Flipping the Script: Hiring as a Human-Centered Conversation

Hiring isn’t just about filling a role—it’s about finding a mutual fit. A great hire isn’t just someone who checks the right boxes; it’s someone who thrives in the culture, aligns with the mission, and contributes meaningfully. When I interview, I don’t just look at qualifications. I ask myself:

• What do I want this candidate (who is also a potential client, customer, or community member) to see, feel, think, and do as a result of this interaction?
• Am I holding myself to the same standards I expect from them?
• How can I help them make the best decision for themselves, even if it means realizing this isn’t the right fit?

The Candidate-Led Interview: A Better Way to Start

Most interviews follow a predictable script: the employer asks, the candidate answers—usually starting with the classic "Tell me about yourself." An artful response, sure, but one I’m still trying to master myself (and as an ADHD creative, there's a 97% chance I’ll rabbit-hole into one tiny detail and forget the rest).

But what if we flipped the script? One of my favorite approaches is to let the candidate start with their questions. It might seem unconventional, but it does a few powerful things:

1. It reveals their priorities – Their first question tells me what they value and how they’ve prepared.
2. It humanizes the conversation – Instead of a one-sided interrogation, it becomes a dialogue where we learn about each other.
3. It creates empowerment – Giving candidates the floor right away eases nerves and allows them to feel in control, leading to a more authentic exchange. (not always and that's ok)
4. It encourages mutual evaluation –They are interviewing us just as much as we are interviewing them. When both sides feel comfortable and can be their true selves, we can better assess whether this is a strong match.
5. It shapes their future growth – As they speak, I’m already noting their strengths, interests, and growth areas, preparing to support their development if they join the team.

Full Transparency: Telling the Whole Story Before the Offer

Before making an offer—after the candidate has heard the "sell and tell"—I take one more critical step: I tell them all the reasons they might not want to work here. I share the challenges, the work in progress, and the areas where we’re still figuring things out.

Why? Because it empowers candidates to make a fully informed decision before committing. When people know what they’re stepping into, they can better assess whether this is the right place for them. The benefits are huge:

1. Realistic Expectations = Higher Satisfaction – The better we set clear, honest expectations, the less likely new hires are to experience culture shock.
2. Lower Disappointment, Higher Retention – If we only showcase the highlights and skip the challenges, we’re setting people up for disappointment. It’s like booking a five-star resort and showing up to find it’s actually your uncle’s backyard with an inflatable pool—expectation meets reality, and trust deflates just as fast.
3. Expectations vs. Reality official – Sugarcoating the workplace is a recipe for disappointment. Being upfront about both the highs and the hurdles builds trust from day one. The right candidates won’t just appreciate the honesty—they’ll walk in prepared, not blindsided, and ready to contribute with eyes wide open.

Advice for Candidates: Your Role in the Process

The hiring process is a two-way street. Candidates should evaluate a company just as much as the company is evaluating them. Here’s how you can make the most of your interview experience:

1. Come with great questions – Beyond salary and benefits, ask about culture, leadership styles, and what success looks like in the role. A typical list of questions
2. Pay attention to honesty – If an employer only sells you the dream but doesn’t mention the challenges, that’s a red flag. Ask about what’s hard in this role and how they support employees through it.
3. Trust your instincts – How does the conversation feel? Are you being heard? Do their values align with yours? The right job should be a fit for you just as much as you’re a fit for them.
4. Ask this:

If you had the authority to change one thing that would immediately make things better here for you, the team or organziation by the end of the week/month/year, what would it be?”

Follow up with: What’s stopping that change from happening now? or Has this issue been raised before, and if so, what was done about it?

I prefer asking about the week as this question cuts through corporate fluff and gets straight to the pain points. If the interviewer hesitates or dodges the question, that’s a sign that they may not have an open culture. If they answer candidly, you’ll gain insight into the real challenges and leadership’s willingness to address them.

This will show you whether leadership listens and acts—or just tolerates problems.

Hiring is About People, Not Just Positions

When we approach hiring with curiosity, respect, and authenticity, we don’t just fill jobs—we build stronger, more engaged teams. A great hiring process isn’t about selling a role; it’s about setting people up for success from day one.

Optional Questions:

1. What are the company’s biggest challenges today, especially in (your area)?

Your Follow-Up Response:

• “I’ve faced similar challenges before ...and here’s how?”
• “That makes sense, particularly given the state of... One approach I’ve seen succeed is ..."

2. How do you currently collaborate with (other specific teams) to ensure (a process, end products, or services)?

Your Follow-Up Response:

• “In my experience, when X happens, it helps resolve Y issues. Would there be openness to (my role) playing a more strategic role?”
• “Have you found that frontline managers and employees feel aligned with X? If there’s tension, I’d be interested in developing/facilitating actions to bridge gaps.”

3. What top three priorities would you like this role to address in the first 90 days?

Your Follow-Up Response:

• “Great priorities—I’d start by... Are there specific pain points you’d like to tackle first?”

4. One year from now, could you let me know if I was successful in this role?

Your Follow-Up Response:

• “Those are great benchmarks. In my experience, X requires both short-term fixes and long-term Y. Would leadership be open to?”
• “That’s exactly how I approach—X. To achieve Y, I’d want to Y.

5. How often does leadership interact with frontline employees?

Your Follow-Up Response:

• “What methods does leadership use to gather frontline feedback—surveys, meetings, informal check-ins?”
• “How does leadership communicate changes back to frontline employees?”
• “Can you share an example of a time when leadership actively sought out frontline insights?”
• “Is frontline engagement a structured process, or does it happen more organically?”
• “What’s one thing frontline employees would say they wish leadership did more of?”

What to Do Next

Now that you have a strategy for approaching interviews differently, here are your next steps:

1. Reflect on Your Hiring Approach – Whether you’re an employer or a candidate, think about how you can apply these strategies in your next interview. Are you prioritizing mutual fit over just filling a role? Are you asking the right questions?
2. Prepare Your Key Questions – Use the strategic questions outlined above to shape your next interview. Customize them based on the company, industry, and role.
3. Emphasize Transparency – If you’re hiring, be upfront about the challenges as well as the opportunities. If you’re a candidate, pay attention to how open and honest the employer is about the realities of the workplace.
4. Practice Active Listening – Go beyond surface-level answers. Pay attention to tone, hesitation, and how leadership addresses concerns.
5. Assess and Reflect Post-Interview – After the conversation, ask yourself: Did this feel like an authentic exchange? Do I feel confident in my understanding of the role and company? If not, you may need to dig deeper before making a commitment.
6. Make an Informed Decision – Whether you're extending an offer or considering accepting one, base your decision on more than just salary and benefits. Look at culture, leadership, alignment with values, and long-term growth potential.

Approaching hiring with curiosity, respect, and authenticity ensures that both employers and candidates make decisions that lead to stronger teams and long-term success.