have perceived your best assets. If it is in fact true, then you can’t go wrong with indicating that past co-workers and bosses have found you to be a dependable, trustworthy, conscientious and deadline-driven team player.
18. What Annoys You Most About Working With Others?
A variation of the “teamwork” question, this tricky question requires finesse. The employer may be hoping to hear about your pet peeves, or what triggers you the most about your past colleagues — but resist the urge to dish on this. As tempting as it may be to replay your worst work relationship ever, pointing out how annoying this collaboration was, this approach would be a big mistake.
How to Answer “What Annoys You Most About Working With Others?”
Instead, take the high road and keep your answer more general. You might say: “There are always personalities to deal with at work — nobody’s perfect and everyone has their own way of doing things. Sure, co-workers can be annoying sometimes, but I try to notice if I feel annoyed and think about where the other person is coming from. For example, the thing that used to annoy me the most was the way some colleagues didn’t use punctuation in their written communications, like emails, which made the message sound unfriendly. I later realized, though, that this is just a style preference of mine, and it didn’t necessarily reflect any negative intentions from the person who wrote the message.”
19. How Would You Describe Your Work Style?
Anyone considering hiring you may want to gain a basic understanding of what your work style is, so that they can determine whether that style will be a fit for the position. Work styles that many employers value are collaborative, team-oriented, detail-oriented, conscientious and supportive
How to Answer “How Would You Describe Your Work Style?”
There are no right or wrong answers here, though if you know something in advance about the types of qualities that this particular employer or company values, then that can help inform your response. For example, if you’re applying for a sales position, it’s more important to emphasize that you’re an energetic go-getter with people skills than if you have a work-from-home job as a graphic designer that you can do independently on your own schedule, where the work style of detail-oriented conscientiousness may be more valued by the hiring team.
20. What Type of Manager Do You Work Best With?
This is a very difficult question to answer when it’s being asked by a potential new boss whose working style you don’t yet know. The best approach here is to keep your comments general, so that you don’t end up describing the opposite of who the interviewer is. Another smart strategy is to express your flexibility in working with a wide range of personalities and management styles.
How to Answer “What Type of Manager Do You Work Best With?”
You might say: “I’ve been fortunate to work with a many different types of managers, and knock on wood, but I’ve gotten along with all of them so far! I value managers who communicate about their needs and the needs of their department, so that I can do my best to help them reach their goals. Beyond that, I think it takes time to adjust to a manager’s style, and I’m happy to work with my manager to create a productive partnership.”
21. What Type of Work Environment Do You Thrive In?
Much like the “type of manager” question, candidates need to step carefully when answering this one in an interview. If you end up describing the opposite work environment than the company offers, then you’ve just talked yourself out of the job. To avoid this, it’s best to frame your answer around flexibility. If you’re offered the job, then you can always explore specific setups and preferences then.
How to Answer “What Type of Work Environment Do You Thrive In?”
If it’s early in your interview process, an open-ended response is a safe bet: “I’ve worked in many different settings, and lots of different company cultures. I’ve found that as long as I have a supportive team and manager, and work that I love, the setting isn’t a deal breaker. I do love what I’ve learned about your company’s culture and work environment, though, and I think I would be a great fit.”
22. Where Do You See Your Career in 3-5 Years?
This question requires some diplomacy, since indicating that you see yourself in the hiring manager’s position might not be well-taken. It would also, in most cases, be a faux pas to share your dream of launching a startup, particularly if it’s in a different field altogether from the job for which you are currently interviewing.
How to Answer “Where Do You See Your Career in a Few Years?”
A more prudent answer would be to emphasize a vision of yourself making an impact in your industry and mentoring more junior members of your team as you move up the ladder.
23. Tell Me About a Major Challenge You’ve Faced at Work and How You Overcame It
Like with most interview questions, it’s important to tread carefully and phrase your answers in a positive way. This is particularly true with a question like this one that requires addressing difficulties. Your goal should be to share an experience that showcases your ability to persevere and move beyond obstacles without revealing details that could paint you or your colleagues in a negative light.
How to Answer “Tell Me About a Major Challenge You’ve Faced at Work and How You Overcame It”
While your answer will be unique to your experience, here’s a sample of how to strike this balance: “I once was faced with the challenging situation of needing to generate a key deliverable to the company’s top client in a tight timeframe that made it impossible for me to do everything I wanted. I solved this by recruiting some co-workers from a different department to lend a hand so that we could create the best product possible under the circumstances, and we ended up impressing both my boss and the client.”
24. Tell Me About a Failure You Experienced at Work and How You Handled It
Like the challenge question above, it can be tricky to talk about professional failures and career disappointments. But many employers will understandably want to know how you react in less than optimum circumstances, so you should be prepared to address the question of failure during your interview.
How to Answer “Tell Me About a Failure and How You Handled It”
When discussing missteps, always plan to end on a positive note. And avoid oversharing personal details to make your point; keep it professional and top-level rather than going into the nitty-gritty about the failure.
Here’s a possible response, which you can tailor to your own circumstances: “At my last job, my teammate’s department had been relying on my department to collaborate on a goal they had developed independently of me. I had initially agreed to help out, but quickly realized that doing so would jeopardize my own department’s deliverables to the CEO that week, so I had to pull out of the collaboration before we’d really gotten started. This felt like a failure on my part since I wished I had pushed back initially about my limited bandwidth rather than agreeing on working together. I apologized to my colleague and she understood when I explained about my own deadlines.”
[Read: Questions to Ask During a Job Interview]
25. Is There Anything We Should Know About You That’s Not on Your Resume?
Again, speak carefully here … This question represents an opportunity to share something personal about yourself and make a connection with the hiring team, but avoid letting it all hang out. Managers use this question as a “get to know you,” and it’s a bit of a wild card since it’s very open ended. Your best approach is to stick with fairly neutral subjects rather than go out on a limb.
How to Answer “Is There Anything We Should Know About You That’s Not on Your Resume?”
While your answer will be very individual based on your own interests, you might share something about either a work achievement that you haven’t had a chance to share yet, and/or a hobby or interest that helps the hiring team see you as a well-rounded person.
Try something like this: “One thing I wanted to be sure to share is that I just joined the Marketer’s Alliance and volunteered for a committee — that just happened so it’s not on my resume yet. Also, I’m a huge gardener. I love to spend time on the weekends rebooting in the garden so that I come back fresh and ready to go, and I find it gives me great balance.”
26. There’s a Gap in Your Employment History — Why?
Astute managers will scrutinize your resume to see if you have a consecutive employment history, and will quickly pinpoint any gaps. If you have a gap in your resume, you need to prepare in advance to explain why you weren’t working for that period of time.
How to Explain Gaps in Employment:
Honesty is the best policy here, and many employers will understand that in times when the job market is tight, some candidates may have gaps in their work history. It helps if you can add some things that you did during your break from employment that facilitated your career goals, such as any volunteer work, education or training that you may have done.
A sample answer: During that period, my entire company faced layoffs, and we had short notice about the fact. I quickly set to work on my job search and landed a position pretty quickly, but it’s true there’s a small gap in my employment history because of that. During the time that I was job hunting, I also took an online course on [add industry topic] to learn a new skill that would help in my next position.
27. Why Should We Hire You?
You should be prepared to respond to this classic interview query no matter what type of position you’re applying for, so it’s a good idea to prepare and practice your response to it.
How to Answer “Why Should We Hire You?”
If this question comes early in the meeting, use it as a chance to hit on the most relevant points of your experience and skill set, pointing out how well your background fits with the job requirements. If it arrives toward the end of the interview, then take the opportunity to recap the highlights of what you would bring to the company, as well as how you would leverage your abilities to solve the employer’s biggest problems.
28. What Are Your Salary Expectations?
If this is your initial interview, err on the side of caution with this question by avoiding specifics. A smart tactic is to switch the question around and ask if a salary band has been identified for the job based on your experience level and location.
Some hiring teams save the most anxiety-producing Topic for last: money. Some managers may be hoping that you’ll share numbers based on your prior salary, even though you aren’t obligated to do this — and it’s best to avoid doing so too early in the interview process. You’ll have more leverage as a candidate if you can get the employer to share the job’s salary band first. Otherwise, any number you put out there might end up either too low, pigeonholing you at a lower range than might have been offered, or too high, which might convince the hiring team that they can’t afford you.
How to Answer “What Are Your Salary Expectations?”
An answer like this can help you keep your options open, and hopefully lead to the manager being the first one to share a salary number: “That’s a great question, and I’m hoping you can help guide me on this one. Is it possible to share the range for this position?”
If they won’t share, stay guarded and try to wrap up the discussion by saying something like, “I understand. I’d like to keep this question open to learn more about the job and your needs, and revisit it later in the process.”
29. Do You Have Any Questions for Us?
While you may feel like wrapping up the interview experience as soon as possible, answering with, “No, I think you’ve covered everything!” won’t impress most hiring managers. Instead, you should come prepared to ask some standard questions of the interviewers, which shows that you’re interested in learning as much as you can about the position and company.
Some strong questions to ask include:
— What is your favorite thing about working here?
— What are the three biggest challenges that I would face in the position if I’m hired?
— Would I be working directly with you, and what are the other key departments that I’d be working with?
— What is the company culture like, and what do employees like most about it?
More from U.S. News
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29 Common Job Interview Questions and How to Answer Them originally appeared on usnews.com
Update 05/17/23: This story was published at an earlier date and has been updated with new information.
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