My favorite interview questions from 100+ guests

Welcome to a very special episode of the podcast. Ever since I started this podcast, one of people's favorite segments continues to be the lighting round, and in particular, a question I ask guests around their favorite interview question that they like to ask candidates and what they look for in a good answer. What we've done is we've picked my favorite interview questions that guests have shared.

欢迎来到这期非常特别的播客节目。自从我开始这个播客以来，人们最喜欢的片段之一始终是灯光环节，特别是我问嘉宾的问题，他们最喜欢问应聘者的面试问题以及他们在一个好答案中寻找的特质。我们选择了嘉宾们分享的我最喜欢的面试问题。

Out of over a hundred guests on the podcast, we've got 17 of my favorite interview questions all combined in this one episode. You can use this episode anytime you are preparing to interview candidates, if you want to improve your existing interview questions, or if you're about to get interviewed and you want to prepare for the kinds of questions that you might get in the interview process.

在播客上有上百位嘉宾，我们精选了17个我最喜欢的面试问题融合在这一集中。你可以随时使用这一集来准备面试候选人，如果你想改进现有的面试问题，或者如果你即将接受面试，想要为可能在面试过程中被问到的问题做准备。

Before we dive in, let me tell you about a product called Sennberg, the All-in-One Communications API platform designed for both web and mobile apps. In a world saturated with multi-channel communication, product teams are discovering the effectiveness of in-app communication. With Sennberg, businesses can elevate their in-app experience with decluttered and branded communication featuring AI-powered chatbots, one-way messages, chat, video calls, and live stream capabilities, all tailored for commerce, marketing, and top tier support.

在我们开始之前，让我先跟你介绍一下一个名为Sennberg的产品，这是一个专为网页和移动应用设计的全能通信API平台。在一个充斥着多渠道通信的世界中，产品团队们正发现应用内通信的有效性。通过Sennberg，企业可以提升其应用内体验，使用AI驱动的聊天机器人、单向消息、聊天、视频通话和直播功能等品牌化的通信，专门为商务、市场营销和高级支持量身定制。

Before we're thinking companies such as Hinge, Patreon, Yahoo, Accolade, and more, use Sennberg to build in-app communication experiences that drive engagement, conversion, and retention. In-app communication has the highest conversion, highest engagement, and highest satisfaction of any communication channel. And when it comes to investing in this channel, trust Sennberg to take your in-app communication experience to the next level. Start today with Sennberg's free plan, and as a listener of Lenny's podcast, you'll get an additional two months of unlimited usage and access to all premium features, including creating your very own generative AI chatbot. Visit sendbird.com slash Lenny to begin your free journey, that's sendbird.com slash Lenny.

在我们考虑如Hinge、Patreon、Yahoo、Accolade等公司使用Sennberg构建应用内通信体验以推动参与度、转化率和留存率之前。 应用内通信是所有通信渠道中转化率最高、参与度最高、满意度最高的。 说到投资这一渠道，相信Sennberg能带领您的应用内通信体验迈向新的水平。 从今天开始使用Sennberg的免费计划，并作为Lenny播客的听众，您将获得额外两个月的无限使用时间和访问所有高级功能的特权，包括创建您自己的生成式AI聊天机器人。 访问sendbird.com/Lenny开始您的免费之旅，即sendbird.com/Lenny。

This episode is brought to you by Epo. Epo is a next-generation A-B testing and feature management platform built by alums of Airbnb and Snowflake for modern growth teams. These like Twitch, Muro, ClickUp, and DraftKings rely on Epo to power their experiments. Experimentation is increasingly essential for driving growth and for understanding the performance of new features. And Epo helps you increase experimentation velocity while unlocking rigorous deep analysis in a way that no other commercial tool does.

这一集节目由Epo赞助。Epo是由Airbnb和Snowflake的校友构建的下一代A-B测试和功能管理平台，专为现代增长团队设计。像Twitch、Muro、ClickUp和DraftKings这样的公司依靠Epo来驱动他们的实验。实验越来越重要，可以促进增长并了解新功能的表现。Epo可以帮助您提高实验速度，同时以其他商业工具无法做到的方式解锁严格的深度分析。

When I was at Airbnb, one of the things that I left most was our experimentation platform, where I could set up experiments easily, troubleshoot issues, and analyze performance all on my own. Epo does all that and more with advanced statistical methods that can help you shave weeks off experiment time and accessible UI for diving deeper into performance and out of the box reporting that helps you avoid annoying, prolonged, and analytic cycles. Epo also makes it easy for you to share experiment insight through your team, sparking new ideas for the A-B testing flywheel. Epo powers experimentation across every use case, including product, growth, machine learning, monetization, and email marketing. Check out Epo at getepo.com slash Lenny and 10x your experiment velocity. Let's get EPPO.com slash Lenny.

在Airbnb工作时，我最喜欢的事情之一是我们的实验平台，我可以轻松设置实验，解决问题，并独自分析性能。Epo不仅可以做到这些，还具有先进的统计方法，可以帮助您节省数周的实验时间，可访问的用户界面可深入分析性能，并提供开箱即用的报告，帮助您避免令人讨厌、持续时间长且分析循环。Epo还可以让您轻松与团队分享实验见解，激发A-B测试的新想法。Epo支持各种用例的实验，包括产品、增长、机器学习、货币化和电子邮件营销。访问getepo.com/Lenny，提高您的实验速度。让我们去EPPO.com/Lenny。

First up, we've got Eka Demeliano. Eka was head of product at Retool. She was also a PM at Stripe. Currently, she's actually starting her own company. And so here's Eka sharing her favorite interview question. To what do you attribute your success and you can't say luck? Because I think humble people will always say luck in some way. I always wanted to like, how self-aware are you basically? And I think and how curious are you? And I think people have really sort of gone back and reflected on why are they where they are today really, really says a lot about how they think about the world.

首先，我们有Eka Demeliano。Eka曾是Retool的产品负责人，在Stripe担任产品经理。目前，她实际上正在创办自己的公司。因此，这里是Eka分享她最喜欢的面试问题。你认为你的成功归因于什么，不能说是运气？因为我认为谦逊的人总是会在某种程度上说运气。我总是想知道，你有多自觉？你有多好奇？我认为人们真的已经回顾过并反思了为什么他们今天处于这个位置，这实际上非常反映了他们对世界的看法。

Next up, we've got Jeff Charles, head of product at RAMP. And also just happens to be one of the most popular episodes of the podcast. I asked, what's the hardest thing you've ever done? And I asked that because working at RAMP is hard. I want to understand like what hard meets for them. I want to understand why it was hard. I want to understand how they overcame that difficulty, how they worked with other people to overcome that difficulty and how much agency they had in overcoming that. So it's a really, it's a really good sign around what is difficulty to them and how much work they put into overcoming that.

接下来，我们有RAMP的产品负责人Jeff Charles。他也恰巧是播客中最受欢迎的一集。我问他，你做过的最困难的事是什么？我问这个问题是因为在RAMP工作是很难的。我想了解对他们来说什么是困难。我想了解为什么那么困难。我想了解他们是如何克服困难的，他们是如何与其他人合作克服困难的，以及他们在克服困难中有多少主动性。所以这是一个很好的迹象，表明对他们来说什么是困难，以及他们为克服困难付出了多少努力。

Next up, we've got Shashir Marotra CEO and co-founder of CODA. And then enough, we posted this exact clip to TikTok and Instagram Reels and it blew up. It's one of the most popular clips we've ever put on our channels. By the way, did you know I have a TikTok and an Instagram channel? Just look up Lenny's podcast on TikTok or Instagram. Anyway, with that, here's Shashir Marotra sharing his favorite interview question. It's a very simple question and it's a coded, I can question test. And the question is, a group of scientists have invented a teleportation device. They've hired you, Lenny, to be their sort of business counterpart, bring this to market, product counter, what is the question actually worth a while for any of you? Let's say, you could be a product manager for this thing, bring it to market, what do you do? That's the whole question. Usually people will start asking a bunch of questions and say, well, tell me more about this device. Like, what does it do? How does it work? Is it big? Is it small? Is it fast? Does it disintegrate things or not? Does it need a receiver and a sender? Does it save? Like, all these different questions come out. And at some point, I'll just let those questions come

接下来，我们有 CODA 公司的首席执行官兼联合创始人 Shashir Marotra。然后，我们将这个准确的剪辑发布到了 TikTok 和 Instagram Reels 上，它爆火了。这是我们在社交媒体上发布的最受欢迎的剪辑之一。顺便说一下，你知道我有一个 TikTok 和一个 Instagram 频道吗？只需在 TikTok 或 Instagram 上搜索“Lenny's podcast”就可以找到。总之，接下来是 Shashir Marotra 分享他最喜欢的面试问题。这是一个非常简单的问题，也是一个带有编码测试的问题。问题是：一群科学家发明了一个传送装置。他们雇用了你，Lenny，作为他们的商业伙伴，将这个产品推向市场。这个问题实际上值得思考。假设你可以成为这个产品的产品经理，将其推向市场，你会怎么做？这就是整个问题。通常人们会开始提出一堆问题，比如：“告诉我更多关于这个装置。它是做什么的？它如何工作？它大吗？它小吗？它快吗？它是分解东西的吗？它是否需要接收器和发送器？它是否安全？ 等等。所有这些不同的问题都会涌现出来。在某个时候，我会让这些问题继续。

out. And at some point, I'll say, okay, nice job, Diner, do all the questions. Turns out, the scientists, they kind of hate talking to people. And they're kind of annoyed by all your questions. And so they decided that they will answer only two of your questions. And after that, they expect a plan. What two questions do you ask? And interestingly, all of a sudden, like the sharp product managers engineer, so like basically every role, they very quickly find what are the two one or two eigen questions on this topic. And I don't write answer, but I'll tell you, like one of my favorite ones, is their product manager said, okay, if I had to ask two questions, the two questions that I'd ask, one is, is it safe enough for humans or not? And I was a, like a very like, crisp way to get to like just safety, how reliable is it? They didn't ask how reliable it is. I'm going to be in the middle of this. Like, just tell them, is it safe enough for humans or not? And the second one is, is it more expensive cat-pack tro.

然后在某个时候，我会说，好，干得好，别纳，回答所有问题。事实证明，科学家们有点讨厌和人打交道。他们对你所有的问题有点恼火。因此，他们决定只回答您的两个问题。之后，他们期望一个计划。你会问什么两个问题呢？有趣的是，突然间，就像敏锐的产品经理工程师一样，基本上每个角色都能很快找到这个主题上的一个或两个重要问题。我不会写答案，但我会告诉你，我最喜欢的问题之一是，他们的产品经理说，好，如果我必须问两个问题，我要问的两个问题是，首先是这对人类是否安全？这是一个非常简练的方式，只是关于安全性，它有多可靠？他们没有问它有多可靠。我会去问这个。就告诉他们，这对人类是否足够安全？第二个问题是，它比cat-pack tro te更昂贵吗？

pics? Is it more expensive to buy them or to run them? And then he took those two questions and he said, like, death of those two questions, I can perform these quadrants. You could say, oh, it's safe enough for humans and it's cheaper to, they're very cheap to buy, but expensive to run. Then you probably run them like human vaccine machines. Like you put them everywhere you can and you say, hey, look, it's expensive to use, but like you all have the ability to teleport anywhere you want. And this is how we're going to run it. If the other hand, they're very expensive to buy, but cheap to run, you probably have to place them very strategically, in which case, what you probably do is replace airports. Because like airports are pretty strategically placed in places where people are trying to try to get around places. If it's not safe enough for humans, then you've got to hold different class of use cases where you go value what goods are transported in very costly ways. And you know, people come up with like, you know, do you do the most expensive things? Do you do the like, you know, is is teleporting, you know, people's replacement hearts? Is that like a, like a really demanding thing?

这些图片？是买它们更贵还是运行它们更贵？然后他提出了这两个问题，他说，像这两个问题的死亡，我可以执行这些象限。你可以说，哦，对人类来说是足够安全的，而且买起来很便宜，但是运行起来很昂贵。那么你可能会像使用人类疫苗机器一样运行它们。就像你把它们放在你能放的任何地方，然后说，嘿，看，使用起来很昂贵，但是你们都有能力随意传送到任何地方。这就是我们将如何运行它的方式。另一方面，如果购买起来非常昂贵，但运行起来很便宜，那么你可能需要非常有策略地放置它们，这种情况下，你可能会取代机场。因为机场通常位于人们试图周围移动的地方。如果对人类来说不够安全，那么你就得考虑完全不同的用例，你会考虑物品以非常昂贵的方式运输的价值。人们可能会想出像，你是做最昂贵的事？你是做像传送人们的替换心脏这样的需求很高的事吗？

So, but these two questions kind of kind of get to the heart of it. The question's totally made up like, no teleportation device exists. You know, at least not yet. And I find that people's ability to learn the method is significantly higher if it's low stakes. That question, by the way, if you ask a kid that question, the, you know, you tell a teleportation device, you know, you get asked two questions. Almost every kid will like quickly get to two pretty good Ein questions. Like kids are incredibly good at simplifying these things down. It's actually a skill we like remove from ourselves. Like I'll see all your candidates tell me things like, I guess I would ask them what size it is. And like, why would you ask them what size? What, what, what decision is that going to allow you to make to know what size it is? And you know, sometimes they can explain it, but sometimes not. And don't get higher. Yeah.

所以，但这两个问题有点揭示了问题的核心。这个问题完全是虚构的，就像没有传送装置一样。你知道，至少目前还没有。我发现人们学习这种方法的能力明显更高，如果风险很低的话。顺便说一句，如果你问一个孩子这个问题，你告诉他们有一个传送装置，你问他们两个问题。几乎每个孩子都会很快得出两个相当不错的问题。孩子们非常擅长简化这些事情。实际上，这是一种我们从自己身上去除的技能。就像我看到所有的候选人告诉我，我想我会问他们它的尺寸是多少。为什么要问它的尺寸呢？知道它的尺寸将让你做出什么决定？有时候他们能解释清楚，但有时候不行。不要让评分变高。

But actually the thing I'd say about it is there are Ein questions kind of everywhere. I mean, is that you can, you can take any product out there. I'll do it with my kids a lot. And they'll say, you know, I was just writing with, with my younger daughter. And she said, you know, how come there's three gas stations like in the same corner? Why, why, why do people do that? Sick. Yeah. That's a really, that's a really insightful observation. What's the question? How do you place a gas station? You can almost take anything and say, what is the question that really drives, drives this answer?

但实际上，我想说的是，无论哪里都存在一些“恩”问题。我的意思是，你可以拿出任何产品来。我经常和我的孩子们一起这样做。他们会问，你知道吗，为什么同一个街角有三个加油站呢？为什么人们会这样做呢？嗯，这真的是一个非常有洞察力的观察。问题在哪里呢？怎样选择加油站的位置？几乎任何事物都可以这样问，是什么问题真正推动了这个答案？

This next interview question comes from Yuki Yamashita, chief product officer at Figma, also a former head of design at Uber. And describe to me a time when you're part of like controversial product assistant, right? And you know, what they do and all those things. And I think it's, it's really revealing because, you know, if they can kind of like set up this conflict and understand like why this problem is really important and represent both sides and a, and such that you can understand why and I conflict with it. It's just in the first place and they can do it. And there's kind of like even keeled way where you, you realize that they can take on these different perspectives. Like you start to learn a lot about that person, I think. Or sometimes I just ask them for basic things like, okay, talk about kind of like a big problem that you worked on. And the thought experiment for me is always like coming out of that, do I feel compelled to work on that problem? Right? No matter how boring it sounds on the surface, like I think a really great product manager kind of like cast something as like, this is why it's so existential close and there's slides so interesting and like really rally that trip. So that's kind of one big thing of like storytelling communication because at the end of the day, like so much of our job is around that.

这个下一个面试问题来自Figma的首席产品官山下雪（Yuki Yamashita），他曾是Uber的设计负责人。描述一下你曾经参与过一个有争议的产品助理，你知道他们在做什么以及所有那些事情。我认为这非常具有启发性，因为如果他们能够设置这种冲突并理解为什么这个问题是如此重要，并能代表双方立场，以至于你能理解为什么会有冲突。他们能以一种平衡的方式做到这一点，让你意识到他们可以接纳不同的观点，这样你就开始了解那个人很多了。有时候我会要求他们谈谈一些基本的事情，比如说，谈谈你曾经解决过的一个大问题。我总是想知道的一个思想实验是，从那个问题中走出来，我是否觉得有义务去解决那个问题？无论这个问题表面听起来多么枯燥，我认为一个真正好的产品经理可以把事情说得像：这就是为什么这个问题如此紧要和有趣，并真正动员起大家的热情。这是一个讲故事和沟通的重要方面，因为归根结底，我们工作的很大一部分都是关于这个。

Next you'll hear from Katie Dil head of design at Stripe, Kari Sarnan CEO of linear and Camille Hearst product leader at Spotify, former product leader at Patreon who all share the same favorite interview question. Tell me what work you're most proud of. And the reason I ask that is because, well, it helps me understand their taste and their judgment, what motivates them, what work they view as good and is a good outcome. It also helps me understand a little bit about what they like to do and where they're kind of like gravity pulls them. I think usually I like to ask like, what is the kind of most proud of and why on their professional life or otherwise, like what they're most proud of and why. But I think it's kind of like, gives you a little bit indication like what the person values and like how they think about things. And I also like, I think it's always nice that people can share something like they think they do it really well and we can spend time on it versus just like asking something like more like negative things. I like to ask people to tell me about something they're really proud of that they accomplished and take me through the process and talk to them about why they're proud of it. I define you can learn so much about a person's motivations, about their work ethic, about what they care about, like what good looks like to them. And I think those are all really important things to understand about a person if you're going to work closely with them.

接下来，您将听到来自Stripe设计主管Katie Dil、线性公司CEO Kari Sarnan以及Spotify产品负责人Camille Hearst的发言，前者曾是Patreon的产品负责人，他们都分享了同一个最喜欢的面试问题：告诉我你最自豪的工作是什么。我之所以会问这个问题，是因为它帮助我了解他们的品味和判断力，以及他们的动力是什么，他们认为哪些工作是优秀的、是一个好的结果。这也帮助我了解一些关于他们喜欢做什么以及他们的重心是什么的情况。我通常喜欢问，职业生涯中或者其他方面，他们最自豪的是什么以及为什么。我觉得这有点指示性，可以让我了解一个人看重什么，以及他们如何思考事物。我也觉得，让人们分享他们认为自己做得很好的事情总是很好的，这样我们可以花时间去探讨，而不只是去问一些消极的问题。我喜欢请人分享他们真正为之自豪的成就，并带领我经历整个过程，谈论为什么他们为此感到自豪。我认为，您可以从中了解很多关于一个人动机、工作态度、以及他们关心的事情，以及对于他们来说什么是好的。我认为这些都是非常重要的，如果您将要与一个人密切合作的话，了解这些关于一个人的事情是很重要的。

Next is Jay Z, head of product at Webflow, former Airbnb colleague, sharing her favorite interview question. I do like to do behavioral questions is really understanding like when they've been in challenging situations, when they've been in ambiguous situations, like how do they navigate ambiguity is a big one for me. Because at the end of the day, like the PM job is really ambiguous. Like, it's really hard to describe on a piece of paper all the things that you're going to counter. And so, the answers are people who put structure and a way forward through the ambiguity. Like that's what you look for. Like you want your PM to not just be like, oh no, we're swimming in ambiguity, but like actually put a path forward. I think also looking for people who are like seeking help, seeking those inputs is supposed to be like, this is the way this is very clear. Because again, the chances of whatever path you chart out for any product or anything that you're doing is like the right path from the first time that you do it, so rare. And so I want to see someone be able to like get those inputs, be able to like say, like this is the path, this is how I like learn why, you know, I put this path together and then going back to a lot of the stuff I think we touched upon in this podcast is like, what are the little milestones that make you say, hey, is this working? Is this not working? And then make you either make a different decision seeing people do that really well is a big thing I look for.

接下来是Webflow产品部门负责人Jay Z，前Airbnb同事，分享她最喜欢的面试问题。我喜欢问行为性问题，真正了解他们在挑战性情况下的表现，当他们面临模糊不清的情况时，他们是如何处理模糊的，这对我来说非常重要。因为在一天结束时，产品经理的工作真的是很模糊的。很难用一张纸来描述你将会遇到的所有事情。所以，我寻找的答案是那些能够在模糊中建立结构和前进方向的人。这就是你寻找的。你希望你的产品经理不仅仅是说“哦，我们正深陷于模糊之中”，而是实际上提出一条前进之路。我认为还应该寻找那些寻求帮助的人，寻求那些输入，而不是像这是唯一正确的途径。因为再一次，对于为任何产品或任何事情规划出的任何路径，第一次就是正确的路径的机会是非常罕见的。因此，我希望看到有人能够获得这些输入，能够说：“这是这条路径，我是如何学会的，并回顾一下我们在这个播客中提到的很多内容，是哪些小里程碑让你说‘嘿，这有效果吗？这不起作用？’然后你要做出不同的决定。看到人们做得很出色是我寻找的一个重要方面。

Next up is Noah Weiss, Chief Product Officer at Slack. What unfair secrets have you learned to improve the velocity and energy level of a product team? And by say unfair, or you see for it, I usually mean like, not something that you probably read on like the media and put the link, what do you learn, how do you learn it, and how does it work and how do you apply it? You also get amazing, interesting, like bits of inspiration from asking that. This next question comes from the very sultry voice of Ben Williams, former VP of product at Snyk, and now an advisor to product lead growth startups. Fast forward three years, what's different about you then? A lot of people will default to telling you where they aspire to be in terms of role or title. But what I'm really looking for is signals of humility, of self-awareness around areas of personal and professional growth. So people who can be open about where they think they need to work on to grow themselves as people. I love that. Also just generally throughout interviews I'm looking for curiosity. So day to day, good PMs will be asking why as much as my six-year-old son does, which is a lot. So I'll try and discern that through the course of the conversation.

接下来是Slack的首席产品官Noah Weiss。您学到了什么不公平的秘密来提高产品团队的速度和能量水平？当我说不公平，或者你认为不公平时，通常意味着不是你可能在媒体上读到的东西并贴上链接，那么你学到了什么，你是如何学到的，它是如何工作的，你如何应用它？通过提问，你也可以得到令人惊奇和有趣的灵感。这个问题来自Snyk的前产品副总裁、现在是产品领导增长初创公司顾问本·威廉姆斯轻柔诱人的声音。快进三年，你的变化是什么？很多人通常会告诉你他们在角色或头衔方面的愿望。但我真正想要的是看到谦卑的信号，关于个人和职业成长领域的自我意识。所以那些能够坦诚地谈论他们认为需要努力改进来成长为更好的人的人。我喜欢这点。在整个面试过程中，我也一直在寻找好奇心。所以在日常工作中，优秀的产品经理会像我的六岁儿子一样频繁地问为什么，这是很多次。因此，我会试着通过对话过程来辨别这一点。

So not really a question, but something I'm looking for. And then maybe I want to flip it because building on something that Adam Fishman was saying is the theme of evaluating the people dimension of folks you're potentially going to work with when you're interviewing with a company. And this was a question I got asked myself recently by a candidate, which I just thought was brilliant. And that was tell me about the diversity, equity, inclusion and belonging initiatives that you've recently personally been involved with. And that it just felt like a really great way for them to be able to test alignment of their personal values with those of someone they'd be working with really closely. So I love that.

这不是一个问题，而是我正在寻找的东西。也许我想反过来说一下，因为在亚当·菲舍曼所说的基础上，评估你可能与之合作的人的维度是面试公司时的主题。最近一个候选人问了我一个问题，我觉得很聪明。他问我最近个人参与的多样性、公平、包容和归属倡议。这种方式让他们能够测试自己的价值观与与其紧密合作的人是否一致。我很喜欢这种做法。

Next up is Melton Coron Berkowitz, head of growth and a very early employee at Deal. What would your siblings say about you? It's very telling. If they have siblings, if they don't, I will say what will your parents say about you. But it's very telling what do you think other people think of you. What do you look for in their answer that gives you a sign that they're a good candidate or not? I look for sincerity and self-awareness. Your siblings are never, I mean, I love my sister, but she'll probably should talk me a lot. And being aware of that is very important. If someone's like, my siblings will say I'm very organized and that I'm the one that brings our family together, that's probably a bullshit answer. But if they're like, oh yeah, they'll say these weird things about me that shows a little bit of self-awareness and humbleness that I want to see in a person.

接下来是Melton Coron Berkowitz，Deal的增长负责人，也是一名非常早期的员工。你的兄弟姐妹会怎么说你呢？这非常有意义。如果他们有兄弟姐妹，如果没有，那么我会问你的父母会怎么说你。但其他人对你的看法也很重要。你在他们的回答中寻找什么迹象表明他们是一个好的候选人还是不是？我寻找诚实和自我意识。你的兄弟姐妹从来不会，我是说，我爱我妹妹，但她可能会说很多负面的事情。意识到这一点非常重要。如果有人说，我的兄弟姐妹会说我很有条理，我是家庭中凝聚力的人，那可能是胡扯的答案。但如果他们说，哦，他们会说这些奇怪的事情，显示出一点自我意识和谦逊，这是我想在一个人身上看到的。

Next is Paige Costello, co-head of Product Management, and also head of AI at Asana. I like to ask, tell me about a time something went wrong. What was it? What did you do about it? Yeah, yeah. And effectively the question gets that when the product failed, when something about the team didn't work, just things that go wrong because that's what happens when you're doing this work. And evaluating people's mindset and the way they talk about it and the way they relate to evaluating the situation, I think it's a great question. It really tells you a lot about how people think and how they perceive themselves when things are not working well. We are in the final stretch now.

接下来是Asana的产品管理副总裁兼人工智能负责人Paige Costello。我想问一下，能否分享一个事情出错的经历？是什么事？你是如何处理的？是啊，是啊。这个问题实际上是在询问当产品失败时，或团队中出现问题时，只要有什么事情出错的时候。评估人们的思维方式以及他们对待问题的态度，我觉得这是一个很棒的问题。这实际上能告诉你很多关于人们思考问题的方式以及在事情出现问题时他们如何看待自己的一切。我们现在已经接近尾声了。

There's only five more interview questions to go. Next up is Nikhil Singal, VP of Product at Facebook, also one of the most popular episodes of the podcast. It's something that everyone takes for granted that you think is essentially hogwash or inaccurate. Sometimes I'll ask a manager, look, you've managed hundreds of people in your career, what's conventional wisdom that you bet against, that you have found it actually inaccurate. And you can do that for what do people think about AI that's inaccurate, that everyone believes. You could do that for domains, you can do all kinds of things.

只剩下五个采访问题要完成了。接下来是Facebook产品副总裁尼克希尔·辛加尔，也是播客中最受欢迎的一集。有些东西大家都认为理所当然，但你认为其实是胡说八道或不准确的。有时我会问一个经理，看，你一生中管理过成百上千人，有什么传统智慧是你反对的，你发现实际上是不准确的。你可以针对人们对人工智能的误解来做这件事，大家都相信着。你可以在各个领域做这件事。

I'm always looking for people to break this sort of interview mindset. So everyone always prepares for interviews and then the entire conversation is predicting what you think you want me to say. And as a result, you can have high-quality people that you dismiss because they weren't genuine. There's no way to answer that question without being genuinely opinionated because it starts with what is the thing that you think I want to say here and then tell me why it's inaccurate. So when I break that wall, I'm testing as this person authentic because sometimes I'm dismissing them because they told me nothing new. But I don't want the interview process to penalize them and this was my save question. This next question comes from Ayo Omajalo, Chief Product Officer at Carbon Health, former product lead at Square and also a former founder.

我一直在寻找那些打破传统面试思维的人。大家经常为面试做准备，整个对话都是在预测你认为我会说的话。结果就是，你可能会错过很高素质的人，因为他们不够真实。没有办法回答那个问题，而不是真实地发表意见，因为它的起点是你认为我想说的是什么，然后告诉我为什么不准确。当我打破这种围墙时，我在测试这个人是否真实，因为有时候我对他们的看法可能会因为他们没有带给我新的东西而不予考虑。但我不希望面试过程给他们造成负面影响，这是我的救援问题。这个下一个问题来自Carbon Health的首席产品官Ayo Omajalo，曾在Square担任产品负责人，也是一名前创始人。

Tell me something you did that worked out but not for the reason that you thought it would work. Or tell me something you did that was a good decision that didn't work. A lot of my process is just teasing out introspection. It's just like, are you a person who is reflective about the decisions you've made and why they worked the way they did not and incorporating them to your model so you make difference as soon as next time. Next up is Scott Belsi, Chief Strategy Officer at Adobe, former Chief Product Officer of Adobe, also former founder of Behance.

告诉我你做过的一件事，它取得了成功，但原因并不是你认为会成功的那个。或者告诉我你做过的一件明智决定，但最终却没有成功。我的思考过程很大程度上是在挖掘内省。就像，你是一个反思自己所做决定的人吗？以及为什么它们最终成功或失败，将其纳入你的模型中，这样你就能在下一次行动中做出不同的选择。接下来是Adobe的首席战略官Scott Belsi，前Adobe首席产品官，也是Behance的创始人。

I like asking about something people have learned about themselves that reveal the limitation in how they work. It's a way to test introspection and when this person hits their limits or struggles, can they be open and introspective or are they going to blame and point fingers? So I do ask that. I also like the question, do you consider yourself lucky? I think it's a fascinating question because it also, some people who are super insecure about where they are and how they got there might decline. Admitting luck, those who are comfortable should admit that they were lucky. I think the truth is we're all very lucky and certainly privileged and I just think that that's always an interesting conversation.

我喜欢询问别人关于他们自我认识方面的一些事情，这些事情揭示了他们工作方式上的局限性。这是一种测试内省的方式，当这个人碰到极限或困难时，他们是否能够坦诚和自我反省，还是会责怪别人？所以我确实会问这个问题。我还喜欢问一个问题，你认为自己是幸运的吗？我觉得这是一个很有意思的问题，因为一些人对自己身处的位置和如何到达那里感到非常不安，可能会拒绝承认自己是幸运的。承认运气的人，是自己感到舒适的人应该承认自己是幸运的。我认为事实是我们都非常幸运，肯定有特权，我认为这总是一个很有趣的对话。

Our penultimate interview question comes from Lauren Isford, Head of Growth at Notion, Former Head of Growth at Daredevil. Tell me about a time that you delivered something that was impactful. I'm looking for someone to help me understand how they define impact and what it means to them. I think a good answer for growth practitioner is intrinsic motivation about having an impact on the business.

我们倒数第二个面试问题来源于Notion的Head of Growth以及前Daredevil的Head of Growth Lauren Isford。请告诉我一个你做出有影响力的成就的经历。我想了解你是如何定义影响力以及它对你意味着什么。我认为，一个成熟的增长实践者会有内在动力，关心对业务的影响。

Our final interview question is actually advice for doing reference calls, which comes after finding someone great through your interview process. And this comes from Paul Adams, Chief Product Officer at Intercom with his killer Irish accent. I had to do referral calls so I could interview someone, you want to give them the job and they've got referees and of course the referees they have are like the best people that they ever worked on and their favorite managers.

我们最后一个面试问题实际上是关于如何进行推荐电话的建议，这是在通过面试流程找到一个合适人选之后的事情。这个建议来自于Intercom的首席产品官Paul Adams，他拥有极具杀手级别的爱尔兰口音。我不得不打推荐电话，因为我想要面试某人，我希望给他们这份工作，而他们提供的证明人当然是他们曾经合作过的最优秀人才和最喜欢的经理。

So this question is, what feedback will I be giving this person in their first performance review? It's an amazing question because the person can't dodge it. There's an answer and it's incredibly enlightening.

因此，这个问题是，我在这个人的第一次绩效评估中会给予什么反馈？这是一个令人惊讶的问题，因为这个人无法回避。有一个答案，它非常启发人。

And it's a wrap. Thank you so much for listening. I hope you found this valuable. Give a comment either on the newsletter post or in the YouTube comments or even on Twitter. Let me know what you think. If there's a great response, we'll continue to do this. If not, we'll never do this again. All right. Thank you. Enjoy.

节目到此结束。非常感谢你的倾听。希望你觉得这个节目有价值。请在通讯稿上或YouTube评论区甚至Twitter上留下评论。让我知道你的想法。如果反响不错，我们会继续做这个节目。如果反响不佳，我们就不会再做了。好了。谢谢。祝你愉快。