Our Leadership Principles 領(lǐng)導力準則

引用：
https://www.aboutamazon.com/our-leadership-principles
https://www.amazon.jobs/zh/principles

• 01 Customer obsession 顧客至尚
  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.
  領(lǐng)導者從客戶入手，再反向推動工作。他們努力工作，贏得并維系客戶對他們的信任。雖然領(lǐng)導者會關(guān)注競爭對手，但是他們更關(guān)注客戶。

• 02 Ownership 主人翁精神
  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."
  領(lǐng)導者是主人翁。他們會從長遠考慮，不會為了短期業(yè)績而犧牲長期價值。他們不僅僅代表自己的團隊，而且代表整個公司行事。他們絕不會說“那不是我的工作”。

• 03 Invent and simplify 創(chuàng)新簡化
  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.
  領(lǐng)導者期望并要求自己的團隊進行創(chuàng)新和發(fā)明，并始終尋求使工作簡化的方法。他們了解外界動態(tài)，四處尋找新的創(chuàng)意，并且不局限于“非我發(fā)明”的觀念。當我們開展新事物時，我們要接受被長期誤解的可能。

• 04 Are right, a lot 決策正確
  Leaders are right a lot. They have strong business judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs.
  領(lǐng)導者在大多數(shù)情況下都能做出正確的決定。他們擁有卓越的業(yè)務判斷能力和敏銳的直覺.他們尋求多樣的視角，并挑戰(zhàn)自己的觀念。

• 05 Learn and be curious 好奇求知
  Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them.
  領(lǐng)導者從不停止學習，并不斷尋找機會以提升自己。領(lǐng)導者對各種可能性充滿好奇并付于行動加以探索。

• 06 Hire and develop the best 選賢育能
  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. We work on behalf of our people to invent mechanisms for development like Career Choice.
  領(lǐng)導者不斷提升招聘和晉升員工的標準。他們表彰杰出的人才，并樂于在組織中通過輪崗磨礪他們。領(lǐng)導者培養(yǎng)領(lǐng)導人才，他們嚴肅地對待自己育才樹人的職責。領(lǐng)導者從員工角度出發(fā)，創(chuàng)建職業(yè)發(fā)展機制。

• 07 Insist on the highest standards 最高標準
  Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and driving their teams to deliver high-quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed.
  領(lǐng)導者有著近乎嚴苛的高標準 — 這些標準在很多人看來可能高得不可理喻。領(lǐng)導者不斷提高標準，激勵自己的團隊提供優(yōu)質(zhì)產(chǎn)品、服務和流程。領(lǐng)導者會確保任何問題不會蔓延，及時徹底解決問題并確保問題不再出現(xiàn)。

• 08 Think big 遠見卓識
  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.
  局限性思考只能帶來局限性的結(jié)果。領(lǐng)導者大膽提出并闡明大局策略，由此激發(fā)良好的成果。他們從不同角度考慮問題，并廣泛尋找服務客戶的方式。

• 09 Bias for action 崇尚行動
  Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking.
  速度對業(yè)務影響至關(guān)重要。很多決策和行動都可以改變，因此不需要進行過于廣泛的推敲。我們提倡在深思熟慮前提下進行冒險。

• 10 Frugality 勤儉節(jié)約
  Accomplish more with less. Constraints breed resourcefulness, self-sufficiency and invention. There are no extra points for growing headcount, budget size, or fixed expense.
  力爭以更少的投入實現(xiàn)更大的產(chǎn)出。勤儉節(jié)約可以讓我們開動腦筋、自給自足并不斷創(chuàng)新。增加人力、預算以及固定支出并不會為你贏得額外加分。

• 11 Earn trust 贏得信任
  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. They benchmark themselves and their teams against the best.
  領(lǐng)導者專注傾聽，坦誠溝通，尊重他人。領(lǐng)導者敢于自我批評，即便這樣做會令自己尷尬或難堪。他們并不認為自己或其團隊總是對的。領(lǐng)導者會以最佳領(lǐng)導者和團隊為標準來要求自己及其團隊。

• 12 Dive deep 刨根問底
  Leaders operate at all levels, stay connected to the details, audit frequently, and are skeptical when metrics and anecdote differ. No task is beneath them.
  ?領(lǐng)導者深入各個環(huán)節(jié)，隨時掌控細節(jié)，經(jīng)常進行審核，當數(shù)據(jù)與傳聞不一致時持有懷疑態(tài)度。領(lǐng)導者不會遺漏任何工作。

• 13 Have backbone, disagree and commit 敢于諫言，服從大局
  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.
  ?領(lǐng)導者必須要能夠不卑不亢地質(zhì)疑他們無法茍同的決策，哪怕這樣做讓人心煩意亂，精疲力盡。領(lǐng)導者要信念堅定，矢志不移。他們不會為了保持一團和氣而屈就妥協(xié)。一旦做出決定，他們就會全身心地致力于實現(xiàn)目標。

• 14 Deliver results 達成業(yè)績
  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.
  領(lǐng)導者會關(guān)注其業(yè)務的關(guān)鍵決定條件，確保工作質(zhì)量并及時完成。盡管遭受挫折，領(lǐng)導者依然勇于面對挑戰(zhàn)，從不氣餒。

如何在面試中使用領(lǐng)導力準則

引用：
How to Interview at Amazon Using the Amazon Leadership Principles

1. Take them seriously 認真對待

2. Read them carefully 仔細閱讀

Some of these are not easy to understand ("Are right, a lot" is one that confuses people).
有一些原則不是很容易理解，例如 "Are right, a lot 決策正確"

3. Memorize them 記住他們（14條領(lǐng)導力準則）

為啥要記?。?br> A popular interview question: 一個典型的面試題：
"Which Amazon leadership principle do you resonate most with?" 哪一條領(lǐng)導力準則你最有共鳴？

4. Understand how interviews are evaluated 弄清楚面試者是如何被評價的

You must incorporate the principles into your responses because your responses are evaluated and you are rated based on how well you performed according to the leadership principles.
你需要將領(lǐng)導力準則融入到你的回答中，因為面試官會根據(jù)你在領(lǐng)導力準則上的表現(xiàn)來給你打分。

In other words, you don't just show you have a bias for action by stating that outright when directly asked, you show it by answering all the questions, even the ones about customer obsession or ownership, with answers that highlight your quick responses (among other things).
例如，你可能會被直接問到 “bias for action” 的問題。同時，你在回答其他問題時，例如 “customer obsession” 或者 “ownership”，也可以展現(xiàn)你的 “bias for action”。

For instance, if you get asked, "How did you solve a recent business problem?" and you talk about how you researched the problem for six months and brought in a team of consultants to do more research, this is not demonstrating a bias for action. This is showing you move slowly and think about things for a long time before you act.
例如，你被問到 “你是如何解決最近碰到的業(yè)務問題的？”如果你回答說你花了6個月的時間來研究，又找了一個咨詢團隊來幫助你。這個回答不能證明你的 “bias for action”，反倒說明你行動比較慢。同時也說明了你在 “ownership”，“dive deep” 和 deliver results” 等方面的不足。

5. Plan your answers using STAR 使用STAR方法論

These are the 4 steps of the technique:

• S - Situation 狀況 - context, background
• T - Task 任務 - what you had to do (not the team - you 不是對Team的，而是你自己的)
• A - Activity 活動 - what you did - use as much detail as possible - this should be the longest part of the answer 需要很詳細，這是描述最長的一部分
• R - Result 結(jié)果 - positive; quantifiable; what you learned; what you would do differently next time 需要是積極的，可度量的

Which questions can you answer using STAR? Ones that sound like this, "Tell me about a time when..." So the question might be, "Tell me about a time when you showed customer obsession" or "Give me an example of how you've showed customer obsession." 例如，“你什么時候/什么例子體現(xiàn)過客戶至上的準則？”

Use "I" in your answers. Don't talk about what your team did. 重點說你自己個人的事情，不要說團隊做的事情。

6. Should you use their words in the answers? 是否要使用原話？

If you get asked, "Tell me about a time you showed customer obsession" should your answer use the exact words "customer obsession"? Not necessarily.
You can say you "value customers" or "pay attention to customers" or "are customer oriented." Or if you want to use their words you can say you are "obsessed" with customers.

7. Keep your answers short and clear 回答簡潔明了

Answers should be between 1 and 2 minutes long. 2 is on the long side and may be too long unless you are giving an example that requires a lot of detail. 回答控制到1到2分鐘。

8. Prepare two stories for each principle 為每一條原則準備兩個故事

They may ask you one question about a principle and then ask if you have another example. If you've only prepared one example that shows how you're customer obsessed, you'll be in trouble.

9. Don't worry about your English too much 不用太焦慮英語

Your English doesn't have to be perfect to succeed at an Amazon interview.

如何準備 Behavior Question

引用：
How to answer behavioral interview questions at your Amazon job interview

• Look at the job description for clues about probable behavioral question topics
  多看看崗位的描述，不同的崗位會對應不同的問題。

• Use stories to answer behavioral questions
  多舉例子，多講故事

• Use the STAR technique to structure your stories
  使用STAR方法論

• Prepare for behavioral interview questions even if you're applying for a technical role
  即使是申請技術(shù)性崗位，也需要準備Behavior Question方面的面試

• Behavioral interview questions popular at Amazon
  一些比較常見的問題？

  • 1. Tell me a challenge you had where the best way forward was not clear cut. How did you decide what to do?
       如果前方最好的道理沒法通行，你是如何應對這個挑戰(zhàn)的？
  • 2. Give me an example of something you tried to accomplish but failed.
       舉個例子，你努力嘗試了，但是最后失敗了。
  • 3. Give me an example of a time when you showed initiative.
       舉個例子，說明你有主動性。
  • 4. Give me an example of a time when you motivated others.
       舉個例子，你鼓勵過他人。
  • 5. Tell me about a time when you delegated a project effectively.
       舉個例子，你高效地委派項目。
  • 6. Tell me about a time when you coached someone.
       舉個例子，你指導過他人。
  • 7. When have you used your fact finding skills to solve a problem?
       舉個例子，你通過發(fā)掘事實來解決實際問題。

A good sample answer for a common behavioral question 一個回答的實例

Give an example of a goal you reached and tell me how you achieved it.
舉個例子，你實現(xiàn)了什么目標？你又是如何實現(xiàn)的？

S - Last year at my quarterly review my boss explained to me that I needed to improve my public speaking skills, since I'm in marketing and give presentations to my colleagues and clients frequently. He said that I speak too softly and too quickly and don't explain my ideas clearly.

T/A - I didn't know how to get better at this, so I hired an executive coach. I worked with her for a month, and then joined a group of her former clients who meet once a week to give speeches in front of each other. With her help and all of their comments and support, I learned to see what my weaknesses were.

R - After working on my skills for several months, I could see that my presentations were better. At my next review, my boss agreed. Now I am continuing to meet with the group so that my skills keep improving. I want to be even better than I am now so that I give excellent presentations.