Interview Guide for

Product Owner

This comprehensive interview guide for Product Owners equips hiring teams with structured, behavior-focused questions to identify candidates who can successfully translate customer needs into valuable products. Design a consistent, fair hiring process that emphasizes past behaviors and essential competencies while providing clear evaluation criteria to help your organization select exceptional Product Owners.

How to Use This Guide

This guide serves as your roadmap to making exceptional Product Owner hiring decisions. Here's how to make the most of it:

Customize for your needs: Adapt the questions and competencies to reflect your specific product, industry, and organizational culture.
Ensure consistency: Use the same structure and questions with all candidates to enable fair, objective comparisons.
Focus on behaviors: The guide emphasizes past behavior questions that reveal how candidates have actually handled situations, not how they think they might.
Share with your team: Distribute this guide to everyone involved in the interview process to align on evaluation criteria and approach.
Use the follow-up questions: Dig deeper into candidate responses to get beyond rehearsed answers and understand the full context of their experiences.
Score independently: Have interviewers complete their scorecards individually before discussing impressions to prevent groupthink.

For more guidance on conducting effective interviews, check out our guide on how to conduct a job interview.

Job Description

Product Owner

About [Company]

[Company] is a [brief description of company] based in [Location] that provides [description of product/service] for the [Industry] industry. We're on a mission to [company mission] through innovative solutions and customer-focused product development.

The Role

As our Product Owner, you'll be the primary bridge between business stakeholders, customers, and the development team. You'll translate complex customer needs into clear, actionable requirements and make strategic prioritization decisions that deliver maximum value. This role is critical to our success as you'll be responsible for guiding products from conception to launch while balancing technical constraints with business objectives.

Key Responsibilities

Own the product backlog, ensuring it's properly prioritized to maximize value delivery
Gather and analyze user feedback to inform product decisions and prioritization
Write clear, detailed user stories with appropriate acceptance criteria
Work closely with development teams to clarify requirements and answer questions
Make strategic decisions about product features based on customer needs and business goals
Collaborate cross-functionally with design, engineering, marketing, and sales teams
Conduct user testing and validation to ensure product-market fit
Measure and report on product performance metrics
Stay informed about market trends, competitive landscape, and emerging technologies
Participate in Agile ceremonies and facilitate effective communication within the team

What We're Looking For

3+ years of experience as a Product Owner, Product Manager, or similar role
Strong understanding of Agile methodologies, particularly Scrum framework
Excellent analytical skills with the ability to translate user needs into product requirements
Exceptional communication and stakeholder management skills
Experience with product development lifecycles and best practices
Ability to prioritize effectively based on business value and technical constraints
Problem-solving mindset with a focus on delivering customer-centric solutions
Experience with requirements gathering and user story creation
Data-driven approach to decision making
Technical background or ability to quickly grasp technical concepts is a plus
Experience in [industry] is preferred but not required

Why Join [Company]

At [Company], we believe that great products are built by empowered, creative teams. Join us and you'll be part of an innovative organization that values your ideas and professional growth. We offer:

Competitive salary ranging from [Pay Range]
Comprehensive health, dental, and vision benefits
Flexible PTO policy and remote work options
Professional development budget
401(k) matching program
Collaborative, fast-paced work environment where your contributions have direct impact

Hiring Process

We've designed a streamlined interview process to help us get to know you better while respecting your time:

Initial Screening Call: A 30-minute conversation with our recruiter to discuss your background and interest in the role.
Product Management Exercise: You'll be asked to complete a practical exercise that demonstrates your product ownership skills.
Competency-Based Interview: A deeper dive into your experience with product ownership, stakeholder management, and prioritization.
Team Interview: Meet with members of our cross-functional team to discuss collaboration approaches and technical understanding.
Final Interview: A conversation with senior leadership focusing on strategic thinking and alignment with our company vision.

Ideal Candidate Profile (Internal)

Role Overview

The Product Owner serves as the primary connection between the business, customers, and the development team. They translate business objectives and customer needs into a prioritized product backlog and work closely with the development team to bring the product vision to life. Success in this role requires exceptional stakeholder management, strategic prioritization skills, and the ability to balance technical constraints with business goals to deliver products that delight customers and drive business results.

Essential Behavioral Competencies

Strategic Thinking: Ability to see the big picture, identify future trends, and develop a long-term product vision while balancing short-term needs and opportunities. Demonstrates a clear understanding of how product decisions impact business outcomes and competitive positioning.

Stakeholder Management: Skill at identifying, engaging, and managing diverse stakeholders with competing priorities. Can effectively negotiate, influence without authority, and build consensus among cross-functional teams while maintaining a focus on product vision and value delivery.

Decision Making: Ability to make timely, data-informed decisions about product direction, feature prioritization, and trade-offs. Can balance competing factors like technical constraints, user needs, business goals, and resource limitations when making product decisions.

Customer Centricity: Demonstrates deep empathy for users and their needs. Consistently advocates for the customer perspective in product decisions and can translate customer feedback into actionable product enhancements.

Communication: Excels at clearly articulating complex concepts to diverse audiences. Can effectively communicate product vision, roadmap, and requirements to stakeholders at all levels, from executives to developers.

Desired Outcomes

Lead the definition and execution of a clear product roadmap that aligns with business strategy and delivers measurable value to customers and the organization
Build and maintain a well-prioritized product backlog with clear, detailed user stories that enable efficient development and high-quality delivery
Foster strong cross-functional collaboration that results in cohesive product development and reduces misalignment between teams
Implement effective feedback loops with customers and stakeholders that inform product decisions and improve product-market fit
Drive continuous product improvement through data-driven decision making and measurable KPIs

Ideal Candidate Traits

The ideal Product Owner brings a combination of analytical thinking and people skills. They should be naturally curious, detail-oriented, and able to rapidly synthesize information from various sources. Strong candidates will demonstrate resilience when facing challenges and adaptability when requirements or priorities shift. They should be self-motivated problem solvers who can work independently while also being collaborative team players.

Critical to success is the ability to balance competing priorities and make difficult decisions that maximize value. The ideal candidate is comfortable with ambiguity and can navigate complex organizational dynamics while maintaining focus on product goals. They have excellent listening skills and can translate technical and business concepts between different audiences.

Experience with Agile methodologies, particularly Scrum, is essential, and candidates should understand how to leverage these frameworks without becoming rigid in their application. Familiarity with the [industry] domain is valuable but not as important as the ability to quickly learn and adapt to new business contexts.

Screening Interview

Directions for the Interviewer

The purpose of this screening interview is to efficiently evaluate candidates for the Product Owner role. Your goal is to identify candidates who demonstrate strong product ownership fundamentals, strategic thinking, and stakeholder management abilities. The questions are designed to quickly determine if a candidate has the core experience, competencies, and motivations needed for this role.

Best practices for conducting this interview:

Begin with a brief introduction about yourself and the company
Create a comfortable environment that encourages honest responses
Take detailed notes throughout the interview
Listen for specific examples rather than theoretical answers
Use the follow-up questions to probe deeper when responses lack detail
Pay attention to how candidates talk about collaborating with developers and stakeholders
Allow time for the candidate to ask questions at the end
Focus on behaviors and past experiences rather than hypotheticals

Directions to Share with Candidate

"Today, we'll have about 30 minutes to discuss your background and experience as it relates to the Product Owner role at [Company]. I'll ask you several questions about your experience with product ownership, prioritization, stakeholder management, and working with development teams. I'm looking for specific examples from your past experiences, so try to be as detailed as possible. There will be time at the end for you to ask any questions you might have about the role or our company."

Interview Questions

Tell me about your journey to becoming a Product Owner. What attracted you to product ownership and what key experiences have helped shape your approach?

Areas to Cover

Career progression leading to product ownership
Motivation and interest in the product role
Previous experience with Agile or Scrum methodologies
Key learnings or inflection points in their career
Their understanding of what makes a successful Product Owner

Possible Follow-up Questions

What was the biggest challenge you faced when transitioning into a Product Owner role?
How has your view of product ownership evolved over time?
What resources or mentors have helped develop your product ownership skills?

Describe a time when you had to prioritize competing features or requirements. How did you approach the prioritization, and what was the outcome?

Areas to Cover

Their prioritization framework or methodology
How they gather and incorporate data into decisions
Their approach to stakeholder management during prioritization
How they communicate prioritization decisions to stakeholders
The business impact of their prioritization decisions

Possible Follow-up Questions

What specific criteria did you use to evaluate the features?
How did you handle stakeholders who disagreed with your prioritization?
What would you do differently if faced with a similar situation today?

Walk me through how you typically create and maintain a product backlog. What is your process for ensuring the backlog remains relevant and valuable?

Areas to Cover

Their process for gathering requirements
How they write and structure user stories
Their approach to backlog refinement
How they measure the value of backlog items
Their strategy for balancing technical debt with new features

Possible Follow-up Questions

How often do you review and refine your backlog?
How do you incorporate user feedback into your backlog?
How do you handle changes in business priorities that impact your backlog?

Tell me about a time when you had to manage conflicting stakeholder requirements. How did you navigate the situation and what was the result?

Areas to Cover

Their approach to identifying stakeholder needs
How they negotiate and find compromise
Their communication style during conflicts
How they maintain focus on product goals amid competing priorities
The ultimate resolution and relationship outcomes

Possible Follow-up Questions

What techniques did you use to find common ground?
How did you ensure all stakeholders felt heard and respected?
What did you learn from this experience that you've applied since?

Describe your experience working with Agile development teams. What role do you typically play in Agile ceremonies and how do you support the team?

Areas to Cover

Their understanding of Agile ceremonies and their purpose
How they participate in planning, stand-ups, reviews, and retrospectives
Their approach to removing impediments for the team
How they balance being available to the team while not micromanaging
Their relationship with the Scrum Master (if applicable)

Possible Follow-up Questions

How do you prepare for sprint planning to ensure it's effective?
How do you handle situations where the team is struggling to meet commitments?
What do you find most challenging about working in an Agile environment?

How do you measure the success of a product or feature after launch? Give me an example of how you've used metrics to guide product decisions.

Areas to Cover

Their approach to defining success metrics
Types of metrics they typically track (e.g., usage, satisfaction, business)
How they gather and analyze data
How they use metrics to inform future product decisions
Their experience with A/B testing or other experimental approaches

Possible Follow-up Questions

What tools do you use to track and analyze product metrics?
Tell me about a time when metrics revealed something unexpected about user behavior.
How do you balance quantitative and qualitative feedback?

Interview Scorecard

Understanding of Product Ownership

0: Not Enough Information Gathered to Evaluate
1: Limited understanding of product ownership fundamentals
2: Basic understanding of product ownership concepts but lacks depth
3: Strong understanding of product ownership principles and practices
4: Exceptional understanding with nuanced insights about effective product ownership

Prioritization Skills

0: Not Enough Information Gathered to Evaluate
1: Uses subjective or unclear prioritization methods
2: Has basic prioritization approach but limited strategic thinking
3: Demonstrates effective, strategic prioritization methodology
4: Shows sophisticated prioritization skills with clear business value focus

Stakeholder Management

0: Not Enough Information Gathered to Evaluate
1: Struggles with managing diverse stakeholder needs
2: Can manage stakeholders but sometimes avoids difficult conversations
3: Effectively balances and manages competing stakeholder needs
4: Exceptional at building consensus while maintaining product vision

Agile Experience

0: Not Enough Information Gathered to Evaluate
1: Limited experience with Agile methodologies
2: Basic understanding but limited practical application
3: Strong practical experience with Agile practices and ceremonies
4: Deep expertise with multiple Agile approaches and continuous improvement

Lead the definition and execution of a clear product roadmap

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Build and maintain a well-prioritized product backlog

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Foster strong cross-functional collaboration

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Implement effective feedback loops with customers and stakeholders

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Drive continuous product improvement through data-driven decision making

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Hiring Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Product Ownership Work Sample

Directions for the Interviewer

This work sample is designed to evaluate the candidate's practical product ownership skills, including their ability to define requirements, prioritize features, and communicate effectively with stakeholders. It provides insight into how candidates approach real-world product challenges and make decisions under constraints.

The exercise should be shared with the candidate 24-48 hours before the interview to allow adequate preparation time. During the interview, your role is to evaluate not just their final output, but their thought process, decision-making rationale, and how they handle questions or challenges to their approach.

Best practices for conducting this exercise:

Provide clear instructions and expectations when sending the exercise
Allow the candidate to walk through their solution without interruption initially
Ask probing questions about their decision-making process
Present realistic challenges to see how they respond to feedback
Evaluate both the quality of their solution and their communication skills
Consider how well they balance business needs, technical constraints, and user value
Pay attention to how they prioritize and make trade-offs
Note their ability to explain complex concepts clearly and concisely

Directions to Share with Candidate

"We'd like you to complete a product ownership exercise that will help us understand your approach to defining and prioritizing product features. You'll be given a scenario for a new product feature, and we ask you to:

Create a one-page product vision statement for this feature
Develop a prioritized list of user stories (5-8 stories) with acceptance criteria
Create a simple prioritization framework explaining how you decided which stories were most important
Outline key metrics you would track to measure success

Please be prepared to present your solution (10-15 minutes) and discuss your rationale during our interview. We're interested in your thought process as much as the final output. After your presentation, we'll ask questions and possibly present some challenges to see how you might adapt your approach.

The exercise scenario will be sent to you separately. You'll have [timeframe, typically 2-3 days] to prepare your solution."

[Include the specific exercise scenario here, such as a new feature for an existing product or a simple new product concept relevant to your industry]

Interview Questions

Walk us through your product vision and the key problem you're solving. How did you ensure this vision aligns with potential user needs and business goals?

Areas to Cover

Clarity and compelling nature of their product vision
Understanding of user needs and pain points
Alignment with business objectives
Evidence of market or user research
Consideration of differentiation or unique value

Possible Follow-up Questions

What assumptions did you make when creating this vision?
How would you validate these assumptions?
How might this vision evolve as you learn more about users?

Explain your approach to creating and prioritizing the user stories. What framework or methodology did you use and why?

Areas to Cover

Structure and clarity of user stories
Prioritization methodology (RICE, MoSCoW, etc.)
Consideration of different factors (value, effort, risk, etc.)
Balance between short-term wins and long-term value
How they handle dependencies between stories

Possible Follow-up Questions

If you had to deliver only 3 of these stories, which would you choose and why?
How would you handle a stakeholder who strongly disagrees with your prioritization?
How might technical constraints influence your prioritization?

How did you approach writing acceptance criteria? What makes effective acceptance criteria from your perspective?

Areas to Cover

Clarity and specificity of acceptance criteria
Testability of their acceptance criteria
Consideration of edge cases or error scenarios
Balance between prescriptive and flexible criteria
Understanding of the purpose of acceptance criteria

Possible Follow-up Questions

How do you work with developers to refine acceptance criteria?
How do you ensure acceptance criteria don't constrain implementation unnecessarily?
What happens when acceptance criteria need to change mid-sprint?

What success metrics did you choose and why? How would you use these metrics to guide future decisions?

Areas to Cover

Relevance of chosen metrics to business and user goals
Mix of leading and lagging indicators
Understanding of how to set baseline and targets
How metrics connect to the original problem being solved
Plan for gathering and analyzing the metrics

Possible Follow-up Questions

What would you do if the metrics showed disappointing results after launch?
How would you determine if you're measuring the right things?
How do you balance quantitative metrics with qualitative feedback?

[Present a new constraint or challenge] Given this new information, how would you adapt your approach or solution?

Areas to Cover

Flexibility and adaptability in their thinking
Problem-solving under pressure
Ability to make quick, reasoned decisions
How they balance competing factors
Comfort with ambiguity and changing requirements

Possible Follow-up Questions

What trade-offs are you making with this adapted approach?
How would you communicate this change to stakeholders?
What information would help you make a better decision?

Interview Scorecard

Product Vision & Strategic Thinking

0: Not Enough Information Gathered to Evaluate
1: Unclear vision with little strategic consideration
2: Basic vision but limited strategic alignment
3: Clear, strategic vision aligned with user needs and business goals
4: Exceptional vision showing deep strategic insight and innovation

User Story Quality

0: Not Enough Information Gathered to Evaluate
1: Vague, incomplete, or poorly structured stories
2: Basic stories but lacking detail or clear user value
3: Well-structured stories with clear user value and acceptance criteria
4: Exceptional stories showing nuanced understanding of user needs

Prioritization Approach

0: Not Enough Information Gathered to Evaluate
1: Arbitrary or unexplained prioritization
2: Basic prioritization but limited rationale
3: Thoughtful prioritization with clear methodology
4: Sophisticated prioritization showing excellent decision-making

Success Metrics

0: Not Enough Information Gathered to Evaluate
1: Generic or irrelevant metrics
2: Basic metrics but limited connection to goals
3: Relevant, specific metrics tied to business and user goals
4: Comprehensive metrics strategy showing deep understanding of measurement

Adaptability & Problem-Solving

0: Not Enough Information Gathered to Evaluate
1: Struggles to adapt to new information or constraints
2: Can adapt but loses sight of core objectives
3: Effectively adapts approach while maintaining priorities
4: Demonstrates exceptional adaptability and creative problem-solving

Lead the definition and execution of a clear product roadmap

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Build and maintain a well-prioritized product backlog

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Foster strong cross-functional collaboration

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Implement effective feedback loops with customers and stakeholders

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Drive continuous product improvement through data-driven decision making

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Hiring Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Chronological Interview

Directions for the Interviewer

This chronological interview is designed to understand the candidate's career progression and development as a Product Owner. The goal is to uncover patterns in their work history that indicate how they've grown in their product ownership capabilities and how they've handled various challenges over time.

As you conduct this interview, focus on understanding the context of each role, what they were responsible for, what they accomplished, and how they developed their skills. This interview should provide insight into the candidate's performance trajectory and learning agility.

Best practices for conducting this interview:

Begin with their earliest relevant role and move forward chronologically
Ask similar questions about each role to enable comparison
Probe for specifics about responsibilities, challenges, and achievements
Listen for growth and progression in how they approach product ownership
Pay attention to how they talk about failures and lessons learned
Note how they've adapted their approach over time
Focus deepest on the most recent and relevant roles
Take detailed notes on context, responsibilities, and results
Look for evidence of increasing scope and impact over time

Directions to Share with Candidate

"In this interview, I'd like to understand your career progression as a Product Owner. We'll start with your earliest relevant role and work our way forward chronologically. For each position, I'll ask about your responsibilities, key challenges, achievements, and what you learned. I'm interested in how your product ownership approach has evolved over time and how different experiences have shaped your skills and perspective. Please be specific and provide examples wherever possible."

Interview Questions

To begin, what do you consider to be your first role that's relevant to product ownership, even if it wasn't formally a Product Owner position?

Areas to Cover

The role title and organization
Core responsibilities and how they related to product development
Team structure and their position within it
Key projects or products they worked on
Skills developed that are relevant to product ownership

Possible Follow-up Questions

What attracted you to this role originally?
How did this experience influence your interest in product ownership?
What were the most valuable lessons you learned?

For each subsequent role, tell me about your responsibilities and the product(s) you owned. What was the business context and what were you trying to achieve?

Areas to Cover

The products or features they were responsible for
The business goals they were supporting
The user problems they were solving
The size and composition of the team they worked with
Their specific responsibilities within the product development process

Possible Follow-up Questions

What metrics were you responsible for improving?
How did you measure success in this role?
What was the most significant impact you had on the product?
How did the scope of your responsibilities change over time?

For each role, what were the biggest challenges you faced and how did you overcome them?

Areas to Cover

Technical, organizational, or market challenges
Stakeholder management difficulties
Resource constraints or competing priorities
How they approached problem-solving
The outcomes of their solutions

Possible Follow-up Questions

What specifically did you do to address these challenges?
What resources or support did you leverage?
What would you do differently if faced with similar challenges today?
How did these challenges affect your approach to product ownership?

In each position, how did you approach gathering requirements and prioritizing the product backlog?

Areas to Cover

Their methodology for collecting user needs
Their prioritization framework
How they communicated priorities to stakeholders
How they balanced competing priorities
How their approach evolved over time

Possible Follow-up Questions

Can you give a specific example of a difficult prioritization decision?
How did stakeholders respond to your prioritization?
What tools or techniques did you find most effective?
How has your approach to prioritization changed over time?

Across your career, how has your approach to working with development teams evolved?

Areas to Cover

Their understanding of technical considerations
How they communicate requirements to developers
Their involvement in technical discussions
How they resolve conflicts between business needs and technical constraints
Their approach to quality assurance and testing

Possible Follow-up Questions

What feedback have you received from developers about your approach?
How do you ensure developers understand the "why" behind requirements?
What techniques have you found most effective for communicating with technical teams?
How do you handle situations where developers push back on requirements?

Looking across your career, what do you consider your most significant product achievement, and why?

Areas to Cover

The business impact of the achievement
The user problem it solved
Their specific contribution to the success
Challenges overcome in the process
Lessons learned from the experience

Possible Follow-up Questions

How did you measure the success of this initiative?
What was the most difficult part of delivering this outcome?
How did this achievement influence your approach to product ownership?
What would you do differently if you could do it again?

Which job in your past do you think has best prepared you for this Product Owner role, and why?

Areas to Cover

Similarities between past roles and this position
Relevant skills and experiences they've developed
How they've applied learnings from previous roles
Their understanding of what makes a successful Product Owner
Their self-awareness about strengths and areas for growth

Possible Follow-up Questions

What aspects of this role do you feel most prepared for?
What aspects might be new challenges for you?
How have your previous experiences shaped your product ownership philosophy?
What are you most looking forward to learning in this role?

Interview Scorecard

Career Progression

0: Not Enough Information Gathered to Evaluate
1: Limited growth or progression in responsibilities
2: Some progression but mostly lateral moves
3: Clear progression with increasing responsibilities
4: Exceptional career growth with significant expansion of scope and impact

Product Ownership Experience

0: Not Enough Information Gathered to Evaluate
1: Limited direct product ownership experience
2: Some product ownership experience but narrow in scope
3: Strong, relevant product ownership experience
4: Extensive, diverse product ownership experience with demonstrated success

Stakeholder Management Evolution

0: Not Enough Information Gathered to Evaluate
1: Limited evidence of stakeholder management skills
2: Basic stakeholder management but limited complexity
3: Strong stakeholder management across diverse groups
4: Exceptional stakeholder management with evidence of influence at senior levels

Problem-Solving Growth

0: Not Enough Information Gathered to Evaluate
1: Limited evidence of problem-solving capability
2: Can solve straightforward problems but struggles with complexity
3: Strong problem-solving with evidence of handling complex situations
4: Exceptional problem-solving showing creativity and strategic thinking

Learning Agility

0: Not Enough Information Gathered to Evaluate
1: Limited evidence of learning from experiences
2: Some evidence of learning but slow to adapt
3: Strong learning agility with clear application of lessons
4: Exceptional learning agility with continuous self-improvement

Lead the definition and execution of a clear product roadmap

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Build and maintain a well-prioritized product backlog

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Foster strong cross-functional collaboration

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Implement effective feedback loops with customers and stakeholders

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Drive continuous product improvement through data-driven decision making

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Hiring Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Strategic Thinking and Decision Making Competency Interview

Directions for the Interviewer

This interview focuses on evaluating the candidate's strategic thinking and decision-making capabilities, which are critical competencies for successful Product Owners. The questions are designed to uncover how the candidate approaches complex product decisions, balances competing priorities, and aligns product development with business strategy.

Your goal is to assess the depth of their strategic thinking and the quality of their decision-making process. Look for evidence of their ability to see the big picture while managing details, make data-informed decisions, and adapt their approach based on changing circumstances.

Best practices for conducting this interview:

Create an environment where the candidate feels comfortable sharing both successes and failures
Ask for specific examples rather than hypothetical responses
Probe for detailed information about their thought process
Listen for how they gather and analyze information before making decisions
Pay attention to how they measure the success of their decisions
Note how they balance competing priorities and manage trade-offs
Observe how they connect product decisions to business strategy
Listen for evidence of learning from past decisions
Allow time for candidate questions at the end

Directions to Share with Candidate

"In this interview, we'll focus on understanding your approach to strategic thinking and decision making as a Product Owner. I'll ask you about specific situations you've faced, how you approached them, and what the outcomes were. I'm particularly interested in how you make product decisions, balance competing priorities, and align product direction with business goals. Please provide specific examples from your experience, and feel free to discuss both successes and situations that didn't go as planned, as those often provide valuable learning experiences."

Interview Questions

Tell me about a time when you had to make a significant strategic decision about product direction. What was the situation, how did you approach it, and what was the outcome? (Strategic Thinking)

Areas to Cover

The context and importance of the decision
Their process for gathering and analyzing information
How they evaluated different options
How they aligned the decision with business strategy
The short and long-term impact of their decision
How they communicated the decision to stakeholders

Possible Follow-up Questions

What data or information did you use to inform your decision?
What alternatives did you consider and why did you reject them?
How did you handle any disagreement about your chosen direction?
What would you do differently if faced with a similar decision today?

Describe a time when you had to balance competing priorities from different stakeholders. How did you determine what to prioritize and how did you manage stakeholder expectations? (Decision Making)

Areas to Cover

The competing priorities and stakeholders involved
Their framework for evaluating and comparing priorities
How they determined business value of different options
Their approach to stakeholder communication and expectation management
How they built consensus or made difficult trade-offs
The outcome of their prioritization decisions

Possible Follow-up Questions

How did you communicate your prioritization decisions to stakeholders?
How did you handle stakeholders who were disappointed with your decisions?
What criteria were most important in your prioritization process?
How did you ensure alignment with overall business goals?

Tell me about a situation where you had to make a product decision with incomplete information or significant uncertainty. How did you approach the decision and what was the result? (Strategic Thinking, Decision Making)

Areas to Cover

The context and constraints of the situation
How they assessed and managed risk
Their approach to gathering whatever information was available
How they made the decision despite uncertainty
Their plan for validating the decision and course-correcting if needed
The outcome and lessons learned

Possible Follow-up Questions

What was the biggest risk in this situation and how did you mitigate it?
How did you communicate the uncertainty to stakeholders?
At what point would you have decided to change course?
How has this experience influenced your approach to similar situations?

Describe a situation where you needed to pivot your product strategy based on market changes, competitive moves, or user feedback. How did you recognize the need to change and how did you execute the pivot? (Strategic Thinking)

Areas to Cover

The signals that indicated a need for change
How they evaluated the situation and determined a new direction
Their process for making the strategic shift
How they managed the transition and communicated changes
How they measured the success of the pivot
Lessons learned from the experience

Possible Follow-up Questions

What were the early indicators that a change was needed?
How did you overcome any resistance to changing direction?
How quickly were you able to execute the pivot?
What systems have you put in place to identify the need for future pivots earlier?

Tell me about your experience using data to inform product decisions. Can you share a specific example where data analysis led to an important insight or decision? (Decision Making)

Areas to Cover

Types of data they consider valuable for product decisions
Their approach to data collection and analysis
How they balance quantitative and qualitative data
A specific example of data-driven decision making
How they address conflicting data points
The impact of the data-informed decision

Possible Follow-up Questions

What tools or methods do you use to analyze product data?
How do you ensure you're measuring the right things?
How do you communicate data insights to stakeholders?
What do you do when the data conflicts with stakeholder intuition?

Interview Scorecard

Strategic Thinking

0: Not Enough Information Gathered to Evaluate
1: Shows limited strategic perspective, focuses mainly on tactical issues
2: Demonstrates basic strategic thinking but lacks depth or business alignment
3: Exhibits strong strategic thinking with clear business alignment
4: Displays exceptional strategic vision and long-term perspective

Decision Making

0: Not Enough Information Gathered to Evaluate
1: Makes decisions with limited information or structure
2: Has basic decision-making process but may miss important factors
3: Makes well-structured decisions considering multiple factors
4: Demonstrates exceptional decision making with sophisticated analysis

Data-Driven Approach

0: Not Enough Information Gathered to Evaluate
1: Relies primarily on intuition with limited data usage
2: Uses basic data but may not analyze deeply or effectively
3: Effectively uses data to inform decisions and measure outcomes
4: Shows sophisticated use of data with advanced analysis techniques

Adaptability

0: Not Enough Information Gathered to Evaluate
1: Struggles to adapt to changing circumstances
2: Can adapt but may be slow to recognize the need for change
3: Demonstrates good adaptability and appropriate response to change
4: Shows exceptional ability to anticipate and adapt to changing conditions

Business Acumen

0: Not Enough Information Gathered to Evaluate
1: Limited understanding of business implications
2: Basic business understanding but may miss broader impact
3: Strong business acumen with clear understanding of product-business connection
4: Exceptional business insight that drives strategic product decisions

Lead the definition and execution of a clear product roadmap

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Build and maintain a well-prioritized product backlog

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Foster strong cross-functional collaboration

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Implement effective feedback loops with customers and stakeholders

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Drive continuous product improvement through data-driven decision making

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Hiring Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Customer Centricity and Communication Competency Interview

Directions for the Interviewer

This interview focuses on evaluating the candidate's customer centricity and communication skills, which are essential competencies for effective Product Owners. The questions aim to uncover how the candidate gathers and applies customer insights, advocates for user needs, and communicates effectively with diverse stakeholders.

Your goal is to assess their ability to deeply understand customer needs, translate those needs into product requirements, and clearly communicate product vision and decisions to different audiences. Look for evidence of empathy, clarity in communication, and the ability to build consensus among diverse stakeholders.

Best practices for conducting this interview:

Create a comfortable environment that encourages open and honest responses
Ask for specific examples rather than hypothetical responses
Listen for how they incorporate customer feedback into product decisions
Pay attention to how they adapt their communication style for different audiences
Note how they balance customer needs with business objectives
Observe how they handle communication challenges or conflicts
Listen for evidence of their ability to influence without authority
Allow adequate time for the candidate to ask questions at the end
Take detailed notes on specific examples and outcomes

Directions to Share with Candidate

"In this interview, we'll focus on understanding your approach to customer-centered product development and your communication style. I'll ask you about specific situations you've encountered, how you approached them, and what the outcomes were. I'm particularly interested in how you gather and incorporate customer insights, advocate for user needs, and communicate effectively with diverse stakeholders. Please provide specific examples from your experience whenever possible."

Interview Questions

Tell me about a time when you incorporated customer feedback to significantly improve a product. What was the feedback, how did you gather it, and what was the impact of the changes you made? (Customer Centricity)

Areas to Cover

Their methods for gathering customer feedback
How they analyze and prioritize feedback
Their process for translating feedback into product improvements
How they measured the impact of the changes
Their approach to closing the feedback loop with customers
Challenges faced and how they overcame them

Possible Follow-up Questions

How did you determine which feedback to act on?
What methods do you find most effective for gathering customer insights?
How did you know the changes addressed the underlying customer needs?
How did you balance this feedback against other priorities?

Describe a situation where you had to explain complex product concepts or technical details to non-technical stakeholders. How did you approach this communication challenge? (Communication)

Areas to Cover

Their assessment of the audience's knowledge and needs
How they translated technical concepts into understandable terms
Their use of analogies, visuals, or other communication tools
How they checked for understanding
The effectiveness of their communication
Any adjustments they made based on audience response

Possible Follow-up Questions

How did you prepare for this communication?
How did you know whether your explanation was effective?
What techniques do you find most helpful when communicating complex concepts?
How would you approach the situation differently next time?

Tell me about a time when you had to advocate for the customer's perspective against competing business or technical priorities. How did you make your case and what was the outcome? (Customer Centricity, Communication)

Areas to Cover

The specific customer need they were advocating for
The nature of the competing priorities
How they built a compelling case for the customer perspective
Their approach to influencing decision makers
The resolution and its impact on both customers and the business
Lessons learned from the experience

Possible Follow-up Questions

What evidence or data did you use to support your position?
How did you navigate any resistance or pushback?
How did you find a balance between customer needs and business requirements?
What would you do differently in a similar situation?

Describe your approach to creating and communicating product vision and roadmap to different stakeholders. Can you share a specific example of how you've done this effectively? (Communication)

Areas to Cover

Their process for developing a product vision and roadmap
How they tailor communication for different audiences
The tools or methods they use to visualize and share the roadmap
How they handle questions or concerns about the roadmap
Their approach to maintaining alignment as the roadmap evolves
A specific example demonstrating these approaches

Possible Follow-up Questions

How do you ensure stakeholders understand the "why" behind roadmap decisions?
How often do you revisit and communicate changes to the roadmap?
How do you manage expectations when priorities shift?
What has been the most challenging aspect of roadmap communication for you?

Tell me about a situation where you received conflicting feedback from different customer segments. How did you analyze this feedback, make decisions, and communicate your approach? (Customer Centricity, Communication)

Areas to Cover

The nature of the conflicting feedback
Their approach to segmenting and analyzing customer needs
Their framework for making decisions amid conflicting requirements
How they communicated decisions to different customer segments
How they managed expectations and maintained relationships
The outcome and lessons learned

Possible Follow-up Questions

How did you determine which customer segment to prioritize?
How did you communicate your decision to the customer segment whose feedback wasn't prioritized?
What data or insights informed your decision-making process?
How did you measure whether you made the right decision?

Interview Scorecard

Customer Centricity

0: Not Enough Information Gathered to Evaluate
1: Limited focus on customer needs or superficial understanding
2: Basic understanding of customers but may miss deeper insights
3: Strong customer focus with demonstrated ability to translate needs to features
4: Exceptional customer advocacy with sophisticated methods for gathering and applying insights

Communication Skills

0: Not Enough Information Gathered to Evaluate
1: Communication lacks clarity or effectiveness
2: Adequate communication but may struggle with complex situations
3: Strong communication with ability to adapt to different audiences
4: Exceptional communication showing nuance, influence, and strategic messaging

Stakeholder Management

0: Not Enough Information Gathered to Evaluate
1: Struggles to manage diverse stakeholder needs effectively
2: Basic stakeholder management but may avoid difficult conversations
3: Effectively balances and manages competing stakeholder needs
4: Exceptional at building consensus while maintaining focus on priorities

Listening Skills

0: Not Enough Information Gathered to Evaluate
1: Limited evidence of effective listening or incorporation of input
2: Basic listening skills but may miss nuances or underlying concerns
3: Strong listening skills with ability to synthesize diverse inputs
4: Exceptional listening with demonstrated ability to identify unstated needs

Influence Without Authority

0: Not Enough Information Gathered to Evaluate
1: Limited ability to influence others without direct authority
2: Some influence but may struggle with significant resistance
3: Effectively influences diverse stakeholders through persuasion and relationship building
4: Exceptional influencing skills that drive alignment and action across the organization

Lead the definition and execution of a clear product roadmap

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Build and maintain a well-prioritized product backlog

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Foster strong cross-functional collaboration

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Implement effective feedback loops with customers and stakeholders

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Drive continuous product improvement through data-driven decision making

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Hiring Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Team Collaboration Interview

Directions for the Interviewer

This interview is designed to assess how the candidate collaborates with cross-functional teams, particularly development teams. It aims to evaluate their ability to work effectively with technical teams, facilitate communication, remove impediments, and create an environment of trust and collaboration.

Your goal is to understand how the candidate builds relationships with developers, designers, QA engineers, and other team members, and how they facilitate productive teamwork. Look for evidence of their ability to navigate team dynamics, resolve conflicts, and create shared understanding of product goals and requirements.

Best practices for conducting this interview:

Include team members who would work directly with the candidate
Create a comfortable, conversational atmosphere
Ask for specific examples rather than hypothetical responses
Listen for how they balance direction with empowerment
Pay attention to how they talk about technical team members
Note how they handle disagreements or conflicts within teams
Observe how they build trust and psychological safety
Listen for evidence of their technical understanding and credibility
Consider their approach to removing impediments and facilitating team success
Allow time for the team members to ask questions

Directions to Share with Candidate

"This interview will focus on your experience working with cross-functional teams, particularly development teams. We'll explore how you collaborate with engineers, designers, QA specialists, and other team members to deliver successful products. I'll ask about specific situations you've encountered, how you approached them, and what the outcomes were. I'm particularly interested in your approach to building relationships, facilitating team effectiveness, and handling challenges that arise in team settings. Please provide specific examples whenever possible."

Interview Questions

Tell me about a time when you worked effectively with a development team to deliver a complex feature or product. What was your approach to collaboration and what made it successful? (Stakeholder Management)

Areas to Cover

Their process for engaging with the development team
How they established shared understanding of goals and requirements
Their role in Agile ceremonies or other team meetings
How they supported the team through challenges
Their approach to building relationships and trust
The outcomes and factors that contributed to success

Possible Follow-up Questions

How did you ensure the development team understood the "why" behind requirements?
What specific actions did you take to build trust with the team?
How did you handle situations where there was disagreement about implementation?
What feedback have you received from developers about your collaboration style?

Describe a situation where there was a misunderstanding or conflict between you and a technical team member. How did you address it and what was the resolution? (Communication)

Areas to Cover

The nature of the misunderstanding or conflict
Their approach to identifying and addressing the issue
How they communicated during the difficult situation
Their methods for finding common ground
The steps taken to resolve the conflict
Measures implemented to prevent similar issues in the future

Possible Follow-up Questions

How did you know there was a misunderstanding?
What did you learn from this experience?
How has this experience influenced your approach to communication with technical teams?
What would you do differently if faced with a similar situation?

Tell me about a time when you had to explain product requirements to a development team and they pushed back or had concerns. How did you handle this situation? (Decision Making, Communication)

Areas to Cover

The nature of the requirements and the team's concerns
How they listened to and acknowledged the team's perspective
Their approach to evaluating the validity of the concerns
How they found a balance between business needs and technical constraints
The resolution and decision-making process
The impact on the team relationship and product outcome

Possible Follow-up Questions

How did you determine whether to adjust the requirements based on the feedback?
How did you communicate your decision back to the team?
What steps did you take to ensure the team felt heard, regardless of the outcome?
How do you prepare for technical discussions to anticipate potential concerns?

How do you ensure that development teams understand the customer needs and business context behind the requirements you provide? Can you give a specific example? (Customer Centricity, Communication)

Areas to Cover

Their methods for sharing customer insights with the team
How they create empathy for user problems
Their approach to connecting requirements to business goals
How they make abstract concepts concrete for developers
Their use of demos, user testing, or other direct exposure to customers
A specific example demonstrating these approaches in action

Possible Follow-up Questions

How do you know when the team truly understands the customer needs?
What techniques have you found most effective for building customer empathy?
How do you balance providing context with respecting the team's time?
How do you handle situations where developers want to add features that weren't requested by customers?

Describe your approach to removing impediments for the development team. Can you share a specific example of how you've helped a team overcome obstacles? (Stakeholder Management)

Areas to Cover

How they identify impediments facing the team
Their process for prioritizing which impediments to address
Their strategies for removing or mitigating obstacles
How they leverage organizational resources or relationships
Their approach to empowering the team to solve their own problems
A specific example demonstrating their approach

Possible Follow-up Questions

How do you determine which impediments to address yourself versus escalating?
What types of impediments have you found most challenging to remove?
How do you balance removing impediments with not micromanaging the team?
How do you measure whether your support is effective?

Interview Scorecard

Team Collaboration

0: Not Enough Information Gathered to Evaluate
1: Shows limited collaboration skills or preference for working alone
2: Basic collaboration but may struggle with complex team dynamics
3: Strong collaboration skills with evidence of effective teamwork
4: Exceptional collaboration showing leadership and team empowerment

Conflict Resolution

0: Not Enough Information Gathered to Evaluate
1: Avoids conflict or handles it ineffectively
2: Basic conflict management but may struggle with complex situations
3: Effectively addresses and resolves conflicts constructively
4: Exceptional at turning conflicts into opportunities for improvement

Technical Credibility

0: Not Enough Information Gathered to Evaluate
1: Limited technical understanding creating barriers with development teams
2: Basic technical knowledge but may struggle with complex concepts
3: Strong technical understanding enabling effective developer collaboration
4: Exceptional technical credibility while maintaining business perspective

Facilitation Skills

0: Not Enough Information Gathered to Evaluate
1: Limited ability to facilitate team discussions or decisions
2: Basic facilitation but may not maximize team input
3: Effectively facilitates team processes and decision-making
4: Exceptional facilitation that drives team engagement and ownership

Empowerment & Support

0: Not Enough Information Gathered to Evaluate
1: Tends to be directive or fails to provide adequate support
2: Provides basic support but may micromanage or be too hands-off
3: Effectively balances direction with empowerment
4: Exceptional at creating an environment where teams thrive with autonomy

Lead the definition and execution of a clear product roadmap

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Build and maintain a well-prioritized product backlog

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Foster strong cross-functional collaboration

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Implement effective feedback loops with customers and stakeholders

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Drive continuous product improvement through data-driven decision making

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Hiring Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Debrief Meeting

Directions for Conducting the Debrief Meeting

The Debrief Meeting is an open discussion for the hiring team members to share the information learned during the candidate interviews. Use the questions below to guide the discussion.

Start the meeting by reviewing the requirements for the role and the key competencies and goals to succeed.

The meeting leader should strive to create an environment where it is okay to express opinions about the candidate that differ from the consensus or from leadership's opinions.

Scores and interview notes are important data points but should not be the sole factor in making the final decision.

Any hiring team member should feel free to change their recommendation as they learn new information and reflect on what they've learned.

Questions to Guide the Debrief Meeting

Question: Does anyone have any questions for the other interviewers about the candidate?

Guidance: The meeting facilitator should initially present themselves as neutral and try not to sway the conversation before others have a chance to speak up.

Question: Are there any additional comments about the Candidate?

Guidance: This is an opportunity for all the interviewers to share anything they learned that is important for the other interviewers to know.

Question: Is there anything further we need to investigate before making a decision?

Guidance: Based on this discussion, you may decide to probe further on certain issues with the candidate or explore specific issues in the reference calls.

Question: Has anyone changed their hire/no-hire recommendation?

Guidance: This is an opportunity for the interviewers to change their recommendation from the new information they learned in this meeting.

Question: If the consensus is no hire, should the candidate be considered for other roles? If so, what roles?

Guidance: Discuss whether engaging with the candidate about a different role would be worthwhile.

Question: What are the next steps?

Guidance: If there is no consensus, follow the process for that situation (e.g., it is the hiring manager's decision). Further investigation may be needed before making the decision. If there is a consensus on hiring, reference checks could be the next step.

Reference Calls

Directions for Conducting Reference Checks

Reference calls are a critical final step in evaluating Product Owner candidates. They provide invaluable context about past performance and working style from people who have directly observed the candidate in action. While many reference checks fail to yield meaningful insights, a well-structured approach with thoughtful questions can make them highly predictive.

When conducting reference checks for a Product Owner:

Ask the candidate to provide references who can speak specifically to their product ownership skills, including former managers, team members, and stakeholders
Request that the candidate make the initial introduction to the references
Prepare your questions in advance, focusing on the key competencies for this role
Start with building rapport before diving into specific questions
Listen carefully and ask follow-up questions to get beyond surface-level answers
Pay attention to tone and hesitations, not just the content of responses
Take detailed notes during the conversation
Consider conducting multiple reference checks to get a well-rounded view
Be wary of overly positive or negative references without specific examples
Don't ignore red flags that emerge during references, even at this late stage

Remember that great references will provide context about both strengths and areas for growth, and will give specific examples rather than generic praise.

Questions for Reference Checks

Can you describe your working relationship with [Candidate]? In what context did you work together, and what was their role?

Guidance: This helps establish the reference's credibility and perspective. Listen for the duration and nature of their relationship, whether they worked directly with the candidate, and how recently they worked together. This context is crucial for interpreting their other responses.

How would you describe [Candidate]'s strengths as a Product Owner? Can you provide specific examples of how they demonstrated these strengths?

Guidance: Look for concrete examples rather than generic praise. The best references will describe specific situations that demonstrate the candidate's product ownership capabilities. Pay attention to whether the strengths mentioned align with the key competencies you're seeking.

What areas for growth did you observe in [Candidate]'s work as a Product Owner? How did they respond to feedback about these areas?

Guidance: Every candidate has development areas, and honest references will acknowledge them. Listen for self-awareness and growth mindset. Red flags include references who can't identify any areas for improvement or who mention critical weaknesses in core competencies for the role.

How effective was [Candidate] at gathering requirements, prioritizing the backlog, and making strategic product decisions? Can you share an example?

Guidance: This question focuses on core Product Owner responsibilities. Listen for the candidate's approach to prioritization, their ability to balance competing demands, and how they made decisions. The specificity and detail in the example can tell you a lot about the candidate's effectiveness.

How did [Candidate] collaborate with development teams and other stakeholders? Were they effective at building relationships and managing conflicts?

Guidance: Product Owners need to work effectively across functions. Pay attention to how the reference describes the candidate's communication style, stakeholder management approach, and ability to navigate difficult conversations or disagreements.

Can you describe how [Candidate] advocated for customer needs and incorporated user feedback into product decisions?

Guidance: Customer centricity is essential for Product Owners. Listen for examples of how the candidate gathered customer insights, translated them into requirements, and used them to drive product decisions. Look for evidence of genuine customer empathy versus just going through the motions.

On a scale of 1-10, how likely would you be to hire [Candidate] again for a Product Owner role if you had the opportunity? Why did you give that rating?

Guidance: This direct question often yields the most honest assessment. Listen carefully to both the number and the explanation. Anything below an 8 deserves follow-up questions to understand the hesitation. The explanation often reveals more than the number itself.

Reference Check Scorecard

Strategic Thinking & Decision Making

0: Not Enough Information Gathered to Evaluate
1: Reference indicates significant concerns about strategic thinking or decision quality
2: Reference suggests adequate but inconsistent strategic thinking or decision making
3: Reference confirms strong strategic thinking and effective decision making
4: Reference provides compelling examples of exceptional strategic thinking and high-impact decisions

Stakeholder Management

0: Not Enough Information Gathered to Evaluate
1: Reference indicates significant challenges with stakeholder relationships
2: Reference suggests adequate but sometimes strained stakeholder interactions
3: Reference confirms effective management of diverse stakeholders
4: Reference provides compelling examples of exceptional stakeholder management and influence

Customer Centricity

0: Not Enough Information Gathered to Evaluate
1: Reference indicates limited focus on or understanding of customer needs
2: Reference suggests adequate but inconsistent customer advocacy
3: Reference confirms strong customer focus and advocacy
4: Reference provides compelling examples of exceptional customer insight and advocacy

Team Collaboration

0: Not Enough Information Gathered to Evaluate
1: Reference indicates significant challenges working with teams
2: Reference suggests adequate but occasionally difficult team interactions
3: Reference confirms effective collaboration and team support
4: Reference provides compelling examples of exceptional team relationships and facilitation

Product Execution

0: Not Enough Information Gathered to Evaluate
1: Reference indicates concerns about execution or delivery
2: Reference suggests adequate but occasionally inconsistent execution
3: Reference confirms strong execution and reliable delivery
4: Reference provides compelling examples of exceptional execution and impactful results

Lead the definition and execution of a clear product roadmap

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Build and maintain a well-prioritized product backlog

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Foster strong cross-functional collaboration

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Implement effective feedback loops with customers and stakeholders

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Drive continuous product improvement through data-driven decision making

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Frequently Asked Questions

How should I prepare my team to conduct effective Product Owner interviews?

Share this interview guide with all interviewers at least 24 hours before their scheduled interviews. Ensure each interviewer understands which competencies they should focus on evaluating. Have a brief alignment meeting to discuss the role requirements and what you're looking for in candidates. Emphasize the importance of taking detailed notes and focusing on behavioral examples rather than hypothetical scenarios.

What if a candidate has strong product management experience but limited formal Product Owner experience?

Focus on transferable skills and the candidate's understanding of Agile methodologies. Many product managers have performed Product Owner responsibilities without the formal title. Look for evidence of backlog management, stakeholder communication, and close collaboration with development teams. You can learn more about hiring for potential when specific experience is limited.

How can I assess a candidate's technical understanding if I'm not technical myself?

Include a technical team member in the interview process who can evaluate the candidate's ability to grasp technical concepts and communicate effectively with developers. Focus your assessment on how the candidate talks about technical topics, their comfort level discussing technical constraints, and their approach to bridging business and technical perspectives. Their ability to ask good questions and learn quickly is often more important than deep technical knowledge.

What if there's disagreement among the interview team about a candidate?

Use the debrief meeting to share specific observations and evidence from the interviews. Focus on the candidate's demonstrated behaviors rather than general impressions. If disagreement persists, return to the key competencies and goals for the role to ground the discussion. Sometimes scheduling an additional interview focused on the areas of concern can help resolve disagreements. The hiring manager should make the final decision if consensus cannot be reached.

How should we evaluate candidates with diverse industry backgrounds?

Focus on the core Product Owner competencies rather than specific industry experience. A strong Product Owner can typically adapt to a new industry faster than someone with industry knowledge can develop product ownership skills. Look for candidates who demonstrate curiosity about your industry, ask insightful questions, and show a track record of quickly learning new domains. Consider using our behavioral interview questions to evaluate core competencies.

What are the most common reasons Product Owner hires fail?

Product Owner hires typically fail when there's a mismatch in communication style, stakeholder management approach, or decision-making process. Other common reasons include insufficient technical understanding to work effectively with development teams, inability to push back on stakeholder requests when necessary, or lack of customer empathy. A structured interview process focusing on behavioral examples in these areas can significantly reduce hiring failures.

How important is the work sample exercise compared to the interviews?

The work sample provides valuable insights into how candidates approach real product challenges, which can be more predictive than interview responses alone. However, it should be evaluated alongside the interview findings rather than in isolation. The combination of strong interview performance and a thoughtful work sample typically indicates a strong candidate. If there are discrepancies between work sample quality and interview performance, this warrants deeper discussion during the debrief meeting.