Most people think interview questions are about giving the “right” answers.
In reality, interview questions exist for a different reason: employers are trying to determine whether you can solve their problem, and just as importantly, whether they should eliminate you from consideration.
I believe that most people don’t prepare adequately for interviews.
Finding a job can be difficult, especially for some individuals. There are many variables that are outside of the jobseeker’s control. However, a person’s level of preparedness is not, yet very few people take the time to use this advantage to its full extent.
Interview questions are partly about finding the right person, but they are equally about eliminating the wrong people. While the exact questions are outside your ability to know in advance, there are about twenty questions you can realistically anticipate. Additionally, while preparing for those questions, your preparation will set you up to answer other questions well.
The “Why”
In the majority of interviews, employers choose their questions carefully; there is a purpose behind each question, and every question is connected.
In my experience, most people treat each interview question as a “one-off.” They answer the question with the first thing that pops into their mind and then move on to the next one.
Most candidates answer interview questions one at a time. Strong candidates answer every question with the same goal: proving they are the solution to the employer’s problem.
If you can shift your mindset from a “one-off” perspective to a coordinated approach, answering every question to demonstrate you are the right person to solve their employment problem, you will be in a much better position to succeed.
To see what people will say is the most obvious “why.” Employers can’t hire everyone who applies, and the vast majority of people never make it to the interview process. An employer might interview from 3 to 10 people for any position.
In my experience, most or all of those people could likely do the job. The interview is the tool to find the right person and eliminate those who are not a good fit. Not preparing, or having the wrong mindset, is a great way for candidates to eliminate themselves.
Interviews are also a good way for employers to see who has done their research.
A typical interview lasts about 20–30 minutes. As a simple rule, spend at least that much time researching the organization before you walk into the interview.
Practice standard interview questions, but don’t memorize your answers. Instead, prepare 3–4 bullet points for each question that tie back to the job advertisement.
By making this connection, the interviewer will see that you understand their organization and their problem — and most importantly, that you may be the person who can solve it.
The Mindset Shift
Many people treat interview questions as individual tests.
Strong candidates treat the entire interview as one conversation designed to demonstrate that they are the right person to solve the employer’s problem.
Each answer should reinforce the same message: you understand what the organization needs, and you have the skills and experience to help deliver it.
Common Interview Questions and What Employers Are Really Asking
“Tell me about yourself.” – In the hundreds of interviews I have conducted, and the dozens I have participated in myself, this is the standard first question.
Don’t: Provide an abbreviated life history of everything you have done and everywhere you have been.
Do: Tell the interviewer about the skills and experiences you have that address the key points in the job advertisement.
Paul’s Note: Many experienced people come away from interviews being told they are overqualified. If that happens, it is likely because they told the interviewer about many skills they have that the employer was not looking for. Stay focused on the employer’s problem or need, always.
“Why do you want to work here?” – You might think the answer to this question should be obvious, and it is if you are prepared. Otherwise, many people struggle.
Don’t: Say it is for the money. Money can be a legitimate reason, but it should never be the first one.
Do: Prepare for this question based on your research. What mission and values do you share? What is the nature of the work, and how does it connect with your goals? What reputation does the organization have in the community?
These are all stronger answers.
Paul’s Note: Interviews are tough, but the more you do, the better you will get at them. After each interview, ask yourself three questions: What did I do well? What did I not do well? What would I do differently next time? Every interview becomes an opportunity to improve.
“What are your strengths?”
Don’t: Answer with strengths that have nothing to do with the employer’s needs.
Do: Choose 2–3 examples of skills or experiences that directly relate to the job advertisement.
Paul’s Note: Many people can be self-deprecating in interviews. Interviews are the time to explain how you can contribute. Don’t be arrogant but do make sure you promote your abilities.
“What is your greatest weakness?” – This is often viewed as a trap question.
Don’t: Fail to prepare for it. The question is really asking, “Why should we not hire you?”
Over the years I have heard many candidates eliminate themselves by sharing extremely negative things about themselves.
Don’t: Say you don’t have weaknesses or choose something trivial or flippant. The interviewer will believe either that you are not being honest or that you lack self-awareness.
Do: Choose a real weakness, but begin with the phrase “In the past…” This shows you recognize the issue and have taken steps to improve.
Paul’s Note: Self-awareness, honesty, and the ability to grow are what interviewers are really looking for. Usually one thoughtful example is enough.
“Tell me about a time…” or “What would you do if…” – These are behavioural or situational questions.
Employers ask them because what you have done in previous situations is often the best indicator of what you will do in the future.
Don’t: Assume you can come up with strong examples on the spot.
Do: Use the STAR method to structure your answers: Situation, Task, Action, and Result
Always choose examples that highlight your skills and demonstrate positive outcomes.
Paul’s Notes: Examples of these questions include:
• “Tell us about a time you faced a challenge at work” → How do you handle adversity?
• “Describe a time you worked well in a team” → Organizations depend on collaboration.
• “Tell me about a time you went above and beyond”→ Do you do only what is required, or ore?
• “Tell us about a time when you had a conflict with a coworker or supervisor” → Can you handle workplace conflict constructively?
• “Tell me about a mistake you made and what you learned” → Everyone makes mistakes. The key is growth.
“Why should we hire you?” – This question is often asked near the end of the interview and is closely related to “Tell me about yourself.”
Don’t: Try to invent a completely different answer.
Do: Reinforce the strongest parts of your earlier answer and add anything you learned during the interview about the organization’s needs.
Think of “Tell me about yourself” as your opening argument and “Why should we hire you?” as your closing summary.
Paul’s Note: Always focus on the employer’s problem and how you are positioned to help solve it.
“Where do you see yourself in five years?” – Interviewers are often looking for ambition, stability, and interest in growth.
Don’t: Arrive unprepared for this question.
Do: Talk about developing your skills and growing with the organization. It is also reasonable to mention personal life goals.
Paul’s Note: One of my favorite answers came from a young man who had experienced homelessness earlier in life. He said his goal was to have stable work, start a family, and have a place of his own. It was honest, thoughtful, and sincere.
“What do you know about our company?” – Most people spend a large portion of their lives working. It would be natural to assume that candidates research a prospective employer before an interview, but many do not.
Don’t: Assume the employer will explain everything.
Do: Spend 20–30 minutes reviewing the organization’s website, social media, and any publicly available information.
Paul’s Note: Mentioning specific things you learned during your research is a powerful way to stand out from other candidates.
“How do you handle stress or pressure?” – Every job involves some degree of pressure.
Don’t: Say “not well.”
Do: Focus on concepts like organization, problem-solving, prioritization, and staying calm under pressure.
Paul’s Note: Stress is subjective but demonstrating your ability to stay organized and focused is always valuable. A STAR example works well here too.
“What motivates you at work?”
Don’t: Only say money. While compensation matters, it should not be your primary answer.
Do: Connect your motivation to the organization’s purpose, values, and goals.
Paul’s Note: When I interview candidates, I look for people who want to contribute, succeed, and help their team succeed. Wanting to earn a good income is reasonable, but motivation usually runs deeper than that.
“What did you like most and least about your last job?” – This can also be a trap question.
Don’t: Focus your entire answer on what you disliked.
Do: Emphasize the parts of your previous job that connect with the position you are applying for.
Paul’s Note: When I am interviewed, I usually identify three or four things from my previous role that relate directly to the new opportunity. If asked about something negative, I keep the example small and professional.
“Do you have any questions for us?” – This is another opportunity to stand out.
Don’t: Miss the opportunity or say, “You’ve answered all my questions.” Also avoid asking about pay, benefits, vacation, or time off at this stage.
Do: Prepare 5–8 thoughtful questions in advance. Write them in a small notebook and bring it with you. When asked, open the notebook and ask two or three of your questions.
Paul’s Note: When I conducted interviews, I sometimes deliberately avoided discussing certain parts of the job. When candidates asked thoughtful questions about those topics, it immediately told me who had been listening carefully and who had prepared.
Standing out, succeeding in interviews, and receiving job offers is a learned skill.
Like any skill, it improves with practice.
For every interview, carefully review the job advertisement. As you prepare your answers, think about why the interviewer might ask each question and how your response can demonstrate that you understand their organization and their needs.
When you stop answering questions randomly and start answering them strategically, interviews become less about guessing the “right” answer and more about demonstrating that you are the solution the employer is looking for.
Good luck,
Paul