Mastering Career Interviews with 8 Tough Questions to Prepare

If you are interviewing right now, you need to hear this: The STAR answer format doesn't always work best. And falling back on the standard STAR format won't cut it for high-level roles. (Get the full list of options here: https://lnkd.in/e2ft9-YA) Hiring managers will tell you that even very experienced candidates fall prey to these common mistakes: ⛔ Attempting to control the conversation ⛔ Failing to share details of their accomplishments ⛔ Speaking in generalities around problems ⛔ Talking too much Here are 5 powerful alternatives to STAR to avoid these pitfalls and shine as a candidate: 1️⃣ CAR (Challenge-Action-Result) Best for: Quick wins & tactical problems ↳ Shorter, punchier responses ↳ Shows decisive action ↳ Great for technical roles 2️⃣ PAB (Problem-Approach-Benefits) Best for: Leadership & soft skills ↳ Emphasizes emotional intelligence ↳ Shows strategic thinking ↳ Highlights teamwork 3️⃣ SOAR (Situation-Obstacles-Actions-Results) Best for: Complex project stories ↳ Demonstrates problem-solving depth ↳ Shows persistence ↳ Reveals strategic thinking 4️⃣ SHARE (Situation-Hindrance-Action-Result-Evaluation) Best for: Reflecting decision making style ↳ Shows reflective leadership ↳ Demonstrates strategic depth ↳ Highlights stakeholder impact 5️⃣ PARLA (Problem-Action-Result-Learning-Application) Best for: Sharing growth stories ↳ Shows continuous improvement ↳ Demonstrates adaptability ↳ Conveys learning approach 💡 Your Move: Match the framework to the question type. Don't force-fit STAR when another format works better! You can grab the cheat sheet for these options here: https://lnkd.in/e2ft9-YA 🔖 Save this for your next big interview 🔔 Follow Sarah Baker Andrus for more evidence-based career strategies 📌Need a change? DM me to chat!

“Learn a new skill in 6 months and change your career.” We see this line everywhere today. Thousands of students invest their time, money, and energy into these programs with the hope of building a better future. And honestly, many of them do work extremely hard. They spend late nights learning, practicing, building projects, preparing for interviews, and trying to become industry-ready. But the reality is… The serious candidates never stop learning after 6 or 9 months. That timeline may sell a course, but real growth takes much more than that. People who truly want to build a career: keep improving every single day, learn deeply instead of rushing, face rejection after rejection, still show up and try again. And then comes the hardest phase: placements. Many candidates go through: ✔ Resume shortlisting ✔ Assignments ✔ 3–4 rounds of interviews ✔ Technical discussions ✔ HR conversations …only to hear at the very end: “The opening has been closed.” “We’ll get back to you.” Or sometimes, no response at all. What makes this difficult is not rejection. Rejection is part of growth. What hurts is when candidates invest days or weeks into a process and are left without clarity, communication, or closure. And strangely, when candidates politely ask for updates, they are often told to “be professional.” Professionalism should go both ways. Candidates are not just resumes in a pipeline. Behind every application is: someone trying to support their family, someone changing careers, someone rebuilding confidence, someone giving everything they have to create a better life. A simple response, honest feedback, or transparent communication can make a huge difference. This post is not against courses, recruiters, or companies. There are many amazing mentors and HRs genuinely helping people grow. But maybe it’s time we normalize: realistic expectations, honest hiring communication, and more empathy in the recruitment process. Because talent grows with opportunity, but confidence grows with respect. What has your experience been like in today’s hiring market?

There’s a unique kind of interview experience no one really talks about. You apply for one role. The company likes your profile. Then begins a fascinating exercise of “Where else can we fit this person?” One round becomes two. Two become five. Different stakeholders join in. Conversations slowly shift from the original JD to “adjacent possibilities” because your experience ticks some boxes across multiple teams. Over the next 3 months, you find yourself explaining your journey repeatedly — not because you’re unfit, but because the organisation itself is trying to figure out what exact problem they want you to solve. And then comes the final update: “While your profile is impressive, we are unable to move ahead.” No rejection stings quite like the ones where you weren’t evaluated against a clearly defined role in the first place. But here’s the interesting takeaway from such experiences: Sometimes companies don’t interview candidates for a position. They interview them for potential utility. And when hiring priorities keep shifting internally, even strong candidates can end up becoming part of an extended exploration exercise rather than an actual hiring process. What job seekers can learn from this: • Ask early if the role scope is firmly defined • Clarify whether the opening is replacement hiring or exploratory hiring • Notice if every round discusses a different expectation • Don’t emotionally commit just because the process is long • A prolonged process isn’t always a sign of strong candidature — sometimes it’s organisational uncertainty The silver lining? Every such experience sharpens your ability to identify clarity, intent, and decision-making maturity in organisations. Interviews don’t just help companies assess candidates anymore. Candidates are assessing companies too.

Most people think they are being rejected because they are “not saying the right things” in interviews. In reality, many mid-career professionals struggle because they are answering questions, but they are not helping the interviewer 𝗰𝗼𝗻𝗻𝗲𝗰𝘁 𝘁𝗵𝗲 𝗱𝗼𝘁𝘀. There’s a difference. After years working in recruitment and career coaching, I’ve noticed something important: Strong candidates often assume the employer will automatically understand: - their transferable skills - the complexity of what they’ve done - their leadership potential - and the value they bring But interviewers need help connecting the dots. And YOU need to connect them. Especially if: - you are pivoting industries - applying internally - trying to move into leadership - coming from a non-linear background - returning after burnout or restructuring - or you’ve “done a bit of everything”. One of the biggest shifts happens when candidates stop describing tasks… …and start 𝘁𝗿𝗮𝗻𝘀𝗹𝗮𝘁𝗶𝗻𝗴 𝗶𝗺𝗽𝗮𝗰𝘁. Rather than saying: “I managed projects.” Try: “𝘐 𝘭𝘦𝘥 𝘤𝘳𝘰𝘴𝘴-𝘧𝘶𝘯𝘤𝘵𝘪𝘰𝘯𝘢𝘭 𝘪𝘯𝘪𝘵𝘪𝘢𝘵𝘪𝘷𝘦𝘴 𝘢𝘤𝘳𝘰𝘴𝘴 3 𝘥𝘦𝘱𝘢𝘳𝘵𝘮𝘦𝘯𝘵𝘴 𝘥𝘶𝘳𝘪𝘯𝘨 𝘢 𝘱𝘦𝘳𝘪𝘰𝘥 𝘰𝘧 𝘰𝘳𝘨𝘢𝘯𝘪𝘻𝘢𝘵𝘪𝘰𝘯𝘢𝘭 𝘤𝘩𝘢𝘯𝘨𝘦, 𝘸𝘩𝘪𝘤𝘩 𝘪𝘮𝘱𝘳𝘰𝘷𝘦𝘥 𝘵𝘶𝘳𝘯𝘢𝘳𝘰𝘶𝘯𝘥 𝘵𝘪𝘮𝘦 𝘢𝘯𝘥 𝘳𝘦𝘥𝘶𝘤𝘦𝘥 𝘤𝘭𝘪𝘦𝘯𝘵 𝘦𝘴𝘤𝘢𝘭𝘢𝘵𝘪𝘰𝘯𝘴.” That’s a different conversation because you’re no longer just describing responsibilities. You’re demonstrating 𝗵𝗼𝘄 𝘆𝗼𝘂 𝘀𝗼𝗹𝘃𝗲 𝗽𝗿𝗼𝗯𝗹𝗲𝗺𝘀 and 𝗰𝗼𝗻𝗻𝗲𝗰𝘁𝗶𝗻𝗴 𝘆𝗼𝘂𝗿 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 directly to what the employer needs. 𝗜𝗻𝘁𝗲𝗿𝘃𝗶𝗲𝘄𝘀 𝗮𝗿𝗲 𝗽𝗼𝘀𝗶𝘁𝗶𝗼𝗻𝗶𝗻𝗴 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻𝘀. And many professionals are far more qualified than the way they present themselves. The question is: Are you helping employers understand the value you bring, or expecting them to figure it out on their own? If you’re getting interviews but not getting traction, this is exactly the type of work I support clients with through my 90-minute interview preparation sessions and Clarity & Confidence coaching program - let's connect! --- Part of my Career Conversations series - unpacking the hidden dynamics behind interviews, career growth, leadership, visibility, and professional positioning. For more career insights, follow me Elena Giorgetti, PCC - or share this with someone who might find it helpful. 💛

Interviewing for jobs can feel like going down an assembly line. The typical interview process begins with a screening call, then meeting with the hiring manager, and may progress through several subsequent stages. What we do before the interview, during, and the reflection after matters. Being prepared for the interview and doing well doesn’t guarantee getting the job but it does give you useful information about the role, the company, confidence, and the opportunity to reflect on the experience. Here are some do’s and don’t of interviewing to help you: DON'TS ❌ ❌ Lack clarity on requirements for the role and how it matches your skills. ❌ Think you don’t need to practice and refresh your interviewing skills. ❌ Start, ‘tell me about yourself’ with a chronology of your work experience. ❌ Have no examples ready on your accomplishments. ❌ Say, I think, maybe, I don’t have... ❌ Give long winded answers and forget to highlight your value. ❌ Attach yourself to this one possibility. ❌ Ask questions that are not relevant to the position and about the company. Here is what you can DO ✅ instead: ✅ Review the job description and how it matches you. ✅ Practice answering questions and have examples ready. ✅ Prepare responses for different types of questions- situational, behavioral... ✅ Answer, “Tell me about yourself” leading with what you do now + impact. ✅ Be concise and strategic with the information you communicate. ✅ Show up fully and release the outcome. ✅ Say I believe, I know, I am sure I can. ✅ Ask what the next steps are and about length of process. 🗝️ Key takeaway: ➡️Communicate with clarity and confidence. Anchor yourself in your value. Surrender the outcome. ⬅️ ---------------- 💾 Save this for the moments you are entering the interview process. ♻️ Repost to help someone in your network. 👉 Follow Luisa Durante for more on job search and career transition.

JOB INTERVIEW: “Walk me through your professional background.” THE CHUD ANSWER: “I know it's not a traditional background but I've always been a people person and I think my customer service experience translates really well.” (Translation: Generic. Forgettable. Next.) THE CLOSER ANSWER: "My background isn't traditional. But every role I've had taught me the same thing. How to walk into a room and earn trust before you've said anything worth trusting. How to figure out what someone needs before they ask for it. How to handle rejection and come back sharper. I didn't learn that in a sales training program. I learned it in the real world. That's not a weakness. That's the whole job." Here's why this works and what hiring managers are actually looking for: - It shows self-awareness. You know exactly what skills you've built and why they transfer. - No "I'm changing careers" but "I've always been doing this, just without the title." - It connects the dots between your past and sales without over-explaining.  - It shows coachability and growth mindset. "I learned it in the real world" signals someone who figures things out without being handed a playbook. Take this framework and apply it to your own background: 1. What did every job you've had teach you about people? 2. Where were you already selling without calling it that? 3. Why is your background an advantage, not an explanation? That's your answer. Hiring managers aren’t asking for your resume. They're asking whether you can connect the dots between where you've been and where you're going. They want to see a story arc not a job list. And for career changers specifically they're watching for whether you apologize for your background or own it. Which answer sounds like someone you'd want on your team?

The interview went well. Then they Googled her. She had the experience. Answered the questions confidently. Connected well with the panel. By the end of the interview, she felt hopeful. Then the hiring manager checked LinkedIn. No profile photo. Outdated headline. No clear experience breakdown. No activity. No professional presence. And suddenly, there was uncertainty. Not because she was unqualified. But because in today’s job market, people do not only evaluate your CV anymore. They evaluate your professional visibility too. Here’s what many professionals still underestimate: Your LinkedIn profile is no longer optional for career growth. It has quietly become: your digital first impression, your professional reputation, your credibility layer, and sometimes the deciding factor between two equally qualified candidates. Because when recruiters search your name online, they are subconsciously asking: “Does this person look current?” “Can they communicate professionally?” “Do they seem intentional about their career?” “Would I confidently put this person in front of clients, leaders, or stakeholders?” And no, this is not about becoming an influencer. It is about professional positioning. Some incredibly talented people remain invisible because their online presence does not reflect their real value. Meanwhile, others create opportunities simply because they positioned themselves clearly. The truth is: Visibility now affects opportunity. Not just competence. When last did you intentionally update your LinkedIn profile? P.S. If you want to position yourself better for career opportunities, interviews, leadership visibility, or professional growth, DM “Career Growth” I help professionals optimize their CVs, LinkedIn presence, and career positioning strategically.

Interviewing: Stress Test or Mutual Discovery? Based on my experience with interviews in different companies, I’ve clearly discovered that hiring approaches can differ significantly. When choosing a workplace, it’s important to consider not only the country or corporate culture but also the quality of the interview process itself. Below are four key differences that most often appear in practice. 1. Interview goal: “stress-testing” vs. “finding a mutual fit” In a bad interview, the process often looks like a filter or an exam: “prove that you deserve this.” There may be stress questions, attempts to “catch you making a mistake,” or a focus on past failures: “Why did you leave?”, “Why was there a gap?” In a good interview, the goal is different - to understand whether both sides are a good match. It’s a dialogue. They tell you about the role, culture, expectations, and they also carefully listen to your questions and motivation. 2. Structure: chaos and subjectivity vs. system and transparency In a bad interview, the process is often improvised. The decision may depend on personal sympathy - “one of us / not one of us,” without clear evaluation criteria. In a good interview, the process is structured. There are clear stages, evaluation criteria, and assessment methods (e.g., STAR). Decisions are based on facts and competencies rather than the interviewer’s mood. 3. Attitude toward experience: “perfect match” vs. “potential and growth” In a bad interview, they look for “a fully ready person for today’s task.” If your resume doesn’t match 100%, it often leads to rejection. In a good interview, they take a broader view: potential, learning speed, flexibility of thinking. What you can achieve in six months or a year matters as much as what you already know. 4. Hard skills vs. soft skills In a bad interview, the focus is often only on hard skills: technologies, tools, direct experience. In a good interview, soft skills matter greatly: communication, teamwork, maturity, conflict-resolution ability. Because technical skills can be taught, while toxicity or an inability to work with people is much harder to fix. That’s why in interviews it is important not only “what you can do,” but also “how you think, communicate, and interact.” Job interview is always a dialogue, not an interrogation.

Coaching & psychology are underrated superpowers in recruitment. It’s not just about matching CVs with job descriptions — it’s about understanding people and helping them unlock their potential. Some of my biggest wins came from candidates who needed help delivering more focused answers, lacked structure, or hadn’t interviewed in 10+ years. One candidate had even been out of work for a full year — and we still chose to give him a chance. That’s where coaching skills truly matter. With the right techniques, I helped them shape their story, build confidence, and communicate their value clearly. The result? Not only did they secure interviews — they landed their dream jobs. A great recruiter doesn’t just fill roles. They coach, guide, and change lives.

Too many talented people are staying in roles they’ve already outgrown. Not because they lack skill. Not because they need another certification. Not because they’re “not ready.” They stay because the next step feels uncomfortable. The interview. The résumé update. The possibility of rejection. The fear of being told no. So they remain in jobs that drain them, frustrate them, and pay them less than their value. That’s the part we don’t talk about enough: A lot of people are not stuck because they’re unqualified. They’re stuck because fear has made staying put feel safer than trying. And over time, that fear gets expensive. It costs confidence. It costs growth. It costs income. It costs time you do not get back. A résumé can be improved. Interview skills can be practiced. Confidence can be rebuilt. But the longer you sit in a role you know you’ve outgrown, the more “comfortable” becomes a trap. Some people do not need more potential. They need one honest push. If this sounds like someone in your network, share this with them.