Warren Watkins

1. I N T E R V I E W H U S T L E
S TA N D O U T B Y B E I N G B E T T E R P R E PA R E D T H A N Y O U R C O M P E T I T I O N
WA R R E N WA T K I N S

2. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
Disclaimer
The views and opinions expressed in this
presentation are solely those of the presenter, and
do not necessarily represent those of any current or
former employers; and should not be construed as
financial or investing advice.

3. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
hus·tle
transitive verb: to obtain by energetic activity
intransitive verb: to make strenuous efforts to obtain

4. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
“Interviewing is a practiced skill—part preparation
and part show business.”

5. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
C O N T E N T S
• Resumes and candidates (quickly)
• Before you arrive
• Their questions
• Your answers

6. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
R E S U M E S & C A N D I D AT E S

7. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
Q U I C K R E S U M E A D V I C E
“Your resume isn't an autobiography, it’s a
marketing tool to snag an interview—and you
only get a few seconds to do the job.”
• Add a title
• Action words and numbers
• Put your best foot forward
• Make it easy

8. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
C A N D I D AT E S
“It’s not just you, it’s who else shows up to the party.”
1.Known talent
2.Similar talent
3.Near talent
4.Distant talent
“Be known talent.”

9. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
K N O W N TA L E N T
“It’s not who you know. It’s not what you know.
It’s who knows what you know.”
• Build your network of mentors
• Leaders in the job you target
• Leaders in the department you target
• Special projects

10. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
Lenses for the rest of this presentation
Internal vs. external candidates
Big vs. small companies
Leaders vs. individual contributors
Promotions
Switching roles

11. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
B E F O R E Y O U A R R I V E

12. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
T H E H R P R E S C R E E N
• Explain the job and answer questions
• Engaging and articulate?
• Match the resume?
• Culture compatibility?
• Pay expectations?

13. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
R E S E A R C H
1.Industry
2.Company
3.Department or team
4.Hiring manager

14. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
A P P E A R A N C E
• Match the culture
• Look your best
• Smile and engage!
• Sit up and have an open posture

15. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
B R I N G
“Don’t show up empty-handed.”
• Pen and paper (nice presentation)
• Copy of resume for each interviewer
• Copy of 100-day plan for each interviewer
• Portfolio (if applicable)
• Mobile phone on vibrate or off (keep it in your pocket)

16. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
WA I T… W H AT ’ S A 1 0 0 - D AY P L A N ?
“If selected for this position, what would your first few
months in the job look like?”
• Month 1: Listen
• Month 2: Plan
• Month 3: Execute

17. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
T H E Q U E S T I O N S

18. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
Y O U S C O R E D A N I N T E R V I E W !
• Based on your resume, you are qualified
• You are already in the top 4-6 candidates
• The interview is about fit:
• With the manager
• With the team
• With what skills and experience are needed

19. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
Q U E S T I O N C AT E G O R I E S
• Your personality
• Your judgement
• Your experience
• Your skills
• Your leadership
• Oddballs, or no questions at all

20. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
Y O U R P E R S O N A L I T Y
• Communication skills
• Strengths and weaknesses
• Hobbies and technical currency

21. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
Y O U R J U D G E M E N T
• Difficult situations
• Dealing with humans
• Priorities
• Failure
• Feedback

22. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
Y O U R E X P E R I E N C E
• Industries
• Projects
• Challenges

23. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
Y O U R S K I L L S
• Definitions
• Concepts
• Thought exercises
• Whiteboard exercises
• Can you handle this?

24. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
Y O U R L E A D E R S H I P
• Leadership style and approach
• How to bring people together—engage and inspire
• How to solve performance problems

25. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
O D D B A L L Q U E S T I O N S
• “If you were a kitchen appliance…”
• “What is your favorite flavor of ice cream?”
• “Sell me this pen.”
• Illegal questions
• Keep it positive.

26. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
N O Q U E S T I O N S AT A L L
• “I see here on your resume…”
• Talk talk talk
• Try to make it a conversation
• Keep it positive

27. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
C O L L E C T Q U E S T I O N S
• Keep track of what you’ve been asked before
• Mock interviews
• Ask mentors what they ask
• Search the internet
• Search the intranet

28. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
Y O U R A N S W E R S

29. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
E V E RY A N S W E R
• Less than two minutes
• Make sure you understand the question—listen!
• Tell stories
• Watch interviewers’ body language
• (Take a breath)
• Again: smile and engage!

30. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
S TA R T E C H N I Q U E
• Storytelling format: beginning, middle, end
• “Tell me about a time when…”
1.Situation
2.Task
3.Action
4.Result

31. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
B R I N G S O M E S T O R I E S
• Stories that showcase your experience or judgement
• Pivot stories toward many possible questions
• After all, you know what you’ll be asked (mostly)
• There is nothing wrong with having some memory
joggers written in your notebook—just have it open in
front of you and don’t be too obvious about it

32. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
P R A C T I C E , P R A C T I C E , P R A C T I C E
• Mock interviews
• Talk in the car
• Work through questions in your spare time

33. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
P E R S O N A L I T Y Q U E S T I O N S
“Tell me about yourself.”
• If nothing else, you’ve got this one!
• Your elevator speech or marketing pitch. Two minutes—max.
• Not an autobiography, only share what’s relevant
• Start with most recent and important
• We already know your name
• Practice, practice, practice

34. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
P E R S O N A L I T Y Q U E S T I O N S
“Why this job?”
“What’s in your personal development plan?”
“Why do you want to work here?”
“Why are you leaving your current position?”
• Elevator speech questions
• Be thoughtful
• Be positive

35. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
P E R S O N A L I T Y Q U E S T I O N S
“What are your strengths and weaknesses?”
“How would your team members describe working with you?”
“Tell me about a time when you received constructive criticism.”
• Self-awareness
• Humility
• You can’t trick me
• Tell me a story

36. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
P E R S O N A L I T Y Q U E S T I O N S
“What programming do you do at home?”
“What do you do for fun?”
• Show a little passion
• Keep it (at least a little) relevant and professional
• Opportunity to show industry or technology knowledge

37. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
P E R S O N A L I T Y Q U E S T I O N S
“Tell me about a time you became the subject matter
expert for your team.”
• Can you take ownership?
• Can you take on a challenge?
• Can you teach others; or spread knowledge?

38. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
J U D G E M E N T Q U E S T I O N S
“How do you prioritize your work?”
“How do you handle differing or conflicting directives?”
• Did you talk to stakeholders to learn importance?
• Did you ask your manager?
• Do you push back?

39. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
J U D G E M E N T Q U E S T I O N S
Difficult customer/stakeholder/team member/situation
• Did you flex your style?
• Did you offer feedback?
• Did you show leadership?

40. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
J U D G E M E N T Q U E S T I O N S
Disagreed with manager’s decision or direction
• What do you think is right?
• Did you have a good, well-thought out, reason?

41. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
J U D G E M E N T Q U E S T I O N S
“Tell me about a time when you made a mistake.”
• Self awareness
• How would you do it differently next time?
• What did you learn from the experience?

42. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
J U D G E M E N T Q U E S T I O N S
“What research did you do prior to this interview?”
• Preparedness
• Desire
• Ownership

43. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
S K I L L S Q U E S T I O N S
“Why estimate with points instead of hours?”
“What is a non-functional requirement?”
“What’s the difference between a test strategy and a plan?”
“Explain quality assurance versus quality control.”
“What is a good user story?”
• Study up on industry and trends
• Ask your mentors what might pop up
• If you don’t know, admit it

44. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
S K I L L S Q U E S T I O N S
Thought exercises and activities
• Ask questions to understand
• Talk about your approach as you answer—share the why
• Have fun
The goal is to see how you think on your feet,
organize your thoughts, manage the room, and
think under pressure

45. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
L E A D E R S H I P Q U E S T I O N S
Everyone is a leader. Hiring managers want team
members that exhibit leadership every day.
• Have you given feedback?
• Are you tactful, understanding, and engaging?
• Can you take ownership and get work done?

46. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
L E A D E R S H I P Q U E S T I O N S
“What is your leadership style?”
• Understand differences in leader styles
• Self awareness

47. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
L E A D E R S H I P Q U E S T I O N S
“Tell me about a time when you had a team member that
didn’t meet expectations.”
• Setting expectations
• Giving feedback
• Give support for improvement

48. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
L E A D E R S H I P Q U E S T I O N S
Leading through change
• Understand the impact and value of the change
• Explain the change
• Plan the change

49. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
“ D O Y O U H AV E A N Y
Q U E S T I O N S F O R M E ? ”

50. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
Y O U R Q U E S T I O N S C O U N T T O O
• Bring 2-3 questions; but don’t overstay your welcome
• Opportunity to show your thoughtfulness
• Continue to make it a conversation
• Keep it positive

51. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
TA K E T H E S E
• What is most important to you in a candidate?
• What key skills are you looking for in a candidate?
• How do I succeed in this role?
• What challenges do you foresee for this role?
• Tell me about the culture on the team (or at the
company).

52. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
WA L K I N T O M Y T R A P
“What are your expectations for the first few months in
the role?”
(Listen, this will be some good advice)
“I’ve put some thought into it as well. Here’s a plan for
how I would onboard over the first 100 days.”

53. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
T H E B I G O N E
“Do you have any concerns about my skills or experience
for this role?”
• Be prepared for feedback
• This might be the only feedback you receive from the
interview process

54. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
Q U E S T I O N S / D I S C U S S I O N ?

55. WA R R E N WA T K I N S : I N T E R V I E W H U S T L E
Warren Watkins is the Director of Quality
Assurance for Master Data Management at Fidelity
Investments in Durham, NC. Previously, Warren was
Software Quality Assurance Manager for digital
channel auto, powersports, life, and commercial
sales at Nationwide Insurance in Columbus, OH.
Warren speaks at conferences; and writes about
QA, business analysis, agile, and career
management at warrenwatkins.com.