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The Most Challenging Interview Questions and Answers You Should Give

The Most Challenging Interview Questions and Answers You Should Give

As Product Manager for Lifehack I’m often required to interview people. However, let me be honest with you – I don’t really like interviews. Having said that, there’s a part of interviews that I’ve actually grown to enjoy…

It’s the part that most candidates probably hate. Namely, the interview questions that move beyond the common and go into the realm of challenging or ridiculously tricky.

Some candidates answer these questions with cliched replies, others with weird replies, and still others rise to the occasion and answer with creative, intelligent and witty responses.

It’s the challenging questions that can set you apart from the competition

One thing I’ve learned after conducting numerous interviews, is that the challenging questions rapidly separate the weak from the strong candidates.

To give you an example of this, I remember asking two candidates the following question: “Can you describe yourself in three words?”

The first candidate looked horrified, before stumbling the words: “Confident… skilled… experienced.” Not the worst answer, but not the best either! Here’s what the second candidate did. She listened to my question, paused for a second, and then simply said: “Yes I can!”

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Given that we were hiring for a creative role, it’s no wonder that I much preferred the second candidate’s response. It was delivered with flair, and was an inventive (even funny) reply to a deliberately awkward question. The first candidate offered nothing more than a cliched, dull response.

What the responses immediately told me, was that the first candidate probably struggles under pressure – while the second candidate would be likely to thrive under pressure.

Clearly, a strategic, mature and imaginative reply quickly sets a strong candidate apart from a weak one.

Don’t answer with the information that the interviewer expects

The essence of answering difficult questions is never answer with the information that the interviewer expects, but instead, provide an answer that includes information you’d like them to know. It’s a subtle difference, but will keep you in control of the interview. (And will show your most favorable characteristics to the interviewer.)

In other words, you’ll be proactive instead of reactive.

To be a skilful interviewee, you’ll need to know how to easily and quickly switch the focus of an interview, so that your positive side is always on show. As you’ll see in a moment, there are several techniques that you can use to achieve this.

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It would be impossible to cover all the challenging questions that you may be asked. However, by looking at a selection of difficult questions, you’ll be able to spot the necessary tips and tricks for answering almost anything you’re likely to be asked.

“You don’t appear to have sufficient experience?”

When people talk about experience, they often mean ‘years’ of experience.

For example, a person with 10 years of experience at a company did the same things over and over again, while another person with 3 years experience at a company tackled hundreds of issues and even managed to save the company. Who is the more experienced candidate?

The nugget of wisdom to remember here, is that if you get questioned over your lack of ‘years’ of experience, you need to define exactly what your experiences have been. Be sure to highlight what you have done, and talk about the many challenges you’ve overcome.

By doing this, you’ll convince the interviewer that even though you only have 3 years of experience, that you’ve learned more than someone who’s had 5, 7 or even 10 years of experience.

“What’s your salary expectation?”

You should always be prepared for this question, and if given a range to choose from, make sure that you pick a salary that is higher than the median. This will demonstrate your confidence in yourself – and your ability to do the role you’re interviewing for. If no range is given, but the interviewer insists that you state it, choose instead to give a concrete number, not a range. This will persuade the interviewer that you know exactly what you want – and that you’re serious about the role.

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Forget about worrying whether the amount you’ve stated will be too high. If they really want to hire you, they will ask further details about the package you expect. And please don’t panic, as it’s unlikely that your proposal will scare a prospective employer. (Of course, ensure that you’ve done your research and know what the going market rate for the role is.)

If they really can’t match your salary expectations, then this is where some negotiating skills around a benefits package will come in handy. For instance, they may offer to pay for your internet connection at home, your travel costs – or even provide you with a company car. If you’re able to have a serious conversation with the employer about this, you’ll instantly demonstrate that you’re a professional person who’s open and willing to consider different factors.

“Why are you leaving your current company?”

You’re probably aware that it’s not good practice to criticize your previous company. However, I recall interviewing a candidate who cleverly talked about the reasons she wanted to quit her current company, but managed to highlight the achievements that she’d made during her time with them. It’s like walking a tightrope hundreds of meters above a canyon. One slip, and you’ll find yourself plummeting to the ground. One slip in your interview, and you’ll find your chances of getting the job plummeting too!

The candidate above impressed me. Her shrewd use of language persuaded me she was not bitter about her previous company – but instead, she was simply ready for a new opportunity. This is the type of candidate whom most employers are looking for.

A further example for you to think about…Let’s say you currently work in a call centre, and you like your job, but you’re not comfortable with the amount of sales pressure you need to apply to callers. The latter is a genuine reason to want to seek a position at a new company. However, in an interview situation, you don’t want to dwell on the negatives. Instead, you could say something like this: “I’ve enjoyed working at my present company, and have learned lots of things, however, I’m now ready to expand my skills and experience.”

“What you did before doesn’t fit our role very much?”

This may be true, as you might be applying for a role in a different field – or one that has a different scope or target customers, etc. However, instead of focusing on these superficial factors, you must decisively lead the interviewer to focus on the fundamental and common skill sets that your previous job and the new role share. For instance, a job in accounting would be complimentary to a job in business analytics. They both deal with numbers, and require a keen eye for accuracy.

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So, to answer this particular challenging question, explain how what you’ve learned before can actually be applied to the new position. If you can do this well, you’ll even be able to convince the interviewer that your previous experience can help you outperform those who are already working in the field. You can do this by emphasizing how the ‘difference’ can help you bring in new insights and ideas into their company. By doing this, you’ve taken a perceived weakness – and turned it into a legitimate strength.

Imagine for a moment that you currently work as a school teacher, but you’re now keen to change careers and to find work as a writer. In an interview situation, you could highlight how at school you used clear, concise and engaging stories to impart knowledge and wisdom to your students. These are the same skills that you could bring to writing news stories.

“Are you having other interviews, if yes, what are they?”

Always remember, the gist of answering questions isn’t to answer what the person who asks want to know- but what you want them to know.

For sure, you can answer their questions frankly, but be certain to switch the focus when needed. This might be to highlight what you’re looking for in a company. For example, “I’m looking for a company which is passionate about growth, and values open communication…” Statements like this will help persuade the interviewer that you’re a good fit for the role and the company.

As for whether to say you’re having other interviews… My recommendation is to say yes. You don’t need to state what they are, but be admitting that you have other interviews, will give you the aura of someone in demand.

My final piece of advice is: Don’t shy away from challenging interview questions. They are your opportunity to shine, and to show that you are head and shoulders above other candidates.

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Brian Lee

Chief of Product Management at Lifehack

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Last Updated on March 15, 2019

How to Be a Leader Who Is Inspiring and Influential

How to Be a Leader Who Is Inspiring and Influential

When I began managing people 15 years ago, I thought having a fancy title was synonymous with influence. Over time, I learned that power is conferred based on likeability, authenticity, courage, relationships and consistent behavior. When leaders cultivate these attributes, they earn power, which really means influence.

Understanding influence is essential to professional growth, and companies rise and fall based on the quality of their leadership.

In this article, we will look into the essentials of effective leadership and how to be a leader who is inspiring and influential.

What Makes a Leader Fail?

A host of factors influence a leader’s ability to succeed. To the extent that leaders fail to outline a compelling vision and strategy, they risk losing the trust and confidence of their teams. Employees want to know where a company is going and the strategy for how they will get there. Having this information enables employees to feel safe, and it allows them to see mistakes as part of the learning journey versus as fatal occurrences.

If employees and customers do not believe a company’s leadership is authentic and inspiring, they may disengage, or they may be less inclined to offer constructive criticism that can help a company innovate or help a leader improve.

And it is not just the leadership at the top that matters. Middle managers play a distinct role in guiding teams. Depending on the company’s size, employees may have more access to mid-level managers than they do members of the C-suite, meaning their supervisors and managers have greater influence on the employee and the customer experience.

What Is Effective Leadership?

Effective leadership is inspiring, and it is influential. Cultivating inspiring and influential leaders requires building relationships across the company.

Leaders must be connected to both the teams they lead as well as to their own colleagues and managers. This is key as titles do not make a person a leader, nor do they automatically confer influence. These are earned through trusting relationships. This explains why some leaders can get more out of their teams than others and why some leaders experience soaring profits and engagement while others sizzle out.

Eric Garton said in an April 25, 2017, Harvard Business Review article:[1]

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“… inspiring leaders are those who use their unique combination of strengths to motivate individuals and teams to take on bold missions – and hold them accountable for results. And they unlock higher performance through empowerment, not command and control.”

How to Be an Inspiring and Influential Leader

To be an inspiring and influential leader requires:

1. Courage

The late poet Maya Angelou once said,

“Courage is the most important of all the virtues, because without courage you can’t practice any other virtue consistently. You can practice any virtue erratically, but nothing consistently without courage.”

Courage is required in the workplace when implementing new strategies, especially when they go against professional norms.

For instance, I heard Lisa TerKeurst, bestselling author and founder of Proverbs 31 Ministries, explain her decision to move away from her company’s magazine. While the organization had long had a magazine, she saw a future where it didn’t exist.

In order to make the switch, she risked angering her team members and customers. She took a chance, and what started out as a monthly newsletter, has grown into a multi-dimensional organization boasting half a million followers. Had Lisa not found the courage to change the direction of her organization, they undoubtedly would not have been able to experience such exponential growth.

It also takes courage to give and receive feedback. When leaders see employees who are not living into the company’s mission or who are engaging in behavior that may undermine their long-term success, one must risk temporary angst and speak candidly with the colleague in question.

Similarly, it takes courage to hear constructive criticism and try to change. In business, as in life, courage is necessary for being an inspiring and influential leader.

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2. A Commitment to Face Your Internal Demons.

If you feel great about yourself, enter a leadership position. You are likely to be triggered in ways you didn’t think possible. You are also likely to receive feedback that may leave you second-guessing yourself and your leadership skills.

The truth about leading others is that you get to a point where you realize that it is difficult to take people to places where you yourself haven’t gone.

To be an influential and inspiring leader, you have to face your own demons and vow to continually improve. Influential leaders take their personal evolution serious, and they invest in coaching, therapy and mindfulness to ensure that their personal struggles do not overshadow their professional development.

3. A Willingness to Accept Feedback

Inspiring and influential leaders are not afraid to accept feedback. In fact, they actively solicit it. They understand that everyone in their life has a lesson to teach them, and they are willing to accept it.

Inspirational leaders understand that feedback is neither good nor bad but rather an offering that is critical to growth. Even when it hurts or is an affront to the ego, influential leaders understand that feedback is critical to their ability to lead.

4. Likability

Some people will argue that leaders need not worry about being liked but should instead focus on being respected. I disagree. Both are important.

When team members like their boss and believe their boss likes them, they are more likely to go the extra mile to fulfill departmental or organizational goals. Likable leaders are moved to the front of the line when it comes to being influential.

Relatedly, when colleagues feel management dislikes them, they experience internal stress and can spend unnecessary time focusing on the source of their manager’s discontent versus the work they have been hired to do.

So, likability is important for both the leader and the people she leads.

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5. Vulnerability

Vulnerability is critical for being an inspiring leader. People want the truth. They admire leaders who can occasionally demonstrate vulnerability. It promotes deeper relationships and inspires trust.

When leaders can showcase vulnerability appropriately, they destroy the illusion that one must be perfect to be a leader. They also demonstrate that vulnerability is not a dirty word; they too can be vulnerable and ask for a helping hand when necessary.

6. Authenticity

Authenticity is about living up to one’s stated values in public and behind closed doors.

Influential leaders are authentic. They set to live out their values and use those values to guide their decisions. The interesting thing about leadership is that people are not looking for perfect leaders. They are, in part, looking for leaders who are authentic.

7. A True Understanding of Inspiration

Effective leaders are inspirational. They understand the power of words and deeds and use both strategically.

Inspiring leaders appropriately use stories and narratives to enable the teams around them to see common situations in an entirely new light.

Inspirational leaders also showcase grit and triumph while convincing the people around them that success and victory are attainable.

Finally, inspiring leaders encourage the teams they lead to tap into their own genius. They convince others that genius is not reserved for a select few but that most people have it in them.

As explained in the article True Leadership: What Separates a Leader from a Boss:

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“A leader creates visions and motivates team members to work together towards the same goal.”

8. An Ability to See the Humanity in Others

Inspiring and influential leaders see the humanity in others. Rather than treating their teams as mere tools to accomplish organizational goals, they believe the people around them are unique beings with inherent value.

This means knowing when to pause to address personal challenges and dispelling with the myth that the personal is separate from the professional.

9. A Passion for Continual Learning

Inspiring and influential leaders are committed to continual learning. They invest in their own development and take responsibility for their professional growth.

These leaders understand that like a college campus, the workplace is a laboratory for learning. They believe that they can learn from multiple generations in the workplace as well as from people from diverse racial and ethnic backgrounds.

Influential leaders proactively seek out opportunities for learning.

The Bottom Line

No one said leadership was easy, but it is also a joy. Influencing others to action and positively impacting the lives of others is a reward unto itself.

Since leadership abounds, there is an abundance of resources to help you grow into the type of leader who inspires and influences others.

More Resources About Effective Leadership

Featured photo credit: Markus Spiske via unsplash.com

Reference

[1] Harvard Business Review: How to Be an Inspiring Leader

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