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Interview study > Google > Flashcards

Google Flashcards

1
Q

Ambiguity

A
  • VENN Investment Thesis

- Experiential Market Sizing

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2
Q

Difficult Stakeholder / Conflict

A
  • Javier Accounting Review

- Whistle hiring another Investment Bank

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3
Q

Difficult problem, took charge, found solution

A
  • Quantifying Deal Voting

- Changing Pay Structure

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4
Q

Took Risk & Failed

A
  • Content company that has large amount of performance based on pipeline
  • Content was good, but the management team was inexperienced and overly optimistic, took on the assignment
  • Ultimately couldn’t sell the content at the pricing they anticipated, so the valuation they looked to raise couldn’t be met
  • Decided not to raise equity capital, and so for us we didn’t earn any revenue, it was a failure
  • Learning: Don’t disregard intangibles and your intuition
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5
Q

Example of Empowering Direct Reports

A
  • Intern?

- ?

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6
Q

Led project, didn’t know what to do, how you handled it, growth

A
  • Purchase Agreement / Javier incapacitated
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7
Q

Favorite Google Product & Improvement

A
  • Google Maps

- Google Home Assistant

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8
Q

Why Google?

Why this role?

Why are you a perfect fit?

A
  • Innovation & Learning and Development
  • So fascinated with business strategy, excites me
  • (1) Relentless Curiosity (2) Enjoy Identifying & Communicating Industry Findings (3) Strong Relationship Builder
  • My different background may offer a different perspective
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9
Q

Mistake / Failure

A
  • Not keeping big picture in mind with intern
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10
Q

Major accomplishment

A
  • Mentoring intern

- Closing C&C without Javier, stepping up to fill gaps

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11
Q

Process Improvement

A
  • AMA Deal Voting
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12
Q

Above & Beyond / Taken Initiative Outside of Responsibility

A
  • Purchase agreement
  • Monthly research deep dive
  • Mentorship of interns
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13
Q

Led Cross-Functionally

A
  • IL Financial Data

- C&C dilligence process

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14
Q

Helped an underperforming team member

A
  • Drew & Cohort Analysis data
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15
Q

Biggest risk

A
  • AMA deal selection
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16
Q

Judgement without data

A
  • Tero choice to represent non-scalable company (evaluating intangibles & using intution)
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17
Q

Performance under pressure / tight deadlines

A
  • Purchase Agreement
18
Q

Analysis didn’t yield expected results

A
  • Whistle / Tiny Horse COVID Impact
19
Q

Creative solution

A
  • Experiential market sizing

- AMA deal selection

20
Q

How do you build trust / relationships

A
  • Active listening & empathy
  • Honesty & authenticity
  • Meeting commitments
21
Q

Example of giving feedback

A
  • Teresa & Deal Selection
22
Q

Received Feedback

A
  • Interns & Communication | Keep High Level in perspective
  • Teresa & switching between projects (flow state)
  • Teresa & Self Evaluation
23
Q

Define business strategy

A
  • A company’s distinct approach or blueprint, which involves choosing a different set of activities that deliver a unique mix of value in the marketplace
  • It should leverage and fit well with the company’s core competencies
  • Always involves tradeoffs, choosing what not to do
24
Q

Led a project

A
  • VENN Strategy refinement
  • Creation of Deal Selection Scorecard
  • Business plan development C&C
25
Q

How will you make a difference on the team?

A
  • Relentless curiosity
  • Interest in strategy and marketplace intelligence
  • Strong relationship builder
26
Q

How do you handle conflict?

A
  • Active listening
  • Empathy
  • Honesty
  • Focus on solutions
27
Q

How do you ensure diversity on a team?

A
  • Work to foster an enviroment that not only encourages people to join from different backgrounds, races, sexual orientations, and pyschographics, but one that enables everyone to have a voice
  • This is critical, and ultimately helps to build a higher performance team
28
Q

Tell me about a time someone changed your mind on a topic. How did you feel about it?

A
  • AMA & COVID

- Willing to change stance if best for team

29
Q

Tell me about a time when you had to say “no.”

A
  • Choosing not to represent Tero

- C&C Accounting

30
Q

Tell me about a time when you had to explain a complex topic to people with less subject
knowledge. How did you make sure everyone could understand you?

A
  • Explaining model

- Communicating well, checking in, asking them questions,

31
Q

Tell me about a time you had to build rapport with a coworker or client whose personality was
different than yours?

A
  • Javier was old school
  • Legacy mentality, don’t fix what’s not broken
  • Understanding them, empathizing them, learning about them
32
Q

Tell me about a time when you collaborated with others who were different than you

A
33
Q

Tell me about the best presentation you’ve given. Why was it good?

A
34
Q

Tell me about a time when you felt like a good leader.

A
35
Q

Can you give me an example of how you’ve contributed to the culture of previous teams,
companies or groups?

A
  • relentless curiosity
36
Q

Share an example of how you were able to motivate a coworker, your peers or your team.

A
  • DR paternity leave coming back
37
Q

Tell me about a time when you disagreed with your manager’s leadership style or team culture.

A
  • AMA deal selection
38
Q

Tell me about a time you wish you’d handled a situation with a coworker differently.

A
  • Interns
39
Q

Give me an example of a time you made a decision that was unpopular and explain how you
handled implementing it

A

C&C accounting

40
Q

Tell me about a time you lead a team through a difficult situation

A

VENN thesis

41
Q

Which traits differentiate a manager from a leader, and how do you rank yourself as a leader on those traits?

A
  • a leader has confidence in their people
  • a leader creates an enviroment that promotes creative thinking and innovation
  • a leader challenges their reports, rather than tell them what to do
  • a leader debates, rather than decides independently
  • a leader provides autonomy
42
Q

How would you ensure your team is diverse and inclusive?

A
  • understand diversity issues (time, areas, etc.)
  • change hiring practices
  • encourage inclusivity (company mission, events)
  • institute anonymous employee feedback

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