Tell me about the most successful project you worked on and why it was significant.

"I'm often the first to step up when volunteers are being recruited for something. The more outside my comfort zone I am, the more likely I will step forward. On one such occasion, I quickly realized this fell a bit farther outside my scope than I'd previously realized. But I was committed. Very few of my peers were available to help, and only in the most limited capacity. So, for the most part, I was on my own. I had to be strategic in when and what I would lean on them for. I did most of the preparation on my own and approached the work in a way no one in our department had before. When I asked my peers to review my work, they had some minor course corrections but, for the most part, applauded me for my unique perspective and approach. I learned a lot about myself with this project and what I could do. But mostly, I learned how to rely on other members of my teams in new ways to maximize their cooperation. That's made the experience such a resounding success."

Your interviewer is curious about what your answer to this question will reveal about your work ethic and development as a career-minded professional. When describing your most successful project, highlight what you accomplished concerning the project and the milestones of your career development. Anything that suggests that you actively take charge of your professional development can go a long way here. As Jeff Bezos says, "What's dangerous is not to evolve."

This question falls under the Leadership Principle of Deliver Results; "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." Jeff Bezos once said, "In the end, we are our choices."

"I was once a supply chain manager for a payment terminal company and integrated 3 existing production factories into one. The idea behind this project was to optimize the production lines and reduce the cost of production. By integrating into 1 factory, I managed to reduce the entire operational cost by 30%, about USD450,000 annually."

"When I started working at _______, I was brought in to help them revamp their tech stack. They had a lot of problems with their database, which then led to issues that did not allow for accurate reporting for grants, KPI tracking, and knowledge sharing. I immediately took action to find a platform that would be cost-effective for the organization and discovered Airtable. At the time I knew nothing about the platform, so I took full ownership of the project and enrolled in an 8-week BootCamp. I also reached out to my database management professor to learn more about how to structure the database and then took a client-focused approach by meeting all of the stakeholders to gather their different requirements. In the end, I was able to produce an automated database, that covered the needs of all stakeholders and allowed for easy and clear reporting. But more than that, it was used to secure a substantial grant from Coca-Cola."

Tell me about the last time you went the extra mile.

"They assigned me to do research for an upcoming project. My instructions explicitly instructed me to perform specific research along certain parameters. Yet the research I conducted sparked a few outside-of-the-box questions, and since I have an inquisitive nature, I couldn't help but answer them. At this point, I identified another opportunity to over-deliver. Even though my instructions were specific, I couldn't leave these findings on the table. If I did, I'd leave this opportunity for a competitor to identify, and what good would that do us? So I compiled my report and included an extra chapter with these additional findings and their implications. My senior leaders applauded my extra efforts and ran with them."

When answering this question, try to convey that your go-to work standard is going above and beyond. Showcase your passion for your work, and explain that you are never satisfied with the status quo. Jeff Bezos says, "If entrepreneurs and inventors follow their curiosity and they follow their passions, they're never satisfied." Think of an example where you truly shined and showcased your drive and dedication. You want this example to demonstrate when you went beyond your work standard of above and beyond.

Jeff Bezos founded Amazon's leadership principles around his philosophy, which led to Amazon's overall success. This question centers around their leadership principle, "Think Big," where they state, "Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers." When performing your work, you could simply deliver what was asked of you rather than going the extra mile. Jeff Bezos further elaborates, "The common question that gets asked in business is, 'why?' That's a good question, but an equally valid question is, 'why not?'"

"Working on my capstone project, my team and I were asked to identify 10 million $ worth of inefficiencies in our client processes. We ended up discovering more about 50 million $ worth in total. I was personally in charge of their travel processes. Using Excel and data mining software I realized first that I had data traceability issues, so I got very invested and started digging deeper. I explored every single nook and cranny of their processes. At the end of my exploration, I discovered 30 million $ worth of processes inefficient. Based on my discovery, I then went ahead and created a list of solutions that the client could use to solve this problem and the sponsor was very happy about it."

When was the last time you were right and over-delivered as a result?

"At my last position, I felt strongly about how dysfunctional the workflow was. We were restricted by the layout of the building we were working out of; our loading dock was on the opposite side of the building from the warehouse. This slowed down the productivity of our shipping and receiving, often delayed shipments, and made the timeframes we promised to our customers somewhat unreliable. I felt like we could be doing so much better for our customers who come to us for their needs. Customers want their needs met quickly. So, I re-examined our processes and asked lots of questions, and everyone said the same thing - it's been tried before and won't work.One day, I decided that wasn't good enough for me. Others may have tried before and failed, but I wanted to learn why they failed. So I studied what had been tried before and proceeded from there. An emergency exit on the warehouse side of the building exited to the employee parking lot, which was fenced off. I suggested we remove the gate, receive shipments over there, and build an awning off the exit door where they could break down the pallets and hand-truck the shipment through the door. I promised that our revenue would increase with faster shipping times and more reliable service. I got the green light, did the remodel over a weekend, and lived up to my promise, increasing revenue by 20% that year alone."

When answering this question, convey how you were motivated to over-deliver because of your passion for the work you are performing. Describe how you carried the success as far as you could take it for the sake of over-achieving your goal. This work ethic indicates that you are the kind of innovating maverick they're looking for.

In 2016, Jeff Bezos said, "You really can't accomplish anything important if you aren't stubborn on vision. But you need to be flexible about the details because you gotta be experimental to accomplish anything important, and that means you're gonna be wrong a lot. You're gonna try something on your way to that vision, and that's going to be the wrong thing, you're gonna have to back up, take a course correction, and try again."

This is where the Leadership Principle, "Are Right, A Lot," comes into play. "Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to dis-confirm their beliefs." In your answer, exhibit humility, adaptability, and above-average emotional intelligence, qualities they are looking for in their future leadership.

When was the last time you proved yourself when others resisted your lead?

"When I expressed interest in pursuing a leadership position, my leaders and coworkers didn't feel like I was ready, even though I'd prepared for the opportunity for over a year. My mentor believed I was ready, and I felt I was ready. But that work environment had a shark tank mentality, and I had an empathic influencer leadership style and a happy-go-lucky attitude that didn't fit the mold. My coworkers and other leaders felt I would just get eaten alive. But I kept insisting, so they agreed to give me a chance. Some said they were setting me up for failure, but I kept asking questions, studying everything that had been done before me, and preparing. Despite the obstacles they set for me, before I knew it, my teams were changing their minds and rallying behind me. Overnight I was no longer alone in my pursuit, and the number of my supporters kept growing. By the end, everyone turned around, and I was advancing ahead of my peers."

Amazon's work culture is centered around innovation and productivity; they primarily recruit inventive leaders and visionaries. Often when you have a vision, despite how talented a communicator you are, others don't share your vision. But Amazon's principles are built on visionaries who prove themselves. So share a story where you took others' perspectives, opinions, and doubts into consideration, and let those inform and guide your project towards success.

This question falls under their Leadership Principle, "Are Right, A Lot," where they state, "Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs." Jeff Bezos goes into greater detail on this principle, saying, "People who are right a lot, they listen a lot, and people who are right a lot, change their mind a lot. Sometimes you get new data, and you change your mind. Sometimes you don't get new data, and you just reanalyze the situation, and you realize it's more complicated than you initially thought it was, and you change your mind. I learned through experiences, I learned humility."

As a company, Amazon takes pride in their culture, mission, values, and principles. Not only are they guided by their Leadership Principles, but by several tenets as well. So familiarize yourself with as many of these as possible, as they will guide your answers through your Amazon interview.

When was the last time your communications skills were put to the test?

"I was working with someone in senior management with a big personality. This person believed they were always right. Anytime they felt challenged, they would talk over you. It was impossible to get in a word edge-wise. Once, when I tried to explain a situation that directly affected them, this person kept drawing the wrong conclusion. Once they'd made up their mind that what they misunderstood was reality, they heard nothing else. So I ended the conversation by saying I would carefully consider their response and get back to them shortly. I then sat down at my computer and constructed a carefully worded email. Having them read what I was trying to say circumvented their interruptions, and I was able to get my point across. After I sent the email, they thanked me and closed with, 'I wish you had just said all of this to begin with. If you had, it would've saved us all a lot of time.' And I was fine with that. The point is, the message sent was now the message received."

Your interviewer is curious about how growing as a leader has impacted your sense of responsibility. Sometimes taking charge and remaining humble while getting everybody on the same page isn't easy, especially when you meet resistance and have to prove yourself. When your communication skills are tested, it is always incumbent on the more skilled communicator to meet the lesser-skilled communicator more than halfway. This requires humility, empathy, and a strong sense of responsibility for your leadership position. So share the communication skills you employed when relaying your story and explain how you ultimately achieved success.

Jeff Bezos said, "People must see that approaching the world in a more intellectually humble fashion is both rational and beneficial. Intellectual humility is rational in the sense that we can't all be right in most of our disagreements. We are often irrationally overconfident, and the evidence on which our beliefs and viewpoints are based is often rather flimsy. So why would rational people be as sure of themselves as most of us are?"

Under the Leadership Principle, 'Success and Scale Bring Broad Responsibility,' Amazon states, "We are far from perfect. We must be humble and thoughtful about even the secondary effects of our actions. 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."

Tell me about the last time you disagreed with your senior staff. What actionable steps did you take?

"Our company announced in a meeting they were considering letting go of our product development team. I realized they favored the online advertising division, which was a bit behind the curve. They were fighting a losing battle with ad blockers and were a less profitable division. I felt like this was a mistake, and I spoke up in that meeting, suggesting they cut the budget for that department by two-thirds and reduce the layoffs for the product development team by two-thirds. I quickly backed up my opinion with several facts and statistics about how profitable our product development teams were. There was some debate around the table. They assigned several projects to test my findings and reconvened our meeting for the next day. When we met the next day, they decided to suspend all layoffs for the product development department and redistributed funds from online advertising."

Your interviewer is curious about what your answer will reveal about your personality. When delivering your example, avoid sounding overconfident. Instead, showcase your commitment to the team and motivation to support your common goals for the common good. This takes character and integrity. As Bezos once said, "The great thing about fact-based decisions is that they overrule the hierarchy." Share how you protected the interests of all parties involved, even if it made you uncomfortable to challenge your superiors.

This question revolves around the leadership principle that states, "Have Backbone; Disagree and Commit. 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."

Tell me about the last time you were challenged by something you delegated to others.

"Word was out that I was a desirable coach and mentor with a strong track record for success in grooming future leaders at our company. Several members of my team expressed an interest in increased responsibility. A project came up, and I decided to give three of these individuals a chance to develop their skills. I pride myself on my strong communication skills and rarely experience difficulty adapting to others' communication styles or delegating. Yet, all three of these teammates had varying communication styles. I hadn't anticipated they would have difficulty communicating and coordinating with each other. I found myself clarifying many disputes between them over how to proceed and helping them navigate a project that was clearly outside their comfort zones. This project kept me on my feet and forced me to come up with more innovative methods to keep them all on the same page. But my efforts paid off. Not only did they attain the skills they set out to develop, but they also learned several new advanced communication techniques."

Delegating takes far more than distributing tasks. It takes skill - relaying to those who are up to the task what to do and how to do it, why it is necessary, and how it fits into the big picture. Doing this well can often put one's communication skills to the test. How successful you were in delegating will be clear in the quality of the work produced and whether those who performed the work had a stake in the results. Sometimes delegating and ensuring the message sent is indeed the message received marks the truest signs of leadership. As Jeff Bezos says, "The keys to success are patience, persistence, and obsessive attention to detail."

With this question, consider the Amazon Leadership Principle, "Insist on the Highest Standards - Leaders have relentlessly high standards - many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive 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."

What does 'The Big Picture' look like to you?

"I used to ride a motorcycle. But before I climbed on one, I decided I wanted to be as prepared and safety-conscious as possible. So I took a motorcycle riding course taught by the highway patrol. In this class, they taught me that you should always keep your eyes on the horizon, and when entering a turn, slightly accelerate into the inside of the turn, keeping your eyes always on the edge of the turn on the horizon so you are always aware of what is right beyond the bend in the road. For me, this is like the big picture. Keep your wits about you, with your attention to detail always on high alert. Keep your eyes on the horizon, accelerate your innovation when things turn, and anticipate what is just around the corner."

As Jeff Bezos puts it, "My own view is that every company requires a long-term view." When answering this question, examine your work style, work ethic, and performance goals. Examine your professional work experience and career path and how that has shaped your view. Think about what motivates and drives you to go the distance. Then formulate a statement of how you would describe that big picture.

Amazon holds their leaders to a high standard and expects them to focus on the big picture. Amazon has a leadership principle called "Think Big - Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers."

Tell me about the last person you interviewed and hired.

"When I interview someone, I want to get to know them. Some people are difficult to get to know in an interview, which makes me wonder whether anyone on our teams will be able to get to know them. Sometimes it's clear when a person is being genuine, and sometimes it's not, so that raises concerns. If I can't be sure, I may not hire them because it would just be a hunch. But when you talk to someone and see their passion in the way their eyes light up, and they invite you to get to know them, you can tell that this person is what you are going to get. When that type of person comes along, and they feel like a good fit, you just know they are going to be a superstar. That's the person I hire every time, and that is also the last person I hired."

The people you choose to hire are a reflection of your skills to identify talent and potential. So be discerning with what you share about the last person you interviewed and hired. Elaborate on what helped you identify this person as an ideal candidate, which led to hiring them. Describe the success they've had in their role since, how your instincts proved true, and the coaching you've provided since. Jeff Bezos once said, "I'd rather interview 50 people and not hire anyone than hire the wrong person."

Amazon's Leadership Principle, 'Hire and Develop the Best,' states, "Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice."

Tell me about the last time you approached a complicated situation from outside the box.

"We all had an important project due by the end of the week. But the power went out to our building, and none of our computers worked. Our executives were staunchly against remote work as an option. So, I went into the building with flashlights, retrieved our laptops and external drives, and rented out several spaces from a coworking space facility within a mile of our offices. I redirected our teams to meet there, and we set up a temporary office where we could get back to business."

Think about the last time you had to be inventive and think outside the box. Uncommon problems often require coming up with an unconventional solution. In your example, try to demonstrate determination and ingenuity. Describe the stakes and your unique approach, and explain how your approach benefited the team, leading to a successful outcome.

"Learn and Be Curious! Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them." This leadership principle speaks of determination and an ability to approach one thing from many angles. Jeff Bezos further elaborates on this when he said, "What we need to do is always lean into the future; when the world changes around you and when it changes against you - what used to be a tailwind is now a headwind - you have to lean into that and figure out what to do because complaining isn't a strategy."

Tell me about your attention to detail. When was the last time you missed something, and how did you come to realize it?

"I was supervising two teams working on different projects. Once I felt that team one was off to a good start, I started developing team two. After performing brief check-ins with team one, I realized I was dedicating too much attention to team two. Team one had finished a draft of their initial report, and I realized their findings were all over the place and didn't line up. I found that two team members were independently producing the same content. I looked back at the initial directive and realized my assistant had created an error by assigning the same tasks to two team members. So I held a brief meeting, gave the whole team a course correction to generate the lost content, and rewrote the initial report. This produced some rework, but we quickly caught up. Once we were back on track, we met our deadlines, and I learned never to take the work of even my highest performers for granted."

'Dive Deep' is another Amazon Leadership Principle, which states, "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." When considering your example, it is okay to offer an instance where you recognized a mistake you made, so long as you also describe the measures you took to remediate your error and how you ensured it never happened again. As Jeff Bezos puts it, "If the size of your failures isn't growing, you're not going to be inventing at a size that can actually move the needle."

Tell me about a time you dealt with an angry customer.

"Anytime I deal with an angry customer, I let them get it all out. Listen to them, and mirror what they say so they know you've heard them. Tell them you hear them, and ask them to keep talking until they're all talked out. Then empathize with them and tell them what you will do for them. Make them feel valued and appreciated. Deescalate, mediate, and remediate."

When answering this question, focus on your communication with the customer and how you put your empathy and active listening skills to work. Detail how you identified what dissatisfied the customer and the inventive ways you aimed to do better. Share how, in the end, you delivered a delightful experience for them.

This question falls under their Leadership Principle of 'Customer Obsession.' The key to answering this question is captured in another quote from Jeff Bezos, who said, "Customers are always beautifully, wonderfully dissatisfied, even when they report being happy and business is great. Even when they don't yet know it, customers want something better, and your desire to delight customers will drive you to invent on their behalf."

Discuss a time you went above and beyond for a customer.

"One of my staff members passed a customer call to me. This customer was upset that a part they ordered for overnight shipping hadn't left the warehouse yet. I immediately refunded the cost of their shipping, got on the phone with our warehouse, made sure they sent the part out overnight, and personally saw that it got on the delivery truck in time for it to arrive the next day. I then also sent them a coupon for a future shopping experience. Sometimes all it takes for your customer to feel satisfied is to empathize and handle their situation personally."

Many Amazon Leadership Principles are intertwined. Part of their company culture centers around operating as if it is 'Day One' of the business, where the entire focus is on the customer. When answering this question, fully embrace this mentality to exhibit that you already embrace their culture. Convey how you give your all and that your standard is going above and beyond for your customers. As Jeff Bezos puts it, "There are many ways to center a business. You can be competitor focused, you can be product focused, you can be technology focused, you can be business model focused, and there are more. But in my view, obsessive customer focus is by far the most protective of Day 1 vitality."

Focus on the Amazon leadership principle, 'Customer Obsession,' which states, "Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers." Reframe this interview question as, "Name a time you were obsessed with over-delivering for a customer."

What is your approach to using the manager's expense account?

"I look at the manager's expense account like that cigar box that holds your petty cash. Or, to take it even further, I look at it as an ammunition box. When possible, I prefer to keep that ammo in the box and aim to win the war without firing a single round. Petty cash should always be rationed and used only as a last resort. When used, it should be done frugally and with a strategy to make every cent stretch as far as possible."

This question centers around how responsible you are with the company's resources. As Bezos says, "Life's too short to hang out with people who aren't resourceful." Your answer doesn't necessarily need to convey whether you are conservative or liberal when utilizing a company's assets. Instead, focus on how you use them. Think of an example of how you accomplished more with less, how you took advantage of a manager's expense account or petty cash, whether the budget was large or small, and how you made every cent stretch farther. Bezos also said, "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."

Your interviewer asks this question to gauge your experience and character and to see how well you fit the mold of their company culture. The Amazon Leadership Principle of 'Frugality' comes into play here; "Accomplish more with less. Constraints breed resourcefulness, self-sufficiency, and invention. There are no extra points for growing headcount, budget size, or fixed expense."

Tell me about the last time you made a commitment that challenged you.

"I recently mentored and promoted a member of our team to management. They were excited to contribute. After a few weeks of being oriented, they started asking questions about the systems I'd created to increase workflow. On many occasions, they asked why there were extra steps involved in many processes. I explained that I take extra effort to ensure that the best method of doing anything is fail-safe. I also often said of other systems that the best method of performing any task is to make it so that the shortcut takes longer. Eventually, they proposed new systems that they felt were more efficient than the ones I'd created. I couldn't argue that their model did seem like it embraced these ideologies. It was difficult for me to do so, but I decided to allow them to propose these changes to upper management. It bruised my ego, but I committed to training and promoting them, so it was a matter of integrity to promote their proposal."

When answering this question, offer an example where you made a professional commitment that proved far more challenging than anticipated. Share the stakes involved, whether the stakes were high for the company or your professional goals and development. The goal is to showcase how resourceful you were, how pioneering and inventive an effort it was, and how you ultimately followed through on this commitment, over-delivering on your promises.

Amazon's company culture has been described by its former employers in many ways but is consistent in that their company culture is centered around productivity and innovation. Yet it has also been described as high-pressure and intense. When an employee commits to a pioneering path, with the backing of their leadership or Jeff Bezos himself, it can be a make-or-break career experience. This is where their leadership principle of 'Have Backbone; Disagree and Commit' comes into play. "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."

Here is an example where Jeff Bezos further elaborates on this leadership principle: "We recently greenlit a particular Amazon Studios original. I told the team my view. They had a completely different opinion and wanted to go ahead. I wrote back right away with 'I disagree and commit and hope it becomes the most watched thing we've ever made.' Consider how much slower this decision cycle would have been if the team had actually had to convince me rather than simply get my commitment."

When was the last time you had to admit you were wrong?

"In all honesty, I can't remember. No, seriously. I learned some time ago not to speak with conviction about something I am not one hundred percent sure of. If someone asks me something, and I don't know the answer, I won't present my educated guesses as fact. I will simply say I don't know, but if they'd like me to find out, I would offer to get back to them once I find the answers. I'm careful with my opinions as well. The last thing I want to do is dissuade someone from being innovative. If someone shares an idea with me, I'll almost always say that it is an interesting idea. If they ask me what I think, I will ask them lots of questions, and they almost always answer that question for themselves based on my line of questioning. I try not to be right or wrong. I just try to admit when I don't know something, and then I try to understand or learn."

Focus on the leadership principle, 'Success and Scale Bring Broad Responsibility,' where they state, "We must be humble and thoughtful about even the secondary effects of our actions. 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." As a leader, your responsibility is to learn from others, just as it is to learn from yourself. This requires a high level of emotional intelligence and a desire for continued growth and innovation.

This question could pertain to their leadership principle 'Have Backbone; Disagree and Commit,' where you may have disagreed with a direction someone on your team wanted to take. As Jeff Bezos said, "Companies are rarely criticized for the things they failed to try. But they are, many times, criticized for things they tried and failed at." However, this question asks for an example of humility, such as admitting you were wrong when you did disagree.

Your interviewer is curious about what your answer will reveal about you based on how you interpret the question. Many of Amazon's leadership principles are interconnected. Ultimately, you want to be fully versed in their leadership principles, as this interview is as much about how well you embody their culture as it is about how you answer each question.

Tell me about the last time you failed and didn't live up to your promises.

"I'd committed to a project I was passionate about. Then when I was three-quarters of the way to completion, I got COVID-19. Because I had to self-isolate for nearly three weeks, I had to pass over all the materials for my project. Another took my research and data, added their touch, and delivered the project without me. In the end, it didn't quite hold up to my standard, and this teammate didn't go above and beyond with the data as I would. It was a disappointment. Even though I received credit, what was delivered wasn't what I'd hoped for."

This question centers on the leadership principle of 'Ownership.' "Leaders are owners. They think long term and don't sacrifice long-term value for short-term results." Making mistakes is human and a necessary part of taking calculated risks. Owning up to your mistakes and taking advantage of what can be learned from and applied to your professional growth exhibits leadership potential and that you, as a professional, take charge of your development. So don't feel as if confessing to a mistake you've made in the past is a sign of weakness. Look at it as how you ensured you never made that same mistake again, which shows strength of character. As Bezos once said, "A brand for a company is like a reputation for a person. You earn a reputation by trying to do hard things well."

Tell me about the last time a subordinate offered you some negative feedback. What was it, and how did you respond?

"About a year ago, I was pushing my team pretty hard. There was a big company directive, and a lot of stress was tricking down the corporate ladder. This impacted my leadership style, which resulted in far too many check-ins, which devolved into micro-managing. I wasn't being very communicative at the time either, and a team member pulled me aside and shared that I was acting out of character, negatively impacting morale. They were also a bit stressed and frustrated, and the delivery of their feedback was less than objective. But I saw what was happening. I always pride myself on instantly taking ownership of my actions, and they were right. So I spent a little time meditating on that and changed directions. A week later, that employee pulled me aside and thanked me for being the only bright spot of their day."

Jeff Bezos once said, "Your brand is what other people say about you when you're not in the room." This is important because a subordinate's feedback on your performance as a leader is valuable, regardless of how it is delivered. It could inform you of growth opportunities and further your self-developmental goals. Essentially, taking that negative feedback to heart can strengthen your performance and the trust of your teams, especially when it showcases you are open to such feedback and invite it as a gesture of collaboration. Jeff Bezos also said, "If you never want to be criticized, for goodness' sake, don't do anything new." Consider this when formulating your answer.

Amazon understands that effective leadership takes earning the trust of their teams. That's why 'Earn Trust' is one of their leadership principles. "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."

Tell me about the last time you took on too many responsibilities.

"A few years ago, my time management skills weren't as developed as they are now, and I over-committed to two major projects. At a certain point, I realized I needed help, but there was no help to be had. I decided to examine what tasks I could manage outside of our department. Then, I hired one freelancer to handle all the data entry and another to put together my proposals with the charts and graphics required. This enabled me to get caught up and deliver both projects on time."

It's not uncommon for leaders who are eager to contribute to take on more than they can manage. But this doesn't question isn't about failure; it's about how resourceful you were, despite the circumstances. As Jeff Bezos puts it, "One of the only ways to get out of a tight box is to invent your way out." When answering this question, share how you over-committed and how resourceful you were in delivering on those commitments, whether by delegating to others or approaching it with outside-of-the-box thinking. Underline how you took ownership of your responsibilities and followed through on them.

This question also falls under the leadership principle of 'Ownership,' which says, "Leaders act on behalf of the entire company, beyond just their own team. They never say 'that's not my job.'"

Who are you mentoring now, and how is their development coming along?

"There were four members of our teams who were interested in leadership positions. Four supervisors took on the challenge of developing them. I was one of them. And they've done resoundingly well. They are advancing ahead of their peers and will likely be promoted within the month."

When answering this question, you want to take ownership of the training and the coaching you deliver. But you also want to give credit to the person you are mentoring, which not only exhibits that you are humble but emphasizes that the potential you recognized in this person is paying off through your mentoring. Carefully describe how their development has been going in such a way that showcases that you identified a superstar and that your guidance is paying off.

Center your answer around the leadership principle, 'Hire and Develop the Best,' which states, "Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice." Also consider this quote by Jeff Bezos, "During our hiring meetings, we ask people to consider three questions before making a decision. Will you admire this person? Will this person raise the average level of effectiveness of the group they're entering? Along what dimension might this person be a superstar?"

What would the teammates you supervised say about you as a leader?

"They'd say I am happy-go-lucky and a force of positivity with a great attitude. They say I am a great coach, lead by example, and am self-accountable, reliable, and supportive. They have said many times that they enjoy working with me and learning from me."

When reflecting on your experience working with the teammates you've supervised in the past, consider the things they've said to you, the feedback you've received, or comments made in your previous performance reviews. Find those which align with some of the keywords Amazon uses when describing their ideal leaders, such as just, committed, empathetic, fun, fostering growth, empowerment, vision, and success. Study all of Amazon's leadership principles, and try to identify those descriptives which have been related to you by your peers in the past. This exercise will help you align yourself with their ideal candidate.

In Jeff Bezos's farewell letter as CEO of the company, he said, "I think we need to do a better job for our employees. It's clear to me that we need a better vision for how we create value for employees... a vision for their success." It was at this time that he announced two new leadership principles. One of which was 'Strive to be Earth's Best Employer,' which says, "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."

What big picture contributions have you made at your current place of work that greatly benefited your teams?

"I'd been reading quite a bit about ways to foster and generate greater innovation in the workplace. I brought in a few couches, remodeling our department so that some of our staff could stray from their desks and work from the couch now and again. I also started a policy where our employees could bring their dogs to work with them. This provided stress relief and encouraged micro-breaks, which increased productivity. I also wanted our employees to be more comfortable, so I changed our dress code to casual. Productivity and innovation improved substantially after that."

This question is nuanced, as your contribution in the context of this question is just as important as how you offered it. How you answer this question could inform your interviewer of your work style and ethic. Start by detailing how you identified an opportunity, how you pitched it, the support or lack of support you received, and the success you found as a result of your efforts.

You want the answer you offer to center around their leadership principle, 'Invent and Simplify,' where they state, "Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by 'not invented here.' As we do new things, we accept that we may be misunderstood for long periods of time." Consider their leadership principles, 'Think Big' and 'Frugality,' as well. The more principles you can embrace in each answer, the better.

When was the last time you identified an opportunity at work?

"We were using a temp agency to fill several temporary positions for brief assignments. However, we weren't happy with many of the temp workers they sent us. That's when I discovered a more affordable route of using freelancers and independent contractors to perform these basic jobs, such as data entry. There was less lag, and in the end, it was a more cost-efficient option."

Describe how you identified the opportunity, perhaps showcasing your attention to detail. Relay the research you undertook to determine the best course of action, highlighting how you communicated your insights and the suggestions you made for your course of action. Offer how your suggestions were received and how your observations or actions benefited your teams.

Focus your answer on as many of the Amazon Leadership Principles as you can, placing your emphasis on 'Invent and Simplify' and 'Think Big.' Jeff Bezos once said, "If you decide that you're going to do only the things you know are going to work, you're going to leave a lot of opportunity on the table." How you answer this question will inform your interviewer of what you could offer them as a candidate.

How do you ensure your teams produce quality work?

"I go the distance with every member of my teams. I make sure we all keep our eyes on the big picture and that each teammate has everything they need. Without the right tools, I cannot expect them to succeed. I set them up for success, to do the job the right way right away. I touch base but make sure they trust that I trust them. My check-ins are never to micro-manage, but to ensure they don't need support and to pat them on the back for how far they've gotten with their work each time I ask them where they are at."

Your interviewer is curious about what leadership style you'd bring to their teams. When answering this question, go with what you know about all of Amazon's leadership principles, and let that guide you. When describing your approach to supervising your teams, be mindful of the leadership principles, 'Earn Trust,' 'Deliver Results,' and 'Ownership.' But place most of your focus on 'Insist on the Highest Standards.' When reviewing your approach and how you'd describe it, study how they align with these principles, and incorporate their language into your answer.

Jeff Bezos has been described as an autocratic leader, a pragmatist, and transformational, all depending on which previous employer you talk to. In some manner, they are all correct. But consider the words of Jeff Bezos: "Seek to build a community, to make better choices in the people with whom you partner. That's the only way to have greater long-term impact on the world." It is from this ideal that he formed the leadership principle, 'Insist on the Highest Standards,' which states, "Leaders have relentlessly high standards, many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive 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."

How do you monitor the performance of your teams, individually and as a whole?

"I hold small meetings first thing in the morning as a check-in. I ask each team member in these cluster meetings where they are at with their work and the challenges they're trying to overcome. I then ask for volunteers for feedback, where everyone can get involved and volunteer to help any teammate that needs help. Then we break and get back to it, and I follow up on their progress, making sure they have everything they need. This allows me to keep a close eye on things without micromanaging. Not only does this approach enhance their hard skills, but it also enhances their interpersonal skills as well."

Your interviewer is curious about how you continue to innovate and grow rather than growing accustomed to performing at the status quo. Whereas the question, 'How do you ensure your teams produce quality work?' centers on the quality of your team's productivity, this question goes further and asks how you identify the growth opportunities of your teams, individually and as a whole, and how you develop and mentor them towards continued growth and success.

As Jeff Bezos puts it, "We all know that distinctiveness, originality, is valuable. We are all taught to 'be yourself.' What I'm really asking you to do is to embrace and be realistic about how much energy it takes to maintain that distinctiveness. The world wants you to be typical, in a thousand ways, it pulls at you. Don't let it happen."

When formulating your answer, consider the leadership principle, 'Dive Deep,' which states, "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."

When was the last time you improved your KPIs?

"Constantly. I am always trying to identify what I call work resistance. Productivity should be fluid; similar to water, it always finds the path of least resistance. Whenever I find work resistance, I try to identify the obstacle that is interrupting the workflow and remove it. This month, I reduced the frequency of our team huddles and created a weekly email newsletter to get everyone on the same page. Those huddles induced too much conversation and downtime, and it took our teams a while to get back into their work. Now, anytime an employee reads the email, I get a notification it was read. This helps me track who is staying informed and has increased productivity and workflow."

Your interviewer is curious about how you continue to raise the bar for yourself and how ambitious your career goals are. As Jeff Bezos says, "If you double the number of experiments you do per year, you're going to double your inventiveness." So focus your answer on the leadership principle, 'Deliver Results,' which says, "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." Consider this when offering a recent example of where you improved your key performance indicators.

Tell me about the last time things didn't go according to plan.

"Two months ago, I was getting ready to spearhead a project when three members of my team called out sick. Luckily, I planned extra time, as I always do, for contingencies such as this. When everything goes according to plan, I over-deliver. When things don't go according to plan, I meet my deadline at the bare minimum."

Your interviewer wants to determine how adaptable you are to change. How you answer could offer them insights into your project management skills and how well you plan for the eventual contingency. The situation you describe shouldn't necessarily result in failure unless it provided a great learning opportunity that granted greater success down the line. However, you do want to exemplify your professionalism, how resourceful you are, and how well-prepared you were for something unplanned.

Jeff Bezos once said, "If you're good at course correcting, being wrong may be less costly than you think. Whereas being slow is going to be expensive for sure." This advice applies here. When considering how you'd respond to this question, consider again incorporating the leadership principle, 'Bias for Action,' into your answer.

Would you rather step back and take time to form a plan or go what with you know, work with what have, and go with your gut?

"To quote General George Patton, a good plan today is better than a perfect plan tomorrow."

Your interviewer wants to know whether you think fast on your feet and take decisive action, experience task paralysis, or are overly cautious and risk-averse. When answering this question, you want to consider their leadership principle, 'Bias for Action,' which says, "Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk-taking."

Consider what Jeff Bezos says on the matter, "If you don't understand the details of your business you are going to fail." and "All of my best decisions in business and in life have been made with heart, intuition, guts... not analysis. If you can make a decision with analysis, you should do so. But it turns out in life that your most important decisions are always made with instinct and intuition, taste, heart." Using these as guidelines, offer an example of where you took a calculated risk, were resourceful, and acted fast, where thinking quickly on your feet greatly benefitted your teams.

When entering a new work environment, what kind of impression do you try to make?

"One of sincerity. I want people to get to know me and form their own opinions based on my actions, not my words. I earn their trust by being transparent, humble, and open, and I lean on them for their insights and guidance to navigate their environment. And I build each relationship from there."

Your interviewer is curious about how you build relationships when entering a new work environment. Although Amazon is looking for innovators and maverick inventors, they are also looking for humble leaders who 'Earn Trust.' They expect those new to their teams to 'Earn Trust,' learn the ropes, ask lots of questions, and have a lay of the land before they start reinventing the wheel. They're looking for people who can be counted on.

Focus your answer on the leadership principle, 'Earn Trust.' And consider the words of Jeff Bezos, who said, "I think one thing I find very motivating, and I think this is probably a very common form of motivation or cause of motivation, is... I love people counting on me, and so, you know, today it's so easy to be motivated because we have millions of customers counting on us at Amazon.com. We've got thousands of investors counting on us. And we're a team of thousands of employees, all counting on each other. That's fun."

What kind of relationship do you have with your coworkers?

"I am friends with everyone I work with. I am there with them for the good fight and lean on them as much as I try to be there to be leaned on. But most of all, I am there to have a good time and create a fun and positive working experience where we can all form a bond."

Your interviewer is curious about how you perceive your relationships with your coworkers and what those relationships mean to you. How you answer will indicate if you 'Strive to be Earth's Best Employer.' It could also give them more insight into whether the Amazon work culture and environment are the right fit for you and how well you would fit into their teams. Before your interview, make sure you are well-rehearsed on all of Amazon's leadership principles and perform the necessary research to answer as many of your questions as possible. You want to showcase your above-and-beyond work ethic by getting a head start on your onboarding and approaching your interview as if you were already a well-integrated member of the Amazon Leadership team.

Amazon Leadership Principles Interview Questions

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1. Tell me about the most successful project you worked on and why it was significant.
2. Tell me about the last time you went the extra mile.
3. When was the last time you were right and over-delivered as a result?
4. When was the last time you proved yourself when others resisted your lead?
5. When was the last time your communications skills were put to the test?
6. Tell me about the last time you disagreed with your senior staff. What actionable steps did you take?
7. Tell me about the last time you were challenged by something you delegated to others.
8. What does 'The Big Picture' look like to you?
9. Tell me about the last person you interviewed and hired.
10. Tell me about the last time you approached a complicated situation from outside the box.
11. Tell me about your attention to detail. When was the last time you missed something, and how did you come to realize it?
12. Tell me about a time you dealt with an angry customer.
13. Discuss a time you went above and beyond for a customer.
14. What is your approach to using the manager's expense account?
15. Tell me about the last time you made a commitment that challenged you.
16. When was the last time you had to admit you were wrong?
17. Tell me about the last time you failed and didn't live up to your promises.
18. Tell me about the last time a subordinate offered you some negative feedback. What was it, and how did you respond?
19. Tell me about the last time you took on too many responsibilities.
20. Who are you mentoring now, and how is their development coming along?
21. What would the teammates you supervised say about you as a leader?
22. What big picture contributions have you made at your current place of work that greatly benefited your teams?
23. When was the last time you identified an opportunity at work?
24. How do you ensure your teams produce quality work?
25. How do you monitor the performance of your teams, individually and as a whole?
26. When was the last time you improved your KPIs?
27. Tell me about the last time things didn't go according to plan.
28. Would you rather step back and take time to form a plan or go what with you know, work with what have, and go with your gut?
29. When entering a new work environment, what kind of impression do you try to make?
30. What kind of relationship do you have with your coworkers?

Amazon Leadership Principles Interview Questions

1. Tell me about the most successful project you worked on and why it was significant.

2. Tell me about the last time you went the extra mile.

3. When was the last time you were right and over-delivered as a result?

4. When was the last time you proved yourself when others resisted your lead?

5. When was the last time your communications skills were put to the test?

6. Tell me about the last time you disagreed with your senior staff. What actionable steps did you take?

7. Tell me about the last time you were challenged by something you delegated to others.

8. What does 'The Big Picture' look like to you?

9. Tell me about the last person you interviewed and hired.

10. Tell me about the last time you approached a complicated situation from outside the box.

11. Tell me about your attention to detail. When was the last time you missed something, and how did you come to realize it?

12. Tell me about a time you dealt with an angry customer.

13. Discuss a time you went above and beyond for a customer.

14. What is your approach to using the manager's expense account?

15. Tell me about the last time you made a commitment that challenged you.

16. When was the last time you had to admit you were wrong?

17. Tell me about the last time you failed and didn't live up to your promises.

18. Tell me about the last time a subordinate offered you some negative feedback. What was it, and how did you respond?

19. Tell me about the last time you took on too many responsibilities.

20. Who are you mentoring now, and how is their development coming along?

21. What would the teammates you supervised say about you as a leader?

22. What big picture contributions have you made at your current place of work that greatly benefited your teams?

23. When was the last time you identified an opportunity at work?

24. How do you ensure your teams produce quality work?

25. How do you monitor the performance of your teams, individually and as a whole?

26. When was the last time you improved your KPIs?

27. Tell me about the last time things didn't go according to plan.

28. Would you rather step back and take time to form a plan or go what with you know, work with what have, and go with your gut?

29. When entering a new work environment, what kind of impression do you try to make?

30. What kind of relationship do you have with your coworkers?