Now having metrics is a really critical part of your interview process at Amazon.
They need to see those metrics to see the impact that you've had on your
business, which is why so many candidates ask me what to do when they don't have
metrics to go along with their examples.
So I'm going to take you through effectively four different scenarios
that I've identified from these questions and help you understand
how best to manage each of those.
Now, before I do that, if you would like some pre-written notes on this, uh, video
and indeed the entire channel, you can click on a link that's in the description
that will take you somewhere where you can go and get yourself those notes.
So you don't have to spend all of your time scribbling and
you can focus on the content.
Okay.
So I said four different scenarios that I'm going to take.
So scenario one is where the story that you're telling isn't actually
very kind of appropriate to metrics.
Sometimes it just doesn't make sense to have any metrics there.
Now that happens actually quite a lot with, um, leadership principles,
like trust and customer obsession, because they tend to be more
about people and relationships.
And quite often it's hard to land a metric in that.
Uh, metric was never really part of the story, so that that's obviously okay.
As long as you have metrics, when you're talking about other leadership principles,
not having metrics for those ones, isn't going to be the end of the world.
But where you want to probably do is when you are getting to that part of
your staff story, you've done your situation, your task, or action.
And you're now in result, what you should do is queue to your interview
or something along the lines.
Well, obviously I don't have metrics to share with you because that just
doesn't work in the context of this story, but the outcome of that situation
was et cetera, et cetera, et cetera.
They know, and you know, that kind of, there's a good reason
why there are no metrics involved and then you should be fine.
Scenario two is where the project hasn't actually delivered any metrics yet.
So I advice on this one is if you haven't actually gone all the way through the
project and got to the point of delivering it, and if you are really high up the
funnel, in terms of the stages there, the thinking and the execution, then I
would actually strongly recommend that you don't talk about that scenario because
you won't even have enough information to be able to give the interview.
Evidence on your behaviors in terms of how you went about delivering that project,
let alone what you actually delivered in the end, when it comes to metrics.
So if you're higher up the funnel with a project and you, haven't got
to the point where you have literally released it out the door, or you're
just about to release it out there.
Avoid it that said, if you are at that point in the project where you've
gone all the way through, you've done all of the work and now all
you're waiting for is the numbers.
Then that's fine.
You can take the interviewer through your example, situation, task action,
because they'll get loads of evidence in terms of how you went about doing it.
Then what you can do is explain to your interviewer that here's my suggestion.
You haven't just got the results yet.
They are coming and they'll be with you very shortly and then explain
to them what you plan to do with those results once they're through.
So even though they can't see the actual business impact that you've
had, they can see your behaviors in terms of how, and they can see
exactly how you plan to use that data.
Once you've got it through the third scenario is where perhaps you do a role.
Metrics just kind of just don't play or feature very much.
Let's say, for example, you work in legal and you provide legal
counsel to the business at large.
So in that context, in the main, you should be okay to talk through
examples that don't have metrics.
If you're talking about the actual work that you execute.
But even that said, Amazon is always going to be looking for people who
focus, not only on the work that they do, but also the way they work.
So even in a job like legal, an Amazon interviewer is going to be looking for.
What have you done to improve and become more efficient in the way you work
or in the way that colleagues work?
So you are, I suggest going to want to think of examples, holes that are around
process improvements and efficiencies and how you've changed ways of working
to make yourself more effective.
And the people who are relying on you more effective.
Now, in that context, you're all going to want to come up with some kind of metrics,
whether it's about the amount of hours that you've had to put into a particular
process, the number of different meetings that you may have had before, and
now you've reduced down to et cetera.
So even for roles where you're at.
Work, isn't aligned with the concept of metrics.
You're still going to be expected to be thinking about how you become
more efficient and therefore you're going to want to pull to the table.
Maybe it just one example, some metrics to give you interviewer a
sense of comfort that you are Amazon.
Yeah.
The full scenario is where your current company or maybe the previous company
didn't actually focus on measurement in the way Amazon focuses on measurement.
Now they're all still.
A lot of companies out there who aren't that rigorous when it
comes to measuring things and they don't have the tools in place.
Now, if that's you, I've got to be honest.
This is going to be tough for you because Amazon is so focused on
metrics and on measurement, but it isn't the end of the world.
What you can do is when you're going through your situation, your task, your
action, and don't, you're onto yours.
What you could then do is say to your interviewer that unfortunately the
company that you were working for didn't have these type of rigorous
measurement processes in place.
But if you were to be measuring this particular activity, this is the type
of thing that you would be measuring.
This is why you would be measuring it.
And this is what you would then do with that measurement.
So, although they're not getting the benefit of understanding your impact
on the business, which is why they want that measurement information in the
first place, but you will give them a level of comfort that you are at least
at a DNA level, the type of person.
Thinks about and considers measurement to be important, because
again, that's about getting them comfortable that you are Amazonian.
Now be warned on this one.
Okay.
Because if this is the route you go down, the likelihood is your interviewer
will do a followup question to you.
And ask you what you did to try and implement improved measurement processes.
If you recognize what you obviously now do that, that type of process
or lack of that process is suboptimal for the organization.
So if you all going down that route, make sure you have planned
a response to that question.
So, what you need to do now is click on this link up here to go and claim your
free customer obsession master class from my Amazon interview with academy.
If you watch that content and use it, I promise you you'll blow your
interviewer away with any answers to their questions on customer obsession.
If you don't want to do that right now, look at this video here for
more bar raiser quality tips on the Amazon interview process.