Top Twenty Interview Questions

Have you ever wondered if there was a reliable template you could use for answering interview questions, without having to write different answers every time? Look no further. Recently the STAR method has become extremely popular, so I’ve included many questions that prompt you to describe a scenario rather than giving a direct answer. Some key points you need to take away from this:

1. When answering these questions, write as though you were having a real conversation with someone across from you. Include natural pauses, word tics such as “you know,” “anyways,” “so,” etc,” and deliberate errors or “scratch your head” moments that make it seem more genuine. Effective speakers do not have robotic precision – their words are crisp but very much human, often interjecting laughs or moments of vulnerability that leave their audiences awestruck by how ordinary they are.

2. Once your intial template is created, only four questions will change between the different companies/positions that you are interviewing with: “why do you want to work at XYZ company,” “what do you know about what we do at XYZ company,” “where do you see yourself in five years,” and “why should I hire you?” This makes relatively painless to research and quickly leapfrog from one interview prep to the next. It usually only takes me a few hours the day before a scheduled phone/in-person interview.

3. Don’t bother preparing for companies that haven’t even sent you an interview request yet. Focus on sending out applications in bulk and have faith that you can easily prepare, when needed.

Try and see if you can find a sense of structure in these responses...

TELL ME ABOUT YOURSELF.

Well, to tell you a little bit more about myself – I’m 24 years old, and I graduated from the University of California, Davis roughly 3 years ago with a degree in Psychology. Now at the time, I decided to enter car sales – just as sort of a preliminary post graduate job, with the help of one of my fraternity brothers who was an internet manager there. And to be honest, I didn’t think I would be there long while searching for other opportunities, but I actually came to enjoy sales. There was definitely a steep learning curve, and some of the things I took away from that was to listen twice as much as you speak, ask questions to prompt a natural process of thought, and always have a reason after every question or suggestion to preemptively counter objections. I eventually became the top salesman for the entire summer of 2015 and remained in the top 2 for the rest of my time there. However, the work culture did not fit my ideals, and so I decided to move on to Edward Jones with the help of a client of mine – XYZ – who was an internal wholesaler for AIG that worked with Jones. Jones is a great company; I learned a lot about investing, financial services, and the intrinsic motivators that drive people to make decisions with their money. It definitely drew out my confidence to the extreme while also beating my ego to a pulp occasionally; there’s a lot of nerves and rejection involved when you’re going door-to-door to prospect. I think it really drove home the point that success stories are easy to produce when all the lights are green, but it’s much harder to keep failing and still get back up the next day. And so what I’m looking for now is the type of company that understands that my growth and increased reward will only lead to bigger things for them. This is not about finding a position where all of my skills meet a specific role; it’s about culture, teamwork – if we’re able to do the things we’re passionate about and good at – and if we can be a good fit together as partners. And if that’s the case, then I would love to work at XYZ.

WHY DO YOU WANT TO WORK AT XYZ COMPANY?

XYZ is a great choice, really – when you consider how well-positioned it is to take advantage of the strategic partnership between IBM and Salesforce. There’s a huge amount of potential and opportunity that will open up once Watson and Einstein are fully-integrated, so I’m excited to see the results come in later this year. Of course you have your history of success as well – I understand you’re Salesforce’s longest standing strategic consulting partner with nearly 10,000 projects under the belt, you’ve already established your credibility to both current and future clients, which should help smooth out introductions when it comes to acquiring new business. More importantly – this tells me that the business model and the quality of the employees at XYZ are top notch. Personally, it’s going to be interesting to see how you leverage the big business aspect of IBM while still maintaining the intimate work culture that I’ve been reading about. Because that was one aspect that really drew me to XYZ – I’m looking for the more mom and pops, entrepreneurial feel – and I like that there’s unlimited PTO and the ability to work from home in some instances. Probably the biggest thing I look for in any company is how much they invest into training their employees. I understand that XYZ sponsors all of the Salesforce certification for its employees and has a rigorous onboarding program – which is great. And I’ve found is that companies that invest highly in their employees typically also have higher rewards/higher expectations outlined, which is perfect. So, what I’m looking for is to be part of a team that is constantly innovating and doesn’t just kick back on their achievements; and I think cloud-computing and cloud-based solutions are an industry that’s growing exponentially and I want to be part of that wave.

WHAT DO YOU KNOW ABOUT WHAT WE DO AT XYZ COMPANY?

So, it’s my understanding that XYZ offers a suite of different cloud-based services that revolve around three main concepts: design, creation, and innovation. For instance you have XYZ Align and Blueprint, which are used to map, analyze, and streamline business processes as well as minimizing risk. Then you have Implementation and Go, which are more launch oriented – and finally XYZ Beyond, which is a program that constantly adapts to your business as it changes so you can stay ahead. There are also different packages depending on the complexity of needs or clouds serviced. I noticed that you offer fixed and guided options, which sound very similar to Guided and Advisory solutions which we sold at Jones. One offers you complete autonomy of choice with limited guidance, while the other takes a completely hands-off approach for less experienced clients or those that did not have enough time to manage their own accounts.

TELL ME ABOUT A TIME YOU HAD TO OVERCOME A CHALLENGE. WHAT DID YOU DO?

I had to overcome challenges every single day when I was selling cars! People would walk on the lot fearfully or erratically with the nastiest predisposition that I was “the biggest scumbag on the face of the Earth” because I was a car salesman. And you know what, that suited me just fine – because you can only go up from ground zero. But in terms of a specific challenge – my GSM told me once that he would fire me unless I sold eight cars that month. This was only my 3rd month on the job. So I had to snap out of my 9 to 5 mentality, and pull 60 hour weeks practicing my craft and standing on point outside in the cold calling colors. I also “turned” more deals when I needed help instead of trying to hold onto a sinking ship; sometimes it just takes a different person and a different perspective to learn what you’re doing wrong. All in all I’d say that experience was humbling and made me much more coachable. 

WHAT IS YOUR BIGGEST WEAKNESS?

My biggest weakness is impatience. I tend to pinpoint solutions fairly quickly as well as contingency plans in case something deviates from the path. Where I struggle is taking the time to explaining to others (such as teammates) especially when the time window for opportunity is critical. I believe that we should dive into challenges with confidenceand enough preliminary information to where we can adapt on the fly, rather than waiting for a clear runway and risk losing an opportunity.

WHERE DO YOU SEE YOURSELF IN 5 YEARS?

In 5 years, I’m hoping to be either a channel manager or channel director, depending on what your requirements for advancement are. I understand that in some companies, it’s strictly performance based – while in others, you have to put in a certain number of years before moving up the ladder. After that, I’m hoping to go back and get my MBA (if it’s required) and eventually move on to become Vice President of Business Development.

TELL ME ABOUT A TIME THAT YOU EXPERIENCED FAILURE.

When I worked for Jones, there was a trial period of two days where I had to go door-knocking for the first time in residential neighborhoods – just to get a feel of what it would be like, before we were assigned actual quotas. The first day was an absolute failure: it was wet and cold from recent rains, and I stumbled over my words at the door. Most houses never even opened their doors, and the few that did quickly found an excuse to flush me out. I think the biggest problem was that I still believed I was a “salesman” in my head. The next day, I took the advice of my branch office administrator to present myself as though I were “just meeting people” in the neighborhood that I would eventually open an office in. This disarmed prospects from thinking that I was going to be selling something immediately, and led to more natural conversations. I also ditched the Jones logo notepad and suit in favor of a cup of coffee and a trenchcoat for a more approachable look. It’s also important to bask in the warmth of a successful encounter with a prospect; I believe that it creates a small bubble of hope that will shield you from the rejections to come and give you something to look forward to.

IF YOU HAD ISSUES WITH A CLIENT, WHAT ARE THE STEPS YOU WOULD TAKE?

The first thing you need to do with someone in distress is to acknowledge their feelings and validate them. I like to use the CRQ method, which stands for Compliment, Respond, and Question. The first two steps are mainly to align yourself with their interests and to show that you’re on their side, so that there’s no abrasion there. Once you guys are on the same team, you can begin to ask questions to narrow down what specific factors are causing the perceived problem – if there is a problem at all. Usually at this point (being the expert) you will find a loophole or exception that will negate these factors. However, if I can’t solve an issue on my own – I’ll relay the message to upper management and give the client an exact time that I will follow up with them. The goal is not necessarily to have an answer by that time, but to make small promises and deliver on them so that you are building credibility, and the client knows you are keeping in touch and didn’t just let it “run to voicemail.” Upper management can be pretty busy so updating the client yourself can help relieve some of the pressure.

WHAT’S THE BIGGEST RISK YOU’VE TAKEN?

The biggest risk I’ve taken would definitely be moving out of Davis to San Jose within a week of deciding so, and leaving behind everything I knew in search of the right opportunity. I even left Jones prematurely (before securing employment) so that I could have more time to seriously consider the next steps in my career. So yes, I am very serious about this.

HOW COACHABLE ARE YOU?

I’m extremely coachable. I think sales has taught me a lot about taking fierce pride in the work you produce, while at the same time humbling me enough to accept the advice of more experienced people. If adopting a new strategy will make you more efficient AND make you more money, I think it’s simply foolish not to be open-minded.

WHAT WOULD THE PERSON WHO LIKES YOU LEAST SAY ABOUT YOU?

They would describe me as overly persistent. Persistence has always been my best friend and my worst enemy. I’m naturally drawn to seek out the truth and ask “why” aggressively, as well as taking the initiative in most of my relationships. However in some cases it has driven away people who are more laid-back or prefer not to reveal their thoughts.

DESCRIBE A TIME WHEN YOUR TEAM DID NOT AGREE/SOMEONE CHALLENGED YOUR DECISION.

I once worked on a team with a very old-school salesman named XYZ, and when it came to calling “ups” (for instance, red coming in) he would claim that he called it first and that those customers were reserved for him. Multiple times I and other crew members caught him being dishonest; at first we gave him the benefit of the doubt and tried to resolve it internally. Eventually the sales managers were alerted and started keeping an eye on him. He was eventually let go.

HOW WOULD YOU EXPLAIN A COMPLEX CONCEPT TO AN EIGHT-YEAR OLD?

The first thing I would do is figure out what is most relatable to them. Concepts are very abstract and it’s difficult to picture what you’re talking about without something more concrete. Take for instance retirement – no one really knows what it is or looks like, except that it’s 30 or 40 years away on the horizon. But if you get into specificretirement goals like “10M home on Maui, or Ivy League education for all my grandchildren” – then it begins to take shape in their mind, as well as being emotionally reinforced. This makes it much more memorable and valuable during the sales process. And everyone in sales knows that the slightest difference in how something feels can make or break a deal.

TELL ME ONE THING YOU WOULD CHANGE ABOUT YOUR LAST JOB?

If I could change one thing about working at Jones, it would be to implement separate teams for the gathering and qualifying of leads, and the closers who would ultimately convert prospects into clients. I was spending 4+ hours a day door-knocking in rain, wind, or shine simply to find if anyone might be interested. And in case you’re wondering – we don’t cold call at Jones. So imagine the inefficiency of this system when you’re also supposed to be setting up appointments and convincing prospects to move their assets over to you. When your time is divided all over the place, you begin to lose out on the talents that made you a great fit for the job – which for me, would be closing deals face to face. That is why I like the structure of sales here at XYZ because everyone can do what they’re good at, while still leaving a little room for learning new skills.

WHAT DO YOU THINK ARE THE MOST IMPORTANT ATTRIBUTES IN SUCCESSFUL PEOPLE?

Vision is the number one attribute you need to have to be successful. You could be running 100 miles per hour, but it could be in the wrong direction for all you know. Constantly being able to anticipate and deduce information so that you have a roadmap of where to go is invaluable. Next would be effort, for obvious reasons. You get what you put in; this is the reason why I’ve always favored commissions over an hourly structure – because I’m naturally inclined to work harder and faster than someone who’s only interested in a 9 to 5. And finally, I would say talent is the least important. Talent is like the down payment you put on your car; it’ll reduce your monthly payments up front but they will continue to stay constant. On the other hand, folks who keep increasing their effort can start from 0 down but eventually get their payments lower than someone who only uses the talents they’re stuck with.

WHAT IS THE ACCOMPLISHMENT YOU’RE MOST PROUD OF? WHY?

(insert accomplishment here)

WHAT ARE QUALITIES YOU LOOK FOR IN COWORKERS?

I look for someone who is a great listener, and is receptive to constructive criticism. On the flip side, I greatly appreciate honesty and would not mind if they were extremely blunt with their remarks if there was something beneficial to be gained from it. A sense of humor is a bonus but not necessary; I’ve worked with people from all walks of life that weren’t necessarily the most likable people – but I respected them nonetheless.

ARE YOU WILLING TO RELOCATE?

For the right opportunity, I would be willing to relocate.

WHY IS SALES A LONG TERM CAREER FOR YOU?

On an experiential level, sales is absolutely thrilling. And I’m definitely a thrill seeker. Each day you’re tackling a problem or a need that is constantly evolving, with a different person who may or may not explode if you don’t handle them right. It’s a mental game of chess that forces you to stay on your toes, which is good – because I think I’d lose my edge if I wasn’t being tested in new ways. There’s no excitement or growth when you’re solving the same problem in the same way over and over again; there needs to be innovation and tweaks to step up your game. And then of course, huge commissions. I remember the first ten-pounder I sold on the car lot; I made about two grand in one swoop. I had the biggest grin on my face for awhile after that, you know – it’s the idea that “hey, I created that solution, I made it happen” and on top of that, you earned the trust and loyalty of someone who you’re gonna continue to build a relationship with. On the personal development side of things, I think sales is so incredibly empowering. I mean, if you live in the city and think rent is too expensive, or if you have a certain spending objective that month – all you have to do is figure out what targets you need to hit that month, and JUST DO IT. I’m the kind of guy that doesn’t like sacrificing or making concessions, whether it’s my personal hobbies or letting money get in the way of spending quality time with someone. Call me inherently greedy, but I think you need that kind of hunger and ego to succeed in sales and want to outperform your peers. It’s all about emotional transference and how you frame yourself mentally that will make people believe in you.

WHY SHOULD I HIRE YOU?

You should hire me because…I am not a salesperson. I may have a sales quota, and a fierce desire to be number one on that leaderboard…but I’m not a salesperson. I’m the most non-business business person that you can count on to meet folks, put them at ease, and find a solution that satisfies both parties interests. You need someone who’s not so obsessed with what he’s selling or how much he’s going to make that he fails to understand the feelings of a prospect or the underlying motivators that could tip their decision. And to that end, I have two eyes, two ears, and one mouth – to listen and observe twice as much as I speak. I have a mind that can anticipate and deduce information based on what is being said, or not said. I have the boldness to ask the right questions and make suggestions at critical moments. What makes me unique is the degree of levity and emotional transference I can bring into business. This is fun to me – I enjoy the challenge and it’s not intimidating or grueling to talk to people, and I make them feel enthusiastic, at ease, or whatever I might be feeling at the moment. It’s infectious. Finally, I know what it’s like to run my own business and be self sufficient – that’s basically what I was doing at Jones. My office, my book, my network, my initiative – whether it was joining the Curtis Park Neighborhood Association or professional organizations to social selling on Facebook and LinkedIn. All in all, I’ve proven that I can hold my own and I have the guts to keep getting back up day after day. 

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