Amazon interviews are legendary for their difficulty. While other tech giants focus heavily on technical skills, Amazon puts equal weight on something unique: their 16 Leadership Principles (LPs).
These aren't corporate platitudes. They're the DNA of how Amazon operates. Every single behavioral question you'll face in an Amazon interview is designed to assess how well you embody these principles.
Here's the reality: you can be technically brilliant, but if you can't demonstrate alignment with Amazon's LPs, you won't get the job. Conversely, strong LP answers can compensate for weaker technical performance in borderline cases.
This guide breaks down all 16 Leadership Principles, explains exactly what interviewers are looking for, and gives you the frameworks to craft winning answers. Whether you're interviewing for a software engineer, product manager, or operations role, this is your complete preparation resource.
In This Article
01
How Amazon Interviews Actually Work
Before diving into the principles, you need to understand Amazon's interview structure.
Amazon uses what they call the 'Bar Raiser' process. Every interview loop includes at least one Bar Raiser - an interviewer from outside the hiring team whose job is to maintain Amazon's hiring standards. They have veto power over any candidate.
A typical Amazon interview loop includes:
1. Phone Screen (45-60 minutes): Usually one technical question plus 1-2 LP questions
2. On-site Loop (4-6 hours): 4-5 interviews, each focused on 2-3 specific LPs
3. Written Exercise (for some roles): Usually a 6-page document read and discussion
Each interviewer is assigned specific Leadership Principles to assess. They'll ask behavioral questions designed to probe those principles, then write detailed feedback citing specific evidence from your answers.
The key insight: Amazon interviewers are trained to look for specific behaviors and data points. Generic answers fail. You need concrete examples with measurable outcomes.
THE 'DATA' PRINCIPLE
Amazon is obsessed with data. Every answer should include specific numbers, percentages, or measurable outcomes. 'I improved the process' fails. 'I reduced processing time by 34% and errors by 67%' wins.
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1. Customer Obsession
"Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers."
This is Amazon's #1 principle for a reason. Everything at Amazon starts with the customer. When Jeff Bezos famously left an empty chair in meetings to represent the customer, he was demonstrating this principle in action.
What interviewers are looking for:
- Evidence that you prioritize customer needs over internal convenience
- Examples of going above and beyond for customers
- Decisions where you sacrificed short-term gains for customer trust
- Understanding of who your customer is (internal or external)
Common Questions
- Tell me about a time you went above and beyond for a customer
- Describe a situation where you had to say no to a customer and why
- Give an example of when you used customer feedback to drive a change
- Tell me about a time when you had to balance customer needs against business constraints
- +Focus on specific customer interactions, not abstract customer segments
- +Show how you gathered customer insights (interviews, data, feedback)
- +Demonstrate trade-offs you made in favor of customers
- +Include the customer outcome, not just your actions
Winning Answer Framework
Situation: We were launching a new feature, and our analytics showed 40% of users were abandoning the onboarding flow.
Task: As the product lead, I needed to understand why and fix it before our major launch.
Action: Instead of relying solely on data, I personally called 15 users who abandoned. I discovered that the technical jargon in our setup wizard was confusing non-technical users. I rewrote the entire flow in plain language, added contextual help tooltips, and created a 2-minute video walkthrough. I also pushed back on the launch deadline by two weeks to ensure quality.
Result: Abandonment dropped from 40% to 12%. More importantly, our NPS for new users increased from 32 to 58. The two-week delay was worth it - we retained an additional 3,400 users in the first month alone.
- +Direct customer contact (not just looking at data)
- +Specific numbers showing customer impact
- +Willingness to delay for customer benefit
- +Long-term customer metric (NPS) not just immediate conversion
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2. Ownership
"Leaders are owners. They think long term and don't sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say 'that's not my job.'"
Ownership at Amazon means acting like the company is yours. It means caring about outcomes beyond your immediate responsibility and making decisions that benefit Amazon long-term, even when no one is watching.
What interviewers are looking for:
- Taking responsibility for problems outside your job description
- Long-term thinking over quick wins
- Acting without being asked
- Accountability for failures, not just successes
Common Questions
- Tell me about a time you took on something outside your job description
- Describe a situation where you saw a problem and fixed it without being asked
- Give an example of when you made a decision that sacrificed short-term results for long-term benefit
- Tell me about a time you took ownership of a failure
- +Show initiative - you acted without being assigned
- +Demonstrate cross-functional thinking
- +Include long-term impact, not just immediate results
- +Own failures honestly - no blame-shifting
Winning Answer Framework
Situation: During a code review, I noticed that our payment processing system had a potential race condition. It wasn't causing visible issues yet, but under high load, it could result in double-charges to customers.
Task: This wasn't my code or my team's responsibility. The payment team was focused on a major deadline. But I couldn't ignore a problem that could hurt customers.
Action: I documented the issue with a proof-of-concept demonstrating how it could fail under load. I brought it to the payment team lead with a proposed fix. When they didn't have bandwidth, I offered to implement and test the fix myself, working evenings to not impact my own deliverables. I also added monitoring to catch if this pattern existed elsewhere.
Result: We deployed the fix before Black Friday. During the peak, we processed 340% more transactions than the previous year. Post-mortem analysis showed the old code would have caused an estimated $2.3M in double-charges and significant customer trust damage.
- +Problem outside direct responsibility
- +Proactive action without being asked
- +Offered solutions, not just identified problems
- +Long-term thinking (preventing future issues)
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3. Invent and Simplify
"Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by 'not invented here.' As we do new things, we accept that we may be misunderstood for long periods of time."
This principle is about innovation that creates value. Amazon doesn't want innovation for its own sake - they want creative solutions that simplify complexity, reduce costs, or create new customer value.
What interviewers are looking for:
- Creative problem-solving that challenges conventions
- Simplification of complex processes or systems
- Willingness to adopt external ideas (no 'not invented here' syndrome)
- Comfort with being misunderstood while pursuing innovation
Common Questions
- Tell me about an innovative solution you created
- Describe a time you simplified a complex process
- Give an example of when you challenged the status quo
- Tell me about a time when your idea was initially rejected but you persisted
- +Show the 'before and after' clearly
- +Quantify the simplification (steps reduced, time saved)
- +Demonstrate you considered alternatives
- +Include how you got buy-in for the change
Winning Answer Framework
Situation: Our customer support team was spending 6+ hours daily manually categorizing support tickets. The existing system had 47 categories, many overlapping, and accuracy was only 62%.
Task: I was asked to 'improve the categorization UI' - but I realized the underlying system was the problem.
Action: Instead of polishing the UI, I proposed eliminating manual categorization entirely. I built a prototype using a simple ML model trained on 18 months of historical data. I reduced categories from 47 to 12 based on actual routing needs. The model achieved 89% accuracy - higher than human categorizers.
Result: We eliminated 6 hours of daily manual work (saving $180K annually in labor). Ticket routing time dropped from 4 hours average to 12 minutes. The simplified categories also revealed that 34% of tickets were about the same three issues, leading to product fixes that reduced overall ticket volume by 28%.
- +Challenged the original request (improve UI vs. reimagine system)
- +Specific simplification (47 to 12 categories)
- +Multiple measurable outcomes (time, accuracy, cost)
- +Downstream benefits discovered through simplification
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4. Are Right, A Lot
"Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs."
This principle is often misunderstood. It's not about being arrogant or always having the answer. It's about combining good judgment with intellectual humility - seeking out information that might prove you wrong.
What interviewers are looking for:
- Evidence of good judgment in ambiguous situations
- Actively seeking perspectives that challenge your thinking
- Changing your mind when presented with better information
- Pattern recognition and calibrated confidence
Common Questions
- Tell me about a time you made a decision with incomplete information
- Describe a situation where you changed your mind based on new data
- Give an example of when you sought out perspectives different from your own
- Tell me about a time your judgment was wrong and what you learned
- +Show your reasoning process, not just the outcome
- +Demonstrate seeking disconfirming evidence
- +Include times you were wrong and adapted
- +Show calibrated confidence - certain when you should be, uncertain when appropriate
Winning Answer Framework
Situation: We were deciding between building a feature in-house or acquiring a startup. My initial strong opinion was to build - we had the technical capability and it would cost less.
Task: As the technical decision maker, I needed to make a recommendation to leadership.
Action: Despite my initial conviction, I forced myself to build the strongest case for acquisition. I talked to three companies that had made similar acquire-vs-build decisions. I discovered that the hidden cost of building wasn't engineering time - it was opportunity cost and time-to-market. I also identified integration risks with acquisition I hadn't considered. I created a decision matrix with weighted factors and presented both cases honestly to leadership, ultimately changing my recommendation to acquire.
Result: We acquired the startup. We launched 8 months earlier than we would have by building. The 'premium' we paid for acquisition was recovered in 6 months through earlier revenue. I was wrong about my initial instinct, but right about the process - and that process led to the right outcome.
- +Started with a strong opinion (not wishy-washy)
- +Actively sought disconfirming evidence
- +Changed position based on new information
- +Process-oriented, not just outcome-oriented
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5. Learn and Be Curious
"Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them."
Amazon looks for people with genuine intellectual curiosity who are constantly growing. This isn't about taking courses to check a box - it's about authentic drive to understand how things work and get better.
What interviewers are looking for:
- Self-directed learning (not just company-sponsored)
- Curiosity applied to improve work outcomes
- Learning from failures, not just successes
- Breadth and depth of knowledge acquisition
Common Questions
- How do you stay current in your field?
- Tell me about something new you learned recently and how you applied it
- Describe a time your curiosity led to a better outcome
- Give an example of when you had to quickly learn something new
- +Show specific learning activities (books, courses, experiments)
- +Connect learning to practical application
- +Demonstrate learning from failures
- +Show curiosity extending beyond job requirements
AUTHENTICITY MATTERS
Don't fake this one. Interviewers can tell the difference between genuine curiosity and performative learning. Talk about things you're actually excited about learning. Your enthusiasm will show.
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6. Hire and Develop the Best
"Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others."
This principle is about building great teams. It's not enough to do great work yourself - Amazon wants leaders who make everyone around them better.
What interviewers are looking for:
- High hiring standards (specific examples of raising the bar)
- Investment in developing others
- Recognizing and promoting talent
- Honest performance feedback
Common Questions
- Tell me about someone you hired or promoted who exceeded expectations
- Describe how you've developed someone on your team
- Give an example of a difficult hiring decision you made
- Tell me about a time you gave someone difficult feedback
- +Show specific coaching or mentoring actions
- +Include the outcome for the person you developed
- +Demonstrate high standards in hiring (saying no when uncertain)
- +Show willingness to promote talent even if it means losing them
Winning Answer Framework
Situation: I had a junior engineer on my team who was technically competent but struggled with ambiguity and wasn't considered for complex projects.
Task: I saw potential in her that others didn't. I decided to invest in her development.
Action: I created a structured growth plan. First, I started including her in architectural discussions as an observer. Then I gave her increasingly ambiguous problems, starting small - she had to define the requirements herself. I met with her weekly to discuss her reasoning, not just her conclusions. When she made mistakes, we analyzed them together without judgment. After 6 months, I advocated for her to lead a cross-team project that others thought she wasn't ready for.
Result: She delivered that project ahead of schedule and under budget. Within 18 months, she was promoted twice and is now leading her own team. Three other engineers asked me to mentor them after seeing her growth. She recently told me that the 'learning to be comfortable with ambiguity' coaching changed her career trajectory.
- +Saw potential others missed
- +Structured development plan (not just hoping for improvement)
- +Advocated for growth opportunities
- +Paid off in measurable career advancement
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7. Insist on the Highest Standards
"Leaders have relentlessly high standards - many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high quality products, services, and processes."
This principle is about refusing to accept mediocrity. It's about having standards that might seem excessive to others and maintaining them even under pressure.
What interviewers are looking for:
- Examples of pushing back on 'good enough'
- Raising standards for yourself and others
- Quality over speed when it matters
- Specific criteria for what 'high quality' means
Common Questions
- Tell me about a time you refused to compromise on quality
- Describe how you've raised the bar for your team
- Give an example of when your high standards created conflict
- Tell me about a time you had to balance quality with deadlines
- +Be specific about what 'high standard' meant
- +Show the cost of maintaining standards (effort, conflict, time)
- +Include the benefit of not compromising
- +Demonstrate standards are consistent, not arbitrary
STRONG VS. WEAK ANSWER
Weak: 'I always insist on high quality. I review code carefully and push back when something isn't right.' Strong: 'When we were about to launch, I found that our error messages were technically accurate but confusing to users. My team thought it was fine - 'users will figure it out.' I pushed back. I rewrote 47 error messages myself over a weekend, tested them with 12 users, and delayed launch by 2 days. Support tickets related to errors dropped 62% compared to previous launches. The 2-day delay saved hundreds of hours of support time.'
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8. Think Big
"Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers."
Amazon wants leaders who can see beyond immediate constraints and envision what's possible. This is about ambitious thinking that creates new possibilities.
What interviewers are looking for:
- Vision that goes beyond incremental improvement
- Ability to inspire others with bold ideas
- Long-term thinking that creates new opportunities
- Not being constrained by 'how things are done'
Common Questions
- Tell me about a big idea you championed
- Describe a time you had to convince others of a bold vision
- Give an example of when you thought beyond the obvious solution
- Tell me about a time you identified an opportunity others missed
- +Show scale of thinking (not just optimization)
- +Include how you got others to buy in
- +Demonstrate you considered second-order effects
- +Connect big thinking to practical execution
BIG DOESN'T MEAN UNREALISTIC
Think Big isn't about fantasy. It's about ambitious but achievable vision backed by a path to get there. The best answers show big thinking AND practical execution steps.
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9. Bias for Action
"Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking."
This principle is about moving fast when appropriate. It's the antidote to analysis paralysis. Amazon believes many decisions can be made with 70% of the information you wish you had.
What interviewers are looking for:
- Moving quickly on reversible decisions
- Taking calculated risks rather than waiting for certainty
- Learning by doing, not just analyzing
- Distinguishing between one-way and two-way doors
Common Questions
- Tell me about a time you made a decision without complete information
- Describe a situation where you had to move fast
- Give an example of a calculated risk you took
- Tell me about a time you chose action over more analysis
- +Show the reasoning for moving quickly (reversibility, cost of delay)
- +Include risk mitigation strategies
- +Demonstrate you distinguished between big and small decisions
- +Show learning from the action, even if imperfect
Winning Answer Framework
Situation: We discovered a critical bug in production that was causing slow degradation of our recommendation quality. We had two options: a quick fix that would solve 80% of the problem in 2 hours, or a complete fix that would take 2 weeks.
Task: I had to decide how to respond without time for extensive analysis.
Action: I made a rapid assessment: the bug was causing customer harm now, the quick fix was reversible, and we could implement the complete fix afterward. I made the call in 15 minutes to deploy the quick fix. I also set up monitoring to catch if the remaining 20% caused issues, and started the team on the full fix in parallel.
Result: The quick fix deployed within 2 hours, immediately improving recommendations for 3 million users. The full fix deployed 10 days later. We later calculated that waiting for the full fix would have resulted in approximately $340K in lost revenue and 12,000 users seeing degraded experiences. The quick fix cost us 8 hours of engineering time to later remove - a worthwhile trade.
- +Quick decision-making process (15 minutes)
- +Clear reasoning about reversibility
- +Risk mitigation (monitoring)
- +Quantified cost of waiting
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10. Frugality
"Accomplish more with less. Constraints breed resourcefulness, self-sufficiency, and invention. There are no extra points for growing headcount, budget size, or fixed expense."
Frugality at Amazon isn't about being cheap - it's about resource efficiency. Every dollar spent should create customer value. Constraints are seen as creative catalysts, not limitations.
What interviewers are looking for:
- Achieving results with limited resources
- Creative solutions that avoid unnecessary spending
- Questioning whether resources are truly needed
- Efficiency improvements that reduce costs
Common Questions
- Tell me about a time you achieved a goal with limited resources
- Describe how you've reduced costs or improved efficiency
- Give an example of when constraints led to a better solution
- Tell me about a time you pushed back on a budget request
- +Quantify resources saved or efficiency gained
- +Show creative problem-solving within constraints
- +Demonstrate questioning of assumptions about resource needs
- +Include how frugality improved outcomes, not just saved money
FRUGALITY IN ACTION
Instead of: 'I delivered the project under budget.' Try: 'We were asked for $500K and 6 engineers to build a new analytics pipeline. I questioned the assumptions and proposed using existing infrastructure differently. We delivered in 4 months with 2 engineers and $80K, which we spent on a critical third-party tool that accelerated development. The money saved funded two other customer-facing projects that quarter.'
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11. Earn Trust
"Leaders listen attentively, speak candidly, and treat others respectfully. They are vocally self-critical, even when doing so is awkward or embarrassing. Leaders do not believe their or their team's body odor smells of perfume."
This principle is about authentic leadership. Amazon values leaders who admit mistakes, give honest feedback, and build trust through actions rather than words.
What interviewers are looking for:
- Admitting mistakes and taking responsibility
- Giving difficult feedback with respect
- Building credibility through consistency
- Listening more than talking
Common Questions
- Tell me about a time you had to earn someone's trust
- Describe a situation where you admitted a mistake
- Give an example of giving difficult feedback
- Tell me about a time you rebuilt trust after it was broken
- +Show vulnerability and authentic self-criticism
- +Demonstrate respect even in difficult conversations
- +Include specific actions that built trust over time
- +Show you value honesty over comfort
Winning Answer Framework
Situation: I made a significant error in a capacity forecast that led to under-provisioning during a major sale event. Service degradation affected thousands of customers.
Task: I needed to address the failure with my team and leadership.
Action: I didn't hide or minimize. In our post-mortem, I started by clearly stating: 'I made this mistake. Here's exactly what I got wrong and why.' I explained my flawed assumptions, showed where my analysis failed, and proposed specific process changes to prevent recurrence. I also reached out to the teams affected by my error to apologize directly and explain what I was doing to ensure it wouldn't happen again.
Result: The transparent handling actually strengthened my credibility. My manager later told me that my response demonstrated leadership. The process changes I implemented caught three similar forecasting errors in the following quarter. Two team members told me they felt more comfortable admitting their own mistakes after seeing how I handled mine.
- +No excuses or blame-shifting
- +Proactive communication to affected parties
- +Concrete changes to prevent recurrence
- +Trust built through handling failure well
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12. Dive Deep
"Leaders operate at all levels, stay connected to the details, audit frequently, and are skeptical when metrics and anecdotes differ. No task is beneath them."
This principle is about knowing your business deeply. Amazon leaders are expected to understand details, not just high-level strategy. When something feels off, they investigate personally.
What interviewers are looking for:
- Getting hands-on with details, not just delegating
- Healthy skepticism of reports and dashboards
- Investigating when data and intuition conflict
- Understanding root causes, not just symptoms
Common Questions
- Tell me about a time you discovered something by diving into details
- Describe when you were skeptical of data and investigated
- Give an example of getting hands-on with something 'beneath your level'
- Tell me about finding a root cause others had missed
- +Show specific investigative actions you took
- +Demonstrate healthy skepticism of surface-level metrics
- +Include insights discovered through deep-diving
- +Show you stay connected to operational reality
THE FIVE WHYS
Amazon uses the 'Five Whys' technique extensively. When something goes wrong, ask 'Why?' five times to get to root cause. Your answers should show this level of curiosity and persistence.
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13. Have Backbone; Disagree and Commit
"Leaders are obligated to respectfully challenge decisions when they disagree, even when doing so is uncomfortable or exhausting. Leaders have conviction and are tenacious. They do not compromise for the sake of social cohesion. Once a decision is determined, they commit wholly."
This principle is about constructive conflict and full commitment. Amazon wants people who will push back on bad decisions but then fully support whatever is decided.
What interviewers are looking for:
- Speaking up when you disagree, even with authority
- Providing substantive reasoning for disagreement
- Committing fully once decisions are made
- Not holding grudges or undermining after disagreeing
Common Questions
- Tell me about a time you disagreed with your manager
- Describe when you pushed back on a decision
- Give an example of committing to something you disagreed with
- Tell me about a time you changed someone's mind
- +Show you disagreed based on data/reasoning, not ego
- +Demonstrate respectful but firm communication
- +Include how you committed fully after the decision
- +Show outcomes - were you right? Did you support either way?
Winning Answer Framework
Situation: Our leadership decided to sunset a feature I had built, citing low usage numbers. I believed the metrics didn't tell the full story.
Task: I needed to either change their minds or commit to the decision.
Action: I requested a meeting with the decision-makers. I came prepared with data showing that while overall usage was low, the users who did use the feature had 3x higher retention and 2x higher lifetime value. I proposed a hypothesis: the feature was valuable but poorly discoverable. I asked for 4 weeks to test improved discoverability before making a final decision.
Result: Leadership agreed to the test. Discovery improvements increased feature adoption by 280%. The feature stayed. However, I want to be clear: if they had said no to the test, I would have committed fully to sunsetting it. Disagreement is about the decision process, not getting your way.
- +Data-driven disagreement
- +Proposed alternative, not just objection
- +Respected the process and authority
- +Explicit statement about commitment if overruled
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14. Deliver Results
"Leaders focus on the key inputs for their business and deliver them with the right quality and in a timely fashion. Despite setbacks, they rise to the occasion and never settle."
This is about execution. Great ideas and strategies mean nothing without delivery. Amazon wants people who get things done despite obstacles.
What interviewers are looking for:
- Track record of completing projects
- Overcoming obstacles to deliver
- Focus on outputs that matter, not activity
- Not making excuses when things are hard
Common Questions
- Tell me about your most significant accomplishment
- Describe a time you delivered despite obstacles
- Give an example of a project you're proud of
- Tell me about a time you had to deliver under pressure
- +Quantify results with specific metrics
- +Show obstacles overcome, not just smooth execution
- +Include business impact, not just completion
- +Demonstrate persistence through setbacks
RESULTS THAT MATTER
Strong results answers include: - Revenue impact: 'Increased ARR by $2.4M' - Efficiency: 'Reduced processing time by 67%, saving 200 engineering hours monthly' - Customer impact: 'Improved NPS from 32 to 61' - Scale: 'Enabled system to handle 10x traffic growth' - Speed: 'Delivered 3 weeks ahead of schedule' Weak results: - 'Successfully completed the project' - 'The team was happy with the outcome' - 'We launched on time' (without impact)
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15. Strive to be Earth's Best Employer
"Leaders work every day to create a safer, more productive, higher performing, more diverse, and more just work environment. They lead with empathy, have fun at work, and make it easy for others to have fun."
This newer principle (added in 2021) focuses on creating great workplaces. It's about caring for team wellbeing and creating environments where people thrive.
What interviewers are looking for:
- Actions that improved workplace environment
- Empathy in leadership decisions
- Building inclusive, supportive teams
- Balancing results with team wellbeing
Common Questions
- Tell me about something you did to improve your team's work environment
- Describe how you've supported a struggling team member
- Give an example of balancing deadlines with team wellbeing
- Tell me about creating an inclusive team culture
- +Show genuine care for people, not just performance
- +Include specific actions, not just intentions
- +Demonstrate empathy in decision-making
- +Show how wellbeing and results complement each other
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16. Success and Scale Bring Broad Responsibility
"We started in a garage, but we're not there anymore. We are big, we impact the world, and we are far from perfect. We must be humble and thoughtful about even the secondary effects of our actions."
This principle (also added in 2021) is about considering broader impact. As Amazon's influence has grown, so has their responsibility to think beyond immediate business outcomes.
What interviewers are looking for:
- Consideration of broader impact
- Ethical decision-making
- Awareness of second and third-order effects
- Humility about the limits of your knowledge
Common Questions
- Tell me about a time you considered the broader impact of a decision
- Describe when you had to balance business goals with external responsibility
- Give an example of thinking about second-order effects
- Tell me about a time you raised an ethical concern
- +Show consideration beyond immediate business impact
- +Demonstrate ethical reasoning
- +Include stakeholders beyond customers and company
- +Show humility about unintended consequences
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Interview Day: Tactical Tips
Knowing the principles is necessary but not sufficient. Here's how to succeed on interview day.
- 01Prepare 8-10 stories that can flex across multiple LPs. One strong story can demonstrate Customer Obsession, Ownership, and Deliver Results.
- 02Use the STAR format strictly. Amazon interviewers are trained on it. Situation, Task, Action, Result - in that order.
- 03Include metrics in EVERY story. 'Significant improvement' fails. '34% improvement' wins.
- 04Don't over-rehearse. You should sound natural, not scripted. Know your stories cold but tell them conversationally.
- 05Ask clarifying questions. It's fine to say 'Would you like me to focus on the technical challenge or the leadership challenge?'
- 06Own failures authentically. When asked about failures (and you will be), own them completely. No blame-shifting.
- 07Time your answers. 3-4 minutes per answer is ideal. Longer loses attention. Shorter lacks depth.
- 08Prepare questions for interviewers that demonstrate your understanding of Amazon's culture and the LP you're discussing.
THE BAR RAISER
One of your interviewers will be a Bar Raiser. They're looking for reasons to say no. They also tend to ask the deepest follow-up questions. If an interviewer keeps probing deeper into your stories, you might be talking to the Bar Raiser. Rise to the challenge - this is your chance to demonstrate depth.
Master the Principles, Land the Role
Amazon's Leadership Principles aren't arbitrary corporate values - they're the operating system of one of the world's most successful companies. Every interview question is a window into how you'll perform in Amazon's culture.
Here's your preparation checklist:
1. Know all 16 principles and what behaviors each one looks for
2. Prepare 8-10 detailed stories with specific metrics
3. Practice telling each story in 3-4 minutes
4. Map your stories to multiple principles
5. Prepare for deep follow-up questions
6. Practice the STAR format until it's automatic
The candidates who succeed aren't those who memorize scripted answers. They're those who genuinely understand the principles and can authentically demonstrate how their experience aligns.
Amazon interviews are challenging by design. They want people who will raise the bar. Show them you're that person - not by claiming it, but by demonstrating it through specific, data-backed examples from your experience.
You've got this. Now go prepare those stories.
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