►
Description
Some of the Product Management team getting together to discuss how to ask good questions of candidates.
A
All
right,
hello,
anyone
anyone
everyone,
obviously
I've
not
had
enough
tea.
It's
Friday
and
this
is
gonna,
be
the
first
of
hopefully
a
monthly
series
of
things
I'm.
Just
how
do
we
up
our
game
and
become
better
hiring
managers?
So
the
first
kind
of
one
I
wanted
to
go
over
and
everyone
can
pipe
in
with
two
cents:
three
cents
comments
whatever,
but
I'm
gonna
start
with
just
a
couple
example
questions
and
we'll
kind
of
kick
them
around
and
go
over.
Why?
A
So
those
are
pad
questions
and,
as
you
can
see,
I'm
not
I'm,
not
giving
him
anything
to
work
with.
So
the
and
trivia
questions
are
the
same.
If
I
ask
you
how
many
cars
does
it
take
to
fill
up
a
parking
lot
as
a
certain
size?
It
proves
that
you've
memorized
something,
and
you
can
give
me
that
information
or.
A
D
A
D
D
Maybe
you're
gonna
get
to
this,
so
one
thing
that
I've
kind
of
found
challenging
is
I
have
actually
been
very
direct
with
the
candidates
that
this
is
going
to
be
a
behavioral
interview.
We
use
the
star
method,
I,
explain
what
it
stands
for
and
then
I
tell
them
what
I'm
basically
looking
for
is
for
you
to
tell
me
a
specific
story:
I'm
not
looking
for
generalizations
and
I'm,
not
looking
for
what
would
use
and
I
will
try
to
you
know
if
I
see
you
kind
of
wandering
off
I
will
bring
you.
D
I
would
say
a
good
70
to
80
percent
of
the
candidates
that
I've
interviewed
at
this
point.
Just
don't
follow
that
at
all
and
it
like
people
seem
to
have
a
really
hard
time
getting
into
that.
Like
I'm
gonna
talk
about
one
very
specific
thing.
So
if
you're
not
going
to
talk
about
that,
we
can
put
it
off
till
later,
but
you're.
A
A
So
it
there's,
obviously
people
can
be
nervous,
and
so,
even
if
you're
not
giving
like
closed-ended
questions,
if
I'm
nervous,
I'm
gonna
answer,
you
really
short,
because
I
just
want
to
I
want
to
be
right.
I
want
you
to
like
me:
I
want
you
to
hire
me.
However,
with
open-ended
questions,
the
person's
doing
it,
they
may
also
still
be
nervous.
You
may
need
to
help
nudge
them
on
and
kind
of.
A
Do
your
point
if
you
start
with
an
icebreaker,
it
may
may
help
that,
but
we
can
also
go
over
some
ideas
on
how
to
extract
them
a
little
bit
more
viciously,
but
for
their
benefit
right.
You
know
so
I'm
gonna
go
down
and
we
won't
answer
these
because
we
don't
want
to
waste
time
with
the
answers,
but
I'm
gonna
kind
of
do
a
couple,
better
questions
and
then
we
can
dig
in.
Why
is
that
a
better
question?
A
What
was
the
situation?
What
happened
as
a
result,
and
what
did
you
learn
so
I'm,
like
I'm
nudging,
you
towards
star
in
the
way
that
that
questions
formatted
so
and
then
I,
don't
know
if
anyone
wants
to
start
with
this,
if
I
answered
this
poorly
and
I
said
well,
you
know
one
time:
I
wasn't
able
to
deliver
a
release
on
time,
so
we
just
had
to
push
it
to
the
next
iteration
and
you
know
like
the
customers
were
upset.
But
you
know
the
team
did
better
after
that.
A
B
Mean
I
would
think
that
you'd
want
to
ask
a
follow-up
question
related
to
know
I'm
thankful.
You
share
that
with
me
that
you
had
that
experience
with
the
release,
but
tell
me
tell
me
about
it
where
it
was
actually
a
project.
You
were
working
on
yourself.
You
know
maybe
something
related
to
deliverable.
You
had
like
a
presentation
to
put
together,
or
maybe
it
was
a
personal
programming
project
or
something
that
you're
directly
responsible
for.
A
D
Oh
well,
I'll
actually
give
you
one
of
the
questions
that
I
ask
usually
pretty
early
on
a
lot
of
times.
This
is
for
it's
mostly
been
for
engineering
managers,
so
at
get
lab,
obviously
we're
all
remote
and
that's
a
unique
challenge
for
man.
So,
like
my
second
or
third
question
is
typically
after
I've
established
that
they
were
worked
or
what
their
baseline
is.
Promote.
D
Teamwork
tell
me
about
a
specific
challenge:
you've
had
working
with
or
managing
remote
teams
and
how
you
addressed
it
when
I
get
a
lot
of
in
that
that
question
a
lot
of
others
as
people
might
start
out
with
saying
like.
Oh
you
know,
when
you're
working
remote
like
communication
is
really
key
and
it
can
be,
you
know,
that's
the
biggest
challenge
and
then
so
they
they're,
like
I,
think
they're
drawing
on
their
past
experiences,
but
there's
sort
of
summing
it
up,
and
you
know
my
follow
up
is
usually
okay.
That's
great.
D
Could
you
give
me
like
pick
one
pick,
a
specific
example
or
a
specific
time,
and
still
sometimes
people
seem
to
struggle
with
it's
almost
like
the
basic
concept
of
I
am
trying
to
tell
you
about
a
like
a
like
a
memory
that
I
have
another
aggregate
of
my
experience
and
I
think.
What's
actually
is
some
people
get
there
eventually
the
bigger
challenges
in
a
short
interview
and
you,
if
you're,
trying
to
cover
a
lot
of
ground
having
them
sort
of
in
this
step?
A
There
there
isn't
a
good
answer,
I
think
like
doing
that
follow-up
of
hey.
You
know,
I'm,
really
interested
in
one
specific
instance.
You
know
what
was
the
most
recent
one
so
sometimes
kind
of
like
a
writing
prompt.
Have
you
ever
seen
like
the
writing,
prompt,
Twitter
bot?
No
okay!
So
there's
a
writing
prompt
Twitter
part,
but
that
just
randomly
like
every
day,
spouts
out
a
weird
writing
prompt.
E
And
I
I
would
like
to
add
that,
just
from
my
own
experience
interviewing
at
gitlab
I
had
one
interviewer
who
phrased
a
question
to
where
I
thought
he
was
asking
for
a
hypothetical
and
I
started
down
the
road
of
like
you
know
how
I
would
deal
with
that,
once
I
got
to
kind
of
a
breath,
worried
or
I
just
kind
of
like
stopped
a
little
bit,
but
I
wasn't
quite
done
with
everything
that
I
was
saying.
He
he
kind
of
interjected
not
in
a
rude
way,
but
just
kind
of
oh
sorry,
I
phrased
that
wrong.
E
A
I
think
that's
something
I
know.
I
need
to
work
on
is
like
how
to
to
find
that,
where
they're
taking
the
gap
to
say
what
one
second
I
think
I
phrase
that
poorly
and
just
catch
them
quicker.
Because
to
your
point,
a
lot
of
people
will
give
a
long-winded
answer
and
I
know
that
you
had
said
that
you
sometimes
in
the
beginning,
say:
hey
we'd,
prefer
star
format,
responses
and
here's
what
it
is.
Sometimes,
if
somebody
gives
me
a
very
long-winded
first
answer,
what
I
might
tell
them
is
hey.
A
Let's
try
and
make
sure,
and
then
this
way
they
almost
know
that
they've
got
a
shortened
into
five
minutes
or
four
minutes
or
whatever
for
their
answer,
which
helps
a
little
bit.
Sometimes,
adding
that
time
pressure
I,
don't
like
doing
it,
but
there's
some
people
who,
after
the
first
answer
you're
like
now
I,
got
to
put
the
pressure
on
them.
Unfortunately,
or
they
will
just
wonder.
C
Virgins
you're
fighting
the
natural
aversion
of
people
who
are
nervous
to
talk
more
and
you're
fighting
the
natural
aversion
and
I,
don't
know
where
this
comes
from,
if
it's
taught
or
not,
to
provide
as
little
information
as
possible
and
answer
the
question
incredibly
quickly,
and
those
are
two
things
that
you
find
a
lot
when
you
interview
people.
Is
there
either
of
them
intelligent
to
tell
you
as
little
as
possible
because
they
don't
want
to
give
away
the
bad
parts
of
their
I?
A
Like
give
me
your
answer
within
this
context,
and
you
know,
and
sometimes
I
specifically
say
like
hey
I
am
gonna.
Ask
you
a
negative
question
and
what
I
want
you
to
do
is
because
every
negative
experience
has
a
positive
outcome.
Like
tell
me
what
you
learned
and
how
you
made
sure
that
didn't
happen
again
at
your
company
or
didn't
happen
again
in
your
team,
so
that
gives
them
the
chance
to
put
the
silver
lining
on
it
and
I
think.
Sometimes
they
feel
a
little
bit
better
about
telling
a
negative
story.
A
C
That's
always,
then
the
positive
you
can
say:
can
you
tell
me
a
time?
Will
you
solve
the
problem
like
and
give
them
the
example,
and
then
that
has
them
exposing
their
virtue
and
not
trying
to
focus
on
I
mean
you're,
getting
the
same
information
it's
just.
They
feel
like
instead
of
telling
you
something
they
did
wrong
and
then
how
they
fixed,
because
fixing
implies
a
problem
in
the
first
place.
C
B
I
agree
with
that.
I'd
say
that
the
kind
of
the
question
in
a
cold
read
a
little
bit
ago.
You
know
really
that
question
is
trying
to
address
what
you're
saying
you
know
like
we're,
really
trying
to
get
a
sense
as
to
what's
your
cognitive
thought
process
on
what
you
would
do
in
this
situation.
Right
and
really,
you
would
and
I'll
share
from
my
personal
experience
a
lot
of
what
I'm.
Looking
for
in
a
question
like
that,
isn't
are
you
the
perfect
person
and
never
have
problems,
or
are
you
the
perfect
person?
B
You
never
have
like
time
issues,
which
is
what
that
questions
was
talking
about.
But
are
you
self-aware
to
realize
that
you
know
everybody
has
that
and
what
are
you
learning
the
time
that
happens
to
you,
because
if
you're,
not
if
you're
kind
of
coming
that
question
like
well,
I've,
never
had
a
problem
where
I'd
missed
a
deadline,
because
I
have
been
a
star
employee.
My
entire
career,
like
that,
that's
obviously
a
red
flag
of
a
different
kind
at
that
point,
and
so
I
have.
B
A
And
I
think
kind
of
to
one
point
is
like
how
do
I
know
what
I'm
trying
to
learn
about
this
person
and
right
now
for
some
of
the
job
postings,
and
this
is
unfortunately
not
across
all
of
the
job
postings.
There's
a
project
and
the
project
will
say
like
the
objective.
For
you
know,
the
group
interview
is
for
the
people
who
are
going
to
be
reporting
to
that
person
to
assess
them
as
a
manager.
So
it's
like
okay.
A
A
You
know
making
sure
that
there's
money
for
going
to
conferences
and
learning
things
and
trainings,
because
those
are
things
that
are
important
to
me
now
when
I
went
to
go
start
doing,
front-end
engineering
managers
I
looked,
and
there
was
nothing
in
the
project
that
kind
of
gave
me
a
hint
of
what
I
was
looking
for.
So
my
assumption,
based
on
interviewing
UX
people
and
stuff,
is
well.
The
first
thing
is
probably:
how
do
they
prefer
to
interact
with
or
how
have
they
interacted
in
the
past
with
product?
A
What
do
they
expect
from
product
for
us
to
provide
them?
What
do
they
expect
to
provide
the
product?
Does
this
at
all
in
line
with
the
way
that
we
work
so
that's
kind
of
where
I
start
and
then
I
actually
went
in
and
I
asked
some
of
the
front-end
managers
across
the
company,
like
hey,
I'm,
doing
this
interview?
This
is
the
only
objective.
I
can
figure
out,
there's
no
more
documented
ones.
What
else
am
I
trying
to
assess
and
they're
like?
A
Well,
if
they're
gonna
be
within
your
stage,
you
should
see
if
they
align
with
knowing
a
bit
about
your
stage.
That's
not
a
requirement,
but
it's
a
bonus,
so
I
basically
figured
out.
There
was
like
two-
maybe
three
objectives
after
talking
to
people
and
I
documented
that
for
myself,
because
they
don't
seem
to
have
a
project
to
document
that,
like
we
do
in
UX,
does
which
is
kind
of
confusing,
because
I
thought
that
was
a
standard.
A
But
I
think
maybe
that's
something:
I
should
bring
up
with
you
know
front-end
and
back-end
engineering
so
that
that
becomes
more
standard
but
yeah.
That's
usually
my
tactic
for
figuring
out
what
I'm
gonna
ask
in
an
interview
and
I
try
not
to
have
more
than
five
questions,
because
there's
no
way
I'm
getting
past
five
questions
and
then
also
having
time
for
someone
else
to
ask
me
stuff.
B
B
You
know
what
the
roles
gonna
take,
but
I
think
it
really
depends
on
the
examples
Nicole
gave
right.
So
if
you're
interviewing
who's
gonna
be
a
peer
endeavour
in
another
group,
I
think
it's
good
to
understand
how
you're
gonna
interact
with
them
and
talk
about
scenarios
that
you've
run
into.
If
they're
gonna
be
up
here
within
your
team.
It's
can
they
I'll,
be
part
of
that
team
and
help
everybody
move
forward.
But
if
you're
gonna
going
somebody's
gonna
be
your
manager,
then
I
think
you
have
a
different
perspective
on
that.
A
B
It's
also
funny
she
says
that
because
I
would
say,
I
usually
ask
it
the
other
way,
because
I'm
asking
them
how
they're
gonna
manage
the
team,
but
yeah
asking
questions
like
you
know,
tell
me
a
little
bit
about
your
management
style
and
and
what
your,
what
previous
teams
would
say
about
that
management
style.
If
we
were
to
ask
them
about
it,
because
now
they're
not
gonna,
be
like
yes,
you
know
they.
They
actually
have
to
give
you
a
little
bit
of
detail
that
you
can
build
off
of.
A
I
think
actually
might
get
a
really
good
point
earlier
of,
like
the
intro
question,
so
I
guess
part
of
good
question
asking
gets
into
how
do
you
start
and
then
how
do
you
ask
and
then
how
do
you
end
and
I
think
tier
point
asking
like
a
warm-up
question
or
to
mentioning
something
that
you
saw
on
their
resume
or
sometimes
after
you've
read
their
resume
like
sometimes
I'll
just
ask?
Is
there
anything
on
your?
You
know
in
your
history
that
you'd
wanted
to
share,
but
you
didn't
have
room
for
in
your
resume
cuz.
A
B
That
you
actually
highlight
something
that
I
think
is
interesting.
It
it's
not
really
directly
relevant
to
the
to
the
question
of
good
questions,
but
for
the
top
of
you
questions,
but
you
you
hit
on
something
that
I'm
seeing
more
and
more
of
and
I
wasn't
sure
it
was
definitely
a
pattern,
but
on
average,
are
you
seeing
more
resumes
when
they
come
to
you
being
one
page
or
trying
to
condense
down
because
I'll
be
honest,
I
fail
at
that
I
think
my
resin
is
like
five
pages
long,
a
little
cv.
B
C
C
That's
just
I,
don't
want
to
say
industry
I
mean
that's
in
the
last
industry.
I
was,
and
that
was
very
standard.
If
you
got
a
17
page
resume,
you
basically
just
bend
it
because
you
know
if
they
can't
give
you
a
concise
resume.
It
speaks
to
a
lot
of
other
problems.
You're
gonna
have
in
the
future
I
I.
B
A
B
A
B
The
being
somebody
who
used
to
do
graphic
design,
work
and
help
people
is
amazed.
I
can
say
that
that
was
a.
It
was
a
nice
fancy
trick
when
people
were
OCR
on
resumes
and
trying
to
find
you
know
hit
words,
you
know
thing
keywords
to
to
be
like:
oh,
this
person
should
be
interviewed,
but
I
think
today
it's
losing
something
because
that's
happening
less
and
less
it's.
We
we're
not
leveraging
that
here
at
get
loud,
and
we
didn't
loaded
you
at
my
last
two
jobs,
but
I
can
tell
you
the
health
care
company.
B
We
did
a
lot,
so
I
get
why
people
do
it,
but
I
the
river
is
going
with
the
conversation
other
than
saying
I
can't
guess.
I
can't
be
specific,
because
I
can't
get
my
resume
down.
One
page
was
that
how
do
all
of
you
then
handle
that
situation
to
be
able
to
ask
the
follow-up
questions
because
mark
you
kind
of
hit
on
it
right?
You
know
it's
very
condensed
and
very
specific,
but
they
may
not
be
hitting
something.
That's
important
that
you
want
to
ask
about.
So
how
do
you?
How
do
you
determine
that?
C
C
It
gives
them
the
opportunity
so
then
pick
out
whatever
they
want
from
that
resume,
or
that's
not
on
the
resume
and
sort
of
expound
on
that
and
I.
Think
that's
that's
one
of
those
questions.
I'd
like
to
end
with
was
you
know,
it's
nichole
kind
of
does
a
different
way.
You
know
what
something
that
wasn't
in
your
resume
that
we
didn't
talk
about.
You
wanted
to
talk
about
because
essentially
I
think
you
just
need
to
get
them
to
feel
like
they
have
that
opportunity
to
speak.
B
I
mean
so
I
to
kind
of
touch
on
on
that.
First
again,
I
I
completely
agree
with
that.
I
think
interviewing
is
to
use
our
handbook
term
a
to
a
door
right,
but
it
is
it's
a
two-way
street.
You
need
to
be
able
to
have
that
back
and
forth
and
I
guess
the
last
thought
I
would
leave
you
all
with
it
because
before
to
have
to
drop
off,
but
you
know
the:
when
do
you
allow
that
time
and
how
do
you
make
sure
that
both
sides
get
a
fair
pass?
B
I'll
say
personally
I
used
to
do
at
the
beginning
and
then
I
found.
If
we
talk
about
the
issues
we've
had
where
people
are
over
verbose
and
answering
desk,
overly
verbose
questions
and
then
I
find
myself
with
not
enough
time
to
go
through
this,
like
the
star
type
stuff,
I
person
been
trying
to
make
sure
we're
done.
Ten
minutes
left
in
the
time
to
give
them
time
to
ask
questions,
but
I'd
be
curious.
If
you
all
shared
similar
approaches
or
if
there
different
and
probably
good
for
everybody,
I've.
A
Been
tending
to
leave
it
to
the
end
and
all
actually
sacrifice
questions.
So
if
I
have
a
goal
of
asking
five
questions,
you
know
an
intro
warm-up
question
that
I've
today
and
then
like
a
closing
question
and
we
hit
like
the
ten-minute
mark
I'll.
Just
not
ask
my
last
question.
Sometimes
that
isn't
that
great,
because
you
know
it
makes
it
harder
for
me
to
assess,
because
I
literally
go
through
the
job
requirement
and
say
like
yes
or
no
for
each
one
of
the
required
things
for
the
job.
But
you
know
when
they
ask
me
questions.
A
C
The
other
way
to
get
people
to
expound,
mourners
and
silence
is
golden.
People
are
uncomfortable
with
silence
and
if
you
don't
say
anything,
they
will
tend
to
keep
talking.
So
if
you
didn't
get
quite
which
you
want
to
give
it
a
five
10
second
silence
or
nod
your
head
and
smile
and
a
lot
of
times,
people
will
keep
going
and
I
mean
I.
C
E
Yeah
I
agree
with
that
and
to
that
point
one
of
my
intro
questions
that
I've
used
in
previous
companies
I
haven't
done
a
solo
interview
here
other
than
the
the
deep
dives,
but
in
previous
companies
I've
used
I've
opened
up
with
you
know,
just
asking
them
to
tell
me
a
little
bit
about
themselves.
You
know
I,
try
to
make
sure
that
it's
very
okay
I'm
not
telling
them
to
go
through
there
entire
resume
or
anything
like
that.
It's
tell
me
a
little
bit
about
yourself.
You
know
what
do
you?
What
do
you
like
doing?
E
C
Know
that
sounds
dumb,
but
before
you
hit
the
like
open,
zoom
window
smile,
yes,
when
they
you
come
in
the
line,
you're
not
stated
or
like
looking
at
mean.
That's
it's
little
things
like
that
that
make
people
kind
of
turn
on
or
off,
and
if
they
see
that
you
come
on
and
you're
distractive
sling
you're,
not
looking
at
the
camera
that
it's
very
indicative
to
them,
that
you
don't
really
have
their
full
attention
as
being.
A
A
So,
if
you
see
me
looking
over
there,
you
know,
and
if
it's
bothering
you
just
be
like
hey
Nicole
and
I'll,
look
I'll,
look
back
because
I
do
want
to
make
sure
if
it's
making
you
uncomfortable
I
can
look
back,
but
I
am
gonna
have
to
keep
taking
notes.
You
know,
and
so
I
think
a
lot
of
times
that
makes
them
feel
a
little
bit
better
because
I
say
like
hey
I
close
my
slacks
I
close
my
you
know
whatever
just
cuz,
you
know
and
you've
got
the
two
monitors
like
you
would.
C
D
D
D
You
know
the
basically
the
same
information
and
if
they
have
the
same
jobs,
did
they
talk
about
them
the
same
way,
because
I'm
really
surprised
by
the
number
of
people
that
have
clearly
tailored
that
resume
that
they
submitted
in
a
way
that
makes
it
look
like
a
very
different
person
to
what
they've
got
in
LinkedIn,
because
you
don't
know
who's
gonna,
look
at
it
and
so
I'll
usually
bring
that
up
and
just
kind
of
ask
him
like
hey.
You
know
I
noticed
you've
got
you
know
you
may
have
mentioned
this
here.
D
You've
got
some
different
stuff,
I'm,
just
I'm
kind
of
curious
about
the
difference
and
see
what
they
say
and
I
think.
The
other
thing
that
I
kind
of
like
to
do
too
at
the
beginning,
is
when
I
ask
them
to
talk
about
themselves
like
Derrick
to
your
point,
I'm
really
explicit,
I,
say
I've.
Seen
your
resume.
I've
read
your
LinkedIn
profile
like
I,
know
your
work.
History
give
me
your.
You
can
take
30
seconds
to
five
minutes
as
long
as
you
want
kind
of
give
me
your
elevator
pitch
like
why.
D
Why
do
you
like
what
you
do?
How
did
you
start
doing
this
line
of
work
and
see
where
they
go
and
it
to
me
it's
almost
kind
of
a
good
indicator
if
the
person
kind
of
ignores
that
and
then
sits
there
and
goes
bullet
by
bullet
through
their
resume
and
I.
Have
that
happen
about
20
percent
of
the
time
and
then
I'll
sometimes
I'll,
stop
them
and
say
you
know:
okay,
cool,
no
I
got
it
I
know
all
the
places.
A
And
I
mean
to
a
point,
though,
some
people
just
really
don't
do
well
on
the
spot
so
making
that
question
to
your
point
a
little
bit
pointed
like
what
I'm
looking
for
is.
Do
you
have
you
know
a
side
project,
or
you
know,
activity
or
hobby
that
you
know
you
enjoy
and
is
somewhat
related?
That's
not
on
your
resume
or
how
did
you
initially
decide
to
take
that
first
PM
job
so
making
it
a
little
more
pointed,
sometimes,
if
someone's
like
nervous
and
doesn't
do
well
that
again
kind
of
back
to
the
writing.
A
Prompt
idea
might
get
them
on
there.
But
to
your
point,
some
people
just
want
to
regurgitate
and
I
think
kind
of
circling
back
one
thing:
maybe
we
should
kick
around
what
things
we
use
is
that
how
do
you
do
gentleness,
so
I'm,
probably
gonna,
just
give
a
couple
of
my
gentle
nudge
terms
and
I
apologize
for
the
Miao
Miao
Miao
is
behind
me
cuz.
Apparently
she
thinks
it's
dinnertime.
A
But
if
I
find,
because
there's
the
two
situations,
one
somebody's
not
answering
the
question
that
I
asked
and
I
think
we
kind
of
went
into
that
earlier.
I'm
like
I,
wait
for
that.
Like
pause
of
the
breath
on
like
hey
sorry,
like
literally
I,
should
probably
leave
off
the
hey,
but
I,
don't
know
maybe
I'm
turning
Canadian
or
something
like
hey
sorry,
I
might
have
phrased
that
poorly
or
hey
sorry,
I
was
actually
really
looking
to
find
out
how
you
have
interacted
with
PM's
in
the
past
and
I.
A
Try
and
just
reiterate
the
point
that
they
started
derailing
themselves
or
circle
way
back
to
the
beginning
if
they
completely
took
in
a
wrong
direction
if,
on
the
other
hand,
I'm
finding
that
they're
giving
me
a
generic,
that's
when
I
interrupt
with
thee,
but
in
the
past
month
was
there.
You
know
a
particular
instance,
or
you
know
what
about
your
direct
reports?
A
Can
you
give
me
the
abbreviated
version,
because
I've
got
three
more
questions
which
is
kind
of
rude?
So
if
anybody
has
a
suggestion
on
how
to
do
it,
less
rude,
but
I
just
try
and
give
them
the
like.
No
I
really
want
you
to
finish,
but
maybe
could
you
give
me
the
cliff
notes
or
the
whatever
and
then
the
only
other
prompt
that
sometimes
I'll
use
is
the
if
they're
answering
a
technical
question,
because
you
have
to
ask
technical
questions
and
those
are
not
as
open-ended
is
sometimes
I'll
be
like
hey.
A
Have
you
heard
of
reddit
explain
like
I'm
five,
and
if
they
say
yes
and
like,
could
you
explain
it
like
I'm
five?
Even
if
I
know
the
technology
just
to
see
how
they
can
break
it
down,
because
then
they
can't
necessarily
use
them.
Memorized
answer
they
have
to
actually
be
like.
Well.
Are
you
familiar
with
planting
bulbs
in
the
spring
and
if
I'm
like?
Yes,
they
can
be
like
okay.
A
C
One
prompt
to
get
people
to
kind
of
jump
ahead,
like
if
you
say,
they're,
meandering
and
they're
kind
of
not
getting
where
you
want
to
go.
You
can
say
you
know
this
has
been
really
interesting.
Can
you
tell
me
how
that
how
you
solve
that
problem,
or
can
you
tell
me
the
solution
of
their
being
or
how
did
you
solve
that
in
the
end
and
it
gives
them
the
prompt
to
scales.
C
To
the
solution
course,
I'm,
like
oh
you've,
been
a
really
great
job,
explaining
what
the
problem
was.
Can
you
tell
me
how
you
solved
that
problem
and
then
it
becomes
a
more
positive
experience
and
I
think
90%
of
interviewing
somebody's
keeping
them
comfortable
or
as
comfortable
as
possible,
because
everybody's
nervous,
to
some
degree
or
shouldn't,
say
everybody,
but
most
people
are
nervous
to
some
degree
and
if
you
can
overcome
that
nervousness
and
actually
get
more
information
out
of
them.
You'll
get
better
answers,
even
if
you
get
less
of
them.
E
E
You
know,
I
want
to
make
sure
that
I'm
aware
of
your
time
and
I'm
not
taking
up
too
much
of
your
time
and
I
want
to
make
sure
that
you
have
enough
time
at
the
end,
to
ask
me
questions
as
well,
so
you
know
and
then
kind
of
phrase
it
that
way,
if
you
need
to,
if
you
feel
like
you
need
to
bring
that
up,
but
you
know
it's
a
marks
point.
Sometimes
you
don't
even
have
to
if
you,
if
there's
a
way
to
jump
in
and
say
yeah,
okay
yeah,
that
makes
sense.
E
C
C
You
expect
them
to
ask
questions
which
we
kind
of
do,
because
we
want
to
see
what
they
ask,
and
it
also
tells
them
you
value
that
their
questions
have
meaning
to
them
like
we
know
how
important
these
questions
are
for
you
to
get
out
and
I
don't
want
to
take
away
that
opportunity.
So
you
know
I
want
to
make
sure
we
leave
enough
time
at
the
end,
for
you
to
ask
all
those
questions,
I'm
sure
you
must
have
me
at
this
point.
Your
interview
process
seems
to
work
really
well.
A
So
what
I
find
to
be
the
most
valuable
part
of
a
following
question,
because
I
won't
always
need
to
ask
them
is
sometimes
they'll
answer
like
two
or
three
of
the
parts
of
the
star,
but
they
won't
really
give
me
honestly
the
valuable
bit
like
if
I'm
talking
to
a
user
experience
designer
and
I'm
asking
them.
You
know
once
you've
made
your
end
design
to
solve
a
problem.
A
What's
going
to
be
your
approach
to
get
it
broken
down
so
that
it
can
be
deployed
iteratively
and
if
they
kind
of
talk
about
you
know,
jumping
to
the
end,
like
the
you
know,
okay
well,
I've
got
the
stories
and
I
create
multiple
mocks.
It's
like
they
skip
the
beginning
of
like
well.
Did
you
talk
to
engineering
or
anything
so
sometimes
what
I'll
do
is
I'll
be
like
okay?
A
Because
that's
the
type
of
teams
that
we
have
and
that's
the
type
of
responses
I
would
hope
to
get,
or
maybe
they
could
say
well,
I
had
to
do
it
by
myself.
That
I
would
have
liked
to
have
worked
with,
but
you
know
they
may
not
have
had
that
opportunity.
But
just
at
least
saying
you
know,
I
would
have
preferred
more
interaction
with
engineering
or,
if
engineering
had
more
time
or
something
so
sometimes
follow-up
questions.
Let
me
dig
in
which
gets
into
like
me
taking
notes
and
so
honestly
to
ask
a
good
follow-up
question.
A
The
most
important
part
is
taking
good
notes,
so
you
can
say
I
think
you
know
I
heard
you
say
that
you
created
you,
know
five
or
six
intermediary
mocks
to
show
how
to
get
to
the
end
design,
but
did
you
design
them
by
yourself
or
you
know?
How
did
you
create
those
and
that
allows
me
to
say
yes,
I
listened
to
you
I
heard
that
there
was
five
of
them
and
that
you
know
whatever,
but
I
seem
to
have
missed
a
part
in
the
beginning
or
you
know.
Can
you
tell
me
about
that?
A
C
I
think
sometimes
it
actually
makes
sense
for
follow-up
questions
to
be
more
closed
under
because
if
you
need
something
specific
out
of
the
candidate
and
they've
done
a
really
good
job
describing
the
story,
but
you
missed
a
key
point.
I
think
at
that
point
you
know
I,
maybe
I
missed
in
the
conversation,
but
I'm
really
curious.
Can
you
tell
me
you
know
who
did
you
collaborate
on
for
that
piece
of
the
of
those
five
mock-ups
it
it
mimics
back
but
you're
asking
a
specific
question,
because
sometimes
you
just
want
to
get
the
answer
to
that.
C
And
then
you
wanna
go
to
the
next
question
and
you
don't
necessarily
want
them
to
start
talking
again
about
like
pick
up
from
there
like
start
all
over
again,
because
I
think
sometimes
people
are
like.
Oh
I
missed
that.
Well,
I'll
start
there
and
I'll
just
keep
going
like
I.
Don't
need
the
same
story
again
so
oftentimes
in
the
follow-ups.
That's
where
I
will
ask
more
close
any
questions.
Just
you
know
hey
just
to
clarify
when
you
were
talking
about
that.
Did
you
know
what
did
you
mean
by
that
or
something
along
those
lines?
E
Yeah
absolutely
I
agree,
and
it
also
I
think
creates
a
little
bit
of
a
dialogue
because
there's
some
back-and-forth.
It
shows
that
you
were
listening
to
them
and
that
you
know
you.
You
have
you're
interested
enough
to
ask
a
question
about
it.
All
right,
cuz
I've
been
annoyed
in
the
past
when
I've
been
interviewing
and
someone
just
you
know,
they
ask
a
question:
I
tell
them
the
story
and
then
immediately
it's
like
a
okay.
Here's,
the
next
question
right,
sometimes
that's
necessary,
but
asking
a
follow-up
question.
E
You
know.
Sometimes
it
may
be.
You
didn't
miss
anything
in
there,
but
you
just
kind
of
want
to
kind
of
get
them.
You
know
to
talk
about
maybe
a
little
bit
more
about
their
process
or
something
and
yeah
I
I
feel
like
asking
those
closed-ended
questions
to
kind
of
create
that
back-and-forth
the
dialogue
can
help
one
put
the
midis,
but
two
it
does
provide
you
more
of
you
know
their
personality
and
how
they
deal
with
that.
That
back
and
forth.
C
C
Know
something
like
wow:
that's
really
interesting
and
I
really
I
really
liked
how
you
discussed
this
and
then
say
you
know
my
next
question
that
you
can
move
on
from
there,
but
at
least
you're
giving
them
the
feedback
of
I
don't
have
anything
more.
It's
not
like
yeah
I.
Don't
really
want
to
continue
with
this
I'm.
Just
gonna
have
the
next
question
and
kind
of
like
because
you
can
kind
of
get
that
feeling
from
some
people
yep
when
you're
interviewing
to.
A
C
C
D
Yeah
I
actually
like
to
let
people
know
when
I'm
gonna
kind
of
jump
to
a
different
area.
At
this
point,
I
think
most
of
the
candidates
that
I've
interviewed
have
been
engineering
managers
and
so
I
had
kind
of
started
off
with
a
a
list
of
questions
and
then
I've
kind
of
refined
them
I've
added
to
them
and
I've
organized
them
in
such
a
way
that
they
they're
a
little
bit
more
organic
to
sort
of
move
between.
D
And
then
you
know
the
I
think
the
closed-ended
thing
too
I
like
to
make
sure
that
I've
understood
it
as
well
the
what
is
it
the
active
listening
technique
where
I'll
repeat
back
to
them,
I
think
I
heard
you
say
in
this
situation.
Could
you
like
basically
put
a
point
on
it?
Because
there
are
certain
questions,
I
agree
like
if
I'm
trying
to
figure
out,
let's
say
how
they've
managed
a
performance
issue
on
an
engineering
team
and
they
don't
sort
of
then
with
like
what
happened
to
the
person.
D
A
And
I
think
to
your
point,
sometimes
having
two
or
three
questions
for
specific,
like
I
might
have
three
areas:
I
want
to
ask
questions
on
for
a
front-end
manager,
but
I'm
gonna
have
two
or
three
questions
in
each
one
of
those
buckets.
Because
to
your
point,
the
first
question
may
say:
well.
The
second
question:
I
should
really
ask
this
one,
because
the
that's
the
best
lead
in
and
then
I
skip
the
other
two.
So
for
like
some
of
the
positions
I've
got,
you
know
two
or
three
questions
that
I'm
like
okay.
E
E
E
You
know
amount
of
them
in
certain
categories
and
that's
where
the
little
bit
of
a
different
subject,
but
but
the
panel
interviews
that
we
do
you
know
like
Nicole,
you
and
I
did
one
and
I
found
it
very
easy
to
just
kind
of
have
that
set
of
questions,
and
that
way,
wherever
you
know
that,
whatever
the
other
person
asks,
I
can
either
ask
something.
That's
similar
or
kind
of
going
off
of
what
their
answer
is.
I
can
go
on
to
the
next
point
and
there's
kind
of
a
natural
segue
between
them.
All.
A
Awesome
well,
thank
you.
Everybody
for
rubber
ducking
stuff.
I
will
go
ahead
and
listen
to
this,
and,
if
there's
nothing
that
can't
be
posted,
I'll,
stick
it
in
unfiltered
and
share
it
with
all
the
other.
Pms
and
I
will
share
out
when
the
next
one's
gonna
be
next
month,
and
we
can
vote
on
what
we
want
to
rubber
duck
around
thanks.
Oh
thanks.