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where we strive to provide accessible healthcare training to millions around the club. We are campaigning to educate anywhere, anytime, no matter where in the world to get us online. Healthcare training is in danger. That becomes metal life. It's a real game changer. The world needs to train 18 million more healthcare professionals for the problem that know where has the space to train them. Also, the problems that we face certainly aren't small. There's tons of barriers to access education like who you are and who you know. And he maybe you're a carer. Maybe you're all night. Maybe you can't afford the overpriced flights, and they're metal life. Five years are meant for breaking, and there's no one we will leave behind when it comes to training. The future for mental health course is to perfecting how to suit Sherry. Well, I we strike to provide character. Yeah, we are campaigning to educate anywhere, anytime, no matter where in the world, you'll get us online. Healthcare training is in danger, but here comes matter live. It's a real game changer. You can post virtual or hybrid events limit this potential without all of the expense you can welcome those without a local medical school. I don't know about you, but I think that's pretty cool. The part of education is a magical thing. Can you imagine the improvements or vision will bring? Training is the best that can possibly be. Our patients will benefit. That sounds good to me here. Actually, it's a you know, this life is good. No tickets Or is it like a week or what? Well, it's a platform of throwing and technology. You can have 10,000 people from across the world to wait and Super hustle and then the different apps. It's all in one place and you see usually with training trip to register online, get email reminders, join us a call and sometimes pulling on your feedback. On a clunky Google farm, they said their Selves. Come on, this isn't on so mental. I was born from the ashes of all. I'm going to sign up some mediocre classes. One place exactly where it should be. The best part of it all. Metal life is free. Okay, where we strike provide accessible healthcare trailing to millions. Write the word. We are complaining to educate anywhere, any time, no matter Where in the world look at us online healthcare trailing is in danger. But here comes metal life. It's a changer. Yeah, so it's part of class to be, to be fair, Good morning, everyone. And welcome to the second day of our annual preparation for Korean surgery event, the first event of our 2022 p. Four CS series. Yesterday, you would have heard about the day to day life of a surgical trainee in each of our 14 surgical subspecialties. You would have heard of applying for classical training with in England, Scotland and Wales, and today we will be focusing on applying for classical training in the Republic of Ireland and Northern Ireland. Please interact as much as possible in the chat box and clean as much information as you may need your portfolio Clinics will run for 15 minutes in parallel and you'll get a chance to meet your mentors. Then please be advised that the portfolio clinics will still continue despite the program this morning, finishing around 11 AM We are extremely pleased to host this event via the metal platform and deliver it live. Two delegates across the globe, through our partnership with Medals Fair Medical Education program. We are able to increase accessibility to lower resource settings to ensure that we provide equal access to surgical education and mentorship globally. A special thank you to our sponsors for this event, including the Royal College of Surgeons of England, Royal College of Physicians and Surgeons of Glasgow, Royal College of Surgeons of Edinburgh, past MRCS anatomy spots in Adverse Medical Edinburgh Surgery online and Medal Fair Medical Education. Feel free to check them out in the sponsorship tab on the left of your page. Last but not least, a huge thank you to all our members of acid Council who have volunteer their time this weekend to deliver talks and provide mentorship through a portfolio. Clinics were extremely grateful. I would now like to kind of welcome Mister Lauren O'Connell on stage to speak on making a competitive surgical application. Lauren is one of our Republic of Ireland regional representatives and a general surgery registrar. Thanks very much, Ryan. Uh, so Okay, so hopefully everyone can see my slides and can hear me. Okay, um, for this section of the talk, I'm going to focus on, uh, preparing for the interview and the Republic of Ireland. I am. The process for Northern Ireland is essentially the same as in the remainder of the United Kingdom. There is a separate portal through which you apply, but other than that, the portfolio, um, an interview is identical. It is slightly different in the republic, and so that's what I'll be talking to you about today. There are six components to your application, Um, whereby you can be scored and four of those are scored an interview. So it certainly accounts for the abundance of marks that can be achieved. So there's four stations in the interview. First is the clinical scenario station, and probably the most straightforward I am. There's 15 available marks for this station out of 100 in total. As we've discussed, I am. There's normally two, and they tend to focus on common things and emergency presentations that you would have encountered in your final meds or in your, you know, first to intern years. It'll be something that you're reasonably familiar with I am, and that you would be expected to manage initially on your own and then afterwards escalated senior colleagues. But the key part is identifying a reasonable differential diagnosis, your initial investigation and initial management. And then, of course, as always, escalate into your senior colleagues and examples of the kind of thing that you can get would be things like an open fracture. Severe pancreatitis. Certainly in my one. I remember I was asked about compartment syndrome to almost scenarios that you would have covered in HDLs and crisp. Um, they tend to be sort of emergency or acute settings, but not always, um, so again, the way to answer this and it's probably the easiest of all the stations is practicing the structure. So come up with a reasonable differential diagnosis, probably about three or four things that are in your differential. Obviously, put the one that you think is most likely the most dangerous things. First, um, and then in parallel, say how you would do your initial investigations and your initial management of this patient. If you think it's something that's, you know, a surgical emergency, then obviously you would involve. You've seen your colleagues early. I am and go out from that way. And then if you are able to get onto the definitive management and then that's all to the good um so again, it's all stuff you would have covered in Final Med. It'll be stuff from the wars stuff from the emergency department if you've had the opportunity to go down there. But it's typically something that you would be familiar with and often, as I said, surgical emergency. So it tends to be again if you're kind of going off and you think it's a DVT and intellectual compartment syndrome or something, the Examiner's will give you a little bit of guidance, like not explicitly but some, um, and the question banks that are for the UK interview would be similar to the ones that you would get her here. The next station is the interpersonal skills station, and what kind of stuff do you covering that? So it's 15 minutes out of 100 again, and the typical topics that you get in this or communication team working leadership, crisis management and negotiation and conflict resolution. So you're sort of soft skills as a doctor, which are never less important. And again, as with all these things, there's a way to structure your answer. So for the background of motivation questions, and we'll come back to this again use the camp structure. So clinical, academic management and personal. If your question is asking for an example and a lot of these will, um, feed into that, uh, then use the structure of situation task action results, and we'll go into a sort of a few examples of this so that you can see what I mean. And then for questions about difficult colleagues, there is a slightly different format, which is where you seek information and your patient safety. Take the initiative escalate and support. So we'll move on a little bit and just see what does that mean when you're putting it into practice? So in terms of communications to communicate, um attributes communication? Essentially. So you want to demonstrate that you've listened to the person I am, and then that you're also capable of them affecting, uh, decision making? Essentially. So are you able to negotiate to get what you want out of the situation? Are you able to bring people around to your point of view? Are you able to achieve what you want without conflict? And so typical questions in the communication section of this would be, How do you rate your communication skills. Do you think you're a good communicator? How would your colleagues describe your communication skills? Give an example of when you have to communicate effectively with a patient with a colleague. And these are all kind of similar questions and should be approached in terms of your answer in a similar manner. You don't have to have separate answers for all of these things, but you need to have one answer that you can sort of use for the whole range of, um, range of phrasings, I suppose. And again, So listening is an important aspect of communication and very important to use real examples that our personal to you I am trying not to use once that happened to somebody else. But they're much easier to remember, and they come across as much more genuine. When you're answering the question, you can you know, obviously you want to put it in the best slant regarding yourself. So, um, do you use examples where you obviously had a successful result or where you had a positive outcome in this? In the context of this station, um, in terms of the communication, you don't necessarily need to focus on the clinical aspect, but typically examples that you would use in this section or negotiating with radiology to get a CT scan, say, out of virus for a patient where you feel that it's clinically warranted. And maybe they don't initially until you convince them. Um, if you're consenting, a patient who, uh, doesn't understand or has misgivings about the procedure especially, um, if it's in an urgent care setting, breaking bad news again, communicating with anesthetics to try and get your patients theater because their clinical need is more so than like the other one that's ahead of them on the list. Um, occasionally they might throw in a few curveballs like, say, communicating with the senior colleague where you think that, um, there's a risk because of their behavior or something like that, and we'll go into that more so when we're talking about the difficult colleagues situation. But typically it would be something like negotiating with the patient, um, or negotiating with your colleagues in a situation where you need to avoid conflict. But you also need to achieve your goal in terms of patient care and so typical, I suppose, um, answer for the questions. Are you a good communicator. So you want to try and be objective about this, and often people find it difficult to say. Well, I'm a good communicator because of this or that. So a nice way to phrase it to me. I'm a good communicator, and I've been told so by other people. So people that you work with, like the nurses, you're junior's, your seniors patients. Um and it's a nice way to be able to bring in, like, objectively and with evidence from other people rather than saying, Well, I am, you know, And, uh, I think I am because, uh, other people have told me is a better way. You go at it, um, and then in terms of kind of specific, so again specific examples. And it doesn't have to be anything, um, uncommon or rare. Just use something that happened to you in your everyday practice, and it comes across as much more genuine. So, for example, patients became upset after their elected procedure was cancelled. Not an uncommon scenario, unfortunately, wanted to self discharge and just go through it in terms of what your role was, what you did to improve the situation and bring about a positive result and how you did that. So this is the situation. Part of it, if you think back to our previous slide situation, task action result. So this is the situation. Patient is upset. What's your task? So calm them down, um, to get them to not self discharge and to explain to them, I guess, to apologize to them about what has happened, the action part. And this is probably the most important part is what did you do? So not what did other people do? What did we as a team do? And again, people can find this quite difficult In an interview scenario, if they're sort of more shy of retiring, they say we did this. We did that. You know, they want to know what you did, um, to make the difference in that situation. So, uh, what was your action? And then what was the result of your actions? So how did that result in a positive outcome for the patient? Or for again? If you're negotiating with colleagues, how did you achieve your goal? So and that's the way to structure a lot of these questions and and it's a lot easier to remember it if you have a format for doing it. And then again so in terms of the communication, if you say I received positive feedback from other people and then give specific examples of why you're a good communicator, as opposed to just saying I am so in this example, you know, clear documentation, you give relevant information when you're calling for consults and clear handovers. And again the same example can be used for multiple questions. So describe a time where you communicated well when you dealt with a difficult patient. All of those can be used with the same sort of premade situation that you have prepared, and you can use multiple ones for the same for different. You can use the same answer for different questions. Leadership that also falls into this section. So and it's important to distinguish between homework and leadership, the only one in my interview station. And they are separate but related skills. So leadership essentially am centers around three things which are innovation, which is the ability to vision and ability to implement change developing people, which is probably the one that you guys will have had more experience with so essentially teaching the medical students developing their interest in obviously surgery, since it's a surgical interview and bringing them along, helping them to achieve and to reach their potential, whatever that may be for them and then delivering results so again on an S H o level, That's kind of are you able to negotiate with your colleagues to get, you know, scans promptly to get patients on the theater list? Um, you know, other administrative work research projects. Are you able to meet deadlines? That kind of thing. Um, the innovation is probably a little bit less tangible, so these are the ones to focus on, probably. But you'll be able to have concrete examples of for the interview. Um, so again, example. So delivering results. Nobody is expecting you to be able to work at this stage to the level of a radio consultant. So it's just day to day stuff that you'd be doing on the ward the escalating conflicts, like if you have an irate family and upset patient, um, managing patients on call, uh, negotiating again with radiology or anesthetics and then developing people. So, yeah, this would be typically your junior, so uh, involving medical students in research and audit project, helping them with exam preparation, that kind of thing and then team work. So it's a different skill set, but related, um, so attributes of a team player. You understand what your role is? How do you fit into the wider team? Respectful, actually supportive, helpful towards colleagues. Flexible, adaptable, willing to compromise and again So we come back to communications. So a good communicator is a key part of being a team player and again so you can use the example whatever you have in your pocket for the communication station. But if you get asked a question about teamwork because they are overlapping skill set. So if you ask a question about how you're a good team player, you can use an example of being a good communicator again, successfully negotiating. And in this case you would focus on how you managed to achieve your goal, but without generating conflict, being polite, with respectable, collegial and then I suppose a different one that you can use is providing support. Your colleagues, for example, where a patient that they're involved with has had a complication or poor outcome, or if you feel they're getting tired or stressed, Um, you know, even swapping into shifts on the road and when it's short staffed, that kind of thing is how you can demonstrate that you're a good team player and then conflict management, which was ready. So the typical ones will be either with a patient and a family or else with colleagues. And if you ask the question where conflict management, it must be in the context of a professional encounter. So avoid discussing conflicts which occurred outside of the work environment, even if you feel that you had a positive world to play in those and and again, if you're asked an example, you have to deal with the conflict at work. I try to, um, ensure avoiding that it comes across as if you are the source of the conflict. So you know some nurse or doctor who disagreed with your approach, Um, as we've always had difficulty with getting the possibly your colleagues in the emergency department to refer appropriately or again, it comes back to the same things conflict with patients or relatives and your communication skills. You're listening skills. Um oh, the ones focus on there and again, you can use the same question for these things. So are you good at managing conflict? Use the time, Use an example from previously with your communication or teamwork and describe the time when there's a conflict on your team and how you manage to. You can use the same example for all of these questions and then difficult colleagues. So this is a slightly different format. Um, and typical examples this control people a little bit, um, so typical examples would be one where a senior colleague like registrar consultant shows up to work, apparently intoxicated, um, less alarming, but still problematic if you have a colleague who's consistently late and it's affecting the work, or if you say you have a colleague who's proceeding with the research study without having acquired ethical approval. And so the answer structure here is a little bit different than the situation task action result that we would have discussed already in this situation, specifically just for difficult. Colleagues used the spies format, and so this is seek information and your patient safety. That's very important to take the initiative escalate. So go to your more senior colleagues, obviously not the person who's involved and then provide support. And that's essentially how you answer that question. Um, so again, a drunk colleague at work would be a common enough one. And essentially, what you want to do is try and find out like they definitely drunk. You know, they potentially hypoglycemic or having some other sort of medical issue and smell alcohol on their breath and make sure that patients are safe. So, you know, ask them to step away from the wars or somehow get them away from managing patients. Make sure they don't go into doing the theater list. Whatever it is they're at that day, Um, take the initiative. So what can you do in this situation? So if it's somebody senior to you, then you probably would go to somebody at their level and try and get them to speak to them. So if it's a registrar, you might get one of their registrar colleagues involved because they might not take it well coming from you, and that ties into the escalation bit as well. So what happens afterwards and do you have to let your line manager know your consultant, hospital manager and so forth? So ideally, in that situation, you trying to escalate to the person who's immediately above you wouldn't necessarily go first to the hospital manager. But you might let your consultant know or ask the rep who you've involved to deal with this other problem colleague to let their consultant know so on and so forth and then support. So again you might not necessarily be the person providing support, but important that you fold that aspect of it into the answer. So what's driving their behavior? Is there anything underlying it? So they burnt out, so they have problems at home, etcetera, etcetera, and you don't have to go into it too much. But you just need to fold in that a problem colleague there maybe underlying reasons for that. And you want to acknowledge that and again so ensure patient safety, escalate and ensure appropriate care. And then so there might be some other similar questions and this about managing difficult or stressful situations. And again, you can use the same example. So how do you demonstrate leadership team work? Communications? Um, so a typical one with this might be if your multiple emergency referrals, like multiple sick patients that they want you to manage at the same time research project Where your multiple deadlines going on multiple cases, returning to theater. And again you could use, like a leadership for teamwork. Sort of, um, question here. So how do you prioritize? How do you uh um how do you delegate? Appropriately. How do you achieve the result that you need? So, you know, do you call somebody else and get them involved? Do you get your register and etcetera, etcetera. So the next station, then, is the professional development station. This one is also 15 marks out of 100 and typical things in this, um, probably one of the easier stations because there's a narrow range of what they can ask you. Probably. So what they'll focus on here is your clinical research project. Your audit projects you're teaching activities and your attendance and relevant meetings and courses. And while the interviews this year a virtual it's very helpful to have a copy of your TV to hand, I am, And certainly no it so that when they ask you these questions, you can say, Well, I've done this. This is the time frame. I've done this audit That's the timeframe. These are the teaching activities I've been involved in, and these are the courses I've been at. Um, it's also helpful as well to have a log book of any procedures you've been involved in. But that's more for the the final statements. But just, uh, have that. You know what you've been doing. So typical questions are Tell me about, you know, take me through your CV, But obviously you want to focus on the research on it and teaching aspect of it. Tell me about the research project you've been involved in. Tell me about an order you've been involved in. Tell me about your teaching experience and give examples of the time used as evidence based medicine. They'll probably mostly focus on these three. Mm. Um, and you can get some sort of definition or knowledge based questions on this as well. Certainly in my interview has asked what the difference was between research and audit. They asked me to go through the audit cycle. Um, so it doesn't just cover what you've been doing, although they probably will ask that at some point in the station. But do be able to have a sort of quick definition or a quick answer for these things. So what research? What's audit? How are these two different? What research, governance? And then be able to describe the levels of evidence that they're pretty common questions. And then the other thing, Um, you know, they probably will ask his opinion based questions. And so why is research important? Should all surgical trainees have to do research? And they love that question, and it doesn't really matter what the answer is, as long as you're able to give a reasonable justification they want to be, they want to see that you're able to form your own opinions and that you have, um, the information available to back up that opinion. So there's no wrong answer as such, but you should be able to back up. Whatever your answer is, you should be able to back it up with them data. So again, this is a competency based interview. So try to answer in a structured format, be familiar with your CV, as we said, and be able to discuss your achievements. Um, for the opinion based questions, be able to discuss and justify your opinion and then common pitfalls to avoid that we sort of discussed already. So even though all research projects all audits, you know, maybe not teaching activities are done sort of as part of a group. You want to highlight your achievements and what you contributed as opposed to just the team. So try and use I me, um, when discussing projects you've been involved in. Be careful to avoid discussing research If you asked about an audit project and so on, Um, and try to be concise again. You specific personal examples. So discuss things that you've been involved in. Even if you think that they're, um not very large scale. So compared to what other people have stick to stuff that you had a greater role in, even if they're smaller rather than projects where you've been less involved, even if it's a bigger project. Um, so what's the difference between research and audit? We'll just go through this a little bit because it is one of the common questions. Um, the research demonstrate generates new information. Um, so where there's knowledge gaps helps establish what kind of clinical best practice and test hypotheses typical typically requires ethical approval. Um uh, and how to go about generating research. Question. So, um, population intervention Comparison outcome is the typical the typical format. Um, and there's examples there and then audit by comparison. So this is a quality improvement process, and you're not generating new knowledge. There's no knowledge gap. You know what the standard is, and you want to evaluate what's going on in your unit in your local area, in your nation, your region against what's already known so and typically that will be a guideline, our protocol. So it's a quality improvement or, um, process. And it's essentially a method for reviewing service activity, whether that's in healthcare or anything else. And ensuring that the best practice that already known and agreed standard is being adhered to doesn't generate new knowledge. And that's how it differs from research and typically not always doesn't require ethics approval and the audit cycle, you may well be asked to outline this briefly, so essentially plan. So what are you going to do? What's standard? Are you going to set it against do so? Compare your again your local service, whatever it is against the agreed standard, um, measure of practice, compare the results of the standard. And then how are you going to change depending on the results of your audit? How are you going to change that? To improve it, to bring it up to the standards. So re audit and the change is a key component. So closing the loop is what that's referred as research governance. So, governance in general, standard practice research, governance is that essentially as applied to research. So rules for her particular activity should be carried out and that ties into research ethics. Um, there's a few pills of research governance. Obviously, ethics is the first one scientific merit so that there is a valid research question, and it's not just generating information that's already known. Um, information and transparency, especially with regard to the public and the patients are involved health and safety of the collaborators and patients and then, appropriately, finances going into a little bit more So, we suggested, would cover things like safeguarding health and safety and appropriate ethical approval data and organization. Um, and for animal research, minimization or avoidance of use of animals were appropriate and scientific merit. So again, avoid duplicating work or performing research, which the answer is already known information and transparency. So providing data and at the time of publication, and often now, when you're submitting things these will be, you'll be asked to provide your data set and information about research activities. Um should be available to the public and easily understandable format. And then, generally, new trials should be registered online health and safety of again both participants in the researchers and then finance so many good property rights. Disclosure of funding sources at time of presentation of publication and the facility to provide compensation for anyone harmed levels of evidence is something that they may frequently ask in the interview as well. So just be familiar with them. Um, it's just a natural information, essentially. So, as you know, one a is a systematic review. A meta analysis one B is at least one well designed, randomized controlled trial to one well designed, controlled trial without randomization to be is a sort of observations study. So, like cohort study three or things like, um, comparative studies case control in Case series, and then four is sort of expert opinion. And so tell me about your research, so be able to research projects that you've involved been involved in today. And this is the key point to explain your role. So how did you contribute to the research project? Like, did you do data collection? Did you do the analysis? Did you write the manuscript? Did you submit it? Did you present it? Explain what you did as part of the project, because again, all these things will be done as part of a team, and you want to emphasize your role in it. So describe any posters, presentations of publications that arose from it, and you can talk as well about the skills you required. So working two deadlines working as part of a team doing an ethics application, presenting skills. And if you like and you have things in the pipeline, you can discuss what you're working on for the future teaching experience. So this one is simple enough, so I'll answer that question in one second, but informal teaching, So word based teaching theater based teaching medical students is absolutely valid, and you should include that and a lot of people will only have informal teaching at this stage. So certainly you should discuss that formal teaching. So if you did any regular tutorials. If you did any exam prep with anybody, um, if you were involved in, uh, delivering journal clubs or anything like that grand rounds and any relevant courses and then I suppose moving on to some of the more opinion about what is important. Um, for the individual, um, it provides a lot of rounding in the evidence based supporting daily clinical practice. Um, and it provides the ability to critically evaluate the evidence based, which is 1.4 doctors. And then you get a good understanding of the research ethics, an informed consent, and then, on an institutional level, patients have access to potentially beneficial diagnostic and therapeutic interventions, and it enhances the reputation of the institution. Should all surgical trainees do research? So what is? All trainees should understand the principles of research, be able to interrogate the evidence based and critically evaluate the literature. And the best way to do this is by engaging in research. And it also helps in developing your soft skills. What are the disadvantages? So we could still, if you're out of training for a long period, for example, two years from mg for your your for three or more for PhD if it's undertaken purely for the sake of boosting your CV, then sometimes you can end up generating research, which is not highly clinically relevant, Um, and then formal research opportunities or most benefit to those with the attitude of motivation and not necessarily not necessarily for everyone to do so. Those are some of the reasons you can sort of use if you're asking that question, do be careful when you're asked, though, because most interviewers will have some sort of formal research qualification, and we'll certainly expect Chinese to engage in research. So make sure whatever your answer is that you say that you would expect surgical trainees to engage in research at some level. If you say I don't think they should have to, you can again discuss the benefits and disadvantages of, uh, engaging in formal research. But don't say that you shouldn't engage in research at all. And then so the final station is the suitability for surgical training station, and I would just point out that this is worth 25 mark out of 100 where, as all the other components are worth 15, so you can certainly maximize your points at this station and the topics that they will typically cover here our motivation and drive your knowledge of the specialty your ability to manage your time, manage your stress and demonstration of a work ethic and professionalism. So again, sort of, they can certainly ask you about leadership team work and examples of a leader that you look up toward Meyer, um, questions about you. So take me through your CV. Why do you want to do surgery? Tell me about your greatest achievement. Tell me about a mistake you made And how do you handle stress? So all of those are pretty common things that you could be asked. So you need to be able to answer those. And so how to answer these kinds of questions? So again, structure your answers, keep your answer short. So 3 to 4 points per question. Answer the question asked and refer to your own experience. Um, So again, um, if you're asked to take you through your CV clinical, academic management experience, personal experience, if you're being asked an example, So how do you manage stress you store. So this is the situation. This is what I have to do. This is what I did. And this is a positive result that I achieved difficult colleagues. You probably won't really get asked in this section, but that's the one that so tell me about yourself. Will take me through your CVS. So use the camp format. They probably will ask you some variation of this question. Um, so the C is clinical. So describe your training post today and your skills and experience relevant clinical based courses So you wouldn't include sort of teaching your education courses in this and why you're interested in surgery based on your clinical exposure. The academic part you will have been familiar with from your previous station. So research project. You've been involved in your role? Any presentations or papers arising? Any teaching experience? MRCS, including if you just look to date for it. Um, you don't have to have even sat it. And, uh, if you have any other degrees that are relevance in terms of management, so people can kind of think Well, you know, I don't really have that much management experience, but wrote management counts. Preparing the theory list counts. Any representative rolls like if you've been the lead doctor in your hospital. Or if you've been involved in organizing things like tutorials for medical students, that all can go in there and then personal. So probably keep this but the shortest. But sports and hobbies are a good thing, especially if you excel in, for example, sporting. You can discuss sporting achievements there, but I would keep that bit further than the other three. Why do you want to train in surgery? Um, so try again. Give three or four distinct points. Um, give specific examples. So not just because I like it because I find it interesting. Um, for example, you like the technical aspect of it. Um, you like that? It's fast paced. Uh, you enjoy working as part of a team, those kinds of things, and try to avoid criticizing other specialties as it can come across as negative. Um, an example you can use. So the technical aspect, the technological aspect, particularly with robotics and advanced imaging, um, emphasis on research opportunities for teaching international fellowship opportunities again enjoy working as part of a team and the fact that it's fast paced. So those will reasonable examples you can give that are kind of specific and come across as genuine if you asked about your greatest achievements. So this is kind of an opportunity to impress. So focus on one achievement. If you discuss multiple ones, you're not really answering the question, so you will dilute the amount of points that you can get. It doesn't have to be work related or clinical. So again, use the camp structure. You can use an academic project, you can use a sporting achievement, and you have to describe why the achievement was significant. So how much work did you have to put into it and why it was meaningful to you? So clinical. Things can be like prizes or medals. Academic things can be presenting at a conference or teaching achievements. Uh, management. Things can be like successfully managing a difficult Russia, and then personal things can be 40 achievements, like around a marathon or team captain or something. And again, that's sort of an example of how you would go through it to describe why it's relevant. So what's the meaning of the achievement? Because you find it's rewarding and reflects the time and effort that you committed into it. And so whatever the answer is you want to emphasize the time and effort that you committed in terms of, uh, in terms of achieving whatever it is. You may also be asked to discuss a mistake. Again. People can find this difficult, and there's a tendency to minimize the severity of the mistake or to discuss somebody else's mistake. I don't do that as you lose points. Um, it must be a mistake that you made. So don't discuss a mistake made by somebody else. Take a real example. It's much easier to remember and choose one that ultimately had a positive outcome. So you don't want to have one where, you know, patient suffered a serious mobility or have a mortality, whatever it is, um, and you want to pick something that is not catastrophic doesn't show extreme, like poor judgment, but at the same time is not something very minor. Um, that what you want to discuss essentially is how you address it at that time. Make sure you ensure patient safety, what you learned from it and how it will help you to be better in the future. Essentially, um, use the star format and again, so don't pick something very minor, but don't pick something that demonstrates very severe error judgment. They might also ask her to handle stress. So, um, a few aspects to consider. How do you know when you're becoming stress? How do you How do you manage this at work? And how do you do the stress outside of work? Um, how do you identify stress so sometimes things like poor concentration. If you're usually distracted, how do you manage that at work? So prepare things in advance. Good relationships with your key colleagues who can help you and make your life a bit easier. Um, set dedicated time, uh, for Advantis during the week and discuss your problems with your peers. Um, And then how do you manage stress outside of work? So typical things that you like sports, hobbies, spending time with friends or family. It doesn't have to be anything too, too high level. And so just generally for the whole thing. So familiarize yourself with the common questions we've gone through some of the most common ones. They're use real life examples. You can use a few examples to answer multiple different questions and demonstrates multiple different skill Set. Um, try to use a structured answer format. Keep your answers concise and choice and practice answering the questions out loud. So somebody was asking about a good book for the interview practice. So this is the book, really that everybody recommends. It's just called medical interviews. Um, this is the one that I use for my core training interviews, my registry interviews, and you can use it for a consultant for you as well. And it really covered all the information that we got here. It's excellent. It's probably the only resource that you need. Really? Um, it doesn't cover, obviously the clinical questions, and you can use question banks for that. But certainly in terms of stuck around typical questions that come up in here to answer them, it is, uh, it's certainly the one that everyone I know uses. And it is more than enough for me in my experience. Thank you very much. Thank you very much, Lawrence. That was really interesting talk and really informative, covering the breath of, um, competitive surgical application with really nice examples of questions and and some modeling model answers. I agree with you in terms of the NSC medical interviews by Olivia Picard and I certainly use it. But in addition, I would emphasize that, um, if you if you can find a friend to practice interviews with and use the principal's office from the Olivia Picard book, that certainly just enhances your delivery of your interview answers on the date. Hey, Mommy has asked if you can potentially share any personal experiences you've had in the, uh, surgical training in the Republic of Ireland and what opportunities you benefited from? I'm sure. So I suppose I went straight on two core training after my intern year. I am. We've kind of gone through preparing for the interview in terms of opportunities. I suppose so. There's a few different posts that are available. I am so you can work either in one of the sort of very busy what they call model four hospitals or some of the more peripheral hospitals. And I found actually that you can get like, the equivalent of probably, uh, the district hospitals. You can certainly get very good training outside of the very big, busy specialist hospitals, and certainly on a more junior level, I am. You know, you're more likely to get opportunities and things that you want to to learn on like scopes. Minor ops. Um, hernia is the kind of more straightforward things that, um, you might not be able to get as much access to as a junior trainee in the Specialist Hospital. So it's worth talking to people see what their experiences have been. Certainly some of the referrals and have good training and bad training. But speak to people that have been there before. And sometimes if you're the only trainee or one of a small number of trainees in a less busy hospital, there are actually very good training opportunities there. But it does depend on the consultants that you're working for. And so people who work there previously will know that and be able to kind of describe that to you. But don't think that you have to be in a specialist busy hospital to get good training. It's not necessarily the case. Certainly. At S H O T s t one N C E s t 02 level. Fantastic. Thank you very much, Lauren. Absolutely. Thank you very much for the opportunity