Let’s rethink interviews.
They’re not interrogations. They’re conversations.
Both the candidate and the hiring manager are trying to answer one question: Is this a good fit?
That’s it.
The interview process should feel more like a collaboration than a test. Yet, we treat it like a performance review before the job even starts. That mindset needs to change.
The Candidate’s Role: It’s Not About Being Perfect
First, a reminder—if you landed the interview, you’re already qualified on paper.
Now it’s about soft skills. According to research, 85% of job success comes from well-developed soft skills. Only 15% depends on technical skills.
So don’t just repeat your resume. Show how you listen. How you think. How you adapt.
Interviewers want to see if you’re someone they’d want on their team, not just someone who knows the tools.
That means preparation matters. But don’t memorize your answers. Instead, review the job post. Learn about the company. Reflect on what you actually want.
And then be real.
Yes, you should dress well and be on time. But what really makes you stand out is clarity, confidence, and curiosity.
Ask questions. The best candidates always do.
Not generic ones—like “What’s the culture like?”
Ask: “What’s something your best team member does that others don’t?” Or, “What does success look like in the first 90 days?”
Make it a dialogue. Show them you’re evaluating them too. That’s not arrogance. That’s partnership.
The Hiring Manager’s Role: Stop Looking for Unicorns
Now let’s flip the table.
Hiring managers, you’re not just vetting—they are too.
So stop fishing for perfection. The best hire is rarely the one with the most bullet points. It’s the one who brings value, energy, and a growth mindset.
Be clear about what you actually need. Not everything. Just what matters most.
Don’t confuse “years of experience” with capability. I’ve met people with ten years of experience and one year of growth repeated ten times.
Look for learning ability. Look for humility. Look for someone who makes your team better, not someone who matches a checklist.
And most of all—be prepared.
Nothing says “we’re not really interested” like a hiring manager who’s reading the resume for the first time during the interview.
Give the candidate your full attention. They’ve prepared. You should too.
Ask Better Questions
Whether you’re the one asking or answering, better questions lead to better conversations.
Instead of “What are your strengths and weaknesses?” try:
“What’s a project you’re proud of?” or “What’s something you learned the hard way?”
Those reveal more than surface-level rehearsed answers. They tell you how someone thinks. How they bounce back. How they work with others.
And don’t make it a trick. No one likes gotcha questions.
The goal is understanding, not pressure.
After the Interview: Do the Simple Things Well
Here’s something wild—many people don’t send thank-you notes.
But they should. A short message saying thank you, summarizing what excited you about the role, can go a long way.
It shows appreciation. It shows follow-through. It shows maturity.
And for hiring managers—follow up.
Even if it’s a no. Especially if it’s a no.
Silence feels worse than rejection.
Taking a moment to say, “Thank you for your time, we’ve gone another direction,” speaks volumes about your company’s culture.
Interviews Are a Two-Way Street
Let’s stop pretending interviews are one-sided.
They’re not about passing or failing. They’re about learning if there’s a mutual match.
And often, a “no” is just as helpful as a “yes.”
The right fit isn’t always the most polished resume. And the right role isn’t always the most impressive title.
People thrive when there’s alignment. That can only happen when both sides bring honesty and effort.
So candidates: Be prepared, be thoughtful, and ask good questions.
Hiring managers: Be human, be curious, and stop chasing mythical candidates.
A Final Thought
The best interviews feel less like a test—and more like two people solving a puzzle together.
Keep that mindset, and everyone wins.
