All related (5)
Kevin Garcia
Head of Product Marketing, RetoolMay 1

I love asking behavioral questions! As a hiring manager, I gain a lot of perspective about the candidate. As a candidate, you get the chance to stand out by storytelling—one of the most important skills a PMM can master.

Two behavioral questions I would ask director-level candidates are:

  1. Tell me about a time where your messaging did not work. What went wrong and what did you do about?
  2. Tell me about a time a cross-functional partner gave you constructive feedback. What led to the feedback and what happened next?

In both cases, I am looking for a willingness to iterate. A director-level PMM will need to constantly make tough calls around messaging, priorities, resourcing, hiring, etc. And they won't get it all right on the first try every time. In their answers to these questions, I am looking for a willingness to be vulnerable and share concrete, specific details.

How candidates talk about their learning moments is also critical. Director-level teammates help set the tone and model behaviors for the rest of the team. Finding someone who not only takes the learning opportunity but who also passes on the learning to others can help build more trust and mentorship within the team.

Abdul Rastagar
GTM Leader | Marketing Author | Career Coach,
If I understand the question correctly, you want to know if the candidate is an independent self-starter or requires more in-depth guidance and direction. Is that correct? I would ask him/her what they consider to be a successful start to their new role and what their 30-60-90 day plan is to help them achieve that. An independent self-starter will probably have thought through some of that already.
Rekha Srivatsan
VP of Product Marketing, Salesforce
I don't care about the candidate's background when interviewing for my team. I've hired folks from engineering, solution engineering, sales, and customer success teams and they've become successful PMMs. That being said, most of them have this in common:  * Can-do and flexible attitude - Ready to take on any challenge. Open to solving it creatively and however long it takes to wrap it up.  * Connecting the dots - Instead of being siloed as just a PMM, thinking about the adjacent functions like campaigns / content / GTM teams and how to involve them. * Good copywriting skills - ...
Kevin Garcia
Head of Product Marketing, Retool
There are a lot of ways to measure sales enablement: lead-to-conversion rates, win-rates, sales rep NPS, etc. HubSpot does a great overview of popular options in this post.  In my experience, there is no one-size-fits all and getting to the "right" answer requires a deep understanding about how marketing and sales contribute to your business. In the end, it's all about alignment (with sales) and impact (for the business). If you're starting from scratch (e.g. new business unit, early-stage startup), I recommend working with your head of sales to define success. In the short-term, it m...
Jenna Crane
Senior Director of Product Marketing, Klaviyo | Formerly Drift, Dropbox, Upwork
As you can probably tell, I am a big fan of focusing on process, not just outcomes. I like to ask people to walk me through a project they led, and I ask them plenty of questions — things like 'why did you decide to position it that way?' or 'what was the most difficult part of the process, and how did you handle it?' Usually when you dig into the details it becomes apparent whether they led the work autonomously or just played a small part.  I'm also a big fan of hypotheticals. I give someone a scenario that is well within the scope of what they would be doing in the role, give them plen...