SoftSkills

Always include Scenarios & examples

Conflict with team, or with co-worker or manager or client

• SAR formula
• Situation-> Explain situation rather than blaming
  
• Action -> What action you have taken to resolve
  
• Result

eg: Pradeep Promotio, Santosh Validation retry using geometric progression

Conflicts arises due to

• Communication Gap
• Conflicts are generally due to communication gap. Listen to other person with out being defensive
• Attempt to move confrontation to private space to avoid further complications.
•  Different Expectations
• Focus on fact and data
• Offer strategy and help in completing the activity.
• Result
• Work together and found a way to resolve the issue. Discussed on how to handle such things in sprint retrospective meeting

Disagreement over an idea

• Brainstorming session with facts and data
• Integration projects
• Delay from other teams. Resolve in privacy 

 Conflict with manager

• Regarding deadlines
• Breakup task and share estimations
  
• promotions
• Talk to other stakeholders
• Conflict with co-worker on design/technology
• single entity vs multiple entities for Invoice REST

When you have failed to meet customer commitment OR unable to deliver within time

• Examples due to unforeseen/unplanned circumstances
• Working on critical bugs of old project
• Delivered a partial fix(one flow and not all flows)
• How much delay
• Major underlying technology/hardware upgrade (oracle db11g to 12c, opc to oic)
• Delete 100 txns -> image invoices. Volume testing when up-taking any new technology component in UI flows
• Over promise to impress manager/favor for PM associate
• with out consulting the complete team
• Could not complete.
• Only formal channel for formal work. Involve team and their decisions always.
• Estimations on area which you never worked on
•  Action: Effort/time should be given after assessment/bootstrap
• Entry level candidate - missed deadline
• Action: buffer time in future projects
• Proper reviews
• backup of resources

Biggest mistake in technical carrier

Situation when you fixed most difficult problem

• Data fixes, self-corrections
•  
  

Skills you want to gain

• AI/ML
• Public speaking skills
  

Greatest Achievement

• IC to Manager . 70% of team who joined me after I became manager are with me. All in senior levels. I feel proud for mentoring and grooming them to such level
• P1 bugs-> rotation-> customers say they are fine with P2 but keep with current engineer
• EBS to Fusion takeover
• 0 regressions in 20 yrs of professional life
• Go to person for any difficult situations
• 5% attrition
  

Leadership

•  Communication & decision making skills to mobilize others

Googleyness

• how you work individually and on a team. How you help others. How to navigate ambiguity. How you push yourself to grow outside your comfort zone

Specific goals you set for yourself. How successful you are in meeting them. What factors led to your success

Time when you failed to meet deadline

Hypothetical qn like opening google office

Scenario examples

Difficult candidates: Over smart with attitude, medium perf but useful, connections/tribal knowledge

• One cannot change themselves
• Not person problem - He is in a problem and he don't know he is in a problem. 
• Direct them to person to come out of situation.
• lay down guidelines on expectations
• Get agreement
• specific measurable targets
• End target & intermediate goals
• specific questions to tribal knowledge
• Tie benefits to the expectations/aspirations
• listen with out judging & give respect
  

Tight deadline

•  
  

Features, #features, regular regressions, review rejects, dependency other

Promotion handling

• Customer Obsession, Ownership, Passionate
  
• It is not an one time event. I make it a journey
• Skill, Communication, Visibility along with other soft skills
• Give opportunity spearhead and communicate with higher management & stake holders.
• Do the job required at next level
• Natural promotion
• Leader pipeline
  

You didn't like a candidate ideas- how will you communicate

PIP->

 Conflict with manager or other teams

• Inter product dependencies - Performance
• Establish the issue(no emotions)
• possible options & cost(Tax calculation, costing performance, Tax integrations)
  
• Instrumentation & Telemetry
• Agree on acceptance criteria

Leadership - where you took lead in team

• self-healing/data fixes - every team/one is doing same thing every time.
  
• automate manual process into reports/crons
• ESS & Perf monitoring tools
• Automation failures
• Convert problem into opportunity
• Dashboards & crons
  

Communication skills

• Brainstorming sessions
• Alternate options(REST, services, UI, jobs, datafixes)
• set expectations
• Lead by Example
• Take more work/complex work to keep other team at ease
• Divide the work in logical agreed chunks. Give option to other team to choose first(Complex PO)
• Unfair in work assignments.
• Lack of functional/technical skills.
• Problems are good as they give opportunity.
  

Adaptability

• You are assigned new tasks. How did you adapt to the situation and what is the result
• All along we have been working with monolithic framework. I was given to lead 2 micro apps with completely different technologies. Short time
  
• All my key leads on the task. Distributed one technology and functional module each. I took spring. At the end of the day.
• Requested them to spearhead one of the project and my team worked alongside with them
• At the end of 3 months- we had complete control over project
• Fusion Technologies 
• IDR -> Image document Reader
• Engineers focus on assignments- I focus on identifying and clearing grey areas.
• Knowledge Sharing
• I train team what I learnt and focus on something new
• If I don't know something, then I dirty my hands. Else I will guide and manage
• Identify skills required - both functional and technical
• compose the team so that we are self-sufficient to overcome the challenge

 Clients Requirement change

• Technologies are changing, business are changing
  
• Document all the changes
• Estimate cost
• Communicate the cost wrt time and resources required
• Identify MVP and target to complete it.

About Yourself

• Learned Functionality as part of customer success
• Architech - design the features
• Moved to Management
• Knowledge sharing
• Supporting each other
• Be the Senior whom you looked up
• Address the challenges that you faced so that successors will not face it
• Upgrade yourself everyday
• Process Innovation 
• Product Innovation
  
• Involve everyone in decision making

Amazon Leadership Principal

• Customer Obsession
• Ownership
• Invent & Simplify -> Think simple, simple solution for complex problems
  
• Leaders are right a lot -> Decision should be taken at every level
• Learn and be curious -> ICS, micro services, nosql, message system
• Hire and Develop the Best -> Don't hold the people, use their influence maximize the potential 
• Insist on Higher standards -> Mindset
  
• Think BIG -> Design scalable & distributed system
• Bias for Action -> Speed matter than go deep -> incremental growth
• Frugality -> Use resources when actually required
• Earn Trust -> Take blame for good even if not my fault then they will start to let go things. 
• keep commitments, treating others and their ideas with respect
• Listening, communicating and delegating to help employees 
• Take care
  
• Dive Deep -> Mitigate the issue, unblock the customer and then deep dive to understand RCA
  
• Have backbone, disagree & commit -> Give approach with proper data points.
  
• Deliver results-> Deliver features with quality.
  

Time management

cost effective

time bound

innovation, new technology

Organizational, Objective  - other person doesn't understand

sacrifice and get to neutral agreement

give incentives to come to agreement

Try to understand to rationale- try to understand Image-

Problem was no one listening to them. caring them. so they became rebellion. They require respect, and nurturing,

Achievement ->

Not holding information - rather contributing.