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Behavior questions & answers 集锦 - 000 - 10-07-2024
In technical interviews, behavioral questions are designed to assess how you handle challenges, communicate, work in a team, and adapt to different environments. Here are some common behavioral questions and example answers, particularly tailored for senior roles like an E6/E7 engineer, TPM, or PM at companies like Meta, Amazon, LinkedIn, or similar.
### 1. **Tell me about a time when you faced a significant challenge in a project. How did you handle it?**
**Example Answer:**
"In a recent project, we were migrating a legacy system to a cloud infrastructure under tight deadlines. Midway through, we discovered significant compatibility issues between our existing systems and the new cloud environment. This created unexpected delays, and the business stakeholders were concerned about missing critical deadlines.
To resolve this, I immediately called for an emergency meeting with the architecture and dev teams to brainstorm solutions. We quickly pivoted to a phased migration plan, which involved keeping parts of the legacy system operational while migrating non-critical components first. This allowed us to continue business operations while working on the more complex aspects of the migration. I also set up daily check-ins to ensure the project stayed on track. In the end, we completed the migration with only minor delays, and the stakeholders were satisfied with the outcome."
### 2. **How do you prioritize tasks in a high-pressure situation when multiple stakeholders have competing demands?**
**Example Answer:**
"When multiple stakeholders come with competing demands, I prioritize tasks by focusing on the business impact, alignment with the company’s goals, and available resources. For instance, in a product launch project, the marketing team needed new features for the launch, while engineering identified critical performance issues that could potentially derail the release.
In this scenario, I gathered all stakeholders, reviewed the scope, and explained the trade-offs involved in delaying the feature for a more stable release. By providing data-driven insights, such as the potential cost of downtime, I was able to get consensus on delaying non-essential features and prioritizing system stability. I also proposed a post-launch sprint to tackle the lower-priority features. This approach helped us launch on time with a stable product, while addressing all stakeholder needs."
### 3. **Describe a time you had to influence or persuade someone who disagreed with your approach.**
**Example Answer:**
"In a previous role, I led a project where we needed to overhaul the backend system to improve scalability. One senior engineer on the team was very skeptical of the proposed solution, believing that it would introduce more complexity and risk without tangible benefits.
I scheduled a one-on-one meeting to understand his concerns in detail. After listening, I acknowledged the potential risks and proposed we run a proof of concept (PoC) to compare the performance of the new architecture against the old one. We worked together on the PoC, and the results showed a clear performance improvement. With data in hand, I was able to convince not only him but the rest of the team, and we moved forward with the architecture change successfully. Listening, collaborating, and using data were key to influencing him."
### 4. **Tell me about a time when you had to handle ambiguity in a project.**
**Example Answer:**
"In one project at my previous company, we were tasked with developing a new feature, but the product requirements were vague, and there was no clear guidance on how to implement it. Given the ambiguity, I took the initiative to organize a workshop with the product, design, and engineering teams.
We used this session to break down the problem, identify the key goals of the feature, and create user stories based on different potential user interactions. This iterative process helped clarify what was needed, and we developed a clear, phased approach to build the feature. Additionally, I ensured we set up regular feedback loops with the product team, so we could adjust as we moved forward. By embracing the ambiguity and involving key stakeholders early on, we were able to successfully deliver a feature that exceeded user expectations."
### 5. **Give an example of a time you had to manage a difficult team member.**
**Example Answer:**
"In a previous role, I had a team member who was extremely skilled technically but had difficulty collaborating with others. His unwillingness to share progress or participate in team discussions started to affect morale.
I scheduled a one-on-one conversation where I provided specific feedback on how his actions were impacting the team. Instead of focusing solely on the negative aspects, I also highlighted his technical strengths and how the team could benefit from his expertise if he collaborated more. I then worked with him to establish clear communication protocols and encouraged him to take ownership of certain technical aspects where he excelled. Over time, he became more engaged with the team, and the overall team dynamic improved."
### 6. **How do you handle failure? Can you give an example of a time when something didn’t go as planned?**
**Example Answer:**
"During one project, we were building an internal tool with an aggressive timeline. We underestimated the complexity of integrating with several legacy systems, which resulted in missing our first major deadline. The stakeholders were understandably frustrated.
After analyzing what went wrong, I took full ownership of the failure and organized a post-mortem with the team. We identified that the integration issues stemmed from insufficient testing and lack of clear communication between teams. As a result, I proposed a more granular testing approach and introduced a new cross-functional weekly sync to ensure better coordination. We reset expectations with stakeholders, and the tool was eventually delivered successfully. This experience taught me the importance of over-communicating when dealing with complex integrations."
### 7. **How do you ensure that your team stays motivated and productive during long projects?**
**Example Answer:**
"During long projects, it’s crucial to keep the team motivated by breaking the project down into smaller milestones, celebrating wins along the way, and maintaining transparent communication. On one particularly long project, after a few months, the team started to show signs of fatigue.
To counter this, I introduced bi-weekly progress reviews where we celebrated completed milestones, no matter how small. I also encouraged open discussions about challenges, which allowed us to address potential blockers early. Additionally, I organized informal team-building activities to maintain a positive atmosphere. By recognizing achievements regularly and fostering a culture of support, we maintained momentum and delivered the project successfully."
### 8. **Describe a time when you had to adapt to a significant change mid-project.**
**Example Answer:**
"In the middle of a critical product development cycle, our leadership decided to pivot based on new market research, and we were asked to shift focus toward a different customer segment. This required significant changes to our feature set and timeline.
I quickly organized a meeting with the product team to re-prioritize the feature backlog and assess the impact of the changes on the timeline. We communicated the updated goals to the engineering team, adjusted our sprints, and reset expectations with stakeholders. By breaking down the new requirements into smaller, manageable tasks and ensuring everyone was aligned with the new direction, we adapted efficiently and were still able to deliver a high-quality product, albeit on a slightly extended timeline."
These example answers are adaptable for various roles like E6/E7 engineers, PMs, or TPMs, but the focus should always be on clear, concise communication, showcasing leadership, problem-solving skills, and alignment with the company’s culture.