#5 Exact Amazon Interview Questions for Leadership Principle (DEEP DIVE).

00:23:12
https://www.youtube.com/watch?v=qWq25YOWSaY

Zusammenfassung

TLDRDans cette vidéo, Bose, un coach de carrière, explique comment se préparer aux entretiens chez Amazon, en mettant l'accent sur le principe de leadership "Deep Dive". Il partage des conseils sur la manière de répondre aux questions d'entretien en utilisant la méthode STAR, qui consiste à structurer les réponses en décrivant la Situation, la Tâche, l'Action et le Résultat. Bose fournit également des exemples de questions typiques que les candidats peuvent rencontrer et souligne l'importance de quantifier les résultats et de réfléchir aux leçons apprises après chaque expérience. Il encourage les candidats à se préparer en pratiquant des questions d'entretien et en réservant des séances de coaching si nécessaire.

Mitbringsel

  • 🎯 Préparez-vous aux questions d'entretien d'Amazon.
  • 📊 Utilisez la méthode STAR pour structurer vos réponses.
  • 🔍 Concentrez-vous sur les principes de leadership pertinents.
  • 📈 Quantifiez vos résultats pour montrer votre impact.
  • 💡 Réfléchissez aux leçons apprises après chaque expérience.
  • 🤝 Collaborez avec votre équipe pour résoudre des problèmes.
  • 📅 Réservez une séance de coaching pour un soutien personnalisé.
  • 📚 Consultez les ressources disponibles sur la chaîne de Bose.
  • 📝 Pratiquez avec des questions d'entretien pour vous améliorer.
  • 🔗 Suivez les liens dans la description pour plus de contenu.

Zeitleiste

  • 00:00:00 - 00:05:00

    Bose, un coach de carrière, présente des conseils pour réussir un entretien chez Amazon, en se basant sur son expérience avec des candidats ayant réussi. Il souligne l'importance de se préparer aux questions d'entretien, en particulier celles liées aux 16 principes de leadership d'Amazon, et propose des vidéos supplémentaires pour approfondir la préparation.

  • 00:05:00 - 00:10:00

    Il explique que les questions d'entretien se concentrent sur le principe de leadership 'Deep Dive' et fournit des conseils sur la méthodologie STAR pour structurer les réponses. Il encourage les candidats à utiliser des exemples concrets et à quantifier les résultats pour démontrer leur impact, tout en réfléchissant à leurs apprentissages.

  • 00:10:00 - 00:15:00

    Bose aborde la première question d'entretien, qui concerne la résolution d'un problème complexe. Il décrit comment clarifier le problème, identifier les parties prenantes, analyser les données et collaborer avec l'équipe pour trouver des solutions. Il insiste sur l'importance de communiquer les résultats et de surveiller l'efficacité des solutions mises en œuvre.

  • 00:15:00 - 00:23:12

    Il continue avec d'autres questions d'entretien, soulignant l'importance de comprendre le problème, d'analyser les données et de proposer des solutions basées sur des résultats mesurables. Il encourage les candidats à réfléchir sur leurs expériences passées et à partager les leçons apprises pour démontrer leur capacité à s'améliorer et à s'adapter.

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Mind Map

Video-Fragen und Antworten

  • Quels sont les principes de leadership d'Amazon ?

    Amazon a 16 principes de leadership qui sont évalués lors des entretiens.

  • Comment puis-je me préparer aux questions d'entretien chez Amazon ?

    Utilisez la méthode STAR pour structurer vos réponses et préparez des exemples concrets.

  • Qu'est-ce que la méthode STAR ?

    La méthode STAR est une technique pour structurer vos réponses en décrivant la Situation, la Tâche, l'Action et le Résultat.

  • Combien de questions d'entretien vais-je rencontrer ?

    Vous pouvez vous attendre à environ 6 à 8 questions basées sur les principes de leadership pertinents pour le poste.

  • Comment puis-je quantifier mes résultats lors d'un entretien ?

    Utilisez des chiffres concrets pour montrer l'impact de vos actions.

  • Pourquoi est-il important de réfléchir aux leçons apprises ?

    Cela démontre une mentalité de croissance et une capacité à s'améliorer.

  • Où puis-je trouver des exemples de questions d'entretien ?

    Bose propose des vidéos et des ressources sur sa chaîne pour aider à la préparation.

  • Comment puis-je réserver une séance de coaching avec Bose ?

    Vous pouvez réserver une séance via le lien dans la description de la vidéo.

  • Quels types de questions sont posées lors d'un entretien Amazon ?

    Les questions sont souvent comportementales et liées aux principes de leadership.

  • Comment puis-je améliorer mes compétences d'entretien ?

    Pratiquez avec des questions d'entretien et demandez des retours sur vos réponses.

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Untertitel
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Automatisches Blättern:
  • 00:00:00
    hey everyone my name is Bose I'm a
  • 00:00:01
    career coach and welcome to my channel
  • 00:00:03
    in today's video I'm going to share with
  • 00:00:04
    you the exact questions you can expect
  • 00:00:06
    in an Amazon Interview trust me it's
  • 00:00:09
    crucial that you prepare for these
  • 00:00:10
    questions because they are key to
  • 00:00:12
    Landing the job but I'm not just going
  • 00:00:14
    to give you the questions I'll also walk
  • 00:00:16
    you through how you can Ace them now the
  • 00:00:19
    reason I'm confident about this is that
  • 00:00:21
    I've coached many candidates who've
  • 00:00:23
    successfully landed jobs at Amazon a lot
  • 00:00:25
    of them even share the details of their
  • 00:00:28
    hiring process with me yes including the
  • 00:00:30
    specific questions they were asked
  • 00:00:32
    during the interview so I've got you
  • 00:00:34
    covered if you're interested in a
  • 00:00:35
    one-onone coaching for interview skills
  • 00:00:36
    you can book a session with me through
  • 00:00:38
    the link in the description of this
  • 00:00:40
    video also if you're curious about the
  • 00:00:43
    content I cover in those sessions you
  • 00:00:44
    can check out some of the recorded
  • 00:00:46
    coaching sessions available right here
  • 00:00:48
    on my channel within the Amazon hiring
  • 00:00:49
    playlist now let's talk about Amazon as
  • 00:00:51
    you probably know Amazon has 16
  • 00:00:53
    leadership principles during the
  • 00:00:54
    interview process they'll be evaluating
  • 00:00:56
    you based on these principles in fact
  • 00:00:58
    I've made a separate video diving deep
  • 00:01:00
    into Amazon leadership principes so I
  • 00:01:02
    highly recommend checking that one out
  • 00:01:04
    first before you even start your
  • 00:01:06
    preparation that being said not all 16
  • 00:01:08
    leadership principles will come in every
  • 00:01:10
    interview you'll be evaluated mainly on
  • 00:01:12
    the ones that are most relevant to the
  • 00:01:14
    role that you have applied for typically
  • 00:01:16
    you'll be asked about 6 to8 of them now
  • 00:01:19
    to help you figure out which principles
  • 00:01:21
    are most important to your role I made a
  • 00:01:23
    separate video explaining exactly that
  • 00:01:25
    I'll leave the link to that video also
  • 00:01:27
    in the description of this video so be
  • 00:01:29
    sure to check it out now the questions
  • 00:01:31
    I'm going to cover today are
  • 00:01:33
    specifically related to one of Amazon's
  • 00:01:36
    key leadership principles which is deep
  • 00:01:38
    dive I've also made separate videos for
  • 00:01:40
    each of the 16 leadership principles so
  • 00:01:42
    you can go through the full playlist on
  • 00:01:44
    my channel and find videos that focus on
  • 00:01:46
    the principles that are most relevant to
  • 00:01:48
    the role that you're applying for by the
  • 00:01:50
    way when I say exact questions I mean it
  • 00:01:52
    at Amazon interviewers follow a standard
  • 00:01:55
    template and each interviewer is
  • 00:01:56
    provided with a booklet of questions to
  • 00:01:58
    ask here's the thing many interviewers
  • 00:02:01
    are lazy like me and end up asking these
  • 00:02:04
    questions exactly as they are written in
  • 00:02:06
    the booklet so for someone like me who
  • 00:02:08
    coaches candidates every day it's easy
  • 00:02:11
    to know exactly what those standard
  • 00:02:13
    questions are before we dive into the
  • 00:02:15
    questions and how to a them I've got one
  • 00:02:17
    small favor to ask if you find any value
  • 00:02:19
    from this video please press the like
  • 00:02:21
    button as this keeps me motivated and
  • 00:02:22
    helps me improve the quality and
  • 00:02:23
    quantity of content that I post on this
  • 00:02:25
    channel and don't forget to subscribe to
  • 00:02:27
    the channel as well because on this
  • 00:02:28
    channel I post content pertaining to how
  • 00:02:29
    you can achieve Career Success and how
  • 00:02:31
    you can build wealth so if any of these
  • 00:02:33
    topics are of interest to you then this
  • 00:02:34
    channel is right for you all right now
  • 00:02:36
    let's get into the interview questions
  • 00:02:39
    these are behavioral interview questions
  • 00:02:40
    and I've got around seven questions to
  • 00:02:43
    share with you all of them are designed
  • 00:02:45
    to assess your alignment with the Deep
  • 00:02:47
    dive leadership principle and speaking
  • 00:02:48
    of behavior interviews I've made a
  • 00:02:50
    separate video full of tips on how to a
  • 00:02:51
    them so be sure to check that one out
  • 00:02:53
    too now before we go into the questions
  • 00:02:55
    a few coaching tips number one is
  • 00:02:57
    structure your response using star
  • 00:02:59
    methodology which is situation task
  • 00:03:01
    action results this ensures a logical
  • 00:03:03
    flow I've made a separate video
  • 00:03:04
    explaining what is the star methodology
  • 00:03:06
    and how you should be using it number
  • 00:03:08
    two is be specific use concrete examples
  • 00:03:10
    data and actions to highlight your
  • 00:03:12
    thought process number three quantify
  • 00:03:14
    results numbers make your impact
  • 00:03:16
    tangible highlight improvements or
  • 00:03:18
    changes caused by your actions and
  • 00:03:20
    number four most important one is
  • 00:03:22
    reflect on what you learned share what
  • 00:03:25
    you learned or how you'd approach
  • 00:03:27
    similar problems differently this
  • 00:03:29
    demonstrates that you have a growth
  • 00:03:30
    mindset now question one tell me about a
  • 00:03:33
    time when you were trying to understand
  • 00:03:34
    a complex problem on your team and you
  • 00:03:36
    had to dig into the details to figure it
  • 00:03:38
    out who did you talk with or where did
  • 00:03:42
    you have to look to find the most
  • 00:03:44
    valuable information how did you use
  • 00:03:46
    that information to help solve the
  • 00:03:48
    problem so here first you talk about how
  • 00:03:50
    you clarified what the problem was you
  • 00:03:52
    asked questions like what exactly is the
  • 00:03:53
    issue why is it important and what are
  • 00:03:56
    the expected outcomes then you talk
  • 00:03:58
    about how did you go about get in in
  • 00:04:00
    initial insights like you talk to the
  • 00:04:02
    people closest to the issue your team
  • 00:04:05
    members which might have included
  • 00:04:07
    managers colleagues or others who
  • 00:04:10
    interact with the problem on daily basis
  • 00:04:13
    these conversations gave you a better
  • 00:04:14
    understanding of what was happening then
  • 00:04:16
    talk about how did you go about
  • 00:04:18
    identifying the key stakeholders and
  • 00:04:19
    resources like you reached out to
  • 00:04:21
    relevant team members directly involved
  • 00:04:23
    with the problem this included let's say
  • 00:04:26
    those who raised the concern and those
  • 00:04:28
    impacted by it as well as well as
  • 00:04:29
    colleagues from other departments who
  • 00:04:31
    might have insights this broadened your
  • 00:04:33
    perspective and helped you gather
  • 00:04:35
    valuable information and talk about how
  • 00:04:37
    did you go about looking at historical
  • 00:04:39
    information and data you like you
  • 00:04:40
    reviewed past reports project documents
  • 00:04:43
    and any available data related to the
  • 00:04:45
    problem this could have helped you
  • 00:04:47
    identify recurring issues Trends and any
  • 00:04:50
    insights from previous attempts to solve
  • 00:04:52
    the problem then talk about how did you
  • 00:04:54
    go about Consulting external experts if
  • 00:04:56
    necessary like you sort out external
  • 00:04:58
    opinions by to Consultants or reading
  • 00:05:00
    relevant industry articles these
  • 00:05:03
    insights help you gain a deeper
  • 00:05:05
    understanding of the problem from a
  • 00:05:07
    broader Viewpoint then maybe you talk
  • 00:05:09
    about how did you go about analyzing and
  • 00:05:11
    synthesizing the information like you
  • 00:05:13
    examined all the data and insights you
  • 00:05:15
    had gathered to identify patterns you
  • 00:05:17
    look for common themes or recurring
  • 00:05:19
    issues that could point to the root
  • 00:05:22
    cause of the problem then going about
  • 00:05:24
    breaking the problem down so talk about
  • 00:05:26
    how did you go about breaking the
  • 00:05:27
    problem down you decompose let's say the
  • 00:05:30
    complex problem into smaller more
  • 00:05:32
    manageable Parts making it easier to
  • 00:05:33
    pinpoint where interventions could be
  • 00:05:36
    effective so you're very focused and
  • 00:05:37
    very tactical in terms of your
  • 00:05:39
    intervention and talk about the
  • 00:05:41
    brainstorming of solutions like you
  • 00:05:43
    collaborated with your team using the
  • 00:05:45
    information let's say you gathered to
  • 00:05:47
    generate potential Solutions the
  • 00:05:49
    brainstorming sessions allowed you to
  • 00:05:51
    let's say explore different approaches
  • 00:05:53
    to solving the problem and then you say
  • 00:05:56
    how did you come up with an a hypothesis
  • 00:05:58
    based on your analysis you came up
  • 00:05:59
    within hypothesis about the root causes
  • 00:06:01
    of the issue you tested these by
  • 00:06:03
    experiments with small scale solutions
  • 00:06:05
    to see which ones had most impact so
  • 00:06:07
    here is an element of that you just
  • 00:06:09
    don't go blindly implementing everything
  • 00:06:10
    but you go first test and then see if it
  • 00:06:13
    is working and only then apply and then
  • 00:06:14
    talking about how did you go about
  • 00:06:15
    prioritizing actions like you focused on
  • 00:06:18
    Solutions with the highest potential to
  • 00:06:20
    resolve the problem quickly you you knew
  • 00:06:22
    addressing a small part of the issue
  • 00:06:24
    could lead to a more significant
  • 00:06:26
    resolution let's say and then towards
  • 00:06:29
    the end Implement implementing the
  • 00:06:30
    solution so you use the insights and
  • 00:06:32
    solutions developed with your team and
  • 00:06:34
    experts to implement a fix you you aim
  • 00:06:38
    or your aim was to solve not only the
  • 00:06:40
    immediate issue but also to address the
  • 00:06:42
    underlying causes so you prevent this in
  • 00:06:44
    the future as well and then you go about
  • 00:06:46
    communicating the findings because you
  • 00:06:48
    just want to make sure that you complete
  • 00:06:51
    the project all together and not just
  • 00:06:52
    leave it hanging in terms of you do your
  • 00:06:54
    part and then move out but you also
  • 00:06:56
    communicate to others and let others be
  • 00:06:58
    educated as well so after the solution
  • 00:07:00
    was in place you communicated it to your
  • 00:07:02
    team and relevant stakeholders you
  • 00:07:04
    explained how the insights gathered led
  • 00:07:06
    to the solution and how it would resolve
  • 00:07:09
    problems in the long run and then once
  • 00:07:11
    all the implementation is done you don't
  • 00:07:13
    leave it there you also monitor the
  • 00:07:14
    results after the solution was
  • 00:07:16
    implemented let's say you monitored its
  • 00:07:18
    Effectiveness if the issue persisted or
  • 00:07:21
    new problems arose like you're trying to
  • 00:07:23
    make sure that you don't leave the
  • 00:07:24
    project high and dry rather you make
  • 00:07:26
    sure that you don't implement it but
  • 00:07:28
    also monitor results and in the end if
  • 00:07:30
    there is any feedback you reiterate so
  • 00:07:33
    you continuously refine your approach
  • 00:07:35
    based on feedback from team members
  • 00:07:38
    stakeholders ensuring that the solution
  • 00:07:39
    remained effective over time not just in
  • 00:07:42
    a small period now one important call
  • 00:07:44
    out as part of Amazon's Hing process you
  • 00:07:46
    may also be asked to take an Amazon
  • 00:07:48
    assessment test the best way to crush
  • 00:07:50
    that test is to learn the hacks I've
  • 00:07:52
    shared in separate videos but more
  • 00:07:54
    importantly practice practice practice
  • 00:07:56
    practice sample questions practice
  • 00:07:58
    sample tests it all helps I did some
  • 00:08:00
    digging online and found a website with
  • 00:08:03
    practice questions and tests that really
  • 00:08:05
    mimic the real thing I highly recommend
  • 00:08:07
    checking them out as part of your
  • 00:08:09
    preparation let's move on to question
  • 00:08:11
    number two tell me about a situation
  • 00:08:13
    that required you to dig deep to get to
  • 00:08:15
    the root cause how did you know you were
  • 00:08:18
    focusing on the right things what was
  • 00:08:21
    the outcome would you have done anything
  • 00:08:22
    different here first you talk about
  • 00:08:24
    setting the stage which is you start
  • 00:08:26
    with the context you briefly explain the
  • 00:08:28
    situation clearly state what the problem
  • 00:08:30
    was why it was significant and why it
  • 00:08:32
    needed attention then you emphasize the
  • 00:08:34
    challenges like highlight the difficulty
  • 00:08:36
    in understanding or solving the problem
  • 00:08:39
    showing that it required a deeper dive
  • 00:08:41
    then going about understanding the
  • 00:08:43
    problem which is like demonstrating
  • 00:08:45
    curiosity and focus so how do you go
  • 00:08:47
    about understanding the problem uh how
  • 00:08:50
    how you started the analysis like
  • 00:08:51
    mention your initial approach to
  • 00:08:53
    understanding the problem who you
  • 00:08:56
    involved identify key team members
  • 00:08:58
    stakeholders whose input you took who
  • 00:09:01
    were crucial to making uh you helping
  • 00:09:04
    you understand the issue and then ensure
  • 00:09:06
    the right factors are there like show
  • 00:09:07
    that you considered all relevant factors
  • 00:09:10
    and avoided assumptions so made use of
  • 00:09:12
    data made use of information then talk
  • 00:09:14
    about how did you go about Gathering
  • 00:09:16
    insights which we talked in the previous
  • 00:09:18
    question as well where you talk about
  • 00:09:19
    how you gathered information like
  • 00:09:21
    engaged with stakeholders discuss
  • 00:09:22
    speaking with people closest to the
  • 00:09:24
    issue example customer support or sales
  • 00:09:27
    or whatever it is and then talk about
  • 00:09:29
    how did you identify pain points or
  • 00:09:31
    patterns here you share how you
  • 00:09:34
    identified recurring themes or customer
  • 00:09:36
    feedback like you'll have to talk about
  • 00:09:38
    how were you analyzing the information
  • 00:09:40
    which was giving you all these insights
  • 00:09:42
    then you review the data because you've
  • 00:09:45
    all the data that you've collected which
  • 00:09:46
    is explain your process for examining
  • 00:09:48
    information what was the data analysis
  • 00:09:51
    mentioning uh reviewing historical data
  • 00:09:53
    Maybe you reviewed historical data Maybe
  • 00:09:55
    you compared did a benchmarking exercise
  • 00:09:57
    compared with other departments compared
  • 00:09:58
    with uh some different information from
  • 00:10:01
    external sources something like that
  • 00:10:03
    feedback or records to uncover Trends or
  • 00:10:06
    patterns and talk about how you identify
  • 00:10:09
    key findings like highlight any
  • 00:10:11
    significant discoveries example increase
  • 00:10:13
    in complaints Trends in customer
  • 00:10:15
    behavior and so on so forth um then talk
  • 00:10:18
    about how you focus on the right things
  • 00:10:20
    the focus piece is very important
  • 00:10:22
    because every time you'll come up with
  • 00:10:23
    multiple insights but you need to focus
  • 00:10:25
    on the one which is most important so
  • 00:10:27
    here how do you go about determining the
  • 00:10:28
    focus area like explain how you
  • 00:10:30
    identified the most critical part of the
  • 00:10:32
    issue to address U and then what was the
  • 00:10:35
    critical thinking like UST illustrating
  • 00:10:37
    how you made decisions to focus on
  • 00:10:39
    specific factors and avoid spreading
  • 00:10:41
    resources to thin what was the
  • 00:10:43
    decision-making process then talk about
  • 00:10:45
    how you dig deep to solve the problem
  • 00:10:47
    because now you have the focus now how
  • 00:10:49
    do you go about solving the problem
  • 00:10:51
    which is maybe having an hypothesis and
  • 00:10:53
    then having an action plan to implement
  • 00:10:56
    it which is outline the steps you took
  • 00:10:58
    once you root cause the your your root
  • 00:11:01
    cause was confirmed example fixing the
  • 00:11:03
    issue communicating with stakeholders
  • 00:11:05
    whatever the the action plan is and then
  • 00:11:07
    eventually talk about the results and
  • 00:11:09
    the outcome like make sure here you
  • 00:11:10
    quantify the impact whatever the results
  • 00:11:13
    were provide concrete metrics or results
  • 00:11:16
    that show the effectiveness of your
  • 00:11:17
    solution example Improvement in customer
  • 00:11:19
    retention reduce complaints and what was
  • 00:11:22
    the feedback mention any positive
  • 00:11:23
    feedback from customers or stakeholders
  • 00:11:25
    that you receive and last but not the
  • 00:11:27
    least as we talked in previous example
  • 00:11:28
    as well
  • 00:11:29
    reflect on what you learned what you do
  • 00:11:32
    differently what were the Lessons
  • 00:11:34
    Learned share insights gained such as an
  • 00:11:36
    importance of collaboration or
  • 00:11:37
    prioritization in problem solving any
  • 00:11:40
    that you learned and you thought was
  • 00:11:42
    critical to solving this particular
  • 00:11:44
    issue or this particular challenge the
  • 00:11:46
    next question I have is tell me about a
  • 00:11:48
    problem you had to solve that required
  • 00:11:49
    in-depth thought and Analysis how did
  • 00:11:52
    you know you were focusing on the right
  • 00:11:54
    things what was the outcome would you
  • 00:11:58
    have done anything differently now here
  • 00:12:00
    again we first start with understanding
  • 00:12:01
    the problem you clarify the issue frame
  • 00:12:03
    the problem clearly what was the problem
  • 00:12:05
    why was it significant and who was
  • 00:12:07
    impacted second under the understanding
  • 00:12:09
    the problem you provide some context
  • 00:12:11
    like give enough background to help the
  • 00:12:12
    interviewer understand the situation and
  • 00:12:14
    why it mattered for example Department
  • 00:12:16
    missing targets for financial reports
  • 00:12:19
    impacting decision- making and creating
  • 00:12:20
    a bottleneck then you go about analyzing
  • 00:12:24
    and breaking down the problem like
  • 00:12:25
    gather information speak with the team
  • 00:12:28
    members and view processes to understand
  • 00:12:30
    the source of the issue under breaking
  • 00:12:34
    down the problem you focus on the key
  • 00:12:36
    factors identify the root cause of
  • 00:12:38
    examining relevant systems workflows and
  • 00:12:40
    data for example spoke with team members
  • 00:12:44
    and uh reviewed workflows Data Systems
  • 00:12:46
    and timelines to pinpoint bottlenecks so
  • 00:12:48
    you're talking to people you're
  • 00:12:49
    connecting with people and figuring out
  • 00:12:51
    what real issue is what is the exact
  • 00:12:53
    issue then you highlight your thought
  • 00:12:56
    process which is let's say explain how
  • 00:12:57
    you identified and Val dated the key
  • 00:13:00
    areas to focus on what was the analysis
  • 00:13:02
    that you made use of what was the
  • 00:13:04
    rational and what was the approach
  • 00:13:07
    example Focus was on data bottlenecks as
  • 00:13:10
    they clearly impacted reporting delays
  • 00:13:11
    so why did you choose bottlenecks
  • 00:13:13
    because they were impacting the delay or
  • 00:13:16
    were causing the delay then you talk
  • 00:13:18
    about how you generated and implemented
  • 00:13:19
    Solutions like create a solution propose
  • 00:13:22
    a solution based on your analysis make
  • 00:13:24
    sure it's actionable and solves the root
  • 00:13:26
    cause collaborated with for implement
  • 00:13:29
    ation work with relevant teams or
  • 00:13:31
    departments to put the solution into
  • 00:13:33
    action example it training example here
  • 00:13:36
    is proposed an automated data
  • 00:13:38
    consolidation tool and restructured
  • 00:13:40
    workflow collaboration collaborating
  • 00:13:43
    with let's say it for implementation
  • 00:13:45
    then you discuss the outcome what was
  • 00:13:47
    the outcome of the solution or the
  • 00:13:49
    implementation you did where you
  • 00:13:51
    describe the results share the positive
  • 00:13:52
    outcomes of your solution focusing on
  • 00:13:54
    measurable improvements highlight impact
  • 00:13:57
    which is let's say show how the changes
  • 00:14:00
    directly improved the situation
  • 00:14:01
    especially from leadership or business
  • 00:14:03
    perspective example here could be reduce
  • 00:14:05
    reporting delays by 50% eliminated
  • 00:14:08
    errors and improved decision- making
  • 00:14:10
    confidence now here your number doesn't
  • 00:14:11
    need to be very accurate as as and when
  • 00:14:13
    it happened no one will go and check
  • 00:14:16
    that uh but as what you need to do is
  • 00:14:18
    make sure that you are giving some sort
  • 00:14:20
    of numbers and in the end which is very
  • 00:14:22
    important you reflect and iterate what
  • 00:14:24
    would you do differently address
  • 00:14:26
    potential areas for improvement in
  • 00:14:28
    approach or what were the Lessons
  • 00:14:30
    Learned share insights on what worked
  • 00:14:32
    well and what could be improved in the
  • 00:14:34
    in future the next question I have is
  • 00:14:36
    walk me through a big problem or issue
  • 00:14:39
    in your organization that you helped to
  • 00:14:40
    solve how you became aware of it what
  • 00:14:43
    information did you gather what
  • 00:14:45
    information was missing and how did you
  • 00:14:47
    fill the gaps did you do a reflection at
  • 00:14:50
    the conclusion of the project if so what
  • 00:14:52
    did you learn again remember this
  • 00:14:54
    reflection piece is very important
  • 00:14:56
    within Deep dive so here again you start
  • 00:14:58
    talking about how did you go about
  • 00:15:00
    identifying the problem and its
  • 00:15:01
    significance like Define the key issue
  • 00:15:03
    and its impact on the organization
  • 00:15:05
    provide context including how it was
  • 00:15:07
    discovered example through kpis
  • 00:15:09
    performance reviews Etc then talk about
  • 00:15:11
    how you discovered the problem describe
  • 00:15:13
    the method or tools you Ed to identify
  • 00:15:15
    the problem mention if it was noticed
  • 00:15:17
    through routine monitoring feedback from
  • 00:15:19
    others or data analysis then how did you
  • 00:15:22
    go about Gathering the information what
  • 00:15:24
    was the process like outline the steps
  • 00:15:25
    taken to gather data and insights
  • 00:15:27
    highlight collaboration and relevant
  • 00:15:29
    teams example customer service product
  • 00:15:31
    teams and tools or reports used then
  • 00:15:34
    talk about addressing missing
  • 00:15:35
    information like identify gaps in the
  • 00:15:38
    data and explain how you fill them
  • 00:15:40
    discuss any additional actions such as
  • 00:15:43
    surveys or interviews to collect the
  • 00:15:45
    necessary information then talking about
  • 00:15:46
    Solutions solution development and
  • 00:15:49
    execution discuss how you gathered
  • 00:15:51
    information led to formulating a
  • 00:15:53
    solution emphasize your role in driving
  • 00:15:55
    the solution development and
  • 00:15:56
    implementation collaborating with the
  • 00:15:58
    teams where needed so what was your role
  • 00:16:00
    what was the team role all of that and
  • 00:16:03
    then in the end outcome and insights
  • 00:16:04
    share measurable impact or Improvement
  • 00:16:07
    achieved after implementing the
  • 00:16:08
    resolution and then reflect on key
  • 00:16:11
    Lessons Learned which is again very
  • 00:16:12
    important what did you learn and how the
  • 00:16:14
    experience could inform future
  • 00:16:15
    approaches within the organization the
  • 00:16:18
    next question I have is tell me about a
  • 00:16:20
    specific metric you have used to
  • 00:16:21
    identify a need for a change in your
  • 00:16:24
    department did you create the metric or
  • 00:16:26
    was it already available how did this
  • 00:16:29
    and other information influenc the
  • 00:16:30
    change what was the outcome of this
  • 00:16:33
    change here first you describe the
  • 00:16:34
    metric existing metric identifying the
  • 00:16:37
    metric already in place let's say
  • 00:16:39
    example customer churn rate ontime
  • 00:16:41
    delivery percentage or sales growth
  • 00:16:43
    Trends then uh metric created let's say
  • 00:16:46
    share how you designed new metric to
  • 00:16:49
    address the Gap example developed an
  • 00:16:52
    average response time per ticket to
  • 00:16:54
    measure team efficiency that could be
  • 00:16:56
    one as well uh just an as an example
  • 00:16:59
    then you go about explaining why the
  • 00:17:01
    metric mattered like highlight what the
  • 00:17:03
    metric revealed example churn rate
  • 00:17:05
    increased by 15% over 3 months and then
  • 00:17:08
    you connect the metric to broader
  • 00:17:10
    business goals example linked High churn
  • 00:17:12
    rate to customer satisfaction and
  • 00:17:14
    revenue impact so it is impacting the
  • 00:17:16
    revenue because of high CH rate then
  • 00:17:18
    comes the analysis part so analyze and
  • 00:17:20
    use the information where you
  • 00:17:21
    investigate the root cause example could
  • 00:17:23
    be conducted workflow reviews analyze
  • 00:17:26
    Trends interview team members uh
  • 00:17:29
    then combine with other data of for a
  • 00:17:31
    holistic view example compare CH rate
  • 00:17:34
    with customer feedback and support
  • 00:17:36
    ticket resolution and see if there were
  • 00:17:37
    any correlations then you talk about how
  • 00:17:39
    did you go about taking an action based
  • 00:17:41
    on those insights like what was the
  • 00:17:43
    proposed change what were the proposed
  • 00:17:45
    changes example could be streamlined
  • 00:17:47
    workflows introduced new tools or
  • 00:17:49
    provided trainings you engage the
  • 00:17:52
    stakeholders example could be
  • 00:17:54
    collaborated with the team and
  • 00:17:55
    management for smooth
  • 00:17:57
    implementation and last but not the
  • 00:17:59
    least is you measure and communicate the
  • 00:18:01
    outcome so you measure the results
  • 00:18:03
    example churn rate decreased by 20%
  • 00:18:05
    customer satisfaction improved by 15% so
  • 00:18:08
    you talk about what were the results
  • 00:18:09
    what did you achieve and then you
  • 00:18:11
    reflect on it share insights example
  • 00:18:13
    documented the process and shared
  • 00:18:14
    improvement with other team members the
  • 00:18:16
    next question is very similar as well
  • 00:18:18
    and again we can use the similar
  • 00:18:19
    approach to answer it which is have you
  • 00:18:21
    ever created a metric that helped
  • 00:18:22
    identify a need for a change in your
  • 00:18:25
    department what was the metric why did
  • 00:18:27
    you create it how did this and other
  • 00:18:30
    information influence change what was
  • 00:18:32
    the outcome of the change again start
  • 00:18:34
    with identifying the problem or
  • 00:18:35
    opportunity explain the context clearly
  • 00:18:37
    and concisely what issue or Gap did you
  • 00:18:39
    notice and why was it important to be
  • 00:18:41
    addressed example notice frequent
  • 00:18:43
    project delays without a clear
  • 00:18:45
    understanding of the bottlenecks then
  • 00:18:47
    you create the metric describe the
  • 00:18:49
    metric you developed what specific data
  • 00:18:51
    did you decide to measure and why
  • 00:18:53
    example created a task completion rate
  • 00:18:55
    by stage metric to identify workflow
  • 00:18:59
    delays so if there is a delay in the
  • 00:19:01
    workflow there should be completion rate
  • 00:19:03
    for each of the tasks then you gather
  • 00:19:05
    insights from from data which is share
  • 00:19:08
    what you what the data revealed once you
  • 00:19:10
    started tracking the metric how did it
  • 00:19:12
    help uncover the underlying problems
  • 00:19:15
    example could be the workflow metric
  • 00:19:17
    showed delays were concentrated in the
  • 00:19:20
    review stage altogether and then you
  • 00:19:21
    propose an Implement a change where you
  • 00:19:24
    explain how you use these insights to
  • 00:19:26
    propose a solution highlight the action
  • 00:19:28
    you took to address the issue example
  • 00:19:31
    streamlining the review process with
  • 00:19:33
    defined deadlines and weekly check-ins
  • 00:19:36
    last but not the least you talk about
  • 00:19:37
    the measure and communicate the outcomes
  • 00:19:39
    which is let's say how you discuss the
  • 00:19:41
    results after implementing the change
  • 00:19:43
    use measurable outcomes to Showcase
  • 00:19:45
    success let's say reduced review time
  • 00:19:47
    from 5 days to 2 days improving project
  • 00:19:49
    timeline by 40% something like that but
  • 00:19:52
    talking about the results what and then
  • 00:19:55
    maybe what did you learn from it as well
  • 00:19:57
    which is again the reflection part the
  • 00:19:58
    last question I have is tell me about a
  • 00:20:00
    time when you had to validate the
  • 00:20:01
    assumptions underlying a direct reports
  • 00:20:03
    project how did you decide followup was
  • 00:20:06
    necessary what steps if any did you take
  • 00:20:09
    to validate the assumptions what was the
  • 00:20:11
    result now this question is particularly
  • 00:20:13
    for people who are applying for a role
  • 00:20:16
    which has manager responsibilities
  • 00:20:18
    because you have team or people
  • 00:20:19
    reporting it to you so here you first
  • 00:20:21
    talk about understanding the situation
  • 00:20:23
    clarify the context start by describing
  • 00:20:25
    the project and the assumptions that
  • 00:20:27
    were presented briefly mention why
  • 00:20:29
    validating these assumptions was
  • 00:20:30
    necessary for the project
  • 00:20:32
    success like focus on Project's
  • 00:20:35
    relevance and the specific assumptions
  • 00:20:37
    that stood out as needing validation
  • 00:20:40
    second recognizing the need for followup
  • 00:20:42
    which could entail identifying signals
  • 00:20:45
    for follow-up like explain how you
  • 00:20:48
    realize that the assumptions might not
  • 00:20:49
    be fully accurate or supported by solid
  • 00:20:52
    evidence things like mention any red
  • 00:20:55
    flags such as unrealistic expectations
  • 00:20:57
    lack of data or inconsistencies that
  • 00:21:00
    made you decide to investigate further
  • 00:21:03
    then talking about Gathering relevant
  • 00:21:04
    information where you describe how you
  • 00:21:06
    approach to GA data talking about the
  • 00:21:08
    steps you took to validate the
  • 00:21:10
    assumptions here things like focus on
  • 00:21:13
    sources you consulted example team
  • 00:21:15
    members external data historical
  • 00:21:17
    performance and other benchmarking
  • 00:21:19
    exercise and how you worked with others
  • 00:21:21
    to verify or adjust the assumptions
  • 00:21:23
    highlighting any specific tools or
  • 00:21:25
    processes you may have used to gather
  • 00:21:27
    this information as well that would be
  • 00:21:29
    solid too and then you validate these
  • 00:21:31
    assumptions like explain your process
  • 00:21:32
    for validation describe how you assess
  • 00:21:34
    the assumptions and identify it which
  • 00:21:36
    ones were accurate or needed adjustments
  • 00:21:40
    um for instance emphasizing the steps
  • 00:21:42
    you took to fact check your information
  • 00:21:45
    such as Consulting experts reviewing
  • 00:21:47
    past data or testing assumptions against
  • 00:21:50
    realistic scenarios so doing some
  • 00:21:51
    scenario planning Consulting with
  • 00:21:53
    experts and coming to a point of view on
  • 00:21:56
    which information is is correct and
  • 00:21:58
    which information should be used then if
  • 00:22:00
    needed adjusting any plans or adjusting
  • 00:22:02
    the plans where you talk about the
  • 00:22:04
    adjustments that you made share how you
  • 00:22:06
    adjusted the project plan or strategy
  • 00:22:08
    based on your findings from uh from the
  • 00:22:11
    validation process that you ran explain
  • 00:22:13
    any changes you made to timelines
  • 00:22:15
    resources of project strategies based on
  • 00:22:18
    the validated assumptions last but not
  • 00:22:20
    the least you share the results discuss
  • 00:22:22
    the outcomes and with the results that
  • 00:22:24
    came from validating the assumptions
  • 00:22:26
    mention how this led to a more
  • 00:22:28
    successful project here talking about
  • 00:22:30
    measures which impact the results
  • 00:22:33
    example on time delivery increased
  • 00:22:34
    efficiency higher customer satisfaction
  • 00:22:36
    to demonstrate the positive impact of
  • 00:22:38
    your actions this is all I had to share
  • 00:22:40
    these are the seven questions that you
  • 00:22:42
    can typically be expected to ask in an
  • 00:22:45
    Amazon Interview under the Deep dive
  • 00:22:46
    leadership principle hopefully you found
  • 00:22:48
    value from this video in case you found
  • 00:22:49
    value from this video I'm sure you'll
  • 00:22:51
    find Value from another video where I
  • 00:22:53
    talk about what kind of questions you
  • 00:22:55
    should be asking the interviewer in an
  • 00:22:57
    Amazon Interview you can check it out
  • 00:22:58
    here other than that I have a video on
  • 00:23:00
    how you should go about introducing
  • 00:23:01
    yourself in an interview which is one of
  • 00:23:03
    the most important part of the interview
  • 00:23:05
    very less prepared and one of the first
  • 00:23:07
    questions you are typically asked in an
  • 00:23:09
    interview you can check it out here
  • 00:23:10
    thank you
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