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THINK BIG
 Definition and Indicators Think Big: Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers. What this looks like in Practice As a people manager do you… As an individual contributor do you… · Take a radical approach and risks when necessary, always questioning traditional assumptions in pursuit of the biggest and best idea? · Create a gutsy mission that employees can be inspired by and get behind; provide direction for how to get there and explain how everything fits into the long-term plan? · Continually communicate the big picture and mission to the team in a manner that gets employees excited (as a result, employees want to get out of bed and come to work each day)? · Actively explore new ideas from team members, encouraging risk taking when appropriate? · Translate broader mission into big, hairy ideas and tactics in your own work? · Ask questions to get a sense of direction and confirm how work fits into the short- and long-term picture? · Hungrily accept the challenge to create the best idea/solution and take risks? 1. Give me an example of a radical approach to a problem you proposed. What was the problem and why did you feel it required a completely different way of thinking about it? Was your approach successful? 2. How do you drive adoption for your vision/ideas? How do you know how well your idea or vision has been adopted by other teams or partners? Give a specific example highlighting one of your ideas. 3. Tell me about time you were working on an initiative or goal and saw an opportunity to do something much bigger than the initial focus. 4. Tell me about a time you looked at a key process that was working well and questioned whether it was still the right one? What assumptions were you questioning and why? Did you end up making a change to the process? 5. Tell me about a time you took a big risk – what was the risk, how did you decide to do it and what was the outcome? 6. Now Tell me about a time you took a big risk and it failed. What did you learn? What would you do differently? VOCALLY SELF CRITICAL
 Definition and Indicators Vocally Self Critical: Leaders do not believe their or their team’s body odor smells of perfume. Leaders come forward with problems or information, even when doing so is awkward or embarrassing. Leaders benchmark themselves and their teams against the best. What this looks like in Practice As a people manager do you… As an individual contributor do you… · Admit mistakes, issues and areas for development; seek out and accept coaching and feedback to improve? · Set an example for your team by owning responsibility for problems and failures and working to resolve them? · Encourage team members to bring issues to your attention constructively? · Escalate issues even when doing so might be unpopular? 1. Give me an example of an idea you had that was strongly opposed. Why was there so much resistance? How did you handle the negative feedback? 2. Give me an example of a significant professional failure. What did you learn from this situation? 3. Tell me about a time where someone has openly challenged you. How did you handle this feedback? 4. Tell me about a time you made a significant mistake. What led you to making the wrong decision? What would you have done differently in retrospect? 5. Give an example of a tough or critical piece of feedback you received. What was it and what did you do about it? 6. Tell me about a time you received feedback with which you didn’t agree. How did you react? Tell me about time you had to learn something outside your comfort zone in order to drive results for your organization or to adapt to a change in the market, organization or other catalyst.
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Senior Investigation Specialist

Interviewed at Amazon

3.5★
Jul 19, 2015

THINK BIG
 Definition and Indicators Think Big: Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers. What this looks like in Practice As a people manager do you… As an individual contributor do you… · Take a radical approach and risks when necessary, always questioning traditional assumptions in pursuit of the biggest and best idea? · Create a gutsy mission that employees can be inspired by and get behind; provide direction for how to get there and explain how everything fits into the long-term plan? · Continually communicate the big picture and mission to the team in a manner that gets employees excited (as a result, employees want to get out of bed and come to work each day)? · Actively explore new ideas from team members, encouraging risk taking when appropriate? · Translate broader mission into big, hairy ideas and tactics in your own work? · Ask questions to get a sense of direction and confirm how work fits into the short- and long-term picture? · Hungrily accept the challenge to create the best idea/solution and take risks? 1. Give me an example of a radical approach to a problem you proposed. What was the problem and why did you feel it required a completely different way of thinking about it? Was your approach successful? 2. How do you drive adoption for your vision/ideas? How do you know how well your idea or vision has been adopted by other teams or partners? Give a specific example highlighting one of your ideas. 3. Tell me about time you were working on an initiative or goal and saw an opportunity to do something much bigger than the initial focus. 4. Tell me about a time you looked at a key process that was working well and questioned whether it was still the right one? What assumptions were you questioning and why? Did you end up making a change to the process? 5. Tell me about a time you took a big risk – what was the risk, how did you decide to do it and what was the outcome? 6. Now Tell me about a time you took a big risk and it failed. What did you learn? What would you do differently? VOCALLY SELF CRITICAL
 Definition and Indicators Vocally Self Critical: Leaders do not believe their or their team’s body odor smells of perfume. Leaders come forward with problems or information, even when doing so is awkward or embarrassing. Leaders benchmark themselves and their teams against the best. What this looks like in Practice As a people manager do you… As an individual contributor do you… · Admit mistakes, issues and areas for development; seek out and accept coaching and feedback to improve? · Set an example for your team by owning responsibility for problems and failures and working to resolve them? · Encourage team members to bring issues to your attention constructively? · Escalate issues even when doing so might be unpopular? 1. Give me an example of an idea you had that was strongly opposed. Why was there so much resistance? How did you handle the negative feedback? 2. Give me an example of a significant professional failure. What did you learn from this situation? 3. Tell me about a time where someone has openly challenged you. How did you handle this feedback? 4. Tell me about a time you made a significant mistake. What led you to making the wrong decision? What would you have done differently in retrospect? 5. Give an example of a tough or critical piece of feedback you received. What was it and what did you do about it? 6. Tell me about a time you received feedback with which you didn’t agree. How did you react? Tell me about time you had to learn something outside your comfort zone in order to drive results for your organization or to adapt to a change in the market, organization or other catalyst.

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