interviews tips - for interviewers

1. You must makes notes of the questions you intend to ask otherwise you'll forget.
2. Decide the essential things you need to learn and prepare
questions to probe them.
3. Plan the environment - privacy, no interruptions, ensure the
interviewee is looked after while they wait.
4. Arrange the seating in an informal relaxed way. Don't sit behind a
desk directly facing the interviewee - sit around a coffee table or
meeting room table.
5. Clear your desk, apart from what you need for the interview, so it
shows you've prepared and are organised, which shows you
respect the situation and the interviewee.
6. Put the interviewee at ease - it's stressful for them, so don't
make it any worse.
7. Begin by explaining clearly and concisely the general details of
the organisation and the role.
8. Ask open-ended questions - how, why, tell me, what, (and to a
lesser extent where, when, which) to get the interviewee talking.
9. Make sure the interviewee does 90% of the talking.
10.
Use 'How?' and 'What?' questions to prompt examples and
get to the real motives and feelings. 'Why?' questions place more
pressure on people because they suggest that justification or
defence is required. 'Why?' questions asked in succession will
probe and drill down to root causes and feelings, but use with
care as this is a high-pressure form of questioning and will not
allow sensitive or nervous people to show you how good they
are. Think about how your questions will make the interviewee
feel. Your aim and responsibility as an interviewer is to
understand the other person - not to intimidate, which does not
facilitate understanding.
11.
High pressure causes people to clam up and rarely exposes
hidden issues - calm, relaxed, gentle, clever questions are far
more revealing.
12.
Probe the cv/resume/application form to clarify any unclear
points.
13.
If possible, and particularly for any position above first-line
jobs, use some form of psychometric test, or graphology, and
have the results available for the interview, so you can discuss
them with the interviewee. Always give people the results of
their tests. Position the test as a helpful discussion point, not the
deciding factor. Take care when giving the test to explain and
reassure. Ensure the test is done on your premises - not sent in
the post.

14.
Give interviewees opportunities to ask their own questions.
Questions asked by interviewees are usually very revealing. They
also help good candidates to demonstrate their worth, especially
if the interviewer has not asked great questions or there is a
feeling that a person has for any reason not had the chance to
show their real capability and potential.

interviews tips - for interviewees

1. Research as much as you can about the company - products,
services, markets, competitors, trends, current activities,
priorities. See the tips about researching before job interviews.
2. Prepare your answers for the type of questions you'll be asked,
especially, be able to say why you want the job, what your
strengths are, how you'd do the job, what your best
achievements are.
3. Prepare good questions to ask at the interview. See the
section on questions to ask at job interviews.
4. Related to the above, request a copy of the company's
employment terms and conditions or employee handbook before
the interview, in order to save time covering routine matters
during the interview.
5. Assemble hard evidence (make sure it's clear and concise) of
how what you've achieved in the past - proof will put you ahead
of those who merely talk about it.
6. Have at least one other interview lined up, or have a recent job
offer, or the possibility of receiving one from a recent job
interview, and make sure you mention it to the interviewer.
7. Make sure your resume/cv is up to date, looking very good and
even if already supplied to the interviewer take three with you
(one for the interviewer, one for you and a spare in case the
interviewer brings a colleague in to the meeting).
8. Get hold of the following material and read it, and remember the
relevant issues, and ask questions about the areas that relate to
the organisation and the role. Obtain and research: the
company's sales brochures and literature, a trade magazine
covering the company's market sector, and a serious newspaper
for the few days before the interview so you're informed about
world and national news. Also worth getting hold of: company 'inhouse' magazines or newsletters, competitor leaflets, local or
national newspaper articles featuring the company.
9. Review your personal goals and be able to speak openly and
honestly about them and how you plan to achieve them.

10.
Ensure you have two or three really good reputable and
relevant references, and check they'd each be happy to be
contacted.
11.
Adopt an enthusiastic, alert, positive mind-set. If you want
some help with this try the 'I Am' self-belief page.
12.
Particularly think about how to deal positively with any
negative aspects - especially from the perspective of telling the
truth, instead of evading or distorting facts, which rarely
succeeds. See the CV pointers about this - it's very significant.
13.
Try to get some experience of personality tests. Discover
your personality strengths and weaknesses that would be
indicated by a test, and be able to answer questions positively
about the results. (Do not be intimidated by personality testing expose yourself to it and learn about yourself.) To understand
more about personality testing and the underpinning theory and to find out more about yourself in this respect - see the
section on personality theories and make time to read and
understand it.
14.
Think about what to wear. See the guidance about choice
of dress, clothes and colours for interviews below.
15.
Some jobs invite or offer opportunity to re-define or
develop the role itself. It might be a existing role or a new
position. If so prepare for this. Most jobs in fact offer this
potential, but sometimes it is a stated requirement. See the
notes in the CV section about approaching a vacancy for which
the role has not yet been fully defined.

sample job interviews questions and

answers - for interviewers and
interviewees
These are samples of questions that interviewers ask interviewees,
with suggested ideal answers and reasons and purposes of the
questions, to help interviewers and interviewees alike. See also the
questions to ask at your job interview for ideas and suggested
questions that interviewees should ask the interviewer, which are also
extremely important.
There are very many different questions that can be used in job
interviews. This page does not attempt to list them all. Instead it seeks
to give you an understanding through the examples below and other
tips as to what is effective and why, from the standpoint of the
interviewer and the interviewee. Therefore, whether you are an

interviewer preparing questions to ask, or an interviewee preparing

how to give great answers, it is better to read all of this section to help
you understand what works best and why, rather than simply select a
few 'stock' examples. Having a few 'stock' questions and answers
examples will limit your appreciation to just those examples. Instead
seek to understand the reasoning that determines successful
interviews, and then you will be able to formulate your own questions
and answers for any interview situations that you face - whether as an
interviewer or an interviewee.
question
How do you
measure talent?
or
How do you
measure talent in
an organisation (or
company or team)?

answers examples and

guidance
The first thing is to
acknowledge the significance
and importance of a question
like these examples.

By showing that you

recognise the potency of the
question (for organisations as
well as interviewees), you are
half way to providing an
and in similar vein: impressive and effective
answer.
How do you
grow/develop
(This principle of
talent in an
acknowledging very good
organisation (or
questions in this way can be
company or team)? applied to any other question
that addresses a serious and
deeply significant issue, as
this is.)

question notes
See general
guidelines above if
you've not seen
them already.
These (apparently)
tough questions
about 'talent' and
how to measure and
develop 'talent' are
presently
confounding many
of the world's
biggest
organisations, many
leaders, and
organisational
development
specialists.

These questions
You can show your recognition about 'talent' reflect
with an initial response such
widespread modern
as:
organisational
challenges, and so
"That's a very significant
are useful in
question. Its implications
interviews,
affect the future health of all
especially for
organisations - probably now training, HR,
more than ever.."
management and
executive positions.
Beyond this, the question

might initially seem

impossible to answer,
especially if you've had no
real experience of measuring
or growing such an intangible
and fundamentally important
aspect of performance in
people and organisations, but
there is actually quite a
simple way to answer a
question like this, for
example:

Interviewees who
can answer these
questions sensibly
and thoughtfully
demonstrate
considerable
perceptiveness and
ability.

Answers to these
questions are
relevant modern
indicators as to an
"The reason why this is such a interviewee's value
difficult question for modern
and potential in the
organisations to address and field of
resolve, is that while some
management,
organisations and leaders
leadership and HR.
know how crucial 'talent' is for
their survival and competitive
effectiveness, you can't
actually measure and
grow anything until you
can define exactly what it
is, which is the real challenge.
I believe that you can only
begin to measure and
develop anything when you
can define exactly what it is.
Talent is prime example. The
concept of 'talent' alone is
completely intangible. It
means all sorts of different
things to different people and
organisations. Therefore the
key to measuring and growing
'talent' is first to define
exactly what 'talent' is - to
understand and describe what
it means, what it looks like,
how it behaves and what it
can achieve. And these
definitions will be different
depending on the
organisation. Talent in a bank

will have a quite different

meaning to talent in an
advertising agency, or in a
hospital. So that's the first
answer to the question: First
you need to define it and
agree the definition, which is
likely to be quite and involved
and detailed task, because it's
such a deep and serious
concept..."
Here's how you can develop
this answer:
"Aside from defining what
talent is, the organisation
needs to acknowledge the
importance of talent,
(according to the agreed
organisational definitions).
This requires a commitment
from the very top, which must
be transparent and visible to
all. Then people will begin to
value talent more fittingly and
preciously. A similar thing
happened with the 'total
quality' concept, when
leaders woke up and realised
its significance. But they first
had to define it and break it
down into measurable
manageable elements before
they could begin to improve
it. Talent is the same."
If you really want to go for
broke you could add:
"The same thing will happen
with love and spirituality in
organisations, as is happening
already with ethics and
responsibility. These

fundamentally crucial
concepts can only be
assessed, managed and
developed when they are
given emphatic priority from
the top, and defined in a
meaningful and manageable
way. Then they can be grown
just like any other
organisational attribute."
A supplementary point is that
some leaders simply do not
appreciate the really true
concept of talent, which
unfortunately is a serious
obstacle to doing anything
useful about talent at all.
Where this is the case, the
leader must be educated or
replaced, because as ever
organisations can only do
what they leader genuinely
understands and commits to
achieving.
(Prior to a sales or
commercial
management
interview) Prepare
a plan for your first
1/2/3 months in the
role and present it
at the interview.
This example and
guidelines for
answers are
orientated to a
sales or
commercial
management role,
but the same
principles apply for
many other

The level of detail and

precision that you can include
in your plan and presentation
depends on how well you
know the market and the
organisation. Beware of
assuming too much however it's important to strike the
right balance between the
need for assessment and
action.
Interviewers want people who
will make things happen and
introduce positive change, but
at the same time who can
preserve the good things and
avoid problematical fall-out.

Asking interviewees
to prepare a plan for
their first one or two
or three months in
the role is an
increasingly popular
way for interviewing
organisations to get
a real taste and
sample of how the
job candidate would
approach the job.
Seeing lots of fresh
ideas is also very
helpful in its own
right for the
recruiting
organisation.

management
positions, and
increasingly frontline positions too.
Market forces
inevitably tend to
require all roles to
be increasingly
strategic, therefore
this interview
question could be
used for lots of
customer-facing
roles as well as
management job
interviews.

A Gantt Chart is a good way

to present this sort of plan.
See the project management
section, but avoid going into
the level of detail suggested
for major projects.
A clear series of bullet points
will also be acceptable for
most situations. Be guided by
the recruiting organisation as
to the technology and media
to use, but in any event
concentrate on the content
rather than the bells and
whistles. A good candidate
would be able to handle this
using just a flip chart.
See also the presentations
page for ideas about how to
structure the presentation,
but again be mindful of the
pressure of time: be very
compact, impactful, concise
and efficient in the way you
put your ideas across.

A question like this usually for a

management
position, but not
always so - is a
great opportunity
for the interviewee
to use preparation
and research in
producing a
compelling
presentation of your
value to the
employer.
It's a real chance to
show what you can
do, in terms of
ideas, experience,
technical grasp of
your subject, and
ability to present
and enthuse with
clarity, logic and
passion.

The guidelines and

What's required here is
examples here are
essentially a cohesive list of
for a sales or
strategic action points, each
commercial
aimed at producing specific
position, but the
results. Innovation helps
same principles
provided it's not too off-theapply for any role
wall.
when asked to
prepare a plan and
Typically it's very difficult (and present it at an
generally unwise) to enter a
interview.
new organisation and
immediately begin making
The interviewer will
lots of big changes, unless of want to see that the
course the situation is in
interviewee has a
crisis; a period of assessment good understanding
and research is normally
of the key
sensible.
performance criteria

Another crucial aspect is the

maturity and performance of
the team. Look at the
Tannenbaum and Schmidt,
and Tuckman theories to
understand the significance of
the team's capability.
Aim for 5-7 bullet points per
section of the plan (for
example a 3 month plan could
be presented as three 5-7
point sections). Each action
point with outcomes and
reasoning explained.
Financials and example
statistics/ratios too if you
know them.
Points and areas that could
feature in a sales
management plan are as
follows - either as areas to
address, or areas to develop
into specific action points,
depending on the level of
knowledge and experience.
These are in no particular
order. Priority and mix
depends on the situation:

Immediate review of
current and projected
performance and factors identify glaring gaps,
weaknesses and
opportunities - identify
and optimise quick gains
where possible

Pareto (80:20) analysis products, markets,

customers

People/team
assessment - styles,
strengths, performance,

for the function or

team or department
concerned, and can
use experience,
research and
original thinking in
creating and
delivering a clear,
logical cohesive
action-plan
presentation.
Thus the interviewer
is effectively having
to 'pitch' for the job,
in the same way
that an agency has
to pitch for a new
account.
Being asked to
present a plan at an
interview is a
wonderful
opportunity to
shine, especially for
people who do not
necessarily perform
well under pressure
when handling
some of the more
unpredictable
questions that can
arise in interviews.
Instead, being able
to prepare a plan
and presentation in
advance allows
interviewer and
interviewee's to
assess and respond
to each others
needs in a far more
professional and
well-organised way.

responsibilities, etc psychometrics if

possible/appropriate
Costs and spending
review - optimise and
tighten - improve
accountability and
freedoms within agreed
guidelines
Customer analysis/visits
- protect and consolidate
Competitor assessment
- identify losses and
threats, especially from a
major accounts/sectors
view
SWOT, PEST analyses
Sales cycle and selling
process review - key
ratios and statistics
Sales proposition, USP's,
USB's (see sales section)
Performance
management,
measurement and
reporting
ICT and internet internal communications
and systems, and
customer interfaces
Pricing and margins
analysis
Advertising and
promotion and enquiry
generation - conversion
ratios through the sales
funnel
Strategy review distribution/route(s) to
market(s), partnerships suppliers and sales
distribution
Marketing and sales
materials and
documentation review,

including electronic and

online data and systems
Sales model - alignment
of sales people with
markets, sectors, verticals
and horizontals
Sales skills and training
assessment
Sales processing and
relationships with other
departments, CRM
(customer relationship
management)
Sales services
agencies/suppliers telemarketing, A&P, etc
Quality/service
assessment - especially
identify key performance
factors
Look at/develop interfunctional/departmental
communications/cooperat
ion/relationships
Motivation, morale
Sales planning, aims,
objectives, targets cascading to individual
quotas and
responsibilities
Standards and controls
Legal and licensing
areas if appropriate,
contracts and SLA's
(service level
agreements)
Philosophy and belief,
ethics and integrity

The presentation needs to

combine relevant hot-spots
from the above list, and to
suggest a process of
assessment and involvement
of people, blended with

change, so as to identify and

optimise key performance
factors within strategy,
people/teams, skills and
processes.
How do/would you
optimise
performance and
lift standards in a
team?
or
Explain your
approach to
maintaining high
standards and
improving poor
performance in a
team.
or
(prior to the
interview)
Prepare and give a
presentation on
how to maintain
standards and
address poor
performance in
managing a team.

Aside from the sort of poor

performance which requires a
firm disciplinary response
(see the section on
performance management),
this question is best answered
from the viewpoint of
improvement and
development, rather than
discipline and control. The
question provides a great
opportunity to refer to lots of
relevant theory, and to show
you know how to apply it.

These questions
invite candidates at
management
interviews to
demonstrate their
management and
leadership abilities.

All management
interviewees should
prepare to answer
this sort of question.
Even if the
interviewer doesn't
ask the question,
'Poor performance' is actually there will be plenty
not a helpful perspective - it's of opportunities to
negative. It's best to interpret use the answers in
this as helping people to
dealing with other
become the best that they questions.
can be, in ways that enable
them to align their natural
Good modern
strengths and preferences
employers will look
with the needs of the
for positive Y-Theory
organisation and team.
ideas about
managing people.
Maslow is certainly relevant we need to help people selfMore traditional and
actualise, which a better
autocratic
angle of approach than 'poor interviewers will
performance'.
seek a tougher
approach, in which
Belbin's model of team roles
case you can
is a useful reference
incorporate a few
framework (everyone's good
examples of
at something - so find out
firmness and control
what it is and get them
within your answers,
playing to their strengths).
where situations
and scenarios

Also useful in this respect is

Gardner's multiple
intelligences, and learning
styles, along with the other
personality styles theory,
although don't go into that
depth at the interview - just
refer to the main principles.
Aspects of delegation are
relevant, within which
Tannenbaum and Schmidt,
and Tuckman's 'storming,
forming..etc' model are also
useful reference frameworks.
Adair's Action-Centred
Leadership model is a great
reference for illustrating the
different aspects of teams
that need managing and
leading.

warrant such a
style.
If you are the
interviewee don't
just use my words take what's
meaningful and
workable for you
and make it your
own. Understand
your own strengths
and style and show
you know when to
adapt and use a
different approach.

If you are the

interviewer ask this
sort of question and
look for the
candidates to
demonstrate that
The role of every good leader they understand
is to develop a successor,
about modern
alongside which is the aim to methods of
develop team maturity so
managing, leading
that it can self-manage. This
and developing
approach fosters high
teams. You need to
standards and great
recruit managers
performance because the
and leaders who
team is being empowered.
can empower and
Open clear positive two-way
inspire others, so
communications help to
seek these qualities
establish team understanding in people, which will
and agreement of aims and
be demonstrated in
direction (and standards).
the answers to this
Involve and consult and
sort of question.
enable and coach, rather than
decide and direct and control.
People perform and achieve
best when pursuing their own
goals and aims, not the ones
imposed from outside. The
trick therefore is aligning

people with work, so it's

meaningful and important.
An interview presentation
(ensure you know how long
the presentation should last)
is best structured in three
parts, plus the intro and the
close. Look at the notes on
presentations. Use different
ways of communicating your
ideas. Physical props
demonstrate points
powerfully and involve the
audience/interviewers if
passed around. Referring to
case studies and extracts
from biographies of highachievers will help illustrate
that high performance is
borne of inner drive, not
external control. A good
manager is an enabler not a
controller.
Have you ever
dealt with a
customer making
an unrealistic
demand?
or
Can you give me
an example where
you've had to deal
with a customer
who has made an
unrealistic or
unreasonable
demand?
or
How do you deal

Obviously if you have a real

example with a good positive
successful outcome for the
customer and supplier then
use it (it's a good idea to think
about and prepare an
example for this type of
question in advance). Ideally
examples should include the
following elements: Central to
this process is being able to
fully understand the
customer's position and
feelings, without necessarily
agreeing with them.
Explaining this difference
between understanding and
agreeing at the interview
helps the interviewee to
demonstrate capability to

The interviewer
asks these interview
questions give the
interviewee an
opportunity to
demonstrate firstly
how they decide
that what is realistic
and what is
unrealistic, and
secondly how to
explain to the
customer why the
demand cannot be
met, and hopefully
better still suggest
an acceptable
alternative course of
action, preferably
which results in the

with difficult
customers?

(Any question that

invites you to
describe/explain/co
mment on a
'negative'
situation, for
example, "Why did
you leave your last
job?, if the reason
was that you were
being bullied, or
that you lost your
temper at your
boss and were
fired)

deal with these types of

difficult situations. Good
sympathetic questioning
skills, and a good
understanding of the options
available to the supplier
organisation in solving
problems, are also vital for
being able to adapt and
develop mutually agreeable
solutions. An excellent answer
or demonstration of excellent
capability would include a
very positive result in which
the customer's satisfaction
and loyalty was increased to a
higher level than before the
complaint or request (which is
actually more easy to achieve
than most people imagine). To
show excellent technical skills
in dealing with very difficult
and emotional customers
interviewees could refer to
techniques within
Transactional Analysis,
Empathy theory, and NLP
(Neuro-Linguistic
Programming).

customer being
more satisfied than
if the issue had not
arisen in the first
place.

When asked a question which

intentionally or
unintentionally exposes a
'negative' situation or
experience or reason (for
example for having left your
last job), you should provide a
positive interpretation and
reflection of the experience.
This means objectively
(without emotion or bias)
demonstrating understanding
of the behaviour (which was
directed at you that caused
you to leave, or your negative

The purpose of
these questions
may be unwitting,
that is to say the
interviewer has no
idea what they
might be
uncovering. Or the
question might be
to intentionally put
pressure on the
interviewee in an
area of weakness,
or vulnerability, or
past failure or

It is a fact that the

greatest customer
service challenges
also offer the
greatest
opportunities to
delight the
customer, and
interviewees who
demonstrate such a
philosophy are
generally indicating
great potential and
value to a
prospective
employer.

behaviour that caused you to

leave). For instance if you
were bullied say so, but do
not be critical or bitter, and
emphasise the positives from
the experience (which not
least would be that you
thought it best to leave rather
than continue in a situation
that was not doing anyone
any good). If you behaved
badly then you should ideally
explain what you did and
why, and how you have
learned from it and that you
will not make the same
mistake again.

mistake.
In any case,
interviewers learn a
lot about an
interviewee's
emotional maturity
(increasingly a
much sought-after
attribute) when the
interviewee is
invited to explain,
comment, and show
their feelings about
a past 'negative
experience.

Emotionally mature
In general the approach is the people are able to
same for most situations
talk objectively and
when dealing with questions
honestly about
that expose weaknesses or
'negative'
failures or opportunities for
experiences, and
bitterness: you can (and
interpret them into
should) explain what
positive
happened (to lie or distort
experiences.
would be wrong) but do so
without bitterness or
A good interviewer
recrimination, and
can confidently form
demonstrate forgiveness,
a good impression
tolerance and selfof any interviewee
development achieved from
who displays good
the experience.
emotional maturity.
If you were the guilty party it
helps to show that you had
the courage to take some
action to make amends, even
for 'lost cause'.
How would you
respond if you
were offered the
job?

Think before the interview

and during the interview: How
would you actually respond
to this question? If you'd
accept the job and you are

This is not a actually

great question to
ask (if you are the
interviewer) or to be
asked (if you are the

What would you do

if you had to deal
with an angry
customer?

really happy and free to do

so, then say so. You have little
to gain from being evasive. If
you have other options or
commitments that need
proper and fair consideration
before accepting the job offer
then say so (it does not put
you in a very good light if you
demonstrate that you are
prepared to treat an existing
employer or another potential
employer badly). If you need
more information (about
package, expectations,
responsibilities, etc) then say
so. If the interviewer is being
aggressive or provocative (as
can happen in certain sales
interviews particularly) you
could say that actually the
only way to find out for sure is
to make the offer, ie.,
"...make me the offer and I'll
tell you..." (the interviewer
will not normally fall for that
one of course but at least
he/she will see that you can
stand up for yourself, which
most tough-nuts will respect).

interviewee)
because it suggests
that the interviewer
might not offer the
job to someone who
is not certain to
accept it.

Look at the Transactional

Analysis, NLP, and Empathy
pages - a lot of what you need
to know (and will differentiate
you from other interviewees)
is there, depending on your
interview situation. Basically
the answer is to empathise,
understand, and as quickly as
possible obtain the
customer's trust in your
promise to try to resolve the
matter. And then set about
finding the facts and resolving

This type of
'scenario' question
is good because it
enables an
interviewee to
demonstrate
experience,
technique, and
awareness of why a
certain behaviour is
appropriate for a
given real situation
that can arise in the
job.

This is not great

indication of a good,
confident grown-up
high-quality
employer (or
interviewer).
If you are strong
and mature you'll be
able to deal with an
employer who feels
the need to ask this
question, otherwise
you might not find
this type of
employer mature
enough for you.

it, working within whatever

policies and processes are in
place for the particular
problem. The important thing
is to remember the difference
between understanding and
agreeing - you need to
understand without
necessarily agreeing or prejudging the outcome (unless
of course you can actually
resolve it an agree it there
and then). And you need to
apologise without pre-judging
whatever investigation you
need to do or arrange. Finally,
take responsibility for seeing
the issue through to the
finish, when at the end of it
hopefully the customer is
more delighted than they
have ever been, (which is
often what happens when you
do things properly).

What will you bring

to the job/company
if we employ you? Imagine what your
objectives will be if you were
in the role, and orientate your
answer towards meeting
them, on time, on budget,
and with style (especially to

Demonstration of
exactly the same
experience is not
necessary, what
matters is the
ability to adapt and
apply technique and
behaviour, which
could come from
different related
experiences, for
example dealing
with difficult or
upset people in any
other situations.
The interviewee
must demonstrate
knowledge and/or
experience of
appropriate
technique,
behavioural and
emotional
awareness and
capability, and the
ability to match a
good technical
emotional and
constructive
response to a
particular emotional
(and probably
process-based)
challenge.
This tough interview
question is an
opportunity for the
interviewee to
relate their
strengths and
capabilities to the
priorities of the

improve motivation and

morale and to avoid
unnecessary disruption and
unhelpful side-effects).

job function, and

to the aims and
priorities of the
organization.

Try to focus on the

particular priorities and
requirements of the role,
the targets and aims, (which
means you need to ask what
they are if your are not told)
and also if possible, focus on
working style and
behaviour attributes that
fit the preferences of the
interviewer, since most
interviewers prefer people like
themselves.

The interviewee
must therefore
demonstrate an
understanding of
both sides of the
question - the
needs of the
employer, and
how to apply their
own skills,
capabilities,
experience, style
and strengths to
the situation.

For example (assuming that

the points illustrated are
relevant):
"I can see clearly that quick
results are a priority - and
that's something I'm good at
generating, because I have
good abilities and experience
to interpret situations, and
then a strong focus on
activities which will achieve
change and results in the
necessary areas."
"I'm diplomatic with people
too, which means I can
generally bring people along
with me; if needs be though I
can be firm and determined
enough to convince people
who need a bit of extra
encouragement."

It's a good question,

and also a great
opportunity to show
how good you are,
and how you will
add positively to the
mood and attitude
of people you'll
work with.
This question invites
good specific
solutions and
suggestions in
response to stated
organizational
requirements.
As such it will
quickly show up the
candidates who
understand what's
needed in the role
and how to make it
happen.

Certain interviewers
and situations will
also be seeking
indications of the
candidate's
personal style when
working with others
- notably whether
the candidate will
be an asset to the
team in terms of
motivation and
morale.
If you are the
interviewer make
sure you explain
earlier in the
interview what the
situation requires in
terms of results,
parameters and
attitudinal factors.
Tell me about the
culture at your last
company/employer If the past culture was good
.
them explain how and why in
terms that the interviewee is
likely to identify with, for
example:

The proper purpose

of this tough
question is to see
how you interpret
and explain culture,
which provides an
opportunity for you
as the the
"The culture encouraged
interviewee to
people to develop, grow, take demonstrate how
responsibility. People were
you feel about and
coached and mentored
react to whatever
towards quality and
culture was in place.
productive effort. All of this
It's a potential trap
helped me a great deal
for interviewees
because I identify with these
who would be
values, and respond to these negative and critical
opportunities."
and apportion
blame, eg 'the
A good answer, in referring to culture was not

Tell me about your

life at College or
University (or even
your time in your
previous job).

a non-supportive culture
would be to express the
positive aspects (eg lots of
freedom for me to take
initiative, responsibility, find
new ways to contribute, a free
market allowing the good
workers to naturally excel and
develop reputation and
internal working relationships,
etc.)

supportive and so it
didn't help me to
perform' (not a good
answer). The culture
question also invites
comments from the
interviewee about
management style,
and again is a trap
for negative
respondents who
criticise their past
boss (bad answer),
rather than
accentuate the
positives and
demonstrate
positive behaviour
in negative
situations, which is
a highly desirable
trait.

The question is an
opportunity for you to
demonstrate the qualities that
the interviewer is seeking in
for the job, so orientate your
answer towards these
expectations (without
distorting the truth
obviously).

A big open question

like this in an
interviewer is a
huge opportunity or
huge trap. It can be
a tough question if
not approached
properly.

Interviewees should
In your answer, emphasise
have the sense to
the positive behaviour,
refer to previous
experience and achievements experiences that
(ideally backed up with
indicate capability
examples and evidence)
and behaviour of
which will impress the
the sort that the
interviewer because of its
role requires.
relevance to the role
requirements.
It's a trap for
interviewees who
The interviewer is looking for look regretfully or
the same capabilities and
negatively on past

behaviour in your college (or experiences,

university or previous job) life criticise or attribute
that they want in the job.
blame, or display
'someone else's
Your emphasis should be on
fault' attitudes.
your achievements, and
how you achieved them,
College and
that are relevant to the job
University are
requirements.
environments which
provide lots of
Interviewers with special
opportunity. Good
interest in behaviour and
applicants will be
personality may also use a
able to demonstrate
question like this to assess
that they have used
your self-awareness and
the opportunity to
maturity, in the way you
learn and develop,
consider your answer and
whether their
relate it to your own
experiences were all
experience and development. positive and
successful or not.
What do you want
to be doing in
2/5/10 years time?

It's not easy to answer this in

terms of job expectation - noone can realistically predict
what job will be required in 5Or:
10 years, let alone whether
they will be right to do it, so
Where do you want I'd avoid specific job aims or
to be in 2/5/10
claims, unless you actually
years time?
have a very clear plan, and
are seeking a job and career
which clearly offers
predictable and structured
progression.

This is a common
tough interview
question, and it
commonly trips
people up into
making overambitious claims
about their future
potential and worth.
It highlights feelings
of delusion, and a
need for security if
they exist.

For most people and roles,

which are largely
unpredictable, this question is
best and easiest answered in
terms of the sort of situation
you'd like to be in, which
should reinforce all the other
good things about yourself,
for example:

The question
encourages the
interviewee to think
and express their
plans and
aspirations, future
direction, needs and
wishes. Some
people find it more

"Making a more significant

contribution to whatever
organisation I'm working for.
To have developed new skills,
abilities, maturity - perhaps a
little wisdom even. To have
become better qualified in
whatever way suits the
situation and opportunities I
have. To be better regarded
by my peers, and respected
by my superiors as someone
who can continue to increase
the value and scale of what I
do for the organisation."
"I'd like more responsibility,
because that's a result of
personal growth and
progression, and it's
important for my personal
satisfaction."
"I have no set aspirations
about money and reward - if I
contribute and add value to
the organisation then
generally increased reward
follows - you get out what you
put in."
"Long term I want to make
the most of my abilities - if
possible to build a serious
career, but in this day and
age nothing is certain or
guaranteed; things can
change. I'll do my best and
believe that opportunities will
arise which will enable me to
keep contributing, increasing
my worth, and developing my
ability in a way that benefits
the organisation and me."

difficult to answer
than others,
depending on their
personality.
Some people are
able to plan and see
clear steps along
the way, which
would be more
commonly exhibited
by people whose
work involves this
approach.
Job roles which
require a higher
level of adaptability
and flexibility are
unlikely to attract
candidates who are
meticulous
planners.
The question is a
powerful one
because it prompts
the interviewee to
think and visualise
about themselves
and how they
expect and want to
change.

Employers will respond well if

they see that you are mature,
independent, self-motivated;
that you will make a positive
and growing contribution, and
that you understand that
reward (financial, promotion,
responsibility, etc) will always
be based on the quality and
value of your input.
Give an example of This depends on your
when you had to
relationship to the two
settle a dispute
people, so seek clarification if
between two
this is not clear, but broadly
individuals.
the aim is to first take any
heat out of the situation by
calming the individuals. Then
firmly arrange a three-way
discussion later in the day or
an early opportunity in the
future, in a suitable
environment (closed meeting
room), at which you can
facilitate a proper discussion
of the issues, so as to arrive
at an agreed positive way of
going forward or compromise.
It's important to understand
each person's standpoint and
feelings, without agreeing
with them, unless the
argument concerns a clear
breach of policy or wrong
behaviour, in which case the
transgressor should be
counselled separately, after
which the three-way meeting
can be held to mend
relationships. Arguments
come in all shapes and sizes a more specific answer is
possible in response to a
more specific scenario.

The interviewer is
using this tough
question to test the
interviewee's
experience and
ability to diffuse
conflict, and also to
step back and take
an objective view,
rather than getting
involved and taking
sides, which is the
natural temptation.
Objectivity and
facilitation are
important skills of a
good manager, and
this question will
identify whether the
interviewee
possesses them.
This question will
also put pressure on
the interviewee's
ability to manage
people, because it
provides a tricky
peoplemanagement
scenario.

What is your ideal

job?

Mindful of the trap

possibilities, the interviewee
would always do well to
qualify the question by asking
for a timescale (at what point
in my career?) before
answering. This shows that
some consideration is taking
place rather than a knee-jerk,
and that the question is
producing a serious response
rather than a fanciful one.
Aside from this, the best
answer to the question, as for
any interview question, is to
use the opportunity to sell the
strengths of the interviewee
as a potential asset to the
organisation. This would
produce an answer that
creates a picture of a loyal,
results-orientated person,
making a significant
contribution to the
organisation (status and level
would depend on timescale).
If the answer is poor it will
trigger a probing follow up
that puts pressure on the
interviewee to justify a daft
response. If the answer is
impressive there probably
won't be a follow-up as
there's nothing to probe and
the interviewer can move on.
Wrong answers would include:
'boss of my own company'
'your job' 'the top salesman
on half a mill a year' 'CEO of
this company' (unless you can
justify the claim) a pop star, a
railway engine driver, a film
star, etc Good answers would
include: 'A manager or
executive with this

This is a good and

tough interview
question, and the
answer would
almost always
trigger a more
specific follow-up
question, asking
'why?', and then
probing the reasons
for the choice. From
the interviewer's
standpoint, the
question is open
and vague, which
for certain purposes
(see the next para
re traps) is a good
thing. If the
question is intended
to elicit meaningful
information about
the interviewee's
career plans, then
some timescale
should be attached
(ie 'what would be
your ideal job in
3/5/10 years time?')
The question
exposes
interviewees who
seek only personal
gratification
('outputs') from a
role (money, status,
esteem, excitement,
glamour, security,
etc) rather than
seeking
opportunities to
make best possible
use of their effort,
skills and

Why do you want

organisation in (function
relative to experience and
skill set) where I have the
responsibility and
accountability for using my
skills and efforts to achieve
great results, work alongside
great people, and get a fair
reward.' 'I'd like to become an
expert in my field (state
function if relevant), where
I'm able to use my skills and
abilities to make a real
difference to the company's
performance.'

experience, in
contributing to the
performance/quality
/results of the
organisation for
which the role is
performed ('inputs').

Reflect back the qualities

Opportunity to sell

The question is a
potential trap for
people who are
more concerned
with what they get
out of a job rather
than what they put
into it. Employers
do not really want
to recruit
gratificationorientated people.
These people are
generally not selfstarting nor selfmotivating.
The question also
gives indications as
to how realistically
the interviewee
sees themselves.
Some people
visualise highly
fanciful and
unrealistic jobs,
which is a warning
sign to a potential
employer. Others
visualise jobs that
are clearly remote
from the job being
applied for, which
indicates that some
falsification or
delusion is present.

this job?

required and job priorities as

being the things you do best
and enjoy. Say why you think
the company is good, and
that you want to work for an
organisation like it.

yourself and show

you understand
what they're looking
for in the role. Make
sure you hit both of
these hot buttons.
It's a touch question
if you've not
prepared the
answer.

What did you

Prepare a number of relevant
achieve in your last examples and explain one
job?
(two or three if they're punchy
and going down well). Make
sure you feature as the
instigator, or the factor that
made the difference.
Examples must lead to
significant organisational
benefits; making money,
saving money/time, improving
quality, anticipating or
creatively solving problems,
winning/keeping customers,
improving efficiency.

Another tough
question which will
expose a lack of
preparation or
relevant experience.
The question and
answer show
whether any
achievements have
been made, and
what values are
placed on work.
Shows motive whether process,
results, accuracy,
security, social, etc.
Shows
understanding of
cause and effect,
pro-active vs
passive.

How would you

approach this
job? How would
you do it?

A tough question if
the interviewee has
not prepared. Shows
if you've thought
about what job
requires and entails.
Role and situation
needs to have been
explained well to
enable a good
response. Exposes
people who can't

Identify the two or three main

issues and say how you'll deal
with them, which shows you
can focus on what's
important. Likely to be
planing and organising,
ensuring all the
communications and
relationships are working well,
reviewing and measuring
activities and resources
against outputs and

improving where possible.

Emphasise your personal
strengths that are very
relevant to the role
requirements.

actually do the job.

What are your

strengths?

Prepare three that are

relevant to the requirements
of the role. Be able to analyse
why and how you are strong
in those areas. Mix in some
behaviours, knowledge and
experience and well as skills,
and show that you
understand the difference.
Style should be quite
confidence rather than
arrogant or over-confident.

Shows whether
candidate has selfawareness, and can
identify what
strengths are
relevant to role.
Shows if candidate
has thought and
planned. A glaring
omission if not
planned as this is
such an obvious
question that
everyone should be
prepared for.
Strengths should
obviously relate to
the needs of the
employer and the
role.

What are your

weaknesses?

Start by saying that you don't

believe you are actually
'weak' in any area.
Acknowledge certain areas
that you believe you can
improve, (and then pick some
relatively unimportant or
irrelevant areas). If you must
state a weakness these are
the clever ones that are
actually strengths: not
suffering fools gladly;
sometimes being impatient
with other people's sloppy
work; being too demanding;
refusing to give in when you
believe strongly about
something; trying to do too

A tough question if
answered without
proper thought. A
trap for the
unsuspecting or
naive. Will show up
those who've not
prepared as this is
another obvious
question to expect.
Will also prompt
follow-up questions
probing what the
candidate is doing
to improve the
weakness, which is
worth preparing for
also.

much, etc, etc.

What would your
references say
about you?

Another opportunity to state

relevant strengths, skills and
behaviours.

Potential trap to
draw out
weaknesses - don't
fall for it.

How do you handle Say that you tend not to get

tension/stress?
tense or stressed because
you plan and organise
properly. Say you look after
the other things that can
cause stress - health, fitness,
diet, lifestyle, etc. Talk about
channeling pressure positively
- thinking, planning, keeping a
balanced approach.

Exposes people who

can't deal with
pressure or don't
recognise that
lifestyle issues are
important for good
working. Exposes
the misguided
macho approach
that stress can be
good. It ain't.

What was the last

book you read and
how did it affect
you?

Will provide another

perspective of the
interviewee's
personality that
may not otherwise
surface. Opportunity
to demonstrate
skills , aptitudes,
special interests,
self-development,
analytical ability,
self-awareness. May
expose feelings or
issues that can be
probed further.

Be honest, as the interviewer

might have read it too.
There's no shame in admitting
to lightweight reading
material if that's what you like
- put it in context, why you
read it, and give a positive
result, whatever it is. Be able
to give an intelligent reaction
to what you've read. Don't be
too clever or try to impress as
nobody likes a smart arse.

What does/did your Tell the truth.

father do for a
living?
You are you. Your parents are
different people.
or
Your parents have no bearing
What do your
on how your value should be
parents do for a
judged.
living?
Avoid reacting in a defensive,
or
judgemental, ashamed or

This question is not

appropriate or
helpful in most
interview situations,
but it can arise, and
when it does so it
can be quite
emotive, which is
mainly why it's
listed here.

critical way.
Tell me about what
your parents do for Avoid any suggestion that any
a living.
parental influence on others
has been or could be useful to
or
your own career or success
(i.e., references relating to
What work are your 'old school tie' , or 'it's not
parents involved
what you know it's who you
in?
know').

The question is
designed to expose
people who are
over-protective or
insecure, or who
might think that
they are somehow
entitled to privilege
because of who
their father is or has
achieved.
The question can
also expose
emotional hang-ups
or sensitivities if any
exist, with a view to
further
exploration/discussi
on.
Interviewers should
use this question
with great care, if
indeed there is a
good reason for
using the question
at all.

Tell me about a big

challenge or
difficulty you've
faced; how did you
deal with it?

Avoid anything deeply

personal or seriously
emotional unless you are in
complete control of your
feelings about it. Try to
prepare an example that's
work-related and relevant to
the role.

Can expose
emotional raw
nerves or
sensitivities.
Opportunity to show
proof of being able
to achieve results in
the face of difficulty.
Is this person
actually
experienced are
they just saying
they are. (Experto
Credite - Trust one
who has proved it)

Tell me about
something recently
that really annoyed
you.

Don't get trapped into

admitting to a temper or loss
of control. Say you tend to get
more annoyed with yourself
than with other people or
other situations. Annoyance
isn't very productive, so you
tend to try to understand and
concentrate on finding a way
around a problem or putting
things straight.

Exposes hang-ups
and style of
management and
communication.
Exposes anyone
who believes it's
okay or even good
to get cross with
other people. It
ain't.

Give me some
examples of how
you have adapted
your own
communicating
style to deal with
different people
and situations.

Prepare this as one of your

strengths, as there's not a
single job that won't benefit
from good adaptive
communication skills. Give
examples of how you've been
detailed and given written
confirmation for people who
need it. Give examples of how
you verbally enthuse and
inspire the people who
respond to challenge and
recognition. Think of other
examples of adapting your
style to suit the recipients.
Give examples when you've
had to be task-driven, process
driven, people-driven, and
how you change your style
accordingly. A chance for you
to truly shine.

Exposes single-style
non-adaptive
communicators,
who don't
understand or adapt
to different people
and situations.

Can we check your

references?

Yes.

Exposes people who

are not comfortable
about having their
references checked,
in which case
probe. Exposes
people who've not
had the foresight to
organise an
important
controllable aspect

of their job search,

which is a bad sign.
What type of
Say generally you get on with
people do you get everyone. Say you respond
on with most/least? most to genuine, positive,
honest people. If pressed as
to people you don't get on
with, say that you respect
people for their differences,
and seek to understand them,
rather than seeing differences
to be a reason for conflict or
difficulty.

Exposes hang-ups
and prejudices. May
prompt issues to
probe. Strong,
emotionally mature
candidates tend to
respect differences
and understand
weaknesses in
others. Weaker
candidates tend to
be more critical and
judgemental about
others.

Give me an
example of when
you've produced
some poor work
and how you've
dealt with it.

Don't admit to having

A trap - don't fall in
produced poor work ever. Say it.
you've probably made one or
two mistakes - everyone does
- but that you always do
everything you can to put
them straight, learn from
them and made sure you'll
not make the same mistake
again.

Excellent answer now can you give

me an example
that wasn't so
good?

You may be hit with this if

you're too contrived or clever,
in which case give an
example of something that
didn't quite go so well, but
make sure you present it
positively and say what you
learned from it. Don't try to
stick to your guns and
maintain that you're perfect show a little human
weakness, but present the
weakness positively, either as
a lesson you've learned from,
or an area you are working on
- or if it's justifiably beyond
the remit of the job, then

Will knock a lot of

people off guard,
and expose any
tendencies to
confront or argue.

something you'd seek to

delegate or bring in relevant
support.
What do you find
difficult in
work/life/relationshi
ps (etc)?

Pick a relatively irrelevant skill

and say that you don't find it
as easy as you'd like, so
you're working on it (don't
just make this up - think
about it and be truthful).
Don't own up to a weakness
in an area that's important to
the role. As with the
weaknesses question, you can
state certain difficulties
because they are actually
quite acceptable, even
commendable, they'd include:
suffering fools gladly, giving
up an impossible task,
tolerating unkind behaviour
like bullying, having to accept
I can't help certain big
problems in the world, etc.

Another trap to
expose weaknesses,
and an opportunity
to show strengths
instead if played
properly.

How do you plan

and organise your
work?

Planning and writing a plan is

very important. I think how
best to do things before I do
them, if it's unknown territory
I'd take advice, learn from
previous examples - why reinvent the wheel? I always
prioritise, I manage my time,
and I understand the
difference between urgent
and important. For very
complex projects I'd produce
quite a detailed schedule and
plan review stages. I even
plan time-slots for activities
that aren't in themselves
organised, like thinking time,
and being creative, solving
problems, etc.

A great opportunity
to shine and show
management
potential. Planning
and organising is
one of the keys to
good work at any
level so it's
essential to
acknowledge this.
Exposes unreliable
people who take
pride in flying by
the seat of their
pants.

How much are you

Be honest about what you've

Exposes unrealistic

earning?/do you
want to earn?

been earning and realistic

about what you want to earn.

people. An
opportunity to
demonstrate you
understand the
basic principle that
everyone needs to
justify their cost.
Extra pay should be
based on extra
performance or
productivity.

How many hours a

week do you
work/prefer to
work?

It varies according to the

situation. I plan and organise
well, so unless there's a crisis
or unusual demand I try to
finish at a sensible time so as
to have some time for my
family/social life/outside
interests. It's important to
keep a good balance. I start
earlier than most people - you
can get a lot done before the
phones start ringing. When
the pressure's on though I'm
happy to work as long as it
takes to get the job done. It's
not about the number of
hours - it's the quality of the
work that you do; how
productive you are.

Exposes the clockwatchers and those

who attach some
misplaced macho
pride in burning the
candle at both
ends. Look for a
sense of balance,
with flexibility to go
beyond the call of
duty on occasions
when really
required.

Do you make
mistakes?

Be honest. Yes of course on

occasions, but I obviously try
not to, and I always try to
correct them and learn from
them.

Anyone who says

they don't make
mistakes either isn't
telling the truth, or
never does anything
at all. Whatever, a
'no' here is a big
warning signal.
(Ack. Linda Larkin)

(Follow above
question with) Can you share your
mistakes with

Absolutely I can - I get the

guidance I need, and it may
help prevent others from
making the same mistake.

Shows whether the

person can take
responsibility and
guidance. A mature,

others?

positive approach to
learning from
mistakes is a great
characteristic. (Ack.
LL)

How to do measure By the results that I achieve,

your own
and that I achieve them in the
effectiveness?
most positive way. If there
isn't an existing measure of
this I'll usually create one.

Exposes people who

are not results
orientated - more
concerned with
process,
relationships, airyfairy intangibles.

How do you like to

be managed /not
like to be
managed?

Be truthful, but express

positively. I'm generally very
adaptable to most
management styles. In the
past I've helped my bosses
get the best out of me by
talking to them and
developing a really good
understanding. I work best
when I'm given freedom and
responsibility to take some of
the load off my boss's
shoulders - they have enough
to deal with. Do not respond
to the negative and give any
example of how you do not
like to be managed.

Indicates ability to
cooperate and
manage upwards,
also how
management
attention you'll
need. Exposes
potential
awkwardness. Only
the most
experienced and
capable managers
will be seeking
difficult dominant
types, and only then
for certain roles
requiring a high
level of
independence and
initiative.

What personal
goals do you have
and how are you
going about
achieving them?

Prepare for this - be able to

state your personal and
career goals - keep them
reasonable, achievable and
balanced. Explain how you
see the steps to reaching your
aims. An important part of
achieving progress is planning
how to do it. Be able to
demonstrate that you've
thought and planned, but also

Exposes those with

little or no initiative.
People who don't
plan or take steps to
achieve their own
personal progress
will not be proactive at work
either. People who
don't think and plan
how to progress will

show that you are flexible and

adaptable, because it's
impossible to predict the
future - the important thing is
to learn and develop, and
take advantage of
opportunities as they come
along.

tend to be reactive
and passive, which
is fine if the role
calls for no more,
but roles
increasingly call for
planning and action
rather than waiting
for instructions.

How do you
balance work and
family/social
commitments?

Say balance is essential. All

work and no play isn't good
for anyone, but obviously
work must come first if you
want to do well and progress.
Planning and organising my
work well, and getting results,
generally means that I have
time for my outside interests
and there's no conflict.

Can expose those

with outside
interests that may
prevail over work
commitments (keen
sports-people, etc.,
who cannot put
work first.) Indicates
whether the
interviewee has
balanced approach
to life. Obsession
with work to the
exclusion of most
else is not generally
a good sign.

Why should we
appoint you?

You have a choice here as to

how to play this: you can
either go for it strongly, restating your relevant
strengths - behaviour,
experience and skills, or you
can quietly confidently
suggest: I don't know the
other applicants, so it would
be wrong for me to dismiss
their claims. However, I am
sure that I have all the main
attributes the role requires,
which, combined with
determination and positive
approach, should ensure that
I'd be a very good choice. (If
management

Pressure question opportunity for

interviewee to
clearly and
confidently stake
their claim. Look
again for the
interviewee to state
relevant strengths
in behaviour,
experience and
skills. Look also for
good eye-contact
when pledging hard
work, loyalty,
determination, etc.

progression/succession is
seen as a benefit then you
must refer to your willingness
to develop and take on
greater responsibilities in the
future.)
What can you do
for us that other
people cannot?

I don't know the other

applicants, but generally I
excel at . . . (pick your
strengths that most fit with
what they're seeking).
Introduce some behavioural
and style strengths as well as
skills, and show you know the
difference between them.

Pressure question,
and one that
enables the stars to
shine. Look for
awareness in the
interviewee that
they know what
their relevant, even
special, strengths
are, and can link
them to benefits
that they would
bring to the role.

Tell me about
yourself.

You must rehearse this one.

Have ready a descriptions of
yourself and why you're like
it. Don't just spout a lot of
standard adjectives, say why
you are like you are. Don't
ramble on and tail off. make a
few clear statements and
finish.

Will show whether

applicant has selfawareness - a
critical skill that not
everyone
possesses. Will also
show if applicant
can think and
present a complex
case clearly and to
the point. Also
shows confidence
and security levels,
and 'grown-upness'.

What makes you

mad?

Nothing really makes me mad

- it's not a good way to deal
with anything. Certain things
disappoint or upset me rudeness, arrogance,
spitefulness (pick any obvious
nasty traits or behaviours,
particularly behaviours that
you believe your interviewer
will personally dislike too.)

Exposes poor selfcontrol or

unreasonable
aversions, fears,
and insecurities.
Exposes lack of
tolerance and
emotional triggers.
Clever interviewers
may infer or

encourage a feeling
in the way they ask
the question that
it's okay to get mad.
Don't fall for it.
What do you think
of your last
boss/employer?

Don't be critical. If possible be

generous with praise and say
why, giving positive reasons.
If there was a conflict don't
lie, but describe fairly and
objectively without pointing
blame.

Exposes back-biting,
bitterness, grudges,
inability to handle
relationships.
Exposes people who
can't accept the
company-line.

If you won a million Probably save most of it, give

on the lottery what some away, maybe a small
would you do?
treat for myself but nothing
excessive. I could handle it I
think because I'd always want
to work, I'm quite sensible
with money, maybe start my
own business if I could be
really sure to make a success
of it.

Exposes the
foolhardy, the
irresponsible and
the dreamers.
Opportunity to
demonstrate levelheadedness,
morality, work ethic,
intelligence to know
that money doesn't
buy happiness.

stress and pressure interview questions

When dealing with questions that put pressure on you or create stress,
be confident, credible and constructive (accentuate the positive) in
your answers. And make sure you prepare. Stress and pressure
questions come in all sorts of shapes and sizes. Three commonly used
types of pressure questions are those dealing with weakness and
failure; blame; and evidence of ability or experience.

weakness and failure questions

"Tell me about your failures....", or "What are your greatest
weaknesses......". are the interviewer's equivalent to "Are you still
beating your wife?..".

Don't be intimidated by these questions - you don't have to state a

failing or a weakness just because the interviewer invites you to.
"I don't generally fail", or "I really can't think of any", are perfectly
acceptable answers. Short and sweet, and then wait smiling for the
come-back - you'll have demonstrated that you are no mug and no
pushover. If you are pressed (as you probably will be), here's your
justification answer, or if you wish to appear a little more self-effacing
use this as a first response:
"I almost always succeed because plan and manage accordingly. If
something's not going right I'll change it until it works. The important
thing is to put the necessary checks and contingencies in place that
enable me to see if things aren't going to plan, and to make changes
when and if necessary....."
or
"There are some things I'm not so good at, but I'd never say these are
weaknesses as such - a weakness is a vulnerability, and I
don't consider myself vulnerable. If there's something I can't do or
don't know, then I find someone who can do it or does know."
Do you see the positive orientation? Turn it around into a positive every
time.