Want a job at Google? The VP shares 6 things you should always say during interviews

I’ve learned a lot about what to look for in a job candidate during my three decades at the helm of large businesses—and, more specifically, during my nearly 15 years at Google, where I’m currently vice president of global partnerships.

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When it comes to hiring the right people, Google sets high standards and demands for knowledge related to roles, leadership expectations and diverse perspectives. I also apply the foundation of my value system that came from my father, called the four C’s: Concentration, Culture, Courage and Character.

Of course, they’re often not easy to spot — or, for the candidate, to show. So here are six important things I always listen for during job interviews:

Depending on the position you are applying for, you should have some relevant experience. But expertise can be gained in a variety of ways, not purely academically.

Perhaps someone without a master’s degree has gained a wealth of experience through interesting personal projects or hobbies, such as a side job they started outside of work.

For example, if you’re interviewing for an entry-level marketing position, it’s best not to have 10 marketing internships under your belt. Maybe you organized a community service event in your hometown. Tell me about the creative strategies you’ve used to get people to pay attention, care, and participate.

This shows a natural curiosity, which is a valuable asset in almost any workplace. But go beyond questions that you can easily find answers to on your own (e.g. through a Google search).

Instead, focus on connecting a fact to an open-ended question to elicit a personal perspective on a strategic topic. Consider doing this in core areas such as strategy, product and industry positioning, nurturing high-performing teams, and inclusive leadership.

For example, “Your team is already performing well in [X]but what about getting someone to do it [Y]which I believe can help improve [Z]?”

Two other questions I wish more candidates would ask during job interviews:

1. What does your team need that isn’t being done now?
2. How can I contribute in ways that go beyond the responsibilities in the job listing?

I admire and respect people who adopt an “us” mindset because people don’t achieve great things on their own.

I want to learn about your accomplishments, but it’s always a bonus when a candidate acknowledges the help and guidance they’ve received along the way, no matter how small or large.

If you only talk about the successes you claim to have achieved alone, it tells me that you are not a team player and that you don’t team up with others or share credit. I want to hire people who enhance, not undermine, team spirit.

Messing up and having the courage to talk about it is a quality I always look up to – in a good way.

We all make mistakes. Tell me about a project that didn’t go according to plan. What was your thought process? How did things turn out? What did you learn? What would you do differently if it happened again?

Problems will arise no matter how smart and capable you are at your job, and I want to understand how you will react when they do.

How you tell the story is just as important. Don’t be late or go off on a tangent (something people tend to do when they talk about their failures). Plan a story and make sure the details are short and easy to follow.

The rapid acceleration of technology has created a work culture where business transformation is the norm. Make sure you research the company and determine what unique perspectives you can offer.

For example, I look for candidates who are eager to be of service to our clients so that when an industry evolves, such as news and media, we have the right talent to come up with creative strategies to meet the needs of our partners.

It’s also about thinking fast, leading with innovation and readily accepting new ideas that come from everyone, everywhere.

Finally, collaboration is key. Building a team is more than just hiring. It’s about how skills and strengths complement each other. I’ve embraced the idea of ​​multi-employees as it helps us avoid tokenism and ensures that no one person is “the one” for something in the workplace.

Quantify the quantifiable benefits you bring. Self-awareness is great. Team members, especially leaders, can communicate their feelings, whether positive or negative, to others. And if you’re self-aware, you’re more likely to spread encouragement and positive energy.

Bonita C. Stewart is vice president of global partnerships at Google. Named by Crain’s in 2014 as a A woman to watch in tech, Bonita also pioneered the concept of Howard West, a computer science immersion program for historically black colleges and universities. She is also the co-author of “Blessings: Women of Color Unite to Lead, Empower, and Thrive.”

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