Amazon Brand Specialists take ownership of their work and never say, 'that's not my job.' Walk me through a time when you were asked to complete a task outside of your scope of accountabilities.
Amazon's 2nd Leadership Principle is 'Ownership.' This principle states, 'Leaders are owners. They think long-term and don't sacrifice long-term value for short-term results. They act on behalf of the entire company beyond just their own team. They never say, 'that's not my job.'
Take your time to walk the interviewer through a story-based example of when you were expected to take on a task outside your accountabilities or expectations. Be sure to clearly express that you accept 360-degree ownership of project outcomes, whether working with a team or independently.
This behavioral-based question requires an answer that includes storytelling. Choose a real-life example of a time when you needed to take ownership of a project or task outside your typical work or comfort level. Amazon asks that when you answer behavioral interview questions, you try to follow the STAR answer method. STAR is an acronym for Situation, Task, Action, Result.
- Situation: Provide the contextual information the interviewer needs to know to make sense of your story.
- Task: Continuing to set the stage, give the interviewer an idea of your role and responsibilities in this story.
- Action: Next, offer a detailed description of the steps you took in this story.
- Result: Last, talk about the specific, measurable outcomes that resulted from your actions.
If you have work experience, it's best to provide an example from your professional life. If you are new to your career, consider an example from your post-secondary education, a team sport, volunteer commitment, or a club-based activity.
"(Situation) While completing my degree, I worked part-time on the Admin Assistant/Receptionist roster for a temp agency. Placed in various roles, I jumped into many positions where there was a lot to learn in a short time. Deadlines were often due yesterday, and systems varied significantly from company to company. I was not always aware of where my accountabilities began and where they ended. (Task) Shortly into my third temp assignment, after some internal frustration from the steep learning curve, I decided to take ownership of any work I recognized needed to be done. I believed it was better to potentially overstep than to underdeliver on expectations. (Action) While temporarily placed at a car dealership at the reception desk, a customer approached me and asked me a few questions about the summer sale the dealership was advertising. Typically, it was the responsibility of a Sales Rep to approach customers and discuss their needs; however, customer volume was high, and the entire sales team was busy writing deals with other customers. I got up from behind the reception desk and started engaging with the customer. I explained that I was a temporary receptionist there to help the team during this busy season. Still, I had studied the promotion details and was happy to answer any questions that I could until a Sales Rep became available. I conversed with the customer for about 10 minutes, asking a few of the qualifying questions I had heard the Sales Manager ask other customers. I built a nice rapport with the customer, and by the time a Sales Rep was available to help, I had gathered helpful pre-qualifying information. (Result) The customer ended up purchasing a vehicle that day, and the Sales Rep later thanked me for my diligence. I could have said to the customer that I was 'just the temp receptionist'; however, that approach would have been a disservice to the dealership, the sales team, and the customer. In addition to acting on behalf of the team, I acted like an owner by putting myself outside my comfort zone for the company's benefit. I understand that Amazon Brand Specialists have a vast scope of accountabilities, and you can rest assured that I will never say, 'that's not my job.'"
Community answers are written by other candidates practicing this set. Reading how others frame the same question is one of the fastest ways to sharpen your own.
Anonymous Answer
I started working at ______after my employer merged with 2 other companies. Our department was newly established. There were many people that just started and we didn't know all the team members. I thought a New Year Brunch could help the team bonding. I approached my manager about the idea. She let me check with HR. It was the responsibility of the Human Resources but the entire team was very busy with the Marketing School project and they did not have enough budget at the end of the year. They let us organize within the department. My manager talked with our Director and I was responsible for the organization.
I arranged meetings with some restaurants and got price offers. Then I made a shortlist of the best options, comparing price, location, and the menu. I made a mini-survey via e-mail. I have prepared a purchase order and arranged the budget allocation with the finance team. I also arranged the schedule and transportation. I believe that team building is a vital part of creating an environment of trust and collaboration in the workplace. I acted like an owner by putting myself outside my comfort zone for the company's benefit. I understand that Amazon Brand Specialists have a vast scope of accountabilities, and you can rest assured that I will never say, 'that's not my job.'
Marcie's Feedback
Excellent! You clearly explain that this sort of social event is normally initiated and carried out by HR but that you took it upon yourself to run it because HR couldn't and you felt it was important for team building. Did it help improve the morale of the team and make it easier for everyone to get to know each other? Talking a bit more about this would be great. Good job!
