Lambertz Interview Manager Assignment


I applied through an employee referral. I interviewed at Amazon (Seattle, WA) in August 2017.


I am interviewing with the AmazonFresh team. The phone interviews were manageable and went well. Before the in person interview, I had to write up an example of a judgment call. I then got that question two times during the in person interview. I had examples for each leadership principle ready but in hindsight, I should have had 3 examples for each leadership principles which isn't easy when most companies don't set goals and accurately measure your impact. Recruiter, Hiring Manager, Team Member, 5 hour interview with entire team and 1 bar raiser, written assessment. Bar riser is one person not on your team that can veto you if you wouldn't fit in the culture. I got along with him the best. My struggle was the last person after 4 hours of being grilled I think I was just tired and got very nervous.

Interview Questions

  • Make sure you have 3 examples for each leadership principle since you get the same question over again by different people and it is frowned upon to say the same thing. All answers should follow the STAR method and you need to tell the story with emphasizing the results instead of just reading them off.

    1. Why Amazon now?
    2. What is the most technical project you worked on? What were the risks? Impact?
    3. Who are you?
    4. What feedback have you received from past managers?
    5. What was your most creative idea?
    6. Give an example of a project that had a change in scope and how did you handle it?
    7. Give an example of when a project failed?
    8. How did you vent your ideas and convince leadership?
    9. Name a new metric you discovered?
    10. Walk me through your background?
    11. Give an example when you didn't agree with your manager?
    12. What are the KPIs for your company?
    13. How would someone who has worked with you describe you?
    14. What was your proudest moment in your career? What part did you play in making that happen?
    15. What was a revolutionary idea that you implemented?
    16. If you didn't have goals or KPIs for your example, in hingsight what would you measure and why?
    17. If you were changing the AmazonFresh experience what are some are your ideas and how would you measure them?
    18. What metrics do you use to drive change?
    19. When was a time that you take ownership outside of your role?
    20. What is an area that is an opportunity for you to improve upon?
    21. Tell me about a feature or customer experience that had multiple CX issues?
    22. Tell me about a time you disagreed with your manager - I got this question 3 times
    23. Tell me when you made a judgment call since you didn't have any data (make sure you have 3 examples ready)   2 Answers
Amazon 2017-08-13 14:49 PDT

Essay on Interview a Manager

577 Words3 Pages

     The manager interviewed for this assignment was Chief Warrant 3 Linwood Bowers, the Chief of the Personnel Support Directorate of the White House Communications Agency (WHCA). Chief Bowers has held his present position for four years. The focus of the interview was the unique challenges of good communication.
     One of the unique challenges Chief Bowers has had to face is the different language that permeates throughout the organizational culture of the Agency. WHCA is a joint command with individuals of all DOD services present. This joint environment is fraught with communication stumbling blocks like learning service unique terms. The importance of common terminology has been…show more content…

This dual mission role has hampered focus and created confusion. One of the problems is that personnel are assigned a travel mission they have not been formally trained to accomplish. Personnel are assigned radio technician responsibilities and are required to learn based solely through agency on-the-job training. This unique approach to manning shortfalls drives the need for good communication and interpersonal skills.
Chief Bowers stated that the travel tempo impels him to communicate through email. Email communication does not provide an opportunity for “non verbals” as discussed in Arredondo (1991). “Visual cues (what’s seen) accounted for more than half of the impact on people. More than a third came from vocal signals (sounds and tones). Less than a tenth was the result of words (the verbal channel).” To recap, the relative impact of non-verbal communication accounts for 93% of the delivery of face to face communication. Email communication is a required necessary evil because the agency is spread throughout the country. As a result, effective consistent communications is being hampered and is not an established strength of the Agency in Chief Bower’s opinion.
Chief Bowers also voiced concern over inconsistent application of rules and standards of conduct. In his experience, everyone believes his or her situation is unique and therefore requires “special” consideration. The very nature of bearing arms demands a

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