Leadership

Explanation Example
Principle
 A time you used customer feedback to drive
Start with the customer
improvement
Customer and work backwards—
 Most difficult customer interaction
Obsession leaders obsess over
 A time where you had to balance the needs of the
customers
customer vs. the business
Have relentlessly high  A time you were unsatisfied with the status quo. How
standards and would you change it?
Insists on Highest
continuously raise the  Describe the most significant improvement project
Standards
bar/drive others to do you’ve lead
the same  How do you seek out feedback on performance?
 A time you were driving toward a goal and realized
Focus on key inputs and more than half way in that it may not be the best goal
Delivers Results deliver with high quality  A goal you set that took a long time to achieve/are still
in a timely fashion working towards
 A time you delivered a project under a tight deadline
 A time you made a difficult decision and how you
knew it was the right decision.
Strong judgment and
Are Right A Lot  A time you made a decision without data
good instincts
 A time you made a bad decision and how you learned
from it
 A time where you’ve taken a calculated risk where
speed was crucial
Speed is crucial at
 A time you made an important decision without
Bias for Action Amazon—value
consulting your manager
calculated risk taking
 A time where you were able to remove serious
roadblocks preventing progress
 The most innovative thing you’ve done and why you
Expect and require
think it’s innovative
innovation from yourself
 A time where you solved a complex problem with a
Invent and Simplify and those around you—
simple solution
always find ways to
 A creative idea you had that ended up being difficult
simplify
to implement
 A time you took on something significant outside your
Think long term and
responsibility
don’t sacrifice value for
 A time you made a decision to sacrifice short term gain
Ownership short-term results—
for a longer term goal
there is no such thing as
 A time you saw a peer struggling and decided to step
“not my job”
in and help
 A time you were trying to understand a problem on
your team and had to go down several layers to figure
Stay connected to
it out
details, audit frequently,
Dive Deep  A time you linked two or more problems together an
and question when
identified an underlying issue
metrics differ
 A specific metric you have used to identify a need for a
change in your department
Learn and be Always seeking  A time you realized you needed to have a deeper level
Curious improvement—curious of subject matter expertise to do your job well
  A time you took on work outside of your comfort area
about new possibilities
and found it rewarding
and love to explore
 A time you didn’t know what to do next or how to
them
solve a challenging problem
Obligation to  A time you strongly disagreed with your manager
respectfully challenge  A time you took an unpopular stance in a meeting with
Disagree and
decisions when you peers/leaders
Commit
disagree, then fully  A time you decided to go along with the group
committing decision even if you disagreed
Leaders are obligated to
respectfully challenge
decisions when they
disagree, even when  A time when you strongly disagreed with your
doing so is manager on something you deemed very important
Have Backbone;
uncomfortable or the business
Disagree & Commit
exhausting. Leaders  A time when you submitted a good idea to your
have conviction and are manager and he/she did not take action
tenacious. They do not
compromise for the sake
of social cohesion
Listen attentively, speak  A time you significantly contributed to improving
candidly, and treat morale and productivity on your team
Earn Trust others respectfully  3 things you’re working on to improve overall
effectiveness
 A time you received tough or critical feedback
Raise the performance  How you help your team members develop their
bar with every hire & careers
Hire & Develop The promotion. Recognize  A time when you provided feedback to develop &
Best talent, and willingness to leverage the strengths of someone on your team.
move them throughout
the organization
Thinking small is a self-
fulfilling prophecy.
 A time of a radical approach you proposed to solve a
Leaders create and
Think Big big problem
communicate a bold
 A time when you took a big risk and it failed
directions that inspires
results
 The coolest thing you have learned on your own that
Leaders are never done
has helped you better perform your job
Learn & Be Curious learning and always seek
 A time when you took on work outside of your
to improve themselves
comfort area and found it rewarding