Competency-Based Interviews

When I interviewed at Google, they asked me: “How many soccer balls fit in a school bus?” Here’s what went through my brain: "WHAT did this guy just ask me?! … I think I’m going to barf… No, Sarah, you can do this.  Wait - what’s the area of a circle? π r²? No, that’s not it. ... How big is a school bus? Does it have seats? Are there kids in it? … This is such a dumb question. WHY are they asking me this?! ... They’re trying to see if I’ll squirm. I actually might barf. SAY SOMETHING, ANYTHING!!." 👉 Don’t be like me. Don’t freeze and spiral in your inner dialogue. So, how’d I handle it? I took a breath, forced a laugh, and said, “Hm. Great question!” - trying to buy myself a few extra seconds. Back to my inner dialogue: “F*ck. AH! Okay, take a step back - What are they *really* asking? Why would *anyone* NEED to fit lots of soccer balls in a school bus? 💡 Oh - that’s a good place to start. Maybe if I understand the problem, I can make a plan.” So, with all the fake confidence I could muster, I said, “Well, to get started, I’ll need to know why we’re putting soccer balls in a school bus; What's the end goal?" The interviewer nodded. I was on the right track. Now that I’ve trained Google interviewers and analyzed thousands of interview feedback reports, I know the right way to answer.  When you get hit with a curveball question that seems totally unrelated to the job, here’s what they want you to do: ✅ Ask clarifying questions to understand the end goal & business needs.  Who’s involved, why, what are the timelines & budgets? Has this been done before?  ✅ Take notes to organize your thoughts. ✅ Make your assumptions explicit. To solve hypothetical problems, you’ll likely have to make assumptions.   ✅ Think out loud. ✅ Don’t rush into solutioning. ✅ Consider alternate approaches. ✅ Address risks & dependencies. At the end of the day, your thought process matters more than the answer. You’ve got this!! Drop the wildest interview Q you've been asked in the comments section & follow me, Sarah Goose, for job search strategies that actually work. ♻️ Repost to help your network.

I've interviewed 100s of candidates for $100k+ roles. It's not the person with the best experience who wins. It's the one who is best prepared for the interview. 6 common questions you need to prepare for: 1. Tell me about yourself. ➟ Don't recite your resume. Tell them a story. ➟ Share a defining moment in your career journey. ➟ Tie it to your enthusiasm for the role and company. 2. What are your strengths? ➟ Focus on strengths crucial for the role. ➟ Back them up with numbers and examples. ➟ Show how they'll directly benefit the company. 3. What's your greatest weakness? ➟ Choose a skill not critical for the job. ➟ Show self-awareness and a focus on growth. ➟ Explain how you're actively working to improve it. 4. How do you handle stress or pressure? ➟ Share an example of a high-pressure situation. ➟ Highlight your approach to stay calm and focused. ➟ Demonstrate how you lead by example. 5. What are your salary expectations? ➟ Show you've done your research on market rates. ➟ Provide a range rather than a single figure. ➟ Emphasize your value and openness to negotiation. 6. Can you tell me about the gap in your resume? ➟ Be honest and brief about the reason for the gap. ➟ Focus on skills or experiences gained in that time. ➟ Express your excitement to re-enter the workforce. And just as important... Remember, you're interviewing the company too. Ask smart questions about: The role The culture The company An interview is a two-way street. It's not just about impressing them. It's about finding the right fit for you too. So don't hold back. Be curious. Be authentic. Be confident. You've got this. P.S. Find this valuable? Repost to help others too ♻️. And follow Justin Wright for more. Want a PDF of this and my 50 best infographics? Get them here for free: brilliancebrief.com

Measuring Success: How Competency-Based Assessments Can Accelerate Your Leadership If it’s you who feels stuck in your career despite putting in the effort. To help you gain measurable progress, one can use competency-based assessments to track skills development over time. 💢Why Competency-Based Assessments Matter: They provide measurable insights into where you stand, which areas you need improvement, and how to create a focused growth plan. This clarity can break through #career stagnation and ensure continuous development. 💡 Key Action Points: ⚜️Take Competency-Based Assessments: Track your skills and performance against defined standards. ⚜️Review Metrics Regularly: Ensure you’re making continuous progress in key areas. ⚜️Act on Feedback: Focus on areas that need development and take actionable steps for growth. 💢Recommended Assessments for Leadership Growth: For leaders looking to transition from Team Leader (TL) to Assistant Manager (AM) roles, here are some assessments that can help: 💥Hogan Leadership Assessment – Measures leadership potential, strengths, and areas for development. 💥Emotional Intelligence (EQ-i 2.0) – Evaluates emotional intelligence, crucial for leadership and collaboration. 💥DISC Personality Assessment – Focuses on behavior and communication styles, helping leaders understand team dynamics and improve collaboration. 💥Gallup CliftonStrengths – Identifies your top strengths and how to leverage them for leadership growth. 💥360-Degree Feedback Assessment – A holistic approach that gathers feedback from peers, managers, and subordinates to give you a well-rounded view of your leadership abilities. By using these tools, leaders can see where they excel and where they need development, providing a clear path toward promotion and career growth. Start tracking your progress with these competency-based assessments and unlock your full potential. #CompetencyAssessment #LeadershipGrowth #CareerDevelopment #LeadershipSkills

What I Wish I Knew Before My First Job Interview— ✅ Explaining my approach clearly – Writing the correct code isn’t enough. Walk the interviewer through your thought process, why you chose a specific approach, and any trade-offs. ✅ Thinking out loud – If you stay silent, the interviewer has no idea how you’re approaching the problem. Verbalizing your thought process helps them guide you when needed. ✅ Asking the right questions – Instead of assuming details, clarify constraints, input size, or edge cases. This shows structured thinking and helps avoid mistakes. ✅ Staying calm when stuck – Getting stuck happens to everyone. Instead of panicking, break the problem down, discuss alternate approaches, and iterate step by step. A strong interview isn’t just about the right answer—it’s about how well you showcase your problem-solving skills. All the best!❤️

The key to designing powerful interview questions is to focus on cognitive patterns rather than past accomplishments. Research shows strong connections between certain thinking patterns and job success. For example: • Original thinking strongly predicts innovation ability • Intellectual independence correlates with leadership effectiveness • Perseverance consistently outperforms raw intelligence in predicting achievement These research findings demonstrate why carefully crafted questions matter. To develop your high-impact questions, focus on five cognitive domains that predict exceptional performance. Follow this formula to create questions that uncover thinking patterns, not just experience: 💡 Design questions targeting original thinking: Ask about problems candidates see that others miss. Format: "What [challenge/opportunity/trend] do you notice that seems overlooked by most people in [relevant context]?" This reveals pattern recognition and the capacity for novel insights. 💡 Craft questions probing intellectual independence: Encourage candidates to articulate contrarian but thoughtful positions. Format: "Where do you find yourself disagreeing with conventional wisdom about [relevant domain]?" This assesses courage and independent analysis. 💡 Develop questions that examine perseverance: Structure questions around specific obstacles that have been overcome. Format: "Tell me about a time when you pursued [relevant goal] despite [specific type of setback]." Focus on process over outcome. 💡 Create questions measuring intellectual flexibility: Ask candidates to describe evolution in their thinking. Format: "What important belief about [relevant domain] have you revised recently and what prompted this change?" This evaluates adaptability and learning orientation. 💡 Formulate questions exploring intrinsic motivation: Probe self-directed development activities. Format: "How do you invest in developing [relevant skill/knowledge] when it's not required by your role?" This reveals a proactive growth mindset. The most effective questions avoid hypotheticals and instead target specific behavioral patterns that reveal how candidates actually think and operate. That's how you can develop interview questions that identify true potential—uncovering the cognitive patterns that transcend resume qualifications. Coaching can help; let's chat.  Follow Joshua Miller #executivecoaching #interviewing #careeradvice

"If she leaves, we're in big trouble!" If you can say that, you're already on the right track! Here are 2 recent dramatic cases: 1. "You're fired!" ... "Oopsie! We need you back." In November 2022 Twitter fired thousands. The very next day they tried to rehire many of them. They had been "... let go before management realized that their work and experience may be necessary ..."¹ This is not especially a Twitter-sized problem. I've seen it happen in a small company, too. 2. "Hey, we've been down for 8 DAYS, but we're back!" In October 2022, the $1B Dollar Shave Club was down for 8 DAYS! Root cause: they no longer had anyone who fully understood the intricacies of how to deploy their servers.² Both companies: - were unaware of their dependence on key competencies - did not track & manage these competencies effectively It's a common practice to maintain a competency matrix for each employee. It is used to track employees' personal development progress. This spreadsheet lists their current proficiency levels in 2 major groups: 1. Generic skills, e.g. Javascript, C++, architecture 2. Company-specific knowledge domains, components, activities and competencies, e.g. "the Flux Capacitor microservice" Flip it on its head! Once, when I was asked to reorganise an engineering department, I created a reverse matrix — one that shows competencies from the company's viewpoint. It lists each required knowledge domain or competency, along with the names of the people who are familiar or competent. From then on, this reversed matrix method has helped me deliberately and proactively assign people to develop competencies that were not yet covered by several people. If they had used this method: 💡 Twitter could have known who NOT to fire. 💡 Dollar Shave Club could have known that a necessary competency was no longer covered. There's a catchy name for the risk resulting from not sharing information and competencies. Clue: "What happens if they get hit by a bus?" The "Bus Factor" is the minimum number of team members that have to suddenly disappear from a project before the project stalls due to lack of knowledgeable or competent personnel.³ 👉 You need to manage your company's "Bus Factor" proactively. Maintaining a reverse competency matrix is the key. [Repost] if you found this helpful.  ----- I help startups scale up engineering outcomes. 🤙 DM me for details. #cto #startups #scaleups

„Companies spend millions on antibias training each year in hopes of creating more-inclusive—and thereby innovative and effective—workforces. Studies show that well-managed diverse groups perform better and are more committed, have higher collective intelligence, and excel at making decisions and solving problems. But research also shows that bias-prevention programs rarely deliver“, schreiben Joan C. Williams und Sky Mihaylo in der Harvard Business Review. Statt auf ineffiziente Programme fokussieren die Autorinnen auf Möglichkeiten, die einzelne Führungskräfte in der Praxis haben, um Vorurteilen entgegenzuwirken und Diversität zu verwirklichen. Es beginnt für sie damit, zu verstehen, wie sich Voreingenommenheit im Arbeitsalltag auswirkt, wann und wo ihre verschiedenen Formen tagtäglich auftreten. Das Motto: „You can’t be a great manager without becoming a ‚bias interrupter‘.“  Ihre Empfehlungen gliedern Williams und Mihaylo in drei Hauptpunkte. ▶️ Fairness in hiring: 1. Insist on a diverse pool.  2. Establish objective criteria, define “culture fit” (to clarify objective criteria for any open role and to rate all applicants using the same rubric), and demand accountability.  3. Limit referral hiring.  4. Structure interviews with skills-based questions.    ▶️ Managing Day-to-Day:  Day to day, they should ensure that high- and low-value work is assigned evenly and run meetings in a way that guarantees all voices are heard. 1. Set up a rotation for office housework, and don’t ask for volunteers.  2. Mindfully design and assign people to high-value projects.  3. Acknowledge the importance of lower-profile contributions.  4. Respond to double standards, stereotyping, “manterruption,” “bropriating,” and “whipeating (e.g., majority-group members taking or being given credit for ideas that women and people of color originally offered). 5. Ask people to weigh in. 6. Schedule meetings inclusively (they should take place in the office and within working hours). 7. Equalize access proactively (e.g., if bosses meet with employees, this should be driven by business demands or team needs).   ▶️ Developing your team: Your job as a manager is not only to get the best performance out of your team but also to encourage the development of each member. That means giving fair performance reviews, equal access to high-potential assignments, and promotions and pay increases to those who have earned them. 1. Clarify evaluation criteria and focus on performance, not potential.  2. Separate performance from potential and personality from skill sets.  3. Level the playing field with respect to self-promotion (by giving everyone you manage the tools to evaluate their own performance).  4. Explain how training, promotion, and pay decisions will be made, and follow those rules. „Conclusion: Organizational change is crucial, but it doesn’t happen overnight. Fortunately, you can begin with all these recommendations today.“ #genderequality #herCAREER

When thinking about leadership across different countries, it's important to avoid stereotypes and clichés, but also to recognize and navigate various cultural nuances effectively. Here are some common pitfalls to consider: 1. Assuming Uniformity in Leadership Styles: Leadership styles can vary significantly between countries due to cultural, economic, and historical influences. What might be seen as assertive and proactive in one country could be perceived as aggressive and disrespectful in another. 2. Ignoring Local Business Etiquette: Each country has its unique business etiquette, including how meetings are conducted, how decisions are made, and how relationships are built. Leaders who ignore these practices can inadvertently offend or alienate their colleagues and business partners. 3. Overlooking Communication Nuances: Communication styles vary widely between cultures. For instance, in some cultures, direct communication is appreciated and expected, while in others, indirect communication is the norm to maintain harmony and face. Misunderstandings can occur if these styles are not understood and respected. 4. Cultural Insensitivity: Not making an effort to learn about and respect the local culture can lead to misunderstandings and reduced effectiveness. This includes everything from language, customs, and social norms to deeper values and beliefs.

Stop defining "fit" as job candidates you’d grab a beer with. That’s not culture fit. That’s comfort fit. And it’s how teams end up full of people who think the same, act the same, and stall innovation. Real culture fit isn’t about “vibes.” It’s about values and versatility. → Do they align with your mission? → What can they bring to our team? Don’t hire for familiarity. Hire for contribution. The best teams aren’t made of clones. They’re made of contributors.

Three unpopular ways companies can remove bias from their hiring process. 👯 More interviewers Those posts that go viral about hiring someone after a single coffee chat? Or mocking hiring managers that need a panel ? That's all bias - decisions based on gut instincts instead of with objective criteria. Instead, involve multiple interviewers with different perspectives - a peers and key stakeholders may have different interactions with the new team member, and their input can help you make a better decision. 🔎 This is backed up research from Harvard that shows that structured interviews with multiple interviewers are 2x more predictive of success in the role than unstructured ones. 🪧 Assess skills I know skills assessments aren't popular, and many people claim that they won't engage in a process that includes them. But lots of people can talk the talk and make up examples in interviews. It's harder to fake hard skills. If you're hiring a financial analyst, ask them to build a model using dummy data. If you're hiring a social media manager, ask them to create a plan for a campaign for a fake product. Work samples are great as well! And then dig in with questions to fully understand what they did, why they made the choices they made, etc. to ensure they didn't just submit something where someone else did the work. 🔎 And the research backs it up: the Aberdeen Group did a study that showed that those who completed skills assessments had a 36% higher rate of retention in their roles than those who didn't. 💰 Don't negotiate Negotiation increases inequity. When companies are big on negotiation, hiring managers will suggest things like "let's go in at X so when they negotiate we can bump up to Y." Then the candidates who don't ask for more end up underpaid. It promotes playing games and the people who are afraid to push are the ones who will be negatively impacted. Instead, companies should be transparent about their salary ranges and how compensation is determined, and then apply those practices consistently across all hires. Adjusting offers should be reserved for the rare cases where a candidate brings new information to the table around their qualifications or ability to have an impact, or the company realizes they're misaligned to the market. Now, I do know that many companies don't operate this way so it never hurts to ask, but just know that if a company comes up a lot with their offer after you negotiate, that's a signal that they were happy to try to lowball you. 🔎 And again, research backs this up: countless studies from McKinsey to Leanin to Harvard show that there are differences in who negotiates and in how negotiation is perceived, and this hurts people from marginalized groups. Like I said, these aren't necessarily popular ideas - they are more work for companies AND candidates. But they are research-backed ways to make hiring more equitable. And that's something we should all support.