Framework Thinking - Leadership Intention Mindset

Here is solutions for leadership mindset.

  1. Cách nói chuyện với người khác
    • Kiếm điểm chung bắt chuyện.
    • Nói chuyện rõ ràng, clear thinking process.
    • Có intention khi nói.
  2. Did you finish this?
  • Intention = Checking progress → neutral
  • Intention = Pressuring → stressful
  • Intention = Offering help → supportive
  1. Intention in Behaviour Interview
    1. Tell me about your self - Past, Present, Future
      • Present (30 seconds): Your current role and a who are you now.
      • Past (30 seconds): Relevant prior experience that led you here.
      • Future (30 seconds): What you expect in future job.
    2. Company Change Reason - New opportunity + ability to find match
      • Are you running away from something, or running towards something?
        • A candidate running towards a new opportunity is always more attractive.
      • Are you professional and diplomatic?
        • Do you bad-mouth former employers?
      • Are your motivations aligned with what we can offer?
        • If you’re leaving because you want to work remotely and they are a full in-office company, it’s a non-starter.
    3. Why This Company? - Well-prepared
      • To check whether you are well-prepared and careful for what you doing.
      • If you are genuinely interested in this job, or just any job.
      • If you understand what the company does and what the role entails.
      • Answer:
        • Step 1: The Company (Why Them)
        • Step 2: The Role (Why This Job)
        • Step 3: You (Why You)
    4. Next Role Priorities - Mission/Impact with Business + Growth and Mastery + Ownership/Autonomy
      • What truly motivates you?
        • Is it money, impact, technology, people, or something else?
      • Do you have career goals?
        • Are you thinking strategically about your professional life?
      • Can we actually provide what you’re looking for?
        • This is a crucial check for mutual fit. If you say your top priority is a fast track to management and they’re a flat organization, it’s a mismatch.
  2. Project-based questions
    1. Most proud project - Tech, User, Business, Colleague, Leader
      • Technical Excellence? (Solving a deeply complex, technically challenging problem)
      • Business Impact? (Delivering something that moved the needle on a key company metric)
      • User Empathy? (Building something that solved a real, painful problem for your users)
      • Team Collaboration? (Leading or participating in a project with an amazing team dynamic)
      • Leadership & Initiative? (Seeing a problem and creating a solution from scratch)
    2. How you choose technologies - Problem first, trade-off, match with business and team, not only your self
      • A Problem-First, Not Solution-First Mindset: Do you start with the specific needs of the project, or do you start with a technology you want to use and try to fit the problem to it?
      • An Understanding of Trade-offs: Can you articulate that every technology choice is a series of trade-offs (e.g., speed of development vs. long-term performance)?
      • A Team-Centric View: Do you consider the skills and experience of your team? Do you think about the long-term maintenance and operational burden?
      • Business Acumen: Do you factor in constraints like cost, time to market, and strategic company goals?
      • A Bias for Simplicity: Do you default to the simplest, most boring technology that can solve the problem effectively, or do you add unnecessary complexity for the sake of using something new?
    3. Leader, Management the project - Start - Middle - End (Turn ambigious idea to technical solution, Manage day-to-day work, Deliver excellent with metrics)
      • A leader: They must be able to take a project from a vague, ambiguous idea all the way to a successful launch and beyond.
      • The “Fuzzy Front End” (Planning & Design): Can you take an ambiguous business problem and translate it into a concrete technical plan? Can you define scope and set realistic timelines?
      • The “Messy Middle” (Execution & Communication): Can you manage the day-to-day execution? Can you keep the team motivated and unblocked? Can you communicate progress and setbacks to stakeholders?
      • The “Strong Finish” (Launch & Learning): Can you successfully deliver the project? Do you own the outcome and measure the impact? Do you reflect on what went well and what could be improved?
  3. Collaborate between teams and internal teams
    1. Cross-team collaboration - Framework: Understand others team, Persuade skills for our business - Proactive and public channels
      • Empathy: Do you seek to understand the goals and constraints of other teams? ⇒ Cross-team understanding.
      • Communication: Can you translate complex technical concepts for non-technical audiences (like Product or Marketing)? Can you, in turn, understand their requirements and user-centric language?
      • Persuade Skills: Can you build consensus and persuade people from other teams to help you, even when you are not their manager?
      • Big-Picture Thinking for Business View: Do you understand that your technical work serves a larger business and user goal?
      • Proactiveness: Do you establish clear communication channels and processes, or do you wait for misunderstandings to happen?
    2. Low Contribution Teammate - Framework: Assump Good Intent, Privately ask, Offer Actionable Help
      • Assume Positive Intent (and Observe): Start from the assumption that your colleague is not lazy or malicious. They are likely struggling with something. Observe the specific behaviors.
      • Ask Privately and with Curiosity: Initiate a private, informal, one-on-one conversation. Your tone should be one of concern and curiosity, not accusation. Use “I” statements and focus on observable facts.
      • Offer Specific, Actionable Help: Based on the conversation, offer concrete support. This is the crucial step that turns a potential conflict into a collaborative solution.
    3. Helping Solve Challenge - Framework: Pair + Power
      • Pair programming on a complex piece of logic.
      • Whiteboarding an architectural approach with a teammate who was feeling overwhelmed.
      • Empower him to complete his task
    4. Mentoring or Coaching - Framework: Guide and Pair, not Tell Solutions
      • There are 2 ways to become valuable member of the team
        • Become highly contributor members
        • Multiply multiple junior talents.
      • Framework: Guide, Don’t Tell
        • Guide with Questions, Don’t Give Answers
        • Show, Then Pair
        • Create Opportunities for him to boost confidence.
  4. Conflict Resolution
    1. Conflict with a Teammate - Framework: Our Goal, My View, Your View, Our Solution
      • Framework: ****The “Our Goal, My View, Your View, Our Solution” Framework
    2. Disagreement with manager - Framework: Data-Driven, Courage, “Disagree and Commit”  Principle
      • Willing to apply Data-Driven, Courage, “Disagree and Commit”  Principle
    3. Handle difficult teammate - Framework: Seek to Understand, Then Act
      • Self-Reflect First: hiểu bản thân trước khi war người khác, luôn phải có 1 intention.
      • Seek to Understand (Assume Good Intent): hiểu lý do tại sao người ta làm vậy.
      • Address it Directly and Privately (Verify assumption): meet 1-1 ⇒ buổi này dùng để khui những chuyện khó nói ra để verify cái trên.
      • Find the shared goal: tìm 1 goal chung, win-win solution.
  5. Problem Solving
    1. Choosing Best Solution - Framework: Options, Criteria, Decision
      • Identify the Options
      • Define the Criteria
        1. Performance & Scalability
        2. Time to Implement (Speed to Market)
        3. Development Cost & Operational Cost
        4. Maintainability & Simplicity
        5. Team’s Existing Skill Set
      • Make a Data-Informed Decision
    2. Production Outage Handling - Framework: Stop the breeding, Solve the issue, Restrospective
      • Avoid:
        • The “Hero” Story
        • The “Blame Game”
        • “Fix and Forget”
      • Framework:
        • Phase 1: Triage (Stop the Bleeding)
        • Phase 2: Resolution & Communication
        • Phase 3: Retrospective (The Most Important Part)
    3. Made decision with incomplete information - Framework: Gather, Assump, Act, Learn
      • Step 1: Gather What You Can
      • Step 2: State Your Assumptions (Clearly)
      • Step 3: Act (and Make it Reversible)
      • Step 4: Feedback and improve
    4. Automation repeatable tasks - Framework: Pain to Gain
      • Step 1: Initiative the ineffective.
      • Step 2: Build it.
      • Step 3: Sharing the tool to others.
  6. Adaptability & Learning
    1. Quickly Learning a New Technology - Framework: Learn, Build, Apply
      • Try to apply this knowledge into something in practical.
    2. Worked Outside Comfort Zone - Do another techstack - Framework: De-risk and Deliver
      • Learn in systematical way
      • Seek help from Expertise
      • Have the right expectations.
    3. Enhancing Technical Knowledge - Framework: Portfolio of Learning
      • Active learning: Learning from books.
      • Active doing: do project in portfolios, contribute to open-sources.
  7. Time Management & Prioritization:
    1. Managing multiple tasks with deadlines - Framework: Pritoritize, Plan, Communication
      • Go with the intention
      • Framework: Pritoritize, Plan, Communication
    2. Time when to miss deadlines - Framework: Early Communication & Solution
      • Part 1: Early Detection & Communication
      • Part 2: Proposing a Solution
  8. Leadership & Initiative
    1. Leading without asking - Framework: Problem Identification and Influence & Buy-in (làm mà không cần nói)
      • Find something in-effective in the system.
      • Problem Identification + Influence & Buy-in +
    2. Going above beyond - Framework: Đóng 3 vai + The Observation, The Initiative, The Execution
      • Framework: Đóng 3 vai + The Observation, The Initiative, The Execution
  9. Communication Skills
    1. Explain for non-tech stakeholders - Framework: ABT (Analogy, Benefit, Trade-offs)
      • Step 1: Using Metaphor to explain idea
      • Step 2: Benefits
      • Step 3: Trade-offs
    2. Present to leadership - Framework: Audience-Centric Preparation + Context (Why) + Data/Impact + Q/A Prepartion
      • You’ll be asked to present your work, your ideas, and your results to people several levels above you: Directors, VPs, or even C-level executives.
      • Try to map the idea to business impact + prepare Q/A questions.
  10. Handle Failures & Feedback
    1. Receive the critical feedback - Framework: Handle internal conflict objectively + Change it to action
      • Step 1: Set the Context
      • Step 2: Describe Your Initial Reaction & Your Conscious Response
      • Step 3: Detail Your Actions
      • Step 4: Show the Positive Outcome
    2. Giving constructive feedback - Framework: Observe, Inquire (Khui), Suggest
      • Step 1: Observe with Specificity: Start by stating a specific, neutral, observable behavior.
      • Step 2: Inquire with Curiosity: Ask a question to understand their perspective and open a dialogue. This makes it a two-way conversation, not a lecture.
      • Step 3: Suggest with a “Why”: Offer a concrete, actionable suggestion for improvement, and explain why it will be beneficial.
    3. Deliver under challenge - Framework: Adapt, Dealing, Deliver
      • Step 1: Can-do attitude
      • Step 2: The plan
      • Step 3: The creative solution
      • Step 4: The execution
    4. Time when you failed and receive mistake - Framework: Own, Act, Learn
      • Step 1: Own the Mistake
      • Step 2: Describe the Fix
      • Step 3: Monitor the result
December 13, 2025