I keep getting feedback that my behavioral answers sound too generic, especially for teamwork questions. I’ve tried the STAR framework, but interviewers seem to zone out when I mention ‘collaborated with a team.’ How do you weave actual deal mechanics or financial impacts into these stories without sounding forced? What specifics do MDs actually care about when evaluating teamwork in live deals?
star framework is kindergarten stuff. bankers want blood. last candidate i grilled mentioned specific covenant renegotiations their team pushed through during a busted LBO. THAT made me look up. no one cares about your ‘synergy’—show me how you saved the deal or got steamrolled by legal. bonus points if you trash-talk the lawyers (they deserve it)
heard from a VP that using real %s helps? like ‘identified 15% opex reduction through cross-team analysis’? idk tho still practicing mine 
The key is to treat behavioral answers as miniature case studies. For a teamwork story, detail how your collaboration affected deal economics. Example: ‘Our team identified $2M in working capital optimizations during due diligence by synchronizing legal and finance teams’ nights/weekends workflow.’ Quantify the grind, not just the outcome.
You’re so close!! Add just 1-2 metrics next time - even rough estimates show depth! 
At my MS Superday, I talked about smoothing conflicts between analysts and associates during a 3AM model update. Mentioned how our revised EBITDA projections got the MDs to stop fighting. Got an offer! They want stories where YOU moved needles, not just ‘worked hard’.
Analysis of 37 successful IB candidates shows 82% of approved teamwork answers included: 1) Specific deal phase (e.g., due diligence week 3), 2) Conflict resolution method (data-driven vs. interpersonal), 3) Time-to-impact (how quickly your actions affected deal trajectory). Avoid generalities—bankers track timelines like hawkish economists.