Most PM interviews end with “what questions do you have for us?”
But, 90% of the candidates fail to make an impression here. Their questions demonstrate lack of curiosity, and they ask too few.
Having interviewed over 100 PMs over the last few months, here’s how some ROCK this part of the interview.
First, shifted frame. In the interview, you are in the process of grasping for that offer. That’s why you run out of questions. But, what if you have a few offers? Then you’ll be looking to see which is best. Switch to the evaluative from the seeking frame.
Second, preparation. Before the interview, list out all the factors you want to learn more about the role. Ask these specific questions. When you run out, these 9 generic one’s work well too:
1. “How many dedicated engineers, designers, and analysts would this PM lead?”
A PM who is influencing other engineering teams has an uphill battle vs one leading a large engineering team. A PM with just engineers has a more uphill battle than one with designers and analysts.
2. “What product rituals does the team practice?”
Different product teams have different planning, review, and sprint cycles. Some practice regularly discovery. Others leave that for other teams. Some review results together. Other’s don’t.
3. “Would you describe the culture as product-led?”
Many orgs are engineering led (even if they say they are product led). Others are exec led. Some are design-led (like most gaming companies).
4. “How is PM retention here compared to previous places you worked?”
Retention is one of the best all-in indicators. If PMs often leave, you can expect some negative conditions. Perhaps they ask too much of PMs, or don’t empower them.
5. “What are the biggest challenges someone in this role will face?”
Each role is different. Some face challenges in getting permission to work on other’s surfaces. Others’ roadmaps are filled by foundational support for other teams.
6. “What are the toughest things about being a PM here?”
PMs can face a myriad of different challenges, from influencing to getting resources to graduating experiments.
7. “What do you like least about the culture here?”
Some move super fast, and PM’s roadmaps experience a lot of thrash. Even more move slowly, and PM’s struggle to ship many consequential features.
8. “Are you design, engineering, analytics, PM constrained - or something else?”
Every team is constrained somewhere, even at FAANG. Figure out what the constraint is.
9. “How is the process of working with legal and compliance?”
In highly regulated industries, bad legal teams gum up each & every feature. Others just slow them down.
Remember the ‘5 Whys’ technique. If the interviewer gives a concise response, follow up with more questions. This shows you care about the answer & are good at getting to the “real” why as a PM.
Finally, use all the time and more. This shows you care and have options. It also demonstrates a curious, evaluative personality - great signs for a PM.
But, 90% of the candidates fail to make an impression here. Their questions demonstrate lack of curiosity, and they ask too few.
Having interviewed over 100 PMs over the last few months, here’s how some ROCK this part of the interview.
First, shifted frame. In the interview, you are in the process of grasping for that offer. That’s why you run out of questions. But, what if you have a few offers? Then you’ll be looking to see which is best. Switch to the evaluative from the seeking frame.
Second, preparation. Before the interview, list out all the factors you want to learn more about the role. Ask these specific questions. When you run out, these 9 generic one’s work well too:
1. “How many dedicated engineers, designers, and analysts would this PM lead?”
A PM who is influencing other engineering teams has an uphill battle vs one leading a large engineering team. A PM with just engineers has a more uphill battle than one with designers and analysts.
2. “What product rituals does the team practice?”
Different product teams have different planning, review, and sprint cycles. Some practice regularly discovery. Others leave that for other teams. Some review results together. Other’s don’t.
3. “Would you describe the culture as product-led?”
Many orgs are engineering led (even if they say they are product led). Others are exec led. Some are design-led (like most gaming companies).
4. “How is PM retention here compared to previous places you worked?”
Retention is one of the best all-in indicators. If PMs often leave, you can expect some negative conditions. Perhaps they ask too much of PMs, or don’t empower them.
5. “What are the biggest challenges someone in this role will face?”
Each role is different. Some face challenges in getting permission to work on other’s surfaces. Others’ roadmaps are filled by foundational support for other teams.
6. “What are the toughest things about being a PM here?”
PMs can face a myriad of different challenges, from influencing to getting resources to graduating experiments.
7. “What do you like least about the culture here?”
Some move super fast, and PM’s roadmaps experience a lot of thrash. Even more move slowly, and PM’s struggle to ship many consequential features.
8. “Are you design, engineering, analytics, PM constrained - or something else?”
Every team is constrained somewhere, even at FAANG. Figure out what the constraint is.
9. “How is the process of working with legal and compliance?”
In highly regulated industries, bad legal teams gum up each & every feature. Others just slow them down.
Remember the ‘5 Whys’ technique. If the interviewer gives a concise response, follow up with more questions. This shows you care about the answer & are good at getting to the “real” why as a PM.
Finally, use all the time and more. This shows you care and have options. It also demonstrates a curious, evaluative personality - great signs for a PM.
For more such product interview tips, check out the newsletter: news.aakashg.com
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