Leadership Principles Flashcards

Question

Explain "Insisting highest standards"

Answer 1

Amazon leadership principles have its own high standards. It makes the point that leaders have relentlessly high standards in every aspect of the business. A majority may think these standards are excessively high, but, **leaders are constantly raising the bar and aim to drive their teams to deliver high-quality products, services, and processes.** Leaders ensure that defects do not let down the line, and they always try to fix the problems always on time. Leaders have relentlessly high standards - many people may think these standards are unreasonably high. Leaders are continually raising the bar and driving their teams to deliver high quality products, services and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed.

Answer 2

Thinking small is a self-fulfilling forecast. Leaders always take a bold direction that stimulates favorable outcomes. They think in their own way and look around corners for ways to serve customers with high standards. Leaders believe that there is no task difficult for them which is why they think big and create innovation. **In interviews, the recruiters ask the employees some tricky questions to know their vision.** Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers.

Answer 3

Timings matter a lot in business. Many decisions and actions are adjustable and do not need extensive study. **We value calculated risk-taking.** Bias for action does not mean acting without consideration. **Despite that, the inclination for action means having an idea or evidence, and understanding quickly what that market thinks of it**. Amazon leadership principles emphasize on the bias for action prospect because sometimes some decisions are irreversible. In that case, it helps a leader to handle the situation. Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking.

Answer 4

“I think frugality drives innovation, just like other constraints do. One of the only ways to get out of a tight box is to invent your way out.”- Jeff Bezos. Amazon leadership principles stress on achieving more with less. Restraints breed ingenuity, independence, and creation. There are no additional points for growing headcount, financial budget size or fixed expense. It can lead to wise decision making especially regarding financial concerns. Accomplish more with less. Constraints breed resourcefulness, self-sufficiency and invention. Process Improvement

Answer 5

Leaders are very attentive; they speak candid and listen to the advice of their subordinates. They are frank with their employees and don’t feel embarrassed about discussing matters which they feel lack knowledge of. They set their goals against the best and motivates their team to do this as well. In this way, they earn the trust of their employees and also their customers. The applicants who apply for such a relevant position needs to be prepared for some tricky questions. Leaders listen attentively, speak candidly, and treat others respectfully. **They are vocally self-critical, even when doing so is awkward or embarrassing**. Leaders do not believe their or their team's body odor smells of perfume. They benchmark themselves and their teams against the best.

Answer 6

Leaders function at all levels, stay associated with the details, audit frequently, and are skeptical when metrics and narratives differ. No task is below their standards. They always have an in-depth look into all the matters of the business and want to hire such employees who also enjoy supervision. Leaders operate at all levels, **stay connected to the details, audit frequently, and are skeptical when metrics and anecdote differ.** No task is beneath them.

Answer 7

Leaders are obliged to their team members whenever they receive quality advice contrary to their perspective. They don’t feel their authority being undermined when team members respectfully disagree with them while putting an alternative idea. Leaders have conviction and are tenacious with their plans. They do not settle for less for the sake of social solidity. Once a decision is taken collectively, they commit wholly to it. **Leaders are obligated to respectfully challenge decisions when they disagree, even when doing so is uncomfortable or exhausting.** Leaders have conviction and are tenacious. They do not compromise for the sake of social cohesion. Once a decision is determined, they commit wholly.

Answer 8

Leaders focus on the critical contributions and efforts for their business and deliver them with the right quality promptly. Despite holdups, they rise to the occasion and never settle for less. “**The keys to success are patience, persistence, and obsessive attention to detail.”– Jeff Bezos** Leaders **focus on the key inputs for their business and deliver them with the right quality and in a timely fashion**. Despite setbacks, they rise to the occasion and never settle.

Answer 9

Tip – Another question that requires you to be self-critical. When answering a question like this, be careful not to focus too much on the negativity. Elaborate on the positivity that comes with identifying your mistake and taking actions to make it right. Sample Answer – “One time a client expressed that he is not fully satisfied with a web development project that my team and I delivered. We always made sure to involve the client in the design aspects from the beginning to the end. However, our User Interface designer had taken slight creative liberty when it comes to the layout to deliver a perfect outcome. I sat down with our designer and the client and explained the reasons for the few deviations of the design from what the client directly requested. In the end, the client decided not to change anything and admired the skills of the designer and thanked us for going an extra mile to make sure he gets a perfect outcome.”

Answer 10

S. I made a mistake. T. A. Explained the error and presented possible solutions to my manager prior to executing the best solution to correct the issue. R.

Answer 11

Tip – This question also tackles your ability to take ownership of a situation and strategically make critical, and most importantly, customer-centric decisions. Sample Answer – “A customer made an order related to their upcoming nuptials, and they needed it delivered on a particular date. While the delivery method that they selected did not offer close tracking to mention the exact date that they would receive the article, I put a little more effort and care during the logistics process to make sure that they receive the order on the day they specifically needed it. The client was extremely thankful.”

Answer 12

Tip – Amazon is not a company that simply uses “customer-centric” as a tagline for marketing. When they say that they are customer obsessed, they truly mean it. It is extremely important to not put the customer in too much of a bad spotlight when you answer this question. Sample Answer – “I once had a graphic design customer just seemed virtually impossible to impress. He paid great attention to detail and seemed to find problems in places that we never imagined. My solution was to get him fully on board in the process of design. We truly listened to his suggestions and made immediate changes when he requested. He ended up being great friends with our team in the end, and became a frequent repeat customer.”

Answer 13

Tip – Amazon is a company that is extremely customer-centric and looks for employees who are resourceful enough to deliver results even during the most difficult times. Therefore, saying no to a customer should always be a very last resort. Sample Answer – “I, personally, believe that there is always a solution to a problem. Regardless of how difficult it is, I will truly try my best to fulfill a request by a customer or at least meet them halfway. I would say no to a customer only if their request is simply not realistic, or expected me to directly break company policies.”

Answer 14

Tip – This question covers the obvious customer obsession leadership principle as well as earning trust and delivering results. Sample Answer – “I believe that when it comes to developing any kind of relationship, communication is the key. I will always be efficient with my communication in my client relationships with an attitude that shows them I truly value customer satisfaction. With my experience, I have learned that maintaining the integrity and being transparent with my objectives are also essential to developing good client relationships.

Answer 15

Tip – When you answer interview questions, always show that you are confident about your expertise, and yet willing to learn and grow from your experiences. As a customer-centric company, the feedback from customers is extremely important at Amazon. Sample Answer – “I tend to be a perfectionist in my work. The style of my work changed after a customer told me the details that I have to focus on vary from one customer to another and that I have to approach every project with a clear and open mind”.

Answer 16

Tip – As an Amazonian, you need to always listen to your customer and fully understand their needs. This includes understanding not only what they say, but most importantly what they do, not say. Sample Answer – ” As a web developer, I work with many clients without the technical knowledge of what they require and can only provide me with the details of the aesthetic that they expect in the final product. I believe that great customer service is not only about doing what they ask us to do but about anticipating what they truly require and exceeding their expectation.

Answer 17

Tip – This question tap into both your customer obsession levels and also your innovation, thinking beyond the limits and delivering great results. Sample Answer – ” Knowing your customer is the key. I believe in getting to know my customer not only on a professional but also a personal level. it is important to understand their lifestyle and the way they think in order to truly anticipate their needs. I am always updated and on the lookout for the problems to solve and trends to follow in order to give exactly what the customer needs.”

Answer 18

Tips – The best customer feedback is not inherently positive feedback, but also neutral and honest feedback with constructive criticism. Sample Answer – “I always start with making sure I provide a perfect service that encourages the customer to leave feedback on their own without having solicit. When I do pursue feedback, I always do it with clear intent and a purpose, explaining to my customer that what I require is constructive feedback and not simply a positive comment.”

Answer 19

Tip – This question gives you the opportunity to prove to the interviewer that you would go that extra mile in order to meet their most important leadership principle – customer obsession. Sample Answer – ” Giving the wow factor to a customer is all about pleasantly surprising them by providing a level of service that exceeds their expectations. This should be started with perfect delivery of service along with a positive addition that they do not usually get from the competitors. It could be anything from an incentive like a discount or an offer they were not expecting to a follow-up to ensure they are fully satisfied with the service.”

Answer 20

Tip – Amazon explains in their leadership principles that they expect their employees to “work vigorously to earn and keep customer trust.” This includes many practical compromises. Be honest with your answer. Sample Answer – “When you work in retail, the amount of work almost triples during the holidays. As a manager, I tend to pride myself on providing a great work-life balance to my team. One time, however, I had to compromise the generous holiday vacation time for myself and the team to make sure one of my biggest customers meets their year-end goal. The large profit we made from that project made it all worth it.”

Answer 21

Tip – While always giving the priority to understanding and delivering exactly what the customer asked and expected from you, make this an opportunity to show how your expertise on the task you are performing comes into play. Sample Answer – “As a web developer, I have studied psychology and the behaviors of visit who come to a website. When clients specifically ask me to use plenty of colors and graphics on their websites, I know by my experience that they will not positively affect their user interface. It is always less is more when it comes to UIs.”

Answer 22

Tip – This is a tricky question. At the end of the day, you are an employee of Amazon and you need to give priority to the best interests of the business. However, due to the customer-centric culture at Amazon, learn more toward benefiting the customer. Sample Answer – “This is something that comes up mostly with product pricing and offering discounts and other incentives to the customer. My approach is always thinking about long-term benefits for the business and retention of the customer rather than making a short-term profit and losing the customer.”

Answer 23

Tip – Be careful when you pick a situation here. your aim should be to show that you are able to take the calculated risk even with the potential to fail and that you can self-critical and turn a failure into a learning moment. Sample Answer – ” One time when the budget was tight I tried to lead my team to complete a task with fewer resources than it usually needs. What I believed was that if we work hard enough, we will be able to make up for the lack of resources. The project ended up being a failure. What I learned was to plan ahead for the budget and not be overconfident.”

Answer 24

Tip- Talk about a time that you took the lead and led a project into a success. Focus more on how your specific skills and efforts contributed to the success of that project or idea. Sample Answer – “When I was in college, the students in my year started a monthly magazine to publish creative, social, and political expressions by the students. However, there was no theme or a focus for the project. I took the initiative to gather all the submissions under a theme and successfully publish the magazine, which is still active to this day.”

Answer 25

Tip- Frugality is one of the most important leadership principles at Amazon. It is not only about tangible resources, but also the time and the energy of t he workers as well. Sample Answer – “As an intern, I had to manually reorganize some of the written documents in a publishing company. Half way I realized the important parts of those documents have already been digital preserved, which means my time could have been used more effectively. I informed my supervisor and then left manual organization unfinished.”

Answer 26

Tip- As a leader, there are tasks you have to undertake without any clear responsibilities which you have to take the ownership of. Sample Answer – “In my first job, which was an entry-level position in a start-up company, I had a mix of seemingly unrelated tasks I had to complete every day. I eventually realized that they are usually done by a Public Relations professional. I took the initiative to fully perform my duties and I was soon promoted to be the Public Relations manager of the company.”

Answer 27

Tip – The tricky part of this question is making sure that you do not come off as a micro-manager, but as a helpful team worker who humbly offers help to strengthen a team. Sample Answer- “While I can think of many situations I lend a helping hand, perhaps the most memorable would be helping one of the most experienced and senior members of my team to navigate through a new vertual management system. they were reluctant to ask for help, but was very thankful that I offered to take them through it until they fully got the hang of it.”

Answer 28

Tip – This question covers the leadership principles of insisting on higher standards, diving deep, and delivering results. Decisions that have long-term focus prove your dedication and loyalty for your workplace. Sample Answer – “I was in charge of setting up the website for one of the companies I worked for. Without simply getting a basic website online, I took my time to properly optimize the website for search engines and include great quality content. While it took me more time and the budget was higher, that website still holds the highest rank in search engines due to me thinking long-term many years ago.”

Answer 29

Tip- Ownership in the context of Amazon leadership principles is all about acting on behalf of the entire company. In a company with a scope as large as Amazon, they do not need employees that say,” that’s not my job”. Sample Answer- “When I worked for an event management company, I made it my duty to always be proactive with networking with many individuals who attend events not because it was my job, but because the exposure was good for the company. I represented the company on many occasions and brought plenty of opportunities.

Answer 30

S. T. A. R.

Answer 31

S. T. A. R.

Answer 32

S. T. A. R.

Answer 33

S. T. A. R.

Answer 34

S. T. A. R.

Answer 35

S. T. A. R.

Answer 36

S. T. A. R.

Answer 37

S. T. A. R.

Answer 38

S. T. A. R.

Answer 39

S. T. A. R.

Answer 40

S. T. A. R.

Answer 41

S. T. A. R.

Answer 42

S. T. A. R.

Answer 43

S. T. A. R.

Answer 44

S.- Friend submitted charges that violated company policy. T. A. - Reported the behavior to the appropriate source. R.

Answer 45

S. T. A. R.

Answer 46

S. T. A. R.

Answer 47

S. T. A. R.

Answer 48

S. T. A. R.

Answer 49

S. T. A. R.

Answer 50

S. T. A. R.

Answer 51

S. T. A. R.

Answer 52

S. T. A. R.

Answer 53

S. T. A. R.

Answer 54

S. T. A. R.

Answer 55

S. T. A. R.

Answer 56

S. T. A. R.

Answer 57

S. T. A. R.

Answer 58

S. T. A. R.

Answer 59

S. T. A. R.

Answer 60

S. T. A. R.

Answer 61

S. T. A. R.

Answer 62

S: Our racing events were scoring low on our water station line item because it was hard for volunteers to keep them filled, as the cups had to be lightweight (and sustainable) for runners to grab and run with. T: Needed economical device that was lightweight/travel well and would decrease fill time during events A: Drew out an idea and googled companies that would help me with a prototype. Priced that out and got approval for 1 prototype. Made some edits R: Ended up using that (and seeing other races use similar items) for years later. Water stations no longer were a negative experience for our runners and it was easier for our volunteers to fill and let water wasted by spillage.

Answer 63

.The interviewer wants to see if you can think out-of-the-box. Consider sharing a personal anecdote that shows how you came up with a creative solution to a customer problem, improved an internal process or made a sale via an innovative strategy. S: Bag check was continuously getting poor ratings, bags were getting lost/stolen, long lines, chaos. Especially as we scaled into larger attendee counts (30,000) we needed a better process. T: Improve bag check experience by incurring minimal additional cost to the event. A: Restructured the entire process. I changed it to a self service with numbers and a simple security check as you left the area. R: Zero stolen bags with no line queue needed. Scalable process that would work for any sized event.

Answer 64

S: Worked for a lux beach picnic company that was having challenges scaling while keeping clients happy and controlling quality of product. T: Needed a way to accommodate holiday business increase that was already booked by leadership. A: Created 'frog hop' team approach. Event 1 would start load in at 1 - 1:30, then go right into loading in another event, etc. etc. instead of waiting for each event to finish. R: Organization grew max events per day by 175% going from 12 events to 33 events. Profits skyrocketed and staff was more fulfilled not waiting around as much (and getting more hours on the clock)

Answer 65

Will you admire this person? Will this person raise the level of effectiveness? Along what dimension might this person be a superstar?

Answer 66

S: In two of my roles, getting customers, attendees, clients, staff, anyone to read anything has been a challenge. T: Needed to create an SOP for event comms A: Created templated emails and 'speakers guide' deck that was sent out the same way each event staff, clients, vendor and customer began to expect it and learn the process. I would tweek each time to achieve better results. R: Less mistakes were made, less material was overlooked, less questions onsite.

Answer 67

Can you admit to mistakes? Are you a team player? That’s what the recruiter wants to know. Most of us have made several mistakes, but pick one where you apologised and managed to right the wrong successfully, and let that be the focus of your story. NEVER say you have not had to apologise - it makes you appear highhanded.

Answer 68

S: A promotor having a $500 budget for a multi-day festival of riders T: Ensure future clients (talent) were happy A: Scaled back, but purchased main 'wow' rider items with company money R: Once word got around about the promotor, we received kudos and future work from the talent

Answer 69

S: Bag check was continuously getting poor ratings, bags were getting lost/stolen, long lines, chaos. Especially as we scaled into larger attendee counts (30,000) we needed a better process. T: Improve bag check experience by incurring minimal additional cost to the event. A: Restructured the entire process. I changed it to a self service with numbers and a simple security check as you left the area. R: Zero stolen bags with no line queue needed. Scalable process that would work for any sized event.

Answer 70

Report him to management.

Answer 71

Your interviewer wants to know how you handle disagreement and how good your negotiation skills are. Convey that you aren't averse to speaking up, that you believe in communicating till you find a solution and that you can be flexible.

Answer 72

Tell the interviewer that you have a duty of care to yourself and your work colleagues. Under these circumstances, you will let the person know that the way they are working can lead to an accident. If you know a safer way to do the job, you will suggest it. Otherwise you will contact your supervisor.

Answer 73

S: Our team had grown with the org, so all of a sudden when we were looking to expand the team, we had ZERO protocols.. Everything was in our heads. We lived on individual excel spreadsheets that were hundreds of pages. T: Implement a way to ensure quality of event doesn't suffer while scaling and addition of new staff. A: Created templated materials and written SOPs as I went, to make onboarding scalable. R: Able to scale from 12 events to 25 domestically, grow program globally and hire/train a replica international team as well as grow our own team from 6 to 11 people.

Answer 74

You know how to hire excellent people You take the interviewing process seriously. You understand the job and identify the right job description and candidate profile to attract the best candidates. You focus on hiring people who will raise the high performance bar. You recognize strong performers and mentor them At some companies, good performers are left alone – because they are already doing a good job – and bad performers get all the attention – in order to improve their performance. Amazon is what is called a “high-performance management culture,” which means that the company believes that top performers need attention and guidance to ensure that they have the opportunity to provide their best at Amazon. So if you currently work at a company where the attention goes to low performers, you should reorient yourself before you think of your answers to this. Since Amazon believes that spending time on top performers is one of the best uses of a leader’s time, don’t say that you spend an equal amount of time mentoring all of your employees, whether they’re top performers or not. You try to help your people grow. You make it a priority to coach and teach employees. You provide regular feedback. Of course you want to keep the best performers on your team, because you want good workers, but as a leader and manager, you need to care about their careers as well as your team performance. If you can help an employee learn, they will at least be likely to stay with the company as they grow, even if not on your team. Show that you know what each employee wants and that you are trying to help them achieve that goal. You help employees drive their own development and learning by regularly discussing career goals, strengths, and areas for development. Show that you identify development activities and moves for all employees. You value people who are not like you Diversity is a strength and will help you stand out. A diverse team will give you more teammates who can understand your customer better than you can. It will also provide more, different skills for you to draw from. Do you hire people you feel comfortable with or do you hire the best person for the job? Tech has a diversity problem, and if you are a white man (which many of my clients are), you are probably not very aware of diversity. If you’ve created a team that isn’t all white men, consider it an accomplishment and be prepared to speak to it. How did you make diversity a priority? This is a strength you can talk about.

Answer 75

“When I took over the sales team, the CEO told me that my number one priority needed to be hiring. We didn’t have enough people to meet our goals for the year. Focusing on hiring was hard for me because I knew there were a lot of processes that we needed to work on as a team besides hiring, but I agreed to focus my efforts there because I knew that the best thing I could do in the long term for the team was to make it more resilient. It was true that most members of the team had been around for a while and we really needed some new faces help execute against the new strategy. My approach first and foremost was to tap into my own network, which is pretty deep, to look for the people who were the best I’d ever worked with. I specifically went after people who I was a little intimated by because of their deep skills, because I knew it wasn’t about me but about making the team stronger. The second thing I did was to tap into my team’s network. I told a key number of them that hiring needed to be one of our top priorities, and we came up with a process for screening and interviewing candidates. This approach worked and became self-perpetuating because, as new people came on board, and became excited about what we were doing as a company they recruited from their own network.”

Answer 76

“The best hire I ever had was also my toughest hire. I knew the candidate was strong, but she continued to hold out and ask a lot of questions. She wanted to talk to other members of the team, and she wanted to know everything about the company. The process went on for so long I started to question whether it was worth it. I was pretty frustrated and wasn’t sure what I was going to do, but a colleague gave me some great advice, convincing me that the candidate who asks the best questions usually turns out to be the best person for the job. I decided to remain patient with her and when she (finally) came aboard, she hit the ground running and soon became one of the star performers in the company. I learned a lot about what talent really looks like from the experience.”

Answer 77

Having a bias for action means you’re not afraid to make decisions and take action, even when (especially when) you face uncertainty. Maybe you’ve worked with someone or a team who didn’t have a bias for action. In the face of uncertainty, these individuals freeze and can’t make a decision. They’re afraid of getting it wrong and being held accountable for making a poor decision. This sort of “analysis paralysis” isn’t tolerated at Amazon. They want leaders who are willing to put themselves out there and take a risk. These leaders are no different than anyone else in their fear of failure. What makes them stand out is that they accept risk and make calculated decisions that unblock them and the people they work with. Yes, Amazon wants you to look at data and make sense of it and use it to form your plan, but they don’t want you to get stuck looking at the data. They want you to move past research and analysis into action.

Answer 78

When faced with a tough decision that will help you and your team move forward, you don’t avoid that decision. You’re not afraid to step up and make the call. You encourage this same behavior in your direct reports. You let them know you’ll stand behind them if they take a risk that doesn’t work out. If you’re missing some key piece of information, you try to get it as quickly as possible. If you can’t, you’re not afraid to move ahead without it. You foster an environment of action bias by responding promptly to colleagues looking for information, and always deliver on your promises. You roll up your sleeves and remove obstacles, even when it’s “not your job.” Still stuck? You ask for help. You don’t let yourself or your team be stuck for days at a time.

Answer 79

* Tell me about a time you took a risk. What kind of risk was it? * Give me an example of a calculated risk that you have taken where speed was critical. What was the situation and how did you handle it? What steps did you take to mitigate the risk? What was the outcome? * Tell me about a time you had to make a decision with incomplete information. How did you make it and what was the outcome? * Describe a time you had to make an important decision on the spot to close a sale. * Describe a situation where you made an important business decision without consulting your manager. What was the situation and how did it turn out? * Tell me about a time when you had to analyze facts quickly, define key issues, and respond immediately to a situation. What was the outcome? * Tell me about a time when you have worked against tight deadlines and didn't have the time to consider all options before making a decision. How much time did you have? What approach did you take? * Give an example of when you had to make an important decision and had to decide between moving forward or gathering more information. What did you do? What information is necessary for you to have before acting? * Describe a time when you saw some problem and took the initiative to correct it rather than waiting for someone else to do it. * Tell me about a time you needed to get information from someone who wasn’t very responsive. What did you do? * Tell me about a time where you felt your team was not moving to action quickly enough. What did you do? (Manager) * Tell me about a time when you were able to remove a serious roadblock/barrier preventing your team from making progress? How were you able to remove the barrier? What was the outcome? (Manager)

Answer 80

We had to expand the storage capacity of a Commvault server to accommodate new machines that were coming online. We planned to double the capacity of the server from 32 to 64 terabytes. For this upgrade, the server had to be converted to MediaAgent, a procedure that was documented and tested. We followed the documentation closely, but in production, the Windows batch file that was supposed to convert the server to MediaAgent accidentally deleted some important files on the server, effectively rendering the existing Commvault server useless. All backups from applications/DB started failing. While experts from Commvault HQ were engaged to find the root cause, the customer was informed about this problem. In an hour, I determined that the problem was not easily fixable. I wanted to use a new server, but the Commvault license was linked to a particular IP address. Instead of waiting to hear back from Commvault HQ and our purchasing department on getting another license, I simply copied the XML license to a new machine, changed the IP, and updated the existing license. At that point, the team could move forward.

Answer 81

One of the largest insurance providers in North America has been a long-standing customer. They have been using a different vendor’s solution for UNIX bridging capability. Once they learned that we also offer a UNIX bridging solution, they wanted to conduct a proof of concept. As I had been working with that customer as a trusted advisor, they requested me to do the POC. Before starting the POC, I had a working session with the customer’s technical team to review the use cases currently being implemented. Upon reviewing the use cases, I found out that one of their key use cases is not supported out of the box by our solution. Supporting that use case would require an enhancement to the existing product functionality. Given the importance of the POC, I reached out internally for an approval to engage the engineering team immediately and worked with the team in adding that capability to the product. I didn’t want to wait to do this. The engineering team provided a patch in a short time, and I was able to successfully deliver the POC addressing all the use cases.

Answer 82

1. Your core messages – why you’re qualified/how you can benefit the company. If you’re not sure what I mean by this, I’ll explain more below. 2. The reason the role excites you 3. You understand the job 4. You want this job, not just any job at the company 5. The way the job connects to your career plan 6. Your intention to stay in the job for awhile

Answer 83

I want this job because it will allow me to use my skills in X, Y, and Z (your core messages). This job title attracts people from all fields of business-former lawyers, consultants, managers, or even accountants, as well as fresh graduates with a degree in accounting, finance, or management. And what is your story? Try to be honest, and tell them what attracted you to the job. It is always good to say that you understand the importance of law and regulations, and are aware that a serious and repetitive breach of them can ruin the reputation of the entire company. Show them that you see a purpose in this job, and do not apply only because they offer an excellent salary and benefits to the successful candidate. You can also narrate how your past experience (not only with witnessing employees breaking the regulations, but also with discovering flaws in the rules while doing your former job), motivated you to pursue this career.

Answer 84

There are two kinds of companies, those that work to try to charge more and those that work to charge less. We will be the second.

Answer 85

If you do not understand the details of your business, you will fail.

Answer 86

Clashing personalities exist around us everyday, and sometimes more often than not, they are in our places of work. One time in particular I can think of happened recently, while I was working at People may not always agree on everything, and that is okay. It's just a matter of learning to work around different people and learning to be polite and civil.

Answer 87

In previous jobs, when we were extremely busy, I would still remain calm and try to provide the best customer experience as necessary. For example, at starbucks when we had lines out the door as well as people Mobile-ordering beverages and food, I would respectfully process the orders in the order that they were taken, as efficiently as possible while still being careful and precise.

Answer 88

I realized that not even an extremely motivated person could be in three places at once, and decided to really prioritize if that ever happened again. In other words, get ready to talk about a time you juggled multiple responsibilities, organized it all (perfectly), and completed everything before the deadline.

Answer 89

About a year ago, I worked with someone whose personality was very different from my own. I had more of a type A personality, whereas he had a type B personality. I was more competitive and aggressive than he was, and at times was impatient with his more relaxed style of working. I quickly realized that he was delivering excellent results on time. I noticed that you need both types of personalities in a team, to gain different perspectives on how to work. Now I am more open-minded to working with people who do not think like I do

Answer 90

As a Marketing Intern, I had to learn various parts of the supply chain from different people in charge of different departments. Some were more compliant than others. Being the new kid on the block, I was not given much time when I initially met some of the managers. Afterward, I compiled a questionnaire that was brief and direct, so that I did not waste the manager's time the next time I met them. I did my homework before asking questions, so that at least I had the bases and they only needed to give me specific details, saving them time.

Answer 91

When I just got startet at Mattel, there was a period of getting to know my customers. My boss told me there was a new manager responsbile for the category that's the hardest sell: 0-6 months and baby gear. Before I even got a chance to introduce myself, she wrote to us how unhappy she was with the performance of your products and that she has to cut budgets and it will affect our lineup. My task was to build a strong and trusting relationship with her, and that's just what I did. I wrote her a very kind message after I analyzed the products she had in her lineup and suggested we meet together with my boss to discuss how we can improve her bottom line.

Answer 92

One time we were going through product novelties with our team and I noticed a coworker being very negative about most of the lineup and it was starting to affect the team. Our task was to decide which products had the potential to sell and would be greenlighted for retailers. When we got to one particular key novelty, the Barbie Dreamtopia Merman, he had it and exclaimed how much he hated the product and that we could never sell it to anyone. Even though I was quite new in the team I decided to speak up and defend the product, because to me, it's a crucial step in showing children that boys can be mermen and like pink and girls can enjoy cars and trucks. I ended up convincing the team about the product and we pitched it to our biggest client and they loved it! It has been selling really well and they are very satisfied with it.

Answer 93

When I started my current job, I got along with everyone on the team right away and working with them was great. One particular coworker however, the distribution manager, was a much harder nut to crack. He never participated in team events and seemed pretty grumpy. During the holiday season I decided I would bring secret santa to our office and organized it as a team building activity. I knew I could convince him to participate. So I started sitting with him during lunch and asked about his life and his family and he started opening up and talking much more. I told him about why I thought secret santa was important and could bring us all closer together during the most stressful period of the year in the toy industry. He agreed to give it a try and was absolutely exctatic when he got his first gift. He enjoyed every minute of it and made sure he remained secret to his gift recipient. He came up to me and thanked me for trying so hard to convince him. Cross-funcitonal team-spirit is very important to me and I think I did a good job of using my negotiation skills to get him on board.

Answer 94

There was a situation recently where we were able to sell a customer a fantastic new lineup of toys that I knew would perform well. Unfortunately, we learned that that particular line was in high demand and we would not be able to ship it in time for the customer's advertising campaign. When I informed her right away and asked her if she could move her campaign, she got very angry and was frustrated at me. I ensured her that we would find a solution though, so I went and looked for a different product line that would fit her needs and meet her budget. I found a great lineup for a similar price with a better margin for her, pitched it to her and she really liked it. So she went with it and was extremely happy with how it performed. This instance showed she could trust that we would always try and find the best solution for her and showed her how important she is as a customer.

Answer 95

Situation: While a Sr Technical Architect, A Lot of testing to be done but new efforts coming in that needed test plans and day filled with calls so unable to provide needed concentration to write needed test scripts. Action: Stayed late one day after all calls done and was out of Q reach and Analyzed business requirements and forecasted time needed to take to complete test cases, outlined how many extra hours would need to create thorough test cases. Result: sticking to the outlined planned I had to work extra 2 hours each day and on 3 -4 on weekends but because I was able to forecast it accordingly, I met testing and test plan requirements During regular I kept up with current test and not compromise quality of work.

Answer 96

Situation: Joining the UAT team I came in at a crucial time where work was in full force and bandwidth was super low. So, there were a lot of testing to be done for TOBR and A-List efforts Action: To have the smallest impact on my personal life and to ensure I was making steady progress, I decided that I would test as much as I could in the day then also stay an extra hour and half after work and then come in to work, then also come in an hour in half later the next, the reason for this would be I would stay in the office and miss the heavy work traffic on the way home, then instead of coming in at regular time I would log in earlier at home and complete early testing. Resolution: Because I added the extra time around the heavy commute hours I was able to get more work done during times when I would just be sitting in traffic allowing me to not compromise too much valuable family time and it also allowed me to not be interrupted as most people were logged off at this time, providing Quality work and also made the drives to and from work more peaceful while driving to and from work.

Answer 97

SITUATION: Introduction of transfer of billing responsibility into myAT&T was one of the most complicated Business requirement documentation that I have read. I was given this project to lead after joining the UAT team. This document was huge, if I recall correctly, it was about 150 pages of straight requirements. ACTION: In order to have a full understanding I basically began this project with page 1 and reading through each user case for a complete understanding of what the business requirements were outlining. I would also collaborate the requirements with wireframes as well as the Content Requirement documents to make understanding the requirements easier. In cases of confusion I would write down questions to ask the business client and/or requirements writer. To ensure I had the correct understanding I would phrase the question in my own language to ensure my understanding was correct. In some cases, emails and Q's were not enough to grasp the understanding I desired; I would open AT&T connect conference calls with all impacted parties to ensure we were all on the same page. RESOLUTION: The Resolution was in the beginning of the project I knew absolutely nothing of this project but after putting in some time and asking relevant questions and opening needed bridges; I quickly became very knowledgeable in the project and become a Subject matter expert among my peers. With this new knowledge I was able to complete Quality test plans to allow the project to be tested and implemented successfully.

Answer 98

to be Earth’s most customer-centric company.

Answer 99

Leaders work every day to create a safer, more productive, higher performing, more diverse, and more just work environment. They lead with empathy, have fun at work, and make it easy for others to have fun. Leaders ask themselves: Are my fellow employees growing? Are they empowered? Are they ready for what’s next? Leaders have a vision for and commitment to their employees’ personal success, whether that be at Amazon or elsewhere.

Answer 100

We started in a garage, but we’re not there anymore. We are big, we impact the world, and we are far from perfect. We must be humble and thoughtful about even the secondary effects of our actions. Our local communities, planet, and future generations need us to be better every day. We must begin each day with a determination to make better, do better, and be better for our customers, our employees, our partners, and the world at large. And we must end every day knowing we can do even more tomorrow. Leaders create more than they consume and always leave things better than how they found them.

Answer 101

Strive to be Earth’s Best Employer

Answer 102

Success and Scale Bring Broad Responsibility

Answer 103

“Despite what we’ve accomplished, it’s clear to me that we need a better vision for our employees’ success,” Bezos wrote. “We have always wanted to be Earth’s Most Customer-Centric Company. We won’t change that. It’s what got us here. But I am committing us to an addition. We are going to be Earth’s Best Employer and Earth’s Safest Place to Work.”

Answer 104

Customer obsession is about empathy. Interviewers want to see that you understand the consequences that every decision has on customer experience. You need to know who the customer is and their underlying needs, not just the tasks they want done.

Answer 105

S: Our virtual events were getting stale after over 2 years of producing. We were receiving feedback that we always have the same faces as speakers, same format, people wanted more of a dialogue. T: Find a way to properly plan content, sessions and speakers to entice people to register/attendees to stay engaged A: Analyzed historical data to completely change the way we booked speakers and content R: Saw increase in registration 15% immediately after launching the content/speaker agenda as well as highest rated NPS from 65 to 75

Answer 106

Interviewers at Amazon want to avoid hiring people who think, “That’s not my job!” This is particularly important for program managers as they work on cross-functional projects and are responsible for overall delivery. When answering ownership questions, you’ll want to prove that **you take initiative, can make tough decisions, and take responsibility for your mistakes.**

Answer 107

* Describe a time you sacrificed short-term goals for long-term success * Describe a time when you went over and above your job responsibility in order to help the company * Tell me about a time you demonstrated leadership * Describe an instance where you had to make an important decision without approval from your boss

Answer 108

Since Amazon likes to ship quickly, they also prefer to learn from doing (while also measuring results) vs. performing user research and making projections. They want to see that you can take calculated risks and move things forward.

Answer 109

"Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking.”

Answer 110

* When was the last time you took a risk? What calculations did you make? * Tell me about a time when you had to move forward without all the information * Tell me about a time you had to make an urgent decision without data. What was the impact and would you do anything differently?

Answer 111

Motivate S.E. on my team who was great, but doing the least amount of work he could. S: Assigned to numerous features, one feature was with an engineer comes in late, leave early, not too energized. Late on a feature deployment last time. • Didn't want that to happen again, decided to motivate A: Stigma about taking developers to meetings, took him to 1st one to understand implication of his work, introduced him • White board with all features I was leading, target timeline and progress • When I had down time, not writing specs/in biz meetings, sat with him asked him if he needed any help, also got to know him better personally R:Finished feature on-time • Figured out how to motivate him to do best work, and built rapport he was my go-to for future features • Manager noticed the difference told him tactics

Answer 112

Work with a difficult DB lead o S: • Occasionally new features required new DB tables/field additions • DB lead was notoriously diff to get changes by, took long time • A feature had to have new DB table, thought would be easier if I helped him out. • Thought, I took DB class, let me design it for him save time • Worst response: berated me, took notes on how I should've structured the meeting to really help him o A: • Went back to my desk, recollected, followed all suggestions to the t • Went back after 2 days with his suggested structure o R: • Had more critiques but pleasantly surprised • DB change went in in ~5 days solid time • Asked me to work with him to formalize it, became standard

Answer 113

Convincing dev team to stay late - Story S:• Weeks in to working with a new dev team • Manager on vacation, call to tell about deployment riddled with bugs in PRD • Told me have to stay late with dev. Flopped, no one stayed A: • Focused on influence through good relationships and reciprocity for future, part bc of new/young • Found out that one S.E. introv was late frequently in the morning, manager be furious, grabbing lunch w/her found out husband couldn't drop kids off to school anymore, pushed and implemented flexible start/end times • Invited Dev team out to dinner occassionaly • Started a bi-weekly bring in cultural breakfast R:• After months of this, I could send a message to team at 8pm at night about an issue, someone will respond, as opposed to manager who freq couldn't reach ppl after hours Helped when build failures late in the night

Answer 114

• Went beyond my job expectations to build a fundraising system o S: • Just joined Osage Partners, meeting discussing raising new fund settled on hiring consultants to build • Asked to see pitch, realized immediately that I could build a better system on my own, would do so on spare time free • Partners uncomfortable, said no o A: • Created a full pitch deck: sys design, compared it to competition, build prj timeline • More convinced, sold them on the fact that in a few months I'll know how firm operates, make even more customized o R: • Agreed to let me build it • Spare time, 3 months, built fully custom fundraising system used today, Osage loves it.

Answer 115

financial model fund performance - Story • Fix and update a financial model predicting Osage's fund performance o S: • Raising 3rd fund to inv, happens every 5yrs • Learned of fin model a PHD in CS/MBA created that back-tested our investment thesis • Offered to attempt to update it. • Super difficult, 50pgs of VBA, financial figs didn't know IRR dilution, further runtime error o A: • Compartmentalized it Understand Code/Excel: Printed all 50 pages, highlighter and pen and marked it up to understand each function and call does Fix runtime errors - ask for help Gather Needed Data Learn financials to verify accuracy - ask for help o R: • Hell, but 3 months later emerged with an updated model in time for kick off of fundraising • 1 investor specifically cited the model as a catalyst for their investment in the fund.

Answer 116

Asked for a lot of prjs, but little clarity. o S: • New to Osage, 1st few weeks BH mentioned off-hand I should work on prj - perf of biotech companies leading up to FDA trial. Spent a week working on it, dismissed results barely looking at it, "hard to predict public markets, we're private investors" • Offhand in another meeting, we have fundraising coming up, Rob can you make a fundraising pitch deck? Asked what it would include, rattled off some stuff, spent 2-3 days working on it, he said he likes what I did but have old fundraise deck will use. o A: • Get to know BH's specific working style and adapt to it, whenever something mentioned, I always visit him one on one to get more details, usually prj dismissed there, and touch base with him frequently throughout. Not everyone likes this o R: • Saved me time, and firm resources to know upfront whether something will be valuable or not • Also taught me a lesson in general not rush to build without understanding reqs first - Obvious in Tech Dev, but also in other fields.

Answer 117

Accidentally overwrote data in Osage's database of venture deals S: • Playing to strengths, own database improvments. • Found plugin that supplemented our deal information with info from a 3rd party db • Handful of deals, noticed where there was once data in a certain field, there was none A: • Immediately notified my team of issue and said I was diving in • Found the issue was just 1 setting that allowed existing data to be overwriten by 3rd party • Restored to a backup a few days ago, minimized impact R:• Found backups made manually monthly, wrote script to automate it to be weekly • Wrote up a guide to follow before adding any 3rd party plugin to our sys: Sandbox, making backup right before

Answer 118

1- Wanted to: Build more credibility as an investor Investors and founders value experience directly at tech firm Something I don’t have, way to gain that experience, albiet for 3mo 2- Bolster how I analyze products as an investor. PMs determine what to build, I believe learning how PMs at the most customer centric tech companies do this, can help an investor better evaluate a startup's product. Better evaluate whether startups are thinking about the right things. e.g. As Amazon PM learned, Needs customers were communicating isnt always truly their real need. Took educating myself on the customer space, talking to diff biz units, and asking customers the right questions to peel the onion and find out what their true needs are. As investor helps me know what to do to be able to ask startups the right questions to make sure they've done their research to ensure their building what customers truly need, not what they think they need.

Answer 119

o Loved it, Cool project o Helped migrate more customers to AWS by discovering their needs and developing a product proposal that is currently being evaluated for the next roadmap. o I synthesized a number of complaints from existing AWS customers who were only doing some workload processing on AWS, the rest were being processed on-prem. o I hypothesized reasons they weren't using AWS for these on-prem workloads o I worked with BD and business units to further refine my hypothesis o Knowledgeable enough about the space I reached out to customers to pin down what their core issues actually are, this process was like peeling an onion. What they initially said wasn't their core issue, with kx was able to prod further o With core issue defined, evaluated options of building vs partnering with an outside party to deliver a solution o Gathered buy-in from diff BUs, and proposed a partnership, which I presented to my manager and his manager o Garnered a lot of interest, was put on the agenda to be evaluated for the next roadmap

Answer 120

Nugget: Convinced lead engineer, manager, and clients that healthcare benefits were being incorrectly calculated and solve it S: • Client was State gov't health dept. • Add new feature to complicated healthcare benefit algorithm, hasn't been touched in years • Playing around with test cases to understand algo, noticed there were a test case person got benefits that shouldn't A: • Immediately told manager, was dismissed, algo hasn't been touched in yrs • Realized had to convince & spent days to identify reproducible error. threw together SQL to pull in similar cases - wasn't perfect, good enough to get lead dev on board • then convinced lead developer that it was an issue based on data, had him verify and brainstorm short/longterm solutions • Made deck to desc issue from tech/non-tech persp. R:• Manager immediately asked me to present in front of senior clients • Clients readily understood issue from non-tech deck, gave us permission to prioritize long-term solution • Got to work on this special prj directly with lead dev

Answer 121

1. Committing to too many things 2. Consulting defined scope 3. VC didn't, one of my first prjs over promised and underdelivered Steps to: o Understand the value, and time urgency o Have to consciously think about it, want it to be more innate \*Move fast to start projects o Realized at Osage, small firm. Big firm lots of red tape make sure what we're working on is valuable. Small firm may not be case. 2 instances where I realized part way through what I was working on wasn't impactful, bc I took something I heard was needed and ran with it. Learned its important to do initial questioning first, bc other person may not have thought things through. Get 1 on 1 feedback, ask questions who what when where why? Soemtimes they haven't thought about it.

Answer 122

* Action-oriented - See something that can I can do, I proactively do it, don't say "its not in my job description". TLS build an entire fundraising system in my spare time because I knew I could build Osage much better and customized one for free in half the time external consults would've without interfering with my day to day work hours. * Efficiency - I am big fan of making things more streamlined if labor intensive and repetitive. Learned enough of scripting language to automate a number of repetitive tasks @ TLS, which they love me for bc automated not just my tasks, others too. * Great team player - try to get to know my coworkers well, beyond just what they're working on. Positive and upbeat, MP at TLS mentioned that he was quite surprised at how calm and positive I was during our most hectic time of year - annual investor meeting. Deloitte mentioned that too, as a strength that helped maintain development teams moral.

Answer 123

* See myself as someone who developed deep expertise in certain verticles within software space. Not only kx about area, but able to think strategically about space. Use exp to develop my own opinions and thought pieces on state of certain markets and future of it. * Remaining connected to startup ecosys. Enjoy socializing w/startups, and intend to continue to do so 1) bc I enjoy it 2) because it will help me stay on top of market landscapes I focus on. • Spare time, use exp to advise friends and colleagues on their startups, and furthering tech educate among minorities, something I've done since college and want to continue to do.

Answer 124

* Playing around with consumer tech toys, had google glass, not a gamer but pre-ordered Google Stadia, DJI Mavic Air drone * Photography, president of photography club * Love Skiing * edu or tech volunteering

Answer 125

• Enjoy improving organizational strategy, what I did at Deloitte • Enjoy researching innovative companies that excite me, what I did at Osage • This role will allow me to continue both - did a bunch of reading into ibms strategy behind redhat acq, very enjoyable. • Traditional investors typically too broad, want to establish deep expertise in a few key areas \>\>Osage, most VCs broad: home assistance device one day, homomorphic encryption another day, material science.

Answer 126

Love that it's a company who's primary biz is technical products In my spare time I enjoy reading and discussing deep technology topics: like virtualization, or distributed computing. Doing this as part of my job would be ideal. Love that focus is on enterprise software, want to have a breadth of kx across multiple tech area but want to establish deep expertise in a few key areas Osage, most VCs broad: home assistance device one day, homomorphic encryption another day, material science.

Answer 127

• I see this job as furthering the organization's strategy through investing. I have experience in working with clients to tease out and develop org strategy as a tech consultant, and experience analyzing tech investment opportunities as a VC. I performed well in both roles, top 10% @ Deloitte and at my VC firm great feedback, MP gave me a surprise bonus and asked me if there was any way he could convince me not to go to B-School. • Have plenty of qualified candidates, but one thing I can say I have that most qualified candidates don't is genuine passion for what I'd be doing day in and out in this role. \>\>In my spare time I enjoy reading and discussing deep technology topics \>\>I enjoy socializing with startup founders, and really getting to know them and their vision \>\>I enjoy getting to know the needs of business units and trying to resolve them

Answer 128

S: Our virtual events were getting stale after over 2 years of producing. We were receiving feedback that we always have the same faces as speakers, same format, people wanted more of a dialogue. T: Find a way to properly plan content, sessions and speakers to entice people to register/attendees to stay engaged A: Analyzed historical data to completely change the way we booked speakers and content R: Saw increase in registration 15% immediately after launching the content/speaker agenda as well as highest rated NPS from 65 to 75

Answer 129

S: I worked in an industry that was primary served by Ics, and I had staffed that way for many years. AB5 law enters the chat, seriously limiting who we can classify as IC which hugely affects our bottom line as well as workflow and what we can charge our clients T: Figure out a way to abide by this new law, while maximizing profit margins and not having to severely increase client invoices. A: Learned as much as I could about this law and talked to others in similar scenarios. Ended up prioritizing IC that had business licenses and those who didn't that were important to shows, we would add them as full time staff and spread out the financial burden between shows and clients. Laws were changing constantly and just when we thought I had it down, something else would change. R: We ended 2019 in the green budget wise, but staffing and budgeting took up a huge amount of my time. Now, I believe they abolished AB5.

Answer 130

Show them that you do not think only about your prestige and salary. Show them that you see the bigger picture. For example, you can say that you hope to improve the overall satisfaction of the employees, and reputation of the company in the eyes of public, by ensuring full compliance with all national and international laws and regulations that pertain to the particular industry, as well as professional standards and accepted business practices.

Answer 131

Right answer depends a lot on your previous experience. When you had this job before, in another company, you can refer to your successful experience with them (if it was a successful one), narrating what you did, and how you managed the challenges of the job. When you did not have this job before, you should refer more to your skills, abilities, and possibly the knowledge of laws and regulations, simply to things that make from you a good candidate for the job. One way or another, try to show some confidence in your answer. Unless you believe to be a good candidate for the job, they won’t believe it either…

Answer 132

Though a delicate situation, you should report this behavior. But remember that some people sitting in the interviewing panel may actually belong to the board… I’d suggest saying that if the violation wasn’t serious, or it wasn’t a repeated incident, you’d talk only to the particular executive. You’d explain the situation, and ask them to remedy their actions. Obviously you’d not report the person who helped you to discover the violation. If it didn’t help, however, you’d take the necessary action, reporting them directly to the CEO. Another alternative is seeking help from a general counsel, who may have some insider information and help you to address this delicate situation in the most appropriate way. You should also say that you would try your best to verify the allegations before doing anything else—if it is possible to verify them, if it’s not a word against word situation.

Answer 133

Speak about a situation which you eventually managed to resolve. One that had a happy ending. You can talk about corruption, bullying, nepotism, falsifying data to pass environmental and other checks and quotes, or about anything else. Once again, this questions in a test of your attitude. The key is to convince the hiring managers that you take your job with full responsibility, and do not prioritize any employee of the company–including the people in the board.

Answer 134

Dismissing an employee shouldn’t be your first step, unless we speak about serious violation of rules. Stealing, drinking in work, starting fight with other employee are some of the serious situations that can’t be pardoned or tolerated. In every other case, you should suggest a personal meeting with the employee (or with their superior), explaining the issue, and trying to solve it under the radar. Nevertheless, the first warning won’t always help. In such a case, you may suggest dismissing someone, or even doing it yourself. Ensure the hiring managers that you won’t let your emotions interfere with your job. But you can also show some empathy, saying that you do not like to dismiss someone, understanding the consequences for both their life and the company. At the same time, however, you won’t hesitate to do it when a first and second warning didn’t help, or when they committed a serious violation of the rules.

Answer 135

There are laws that protect whistle blowers, but we know how fragile these laws can be in practice… Tell the hiring managers that you won’t disclose the identity of the person who notified you about the problem, unless it was completely necessary. And it doesn’t matter if we talk about the issue that involved blue collars, white collars, or top executives.

Answer 136

Compliance officer is a sensitive position. Companies do not like to see these people go, they do not like to hire a new officer every other year. What is more, unless you work for a big corporation, there isn’t any room for promotion on this position. (In a big corporation you can become a compliance coordinator, leading and managing a group of compliance officers.) Therefore the best answer is that you will be more than happy to have the same job, to still work for them as a compliance officer. You can elaborate on your answer, saying that it takes time to fully understand the life in the company, and all the nuances of the business process and rules that relate to it, and believe it makes no sense to have this job for only a year or two.

Answer 137

Interview for this job should be a dialogue. As a good candidate, you should ask questions about their compliance programs, their requirements and problems their face, the latest issues and the biggest challenges. What is more, you can ask about the structure of the compliance department (whether you work alone, with someone, under someone), and the next steps of the hiring process. Try to avoid questions about salary, and benefits. If they seriously consider hiring you, they will start to talk about these things.

Answer 138

Customer Obsession, Deep Dive, Ownership

Answer 139

They offer the most services, can provide the best economies of scale, and have the best team in cloud computing.

Answer 140

Online processing and storage that provides the option of only paying for what you need

Answer 141

○ Ownership - Beaumont Health - A customer had an issue because the sales rep sold the hospital 2 HA nodes. When they failed over, the system went down. It turned out that the hospital's production system was using 4 nodes. This meant that there was no way they could have failed over. The licensing team would not issue another license without a new contract or permission from the Sales Manager. It was late on a Friday afternoon and I knew the Sales Manager was in the Bahamas at his daughter's wedding and it would be Monday before anyone could sort it out. I was no longer with the sales team, but the customer reached out to me because no one else was assisting him and we are talking about a hospital. So, I provisioned a 30 day trial license in which he could install which gave him the time to sort out the mistake. Invent and Simplify - We brought ECM to the Oil and Gas manufacturing industry, which had no concept of electronic document management. They had a documentation process which used thousands of sheets of paper and could take up to a month to complete. I created an electronic process which eliminated all of the manual paper stacking work and allowed QA users to review the documents instead of organize them. We ended up saving the company millions of dollars in late fees and man hours.

Answer 142

Amazon is a company that offers a lot of opportunity for career and personal growth, as well as something a little bit different from what I am used to. I am at my best when I am challenged to learn something new and the challenge of learning the AWS platform gives me a chance to raise the bar of what I know and can do.

Answer 143

I am proud that every manager I have ever had has trusted me a team leader and top performer. I have been recognized as someone who provides excellent customer service and being a mentor to peers

Answer 144

One of my first upgrades as a member of the implementations team was an onsite upgrade where I had very limited access to outside resources for assistance. It took 10 times longer than it should have to make one particular service work. The amount of time it took frustrated the customer. I realized that customer trust wasn't earned by merely completing an implementation, but by doing so in an efficient manner where the customer believes I am always in control of the implementation.

Answer 145

I designed and built a solution for electronically capturing and assembling documentation which had never been done before and was worth millions of dollars in man hours for a company. This project was the most I had ever been pushed to dig deeper for information from a client. Early on I realized that the business users who were presented as experts on the whole process really only knew small pieces of how the process worked and they often had incorrect information about how other pieces worked. If I hadn't taken the time to validate the details of the requirements and cross-check notes from different users, we would have wasted countless hours building a solution that didn't meet the customer's actual needs.

Answer 146

I have been working directly with customers and earning their trust for my entire career. I take pride in my doing my work well and don't expect anyone else to do it for me. My coworkers respect me as someone who carries his weight and is always willing to help out.

Answer 147

S: A promotor having a $500 budget for a multi-day festival of riders T: Ensure future clients (talent) were happy A: Scaled back, but purchased main 'wow' rider items with company money R: Once word got around about the promotor, we received kudos and future work from the talent

Answer 148

S: Ugly step child is job portal. However this is in the top 2 reasons orgs pay to be a part of our org. The sell of it sounds great coming from our biz dev person, however operations and marketing of it is severly lacking, causing grief from partners after they are locked into a partnership. T: I decided I needed to fix this offering, but first I needed to figure out why the current solution once worked and now wasn't. A: Analyzed click rates, marketing efforts, client testimonials, traffic patterns to get entire picture of what isn't working, and what was. R: Currently still solving. But I did find out that there is a common automation that our offering wasn't able to do (scraping and XML feed). Knew I was focused on the right things because I was focused on CX, which in turn drove our orgs financial health.

Answer 149

S: Picnic Collective staffing. We would have groups of 8 girls quit in one day, not show up, our longest employee had been there 3 months. T: Focus on figured out the why and creating retention plan A: Talking from the top up, just listening. 2 CEOs, Assistant Managers, sitting in on exit interviews, to new hires and on boarding. I took all info into consideration but perception is reality and the reality was retention for new hires was almost non existant. R: I found out girls were getting asked to do illegal things with their time cards as well as other things. When it came time for me to manage timecards, I had to separate myself from that client.

Answer 150

S: Non-profit speaker's budget T: Fill 45 events annually with $0 as well as make them enticing for c-suite attendees and orgs who pay $$$ and stay relevant with content A: Began building relationships. Sat in on every meeting, volunteers to take mm for BODs. Focused on spreading my asks between orgs. R: Took my ask from random to relational. I have never had to pay for top tier talent at my speaking events.

Answer 151

S: New job & creating/managing HITEC's event budget T: Only task expected was to create a forecasted budget A: Not only did that and created an all inclusive template which they now use, but I also used historical spends to question and cut where we could R: Spent 24% less than event prior me

Answer 152

S: Restructuring HITEC marketing department. New to role T: New a brand new role, prove to leadership that money could be saved by making my requested changes A: Used budgets, tracking deliverables and doing tasks myself to gather enough data to prove to leadership R: Made necessary staff cuts as well as managed hiring process, saving 68% in staffing costs.

Answer 153

S: Managing Google event, I had internal goal of increasing registration from past events. We don't have any one our team who is focused on this as most tix don't drive revenue T: Create ways to get our partners to register all of their allotted tickets. A: Custom emails to each of our 75 partners (F100) with individualize ticket updates. R: This led to partners being so thankful for the visibility into this benefit and requesting this service more frequently. Also led to increased reg of 15%

Answer 154

S: Branding/Website being horribly outdated. I was supposed to just be assisting this duo with mktg efforts, not leading. Burnt out marketing duo. Wouldn't show up for meetings, things constantly falling off, no deliverables, etc. T: Figure out the WHY. A: Through candid conversation and analyzing deliverables and performance, i figured out that these 2 people were overqualified for the scope of work that my organization grew to need (social media manager). This was causing them strife because they didn't like their roles anymore. From a biz perspective, we were spending $$$ and not seeing results. Made a 6 month transition plan that allowed both people to move into more suited roles R: Importance: saved team from toxic environment and added stress, freed up budget to hire someone more fitted for company needs and set free two people who were great at their jobs, but biz needs had changed over the years.

Answer 155

S: Seeing super low numbers in our scholarship application. Lots of stakeholder eyes on this program. T: Increase number of applications to be close to prior year A: Email comms, partnering with other orgs, etc. etc. R: We are less than 100 applications away from hitting our record number last year.

Answer 156

S: Staircase drawing lecture T: Grow and learn as much within my role as I could, while showing him I could stay in my lane A: Perfected my craft/lane, took on new responsibilities in my role, hired my first person under me, etc. R: Pretty soon I had grown so much within my role that I was doing much of what the next step would be. I promoted quicker than anyone (within 2 years), it made that transition easier and me more successful

Answer 157

S: Hired on as a female team manager to lead a team of 7 males, some extremely senior to me in the tech field. They were set in their ways in a male dominated industry. I didn't know how to do their job, so trust both ways was limited. T: Build working trust with team of all ages and opposite sex in order to run successful events. A: Started small. Started showing up to everything. Would be first onsite and last to leave without 'managing'. Then moved to making small but positive decisions (learning everyones fav. Snacks, making sure their gig bags had supplies, etc.). R: Once I showed I was committed and trustworthy, they were able to let down their guards and trust that i wouldn't harm them in doing their job. During this management transition we were able to 100% retain the team and hire on 2 new full time ICs.

Answer 158

S. Ugly step child is job portal. However this is in the top 2 reasons orgs pay to be a part of our org. The sell of it sounds great coming from our biz dev person, however operations and marketing of it is severely lacking, causing grief from partners after they are locked into a partnership. I decided I needed to fix this offering, but first I need to re-align with the person selling it. Her resistance comes from not wanting to change, which could affect her pay structure. T: Aligning with Su on the primary change need: clicks into our job portal needed to be increased, so we could report to clients on that data, in turn making them feel like their dollars were well spent. A: I gathered all the data from the last year on click rates into our jobs, how frequent marketing was being pushed as well as screen shots from unhappy clients with the offering we had sold them on. I also met with friendly clients to ask them what they needed from this offering. I presented this to my entire team, as to not single out Su, but the data was undeniable. R: Su is happy to keep selling the way she is selling the job portal offering while I am sorting through a new process and system that will have an updated look/feel (received funding from Prez), as well as can deliver what our clients needed (automated scraping).

Answer 159

S: For an annual NYE event, While looking at data and feedback from historical events, I noticed that overall event satisfaction was low, but all other fields were rated high. I worked backwards and went through the entire customer experience process and realized our marketing was over the top amazing, but that didn't align with what our actual event budget and venue could deliver - setting us up for ill managed expectations. T: Realign marketing and event operations team without effecting ticket sales. A: I started to flag parts of the experience that were misrepresented, even if they seems small (fire cannons vs. confetti, all you can eat vs. buffet style tapas). R: I was able to operationally manage client/attendee expectations while still producing a stellar event. NPS score shot up from a 58 to a 65 and customers left with feeling like like received the event they paid for.

Answer 160

S: Client on a large event was Google, our team had only ever used Zoom for virtual events. For the sake of the customer, I took the stance that we must change to Google Meet, their product. Tons of backlash from my team T: Keep client happy and resist change-resistant behavior from my internal team. A: Let go of long standing vendor, as they wouldn't produce in the format we needed. Hired on Google's in-house production team and worked double time to ensure everything went flawlessly. R: produced 'the most complex' event Google had ever done. increase total registrations by 15% and highest NPS 65 --\> 75 (world class).

Answer 161

S: Told to oversell an event on a yacht with extremely limited capacity. His reasoning was attrition but the data did not back what he was basing his choice off of. Mitigate negative customer experience if oversell happened and they weren't allowed on boat. T: Had working relationship with venue and we worked through a plan of how many **extra** people the captain would allow, passed the number we were contracted for. Also had a list and trans planned for internal staff that could be moved to another event. I kept these in my back pocket for emergencies that were caused by oversell on my managers part. A: It was a win-win because my manager could oversell as he pleased, and I had a plan B with my onsite team/venue on how to handle this so it didn't affect CX. R: Never had to turn people away.

Answer 162

S: Burnt out marketing duo. Wouldn't show up for meetings, things constantly falling off, no deliverables, etc. T: Figure out the WHY. A: Through candid conversation and analyzing deliverables and performance, i figured out that these 2 people were overqualified for the scope of work that my organization grew to need (social media manager). This was causing them strife because they didn't like their roles anymore. From a biz perspective, we were spending $$$ and not seeing results. Made a 6 month transition plan that allowed both people to move into more suited roles R: Saved team from toxic environment and added stress, freed up budget to hire someone more fitted for company needs and set free two people who were great at their jobs, but biz needs had changed over the years.

Answer 163

S: My first ever hire was a female with a disability. She was the only person to email me thanking me for presenting during her internship, so I hired her to be my assistant. T: Teach her my event processes so she is useful to my role, while mentoring her personally and ensuring she gets her accessibility needs prioritized A: Learned about her, met her parents, stayed at the office late with her before events, went to events with her outside of work so she could see it live, always left my closest ear free of headphone so she knew I was accessible. Gave her opportunities to overcome her disability on my events, even if it wasn't perfect. R: Not only grew within working perimeters, but moved on her own for her first time, then moved states alone, and is now a global event director for the largest freedom movement mentoring college kids.

Answer 164

S: Leadership team wanted to expand event to Australian with goal to have replica Aus team while we continued to produce in USA. T: Build replica team from scratch in a country none of us had been to with different demographic needs. I was in charge of building and training our reg team, AEM, vendors, festival area mgr and volunteer teams. A: Clarified roles, responsibilities and expectations. Introduced processes that have worked for us and then spend double time training through shadowing. R: Successfully built inclusive AUS team of 7 full time staff and countless vetted vendors and volunteers. Second year allowed teams to take what I taught them and make it their own.

Answer 165

S: Onsite at Kelly Slater Surf ranch with big client WSL, they were supposed to get approval from city on excessive dB during concert part of event. That never happened and they realized day of we didn't have permissions and attendees were already onsite for morning programming. T: Choose best calculated risk: host the concert and hope/hold off being shut down, potentially incurring fees or going into town on a Friday to see if we could convince that dept. A: Prepped data docs, called team back home to create and send everything from sound drawings, to write up a report on how sounds drops off and at what length, diagrams of stage placement, etc. to give to our client to go into town before 5P closing and show at 7P. R: Success! Hand slapped for lateness in request, but we showed up for our client and bailed them out saving them from a hundreds of thousands of dollars in concert refunds.

Answer 166

S: First show 'alone' in middle of nowhere. Boss left on flight to get to another show and I was supposed to manage the load out of vendors, our gear and team. Super remote location and very dangerous route to get to with trucks in weather. I always request my vendors to say bye to me before they head out, this time a vendor skipped that step and happened to leave a piece of gear onsite. I was leaving later that day and there was one remaining vendor whom I had never worked with before. T: Figure out how to get this piece of gear back to them before I leave, as I never leave anything behind. A: Asked the other vendor lead if they frequently worked with gear leaving vendor, they said they had another show with them next week. Lucky me. I coordinated with both vendors to ensure that was okay and sent off the final vendor with the missing gear, leaving it to them to coordinate getting it back. R: Problem solved, so once my manager was off the plane, I was able to provide an update of problem solved with calculated risk, instead of approaching her with 'we have a problem'

Answer 167

S: At high profile christian conference in the middle of no where, new-ish client, we wanted everything to go smooth in order to get more biz. However one of the vendors we hired brought the wrong piano and I didn't catch it until the client/talent came running up to me. Keep client calm and ensure to focus solution on client happiness, not who's fault it is. T: I calmly told the client 'I am so sorry this happened, please give me a few minutes to find a solution'. This bought me time to dive into my book, think of solutions. A: Couldn't get another piano there in time so we would have to make due. I knew this piano player was talented enough to play on a different set of keys - now i just had to convince him of that. Owned up to the gear being incorrect, but phrased it as an 'upgrade' and convinced piano player of what he did have: world renowned musicians, talented sound engineers, time to practice before. R: Client happiness sky rocketed when they heard they actually got a free upgraded piano and talent felt better after I explained we have his back. Show went on flawlessly.

Answer 168

S: HITEC New Logo project T: Scope increased from just a new logo, to entire new branding, to new brand voice, to getting a free UX team 3 month analysis, to a not only a new website but switching to a new platform entirely. A: I communicated frequently with my leaders/stakeholders and we were able to make decisions on what should be priority. We are a non-profit, so whenever additional help is received, we take it. R: Our deadlines as internal only, no additional fees or labor are induced when we push the project. I am happy I was able to have open comms with leaders that agree with me.

Answer 169

S: I manage content dev and speakers for our bi weekly webinar series LIVE! T: Keep registrations around 50-70, considered this a 'healthy' attendance A: Booked never before seen session with Apple. Pulled out all the tricks to make this event the most registered, highest attended event in history of program. Custom graphics, good relationship with Apple rep, consistent comms, marketing on HITECs end. R: this event the most registered with over 350, highest attended with over 165 unique people (37% increase) event in history of program.

Answer 170

S: Due to some challenges securing a host sponsor/dates from our leadership, I was then pushed into a super tight deadline of event operations, content and speaker bookings T: Secure all external needs (speakers, vendors, etc.) no later than 3 weeks out from event. A: Comms with my team that my attention would be on this until complete. Focused on content areas that my organization had 'friendlies' in. I planned content and which speakers I wanted specifically for each session, instead of letting partners suggest speakers and giving time options. This cut down planning time, because choice was a Y/N R: 100% booked with over 40 executive level speakers in under 30 working days.

Answer 171

S: HITEC New Logo project T: Scope increased from just a new logo, to entire new branding, to new brand voice, to getting a free UX team 3 month analysis, to a not only a new website but switching to a new platform entirely. A: I communicated frequently with my leaders/stakeholders and we were able to make decisions on what should be priority. We are a non-profit, so whenever additional help is received, we take it. R: Our deadlines as internal only, no additional fees or labor are induced when we push the project. I am happy I was able to have open comms with leaders that agree with me.

Answer 172

S: Kelly Slater Surf Ranch/World Surf League year 1 / Blink 182 cancelled morning of their show. T: Once WSL quickly booked another band, Social Distortion, I had to flip back of house and stage to welcome new band, same day A: Reset riders, reusing as much as I could, making changes to catering, calling backline, cancelling cryo guns, reprinting all BOH signage, getting tech team prepped on new needs. R: Went on without a hitch from a BOH standpoint. Just took a few years off my life. Attendees were good with the switch too.

Answer 173

S: I produced most attended, highest scored event in my org's history. Google production team deemed this the 'most complex event' However I was still unsatisfied. It was still 'basic' to me and the wow factor wasn't there. T: Produce 'never before seen' A: Moving back in person, working with Fortune 100 partner to arrange viewing parties that are specific to those ERG attendees. R: Increase reach: attendees, increase ticket revenue, increase draw for potential host sponsors and new business

Answer 174

S: Embarrassed about branding/website T: Lead project-type that I was unfamiliar with, but I knew something wasn't working. A: I worked backwards from what I wanted our branding/website to look like and ended up figuring out that a team/task restructure needed to happen as current team wasn't able to meet our needs. R: Made necessary staff cuts as well as managed hiring process, saving 68% in staffing costs. Found a non-profit program through one of our partners who is now building our entire site for free and gave us a UX research team for months leading up to the project.

Answer 175

S: In a role rn that I don't have anyone to learn from. T: How can I increase my event learning? A: Certified Meeting Planner & spanish language tutoring R: Learning concrete, data driven and calculations to produce events, adding to my arsenal of tips and tricks. Learning the language of my attendees for better connection

Answer 176

S: Staircase drawing lecture T: Grow and learn as much within my role as I could, while showing him I could stay in my lane A: Perfected my craft/lane, took on new responsiblities in my role, hired my first person under me, etc. R: Pretty soon I had grown so much within my role that I was doing much of what the next step would be. I promoted quicker than anyone (within 2 years), it made that transition easier and me more successful

Answer 177

S: Event team needed a new event concept for portfolio and also to fill lull time in scheduling/cash flow. T: Needed to think of an event that had low start up costs, could scale (both attendance wise and city) and convince the CEO to allow me to test this using their brand. A: Ran worst case budgets, planned out a hypothetical tour in different cities and why, presented to CEO. R: Grew B&B intro a 5 year annual event and convinced our venue to take on full financial liability (was getting ready to tour it before covid)

Answer 178

S: BOD wants 100% internship matching on a brand new program, to show success so we could then scale it to other universities. T: Match student from US to internships with our Fortune 100 orgs. A: I tied scholarship fund to the attendance of a new event, Internship fair. Also comms w partner orgs to convince them to use their resources on our new event. R: Grew expected reg by 200% and partner booth registration by 42% of our OG goal / we are waiting to see results of internship matching

Answer 179

S: Asked to quote a very large new client for a new multi-day festival with no historical data and a very limited RFP. We wanted to land this client. T: Quote that would keep us competitive with past vendors/not too low that we would lose money. Researched this company and other events to gauge expectations and historical data. A: Quoted as intricately as we could, with correct verbiage to cover us if client deviated from RFP as well as adding in a significant discretionary spend. R: We got half of the stages and shared the production with another company. Was a win for us on landing a new client, but also only needing to take half financial liability.

Answer 180

S: VP hired buses from MX, then pushed it to me to execute. I trusted him as he is very senior to me and has done this event for years, and did not do my due diligence in verifying the vendor he chose. T: Organize event with 20 buses to collect attendees from multiple event locations, bring to main event, then post event drop off. A: Chaos begins to start with other event leads calling with missing busses, busses breaking down, quality of busses, etc. Once the bus at my location arrives, I realize that these bus driver only speak spanish and have driven up that AM from the border. R: Impact was a less than favorable and stressful event for my staff, late busses and no shows to the main event as well as quality of bus not matching what marketing sold. Learned to always own each aspect of my event. I need to know in detail about every minute on my timeline and who I am working with

Answer 181

S: Last show of series, lots of hi profile season pass holders, unforeseen weather not on forecast right before show. Promotor wanted to continue, but wanted me to verbally agree too. Venue was worried about valet being bombarded, talent was worried about getting paid. T: Decide whether to reschedule (increasing the client spend) or let the show carry on (safety of my team, guests and gear) A: Tried to pull data (forecast, talent rain out contracts) but every minute counted. I called the show due to my #1 priority, which is safety. R: Ended up dumping on us. Negotiated all vendors, venue and talent to re-do a few weeks later, with the promotor only having to pay for labor.

Answer 182

S: My first ever hire was a female with a disability. She was the only person to email me thanking me for presenting during her internship, so I hired her to be my assistant. T: Teach her my event processes so she is useful to my role, while mentoring her personally and ensuring she gets her accessibility needs prioritized A: Learned about her, met her parents, stayed at the office late with her before events, went to events with her outside of work so she could see it live, always left my closest ear free of headphone so she knew I was accessible. Gave her opportunities to overcome her disability on my events, even if it wasn't perfect. R: Not only grew within working perimeters, but moved on her own for her first time, then moved states alone, and is now a global event director for the largest freedom movement mentoring college kids.

Answer 183

S: One event program I created is for our non-profit foundation. I am the sole manager of so have a lot of room to create events, content and speakers based uniquely on each year's cohort. T: Provide programming to Hispanic students in technology that will help them land an internship/job. A: Created session content to meet their needs and answer their 'candid' questions. - how to hide accent, how to do hair so its not as big, what to say when you don't understand a world in english, what to say when they can't understand your accent R: 88% attendance rate in first year with our reach beginning to grow as our scholars invite their friends.

Answer 184

S: At company who is returning back to in person events after 2.5 years of virtual T: NOW is the time to make changes in the way we've always done it to focus on environmental impact A: Researching fun/sustainable ways to be intentional in our events. CMP course action. R: Fun initiatives that will set us apart from other conferences and serve our purpose (BYOCC)

Answer 185

S: Event team needed a new event concept for portfolio and also to fill lull time in scheduling/cash flow. T: Needed to think of an event that had low start up costs, could scale (both attendence wise and city) and convince the CEO to allow me to test this using their brand. A: Ran worst case budgets, planned out a hypothetical tour in different cities and why, presented to CEO. R: Grew B&B intro a 5 year annual event and convinced our venue to take on full financial liability (was getting ready to tour it before covid)

Answer 186

S: Burnt out event series, Survey results showing customers wanted to see new faces in speaking line up T: Revitalize event series to assist with acquiring new biz A: Started by reading each individual survey response for the last 3 years. Deep dive into speakers and content we have already used and researched what was upcoming R: Grew registration count by 15% and improved NPS from 65 - 75

Answer 187

S: Everyone is a potential customer. Del Mar event with leadership renting buses from across the boarder w/o cleaning clause T: Not allow my client to get charged addtl. $ for condition of busses, even though that's what they purchased A: Clean buses myself during entire event and informed post event staff to do the same once they received busses R: Client was stunned and appreciative, as they were unaware what they signed for didn't include cleanings.

Answer 188

S: Coworker in my same position/same amount of time there was getting really bad feedback from the EMs higher than us. No one wanted her on their events, and I was getting spread super thin taking over for her. T: How to improve the weakest point in our team, so our events were more successful and less stressful. A: I went to one of her events to see if I could help pinpoint where her weak points were and help her (in turn helping the EMs feel more confident with her skills) and she broke down crying on day 1 while we were label golf carts and keys. Learned this role was really out of her comfort zone, she had just started dating someone and she was traveling a lot, all paired with she felt like she was being paired with the least experienced EM (she was) so her training was limited. R: She ended up taking another, less stressful job, but I am still happy that I did what I did because I showed her kindness and made sure she was equiped with any knowledge I had to help her.

Answer 189

S: A promotor continuously booking bands too large for the stage, despite trying to educate him on the whys and those decisions effecting bands happiness and ability to do their job T: Figure out ways to fit bands needs into the working area that we were given. A: Per event basis, we have set monitors in the green, built extra stages, hired overnight security to save street parking for multiple tour busses, booked venue meeting rooms to host large touring productions. R: The venue is now known for being super difficult to play in with the 'postage stamp' stage. They still do shows there but band retention gets harder and harder each year.

Answer 190

S: HITEC had a hard time getting the speaking talent they wanted due to making the asks too late, once high level exec cals were filled. Stuck in this nevre ending loop of being late on the ask and having to be reactive in planning rather than proactive and getting who they wanted. T: End the loop of booking speakers last minute A: This time around, I am booking for two events at the same time, so in the future I will always be booking 1 event ahead. Takes a lot of time and organization, but it will be worth it. R: Have already secured 2 c-suite speakers and 1 BOD speaker for July event. HITEC has never been able to accomplish this.

Answer 191

S: Planning NYE event as usual, when marketing figures out sales are tanking (for x, y, z reason) and quickly my end goal was changed from prioritizing CX to now managing a liability T: Request from Ceo was to break even. A: through direct line item cost savings R: Turned a loss leader event into $70,000 profit

Answer 192

S: A promotor having a $500 budget for a multi-day festival of riders T: Ensure future clients (talent) were happy A: Scaled back, but purchased main 'wow' rider items with company money / repurposed wrapped items / smaller portion items R: Once word got around about the promotor, we received kudos and future work from the talent

Answer 193

S: Long term vendor did not want to share their invoices with me. Went over my head and requested my boss not show invoices to me. T: Build a positive working relationship and produce higher quality events than in the past. A: Built trust through listening, double check their work for my own peace of mind, challenging them and asking questions to ensure I understand, but always kept in mind that they have their own priorities that may not match my orgs values. R: We have a great working relationship now and have done 4 successful events together with fortune 100 sponsors

Answer 194

S: I stopped going to New client onboarding due to my bandwidth. In turn, I saw our clients sending marketing/event inquiries to our biz dev person (who should be spending time selling) T: Correct my decision quickly while being efficient with time. A: Created a repeatable onboarding process that ensured 3 touch points in a 30 minute timespan: M&G, open ended questions from client, F/U 411 email with deck R: By giving clients the info they need from the start in an efficient way, they learn proper chain on command, which in turn frees up my biz dev to retain more clients.

Leadership Principles Flashcards

(223 cards)