<ul><li>Let them shine first. Let the candidate share a project they are proud of to have a sense of what excites them.</li><li>Then make them uncomfortable. Ask them about experiences or times when they were somehow out of control. </li><li>Calibrate your results on how the interview went objectively, not subjectively.</li><li>Watch out for signs of coaching if a person start quoting things from articles or something from your company.</li></ul>

Bust Bureaucracy Before It Starts

Situation- What's the background of what you were working on?Task- What tasks were you given?Action- What actions did you take?Results- What results did you measure?

Applying STAR questions

Grit- ask on how determined a person in pursuing his dreams.Rigor- ask if there was a time he considered a data to make a decision.Impact- ask for what he have contributed to any organization and his inspiration.Teamwork- ask of his experiences on working with other people.Ownership- ask for a time when he experienced "injustice".Curiosity- Ask them something they have learned recently.Polish- observe on how they keep confidently calm and humble.

Questions for the Important Traits

Start with this question: What motivates you and what do you want to do next?Then ask:<ul><li>What have you started?</li><li>How would you describe yourself in your own words?</li><li>How would a colleague describe you in three adjectives?</li><li>What current trends are you seeing in your profession?</li><li>What new things have you tried recently?</li></ul>The last two questions will indicate that he is determined to learn something new.

Is your candidate an adaptable learner?

Probe: give me an example…Dig: who, what, where, when, why and how on every accomplishment or projectDifferentiate: we vs. I, good vs. great, exposure vs. expertise, participant vs. owner/leader, 20 yard line vs. 80 yard line

When asking questions on the candidate's unique contribution..

“The most powerful way to construct a job description is to clearly communicate that unyielding, consistent learning is a core part of the job.”

is about  finding people who share the high-performance work ethic and belief in the company’s mission. If they don't, then they aren't fit.

Culture Fit

<ul><li>Intellectual ability</li><li>Communication</li><li>Leadership</li><li>Effectiveness within the company culture</li><li>Knows what users want</li><li>Strategic/Analytical Thinking</li><li>Technical background</li><li>Entrepreneurial spirit</li></ul>

Criteria for Hiring the Best Product Manager

Hiring is by far the biggest concern we hear from founders. Finding the right people to work at your company is high-stakes. Poor performers can take a catastrophic toll on your success. Most seasoned CEOs say that founders should be spending as much as 50% of their time early on getting the right talent in the door.

ANNE DWANE - VILLAGE GLOBAL

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