When aligning yourself with Nike's ideal candidates, consider how it describes its approach to risk, "To make big leaps, we take big risks. Incremental change won't get us to where we want to go fast enough. So we pursue moonshots. The choices we face aren't always easy. Many decisions can appear to fall into a gray area. Remaining objective can be difficult. When considering these tough choices, we must strive to always think through all possible outcomes and commit to owning the results. In the end, you are the one who will own the result, so make the best decision you can."

Nike describes the way HireVue works as "competency-based video questions and mini-games built by HireVue's IO Psychologists using data from Nike, Inc.'s job descriptions, surveys from top performers in the jobs, their managers and focus groups." HireVue states: "Virtual interviewing is similar to the video calls many of us have been using. Since you can interview from anywhere, make sure it's somewhere you're comfortable. Pick a spot free from distractions and noise. Ensure you've got the strongest Wi-Fi signal possible. Close any unnecessary browsers or applications that may notify you and distract you on your device during your interview. Have a glass of water ready next to you if you need it during the interview. Just be natural! Get comfortable and be confident in yourself."

"I am always actively listening. When our leaders are talking about the big picture or where the company is heading, I am listening. When I tune into the relationships they are building with our clients, I am always asking questions. So, when our leaders were out at a managers' meeting off-site and a new client we'd recently on-boarded wanted some extras thrown in before they digitally signed their contract, I knew it was ultimately up to our leaders to make that decision. But, they were unavailable and I had actively listened and asked questions of our leaders in the past, and was familiar with many of the extras and exceptions they would typically make in such a scenario. So, in my conversation with this client, I guaranteed them some incentives, but affirmed I could not guarantee all the ones they requested. This turned into something of a negotiation, but in the end, I assured them what I was able to offer as concessions would be honored. Ultimately, they agreed and signed the contract. When our leaders returned, they were grateful I was able to anticipate their needs, expressed that in any other circumstance they would prefer that I not overstep my bounds, but in this scenario I'd made the right decisions."