Watch out for Incorrect Expectations
The following are common disconnects of expectations between candidates and interviewers.
Recruiter-Hiring Manager Disconnect. The recruiter often doesn’t know what the hiring manager will do or exactly what they want. Don’t trust if the recruiter tells you it will be just behavioral; you might get a case. It has happens all the time.
Mismatched Leveling Expectations. When it is a GPM role, be prepared for the hiring manager to be more focused on how you execute than how you manage people. This can be the opposite of what the recruiter emphasized to reel you in. Ultimately, this is a red flag unless you were hoping for a ‘player-caoch’ role. If they want a player-coach but you want a manager role, it can be a stumbling block to getting a foot in the door at some companies. Make a conscious decision about what you are seeking.
Conversation into Case Interview Format. Don’t fall into the trap of staying conversational when the interview starts with behavioral but then moves to a case format. MOST of the time, a case in the middle of a conversational interview requires kicking into the case mode, which is entirely different from behavioral mode. When this happens for prompts that are specific to the company, it can be easy to forget to share a framework and properly gather your thoughts.
Company-Specific Prompt Challenges. There is something about discussing improving the interviewing company’s products that reduces your ability to take command of the interview. You can feel the need to keep checking to see if you are giving the interviewer what they want. Every interviewer is different, and it is hard to read from one to the next if they want a back-and-forth or for you to take a command approach.
Don’t be the first one they interview. If you are desperate for a job, it can be easy to justify violating this rule. When you are the first person they interview, it is like the first pancake on a Sunday morning, you typically have to throw it out. Often, the hiring manager is still trying to figure out what they want. Sometimes when you are the first candidate, you can see they change and repost the job description as they figure out what they want.
Things To ALWAYS Do
Think about the Problem Space: Before mid-tier or startup interviews, regardless of what the recruiter says, take 20 mins and map out what your hypothesis is on their biggest challenges. This will also work as a sense check on fit for the role.
Don’t get too caught up in the Conversation Remember, even if it feels conversational, don’t get fooled. Take the right amount of time to think upfront and to share your framework. This gives you more control and you are less likely to skip steps.
Pain Point Identification Many bad PMs don’t focus on the problem, they are more like project managers. This results in a blanket obsession by interviewers in looking for your ability to identify the pain points.
Problem Space
Homework for non-MAANG companies: Think about the problem space.
What is their current big challenge?
Who is their core customer?
What are their pain points?
What case questions might they ask me?
What did I find on Glassdoor?
Coaching Solutions
Think about the company’s goals, mission, vision, users, and problem space before your interviews. For companies that like to ask about their products, a simple thought exercise will have one ready to field most case questions. AND NEVER trust what the recruiter tells you about the hiring manager call. ALWAYS be ready for a case question that gets mixed with a Q&A and/or behavioral questions.
