Pretty good and quick cooperation with the HR. Then 30 minute talk to a principal who asked very straightforward and down to earth questions, but it felt more like an Agile by the Book screening with the lack of real world understanding of the real world nuances which is understandable for a company who just started doing Agile transformation. Then, I got to the 1 hour phone screening with Agile Leadership. Honestly, it was the first time I faced such an intolerant to different opinions and at some points even aggressive atmosphere. Seems like the company chose the people who navigate this Agile journey, who posses lack of people skills, inability to listen, fear driven and It was 1st time in my life when the interviewer couldn't hide her irritation when I mentioned Spotify Agile model and tried to find parallels with my past experiences. She couldn't tolerate and cut me off with the examples I was providing. Also, I was asked a question which I wanted to confirm if my understanding of it was accurate.Especially, in the reality of remote online interview, which was also affected by signals interruptions: - If you are entering the environment where the leadership wants to move towards Agile transformation, but they do not want to apply any model like Scrum, Kanban or XP or anything else, what may you suggest so the company still be able to achieve Agile values? I rephrased it in my own words to confirm that we are on the same page, and on of the leaders right away jumped in and started answering the question herself. Unfortunately, I had tech difficulties with ZOOM even to hear exactly what her point of view of that question was. I tried to share my concern but then she just accused me of not knowing 3 basic Agile values. I felt that Agile leadership over their have very strong "book" opinions, that actually ends up ruining the healthy cooperation and communication, ability to hear other people in real life. And that is one of the 4 MAIN agile principles: "Individuals and interactions over processes and tools". That may cause the unhealthy atmosphere in the company, and fail some of the basic principles of Agility - ability to hear the feedback from other people, which then negatively affecting the ability to constantly adapt to the changing environment. Additionally, creating intolerant, fear driven and unhealthy environment (that is how I felt through the interview), will probably also not be helpful for another Agile principle: "Build projects around motivated individuals." I doubt that people can stay motivated in the reality when their opinions are aggressively judged without eve listening. It is surely understandable that it is important to learn and know Agile principles like it is described in the book and await for the answers that 100% matching them. But, if life was that simple, everyone who knew Agile manifesto by heart, could move any company and any project to Agility with no problems. But as we know, it is not happening. Because each company is different. And there is a room for cooperation and negotiation in every Agile adaption plan. So soft-skills and people skills there is a very important thru that transformation to be able to adapt and create a healthy environment for motivated individuals. As it is no matter how many great people you hire, in the toxic atmosphere yo will never get best of them. And to me that felt toxic.