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OP, if you've ever prevented your client from doing something dumb in the present that would be a waste of time/money/opportunity in the long run, or improved through your foresight something for them or your agency/team, that's an example of strategic thinking. If you ever caught something tactical not aligning with the overall brand strategy, that's being strategic. If you ever thought of how something would be more impactful or if you ever navigated successfully client business politics, that's exhibiting strategic abilities. It's such an open question, you can make it anything you want and should have 2-3 diff stories as examples.
However, also know that it usually never happens that they ask you what you're afraid of being asked or expect, or if they do, it's never as complicated as we build it out in our heads. A lot of times interviewers are actually bad at interviewing and would hardly be able to answer their own questions themselves or be able to articulate what they're looking for from a candidate. So don't overthink it But do practice out loud at home answering all these cliche questions as it will build your confidence to hear yourself speak it and reduce anxiety when in the actual interview. So much is about controlled smooth confident and natural way of speaking not just the content of the answer. Record yourself on your cell phone free styling answers and play back. It's incredible how quickly you'll improve just be hearing yourself. Good luck!
I would suggest simply saying, “This interview”.
Can you give examples of ways you helped grow a client’s business by bringing in more work for your agency? Or maybe how you got the client to agree to an outcome or opportunity that ultimately worked in your agency’s favor.
If you’ve ever solved a problem this way then you’ve acted strategically: What’s the problem, what is the insight or research that validates the problem and what ideas do we have to solve it? What are the objectives or desired outcome? Do they align with the business or marketing plan? The strategy is the thread throughout. It’s a North Star. Strategy is not a tactic. Tactics sit under the umbrella of strategy. How are we defining the success of tactics? What KPIs make sense based on the tactics and objectives? Execute, measure and then analyze.
How about reviewing strategy’s work, or collaborating with strategy, before it’s presented to ensure it's well rounded and includes account’s POV?