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Be authentic. Take time to listen to them and get to know them. Ask good questions which shows you’re engaged and support them, particularly against any external chatter.

Great empathy, lead without authority meaning that when during hard times, you should be the one taking a step further and lead with influence rather than management, and super logical and metric driven. and most importantly, a great product sense.

Question: Tell me about a time when you assisted a colleague in his work. What was the result?

Answer:

Sure. I really enjoy helping others on the team, especially when they’re stuck and not sure how to move forward.

S – Situation:
Once, someone on a neighboring team was struggling with a production issue for a few days. I noticed that he seemed frustrated and wanted help, but didn’t quite know how to ask.

T – Task:
After finishing my work early one day, I proactively messaged him on Teams and offered support. He was happy, but mentioned he wasn’t even sure how to describe the problem clearly.

A – Action:
So I sat down with him and tried to understand the issue. He told me that after one of his code changes went live, a dropdown component in our shared UI broke — its layout was completely messed up, even though his change didn’t touch that component directly.
I helped him debug the issue step by step. After ruling out rendering or layout bugs, I noticed the problem was actually due to a CSS variable conflict — the styles weren’t properly isolated, which caused unexpected overrides.
Together, we fixed the CSS scoping issue and verified the dropdown worked as expected.

R – Result:
The bug was resolved and the fix was shared with the wider team via email, to prevent similar issues in the future. My teammate was really grateful, and after that, our collaboration improved significantly.

I was working on a high stake project with very high visibility from my senior management.

Me and my manager were thinking of can we leverage the quality of the development using help from QA team. He wanted to keep the QA team separate. His point of view was that a separate team would keep clear focus for the team and they would focus on finding more customer facing bugs. I thought that we should have QA embedded in the scrum team as that would help in easier collaboration and quicker bug fixes plus this is a more efficient way. Though I understood his point of view I always believed that in QA embedded inside the scrum team. I went back had a thought to measure the merits and demerits of the proposals. I put down in a slide the merits and demerits of each. Merit from having a separate team, clear focus and better filtering of quality, demerits less collaboration with development team. I then proposed that the QA engineers attend the calls of dev teams but keep a separate QA board for their tasks. This will give clarity of what bugs they find, what test scenarios they create and finally the metrics to measure the bugs reported per development. My boss and I both agreed as it solved the problems of each proposals