THERE ARE FEW greater fears in life than waiting for a job interview to start.
While interviewers categorically deny conducting stress interviews, they readily admit that if there is stress on the job, they need to know how a candidate will react to it. Often they will try to re-create it by throwing in the occasional question to see how a candidate maintains her balance: Does she remain calm and analytical? Does her mind still process effectively when under pressure? Can she express herself effectively, and is she in control while managing stressful situations?
Any question you are unprepared for can cause stress. Interviewers can create stress unintentionally, or can consciously use stress to simulate the unexpected and sometimes tense events of everyday business life. Seeing how you handle the unexpected in a job interview gives a fair indication of how you will react to the unexpected when it crops up in real life.
The sophisticated interviewer talks very little, perhaps only 20 percent of the time, and that time is spent asking questions. Few comments, and no editorializing on your answers, means that you get no hint, verbal or otherwise, about your performance.
Interviewers are looking for the candidate who stays calm and continues to process incoming information during stressful events, and having processed it, asks questions for clarification or responds professionally with actions and/or words suitable to the situation and capable of moving it toward a desirable conclusion.
If you are ill prepared for an interview, no one will be able to put more pressure on you than you do on yourself. The only way to combat the stress you feel from fear of the unknown is to be prepared, to know what the stress questions might be, what the interviewer is trying to discover with the question, and to prepare your strategies for these situations. Remember: A stress interview is just a regular interview with the volume turned all the way up—the music is the same, just louder.
This is one of the toughest of all interview questions and often comes right after you have been tossed that softball “What’s your greatest strength?” question (see Chapter 13).
Every conceivable slick answer has already been used a hundred times, so saying you work too hard isn’t going to impress anyone. The truth of the matter is that we all have weaknesses, even you and I, and this is one instance when any interviewer is going to relish an honest answer like a breath of fresh air. Your goal is to be honest and forthright without torpedoing your candidacy.
We all share a weakness: staying current with rapid changes in technology. Changes in technology give everyone an ongoing challenge: getting up to speed with the new skills demanded if you are to do your job well. Your answer can address this very issue and in the process still show that you are someone capable of staying on top of things in a rapidly changing workplace.
First talk about these constantly evolving challenges, then follow with examples that show how you are keeping up with technologies that affect your productivity. “I’m currently reading about . . . ”; “I just attended a weekend workshop . . . ”; or “I’m signed up for classes at . . . ”
With this type of answer you identify your weakness as something that is only of concern to the most dedicated and forward-looking professionals in your field.
You could also talk about the general difficulties in keeping up with all the deliverables of the job and use it to talk about what you are doing to develop your multitasking skills. You can also consider the following as effective alternatives or as additional illustrations if they are demanded:
• If there is a minor part of the target job where you lack knowledge—but knowledge you will pick up quickly and can prove that you will pick up quickly—use that.
• Identify a weakness that has no possible relation to the needs of this job. Although if you do this, you might be asked for another example, which will bring you back to the first two options.
Every position, from CEO to fast-food server, has its problems and challenges. This question examines your grasp of critical thinking, and asks you to explain your approach to problem solving. There is an established approach to problem solving that everyone who gets ahead in her professional life learns. When confronted with a problem, you take these steps:
• Define the problem.
• Identify why it’s a problem and whom it’s a problem for.
• Identify what’s causing the problem.
• Seek input from everyone affected by the problem.
• Identify possible solutions.
• Identify the time, cost, and resources it will take to implement each option.
• Evaluate the consequences of each solution.
• Decide upon the best solution.
• Identify and execute the steps necessary to solve the problem.
Your answer should cover these steps. If asked for a real-world example, you’ll have plenty in mind from your TJD exercises. Remember to recall the results and benefits of your solution and the transferable skills that came into play.
This is a question that asks you to discuss your commitment to success. As professional success affects so many other parts of your life, take time to think through the mistakes you have made and commit to getting better control of your career for the future. Whatever you choose to say, when it comes to questions asking for information detrimental to your candidacy, always put your answer in the past: You woke up, took responsibility, and corrected the situation. Show that, having learned from the experience, you are now committed to ongoing professional development.
You are human—admit it, but be careful what you admit. The employer is looking for people who can make decisions and solve problems, not those who’ll dither instead of do. You want to come off as someone who’s decisive but not precipitate, who considers the implications of actions on outcomes, any side effects those actions might have on other activities, and whether they conflict with existing systems and procedures or other company priorities.
If you have ever had to fire someone, you are in luck, because no one likes to do that. Emphasize that, having reached a logical conclusion, you act. If you are not in management, tie your answer to transferable skills and professional values: “It’s not that I have difficulty making decisions—some just require more consideration than others. A small example might be vacation time. Now, everyone is entitled to it, but I don’t believe you should leave your boss in a bind. I think very carefully at the beginning of the year when I’d like to take my vacation, and then think of alternate dates. I go to my supervisor, tell him what I hope to do, and see whether there is any conflict. I wouldn’t want to be out of the office for the two weeks prior to a project deadline, for instance. So by carefully considering things far enough in advance, I make sure my plans jibe with my boss and the department for the year.”
Here you take a trick question and use it to demonstrate your consideration, analytical abilities, and concern for the department—and for the company’s bottom line.
If you have experienced severe financial difficulties, you’ll need to address them and how they have been handled. The answer needs to be carefully thought out and short, emphasizing that you are in control of the situation. Otherwise, say that you continually strive to improve your skills and your living standard: “I know few people who are satisfied with their current earnings. As a professional, I am continually striving to improve my skills and my living standard. But my problems are no different from those of this or any other company—making sure all the bills get paid on time and recognizing that every month and year there are some things that are prudent to do and others that are best deferred.”
Another “tell me all your weaknesses” question. Don’t damage your candidacy with careless admissions of weakness. Choose a skill where you are competent but that everyone, including the interviewer, knows demands constant personal attention. Technology skills as they apply to your job could be a good example of a “weakness” that every committed professional shares. Cite the importance and challenge of staying current in this area and finish with saying, “________________ is so important, I don’t think I will ever stop paying attention to this area.” Be prepared to explain how you are working on this skill development right now. “In fact, I’m reading a book on this now,” or “I’m taking another course next . . . ” There are plenty of books and online courses on every topic under the sun, so if you are engaged in your career, you should be able to give some details.
One effective answer to this is to say, “Well, from what you told me about the job, I seem to have all the necessary skills and background. What I would really find exciting is the opportunity to work on a job where . . . ” At this point, you replay the skill-development area you cited. This approach allows you to emphasize what you find exciting about the job and that you have all the required technical skills and are proactively committed to professional skill development. It works admirably.
You can finish with saying, “These areas are so important that I don’t think anyone can be too good or should ever stop trying to polish their skills.”
Analyze why this state of affairs exists. It may be that you like your professional life exactly as it is. You take pride in your work and haven’t pushed for promotions. If so, tell it like it is, because most people are eager for a promotion—someone who isn’t could make for a good hire; it could be your ace.
Here are some tactics you can use. First of all, try to avoid putting your salary history on application forms. No one is going to deny you an interview for lack of a salary history if your skills match those the job requires. And of course, you should never put such unnecessary information on your resume.
Now, we’ll address the delicate matter of “Hey, wait a minute; why no promotions?” The interviewer has posed a truly negative inquiry. The more time either of you spend on it, the more time the interviewer gets to devote to concentrating on negative aspects of your candidacy. Make your answer short and sweet, then shut up. For instance, “My current employer is a stable company with a good working environment, but there’s minimal growth there in my area—in fact, there hasn’t been any promotion in my area since _________________. Your question is the reason I am meeting here with you; I have the skills and ability to take on more responsibility, and I’m looking for a place to do that.”
Without a little self-control you could easily blurt out what you consider to be your greatest weaknesses. Tricky question, but with a little forethought your answer will shine.
Enlightened self-interest dictates that your ongoing career management strategies identify and develop the skills demanded in a constantly changing work environment that make you desirable to employers, and that each of your job changes should occur within the context of an overall career management strategy.
So your answer might address the fact that existing skills always need to be improved and new skills acquired, citing an example of some skill development initiative you are working on now. Unless you are in sales/marketing, you could add that with networking seen as so important by everyone today, you should probably be investing more time in that; in sales and marketing, of course, this is your very lifeblood.
Your answer might include, “With the fast pace of change in our profession, existing skills always need to be improved and new skills learned. For instance, in this job I think the organizational software now available can have a major impact on personal productivity. If I stayed with my current employer this would be a priority, just as it will be when I make the move to my next job; it’s in my own best interests to have good skills.” With an answer along these lines you show foresight instead of a weakness. You can then end with:
• Courses you have taken and are planning to take
• Books you have read or book clubs to which you belong
• Memberships in professional associations
• Subscriptions to professional journals
Such an answer will identify you as an aware, connected, and dedicated professional.
Confirm your understanding of the question by qualifying it: “How do you define calculated risks? Can you give me an example?” or “Would you run that by me again?” This will give you more information as well as more time to think while the interviewer repeats the question in more detail. You can use this “qualifying the question” technique with tough questions when you want a little recovery time.
Once you understand the question, you’ll probably answer, “Yes” if you want the job offer. Be prepared with an example for the possible follow-up question showing how your calculations and preparation minimize potential risk. Whatever your answer, the risk taken must be within the normal bounds of the execution of your duties and in no way jeopardize colleagues or company.
This question often comes up for sales professionals, but every employee needs to know how to communicate effectively and sell appropriately—sometimes products, but more often ideas, approaches, and concepts. This is what the interviewer is getting at with this apparently out-of-the-blue request.
As such, you are being examined about your understanding of constitutive/needs-based/features and benefits sales, how quickly you think on your feet, and how effectively you use verbal communication. For example, say the interviewer holds up a yellow highlighter. First you will want to establish the customer’s needs with a few questions like, “What sort of pens do you currently use? Do you use a highlighter? Do you read reports and need to recall important points? Is comfort important to you?” Then you will proceed calmly, “Let me tell you about the special features of this pen and show you how it will satisfy your needs. First of all, it is tailor-made for highlighting reports, and that will save you time in recalling the most important points. The case is wide for comfort and the base is flat so it will stand up and be visible on a cluttered work area. It’s disposable—and affordable enough to have a handful for desk, briefcase, car, and home. And the bright yellow means you’ll never lose it.” Then close with a smile and a question of your own that will bring a smile to the interviewer’s face: “How many gross shall we deliver?”
Another chance to take an implied negative and turn it into a positive: “That’s one of the reasons I want to make a change. After five years with my current employer, I felt I was about to get stale. I have exemplary skills in _________________, _________________, and _________________. It’s just time for me to take these skills to a new and more challenging environment and experience some new thinking and approaches. Hopefully, I’ll have the chance to contribute from my experience.”
Accept this as a compliment to your skills and accomplishments. “I have always felt that solid experience would stand me in good stead in the long run and that earnings would come in due course. Also, I am not the type of person to change jobs just for the money. At this point, I have a set of desirable skills [itemize them as they relate to the job’s priorities] and the time has come for me to join a team that needs and values these skills. How much should I be earning now?” The figure could be your offer.
This question can come as something of a shock. As with all stress questions, your poise under stress is vital: If you can carry off a halfway decent answer as well, you are a winner. The best response to this question is simple. Just say with a smile and a laugh: “You are a tough company to get an interview with, and you demand a lot of your employees. But I actually like that about you, because I’m looking to gain the sort of expertise that will facilitate my professional growth.” This way you compliment the company and pass off the negative judgment as a misperception by all those other jerks who think hard work is a bad thing.
The question isn’t as stupid as it sounds. Obviously, the interviewer has examined existing employees with an eye toward their promotion or reassignment. Just as obviously, the job cannot be filled from within the company. If it could be, it would be, and for two very good reasons: It is cheaper for the company to promote from within, and it is better for employee morale.
Hiding behind this intimidating question is a pleasant invitation: “Tell me why I should hire you.” Your answer should include two steps. The first is a recitation of your technical and transferable skills, tailored to the job’s needs.
For the second step, realize first that whenever a manager is filling a position, he is looking not only for someone who can do the job, but also for someone who can benefit the department in a larger sense. No department is as good as it could be—each has weaknesses that need strengthening. So in the second part of your answer, include a question of your own: “Those are my general attributes. However, if no one is promotable from inside the company, you must be looking to add strength to your team in a special way. How do you hope the final candidate will be able to benefit your department?” The answer to this is your cue to sell your applicable qualities.
A common question, especially if you deal with money. Tell the truth because when references are checked, salary and credit are at the top of the list. Your answer succinctly gives the circumstances, the facts of your difficulties, and where you stand today in resolving those issues. Do not bring up financial problems until this question is asked or an offer is on the table and references are to be checked.
For someone to check your credit history, he must have your written consent. This is required under the 1972 Fair Credit and Reporting Act. Invariably, when you fill out a job application form, sign it, and date it, you’ve also signed a release permitting the employer to check your credit history.
If you have had to file for bankruptcy, it will show up in a credit check, so be honest, professional, and as brief as possible. Don’t give any information about the circumstances: It isn’t necessary and no one wants to know. What employers do want to hear is that you have turned the corner and everything is under control now. They also want to know, very briefly, what you learned and have done to rebuild your credit and get back on your feet.
Financial difficulties aren’t the deal breaker they used to be, unless they affect the employer’s insurance obligations, and in light of the corporate and personal financial crises of recent years, many corporations are re-evaluating and taking a more realistic stance on these matters. Once it’s behind you, get it expunged from your record.
Find out if it will show up on a background check, as procedures differ from state to state. If the application asks, answer and leave it be; if not, don’t offer this information until background checks are close. Then be brief—“It happened, I was young, etc.”—and stress what you learned from it. Try to get it expunged: Google “DWI expunge.”
First, determine if it’s on your record, if it will show up in a background check, and what employers in your state can take into consideration. States handle felony records differently, as they do the information an employer may inquire about. Learn what you have to disclose to an employer and don’t disclose more than you have to. Briefly, tell the employer what you’ve learned and that it is behind you. Discrepancies between your application and convictions can cause problems.
There’s no need to discuss issues that didn’t result in conviction or anything that has been expunged.
There are two techniques that every skilled interviewer will use, especially if you are giving good answers. With this first technique, the interviewer is looking for negative balance, partly to get a more balanced view of you as a fallible human being, and partly because smart people learn at least as much from their mistakes as from their successes. The trick is to pull something from the past, not the present, and to finish with what you learned from the experience. For example: “That’s easy. When I first joined the workforce, I didn’t really understand the importance of systems and procedures. There was a sales visit report everyone had to fill out after visiting a customer. I always put a lot of effort into it until I realized it was never read; it just went in a file. So I stopped doing it for a few days to see if it made any difference. I thought I was gaining time to make more sales for the company. I was so proud of my extra sales calls, I told the boss at the end of the week. My boss explained that the records were for the long term, so that should my job change, the next salesperson would have the benefit of a full client history. It was a long time ago, but I have never forgotten the lesson: There’s always a reason for systems and procedures. I’ve had the best-kept records in the company ever since.”
To look for negative confirmation, the interviewer may then say something like, “Thank you. Now can you give me another example?” He is trying to confirm a weakness. If you help, you could cost yourself the job. Here’s your reaction: You sit deep in thought for a good ten seconds, then look up and say firmly, “No, that’s the only occasion when anything like that happened.” Shut up and refuse to be enticed further.
Answer this question with caution. The interviewer is examining your ability and willingness to interact pleasantly with others. The question is tricky because it asks you to show yourself in a poor light. Downplay the negative impact of your action and end with positive information about your candidacy. The best thing to do is to start with an example outside of the workplace and show how the experience improved your performance at work.
“About five years ago, I let the cat out of the bag about a surprise birthday party for a friend, a terrific faux pas. It was a mortifying experience, and I promised myself not to let anything like that happen again.” Then, after this fairly innocuous statement, you can talk about communications in the workplace: “As far as work is concerned, I always regard employer-employee communications on any matter as confidential unless expressly stated otherwise. So, putting my foot in my mouth doesn’t happen to me at work.”
Be careful not to criticize a manager, or you might be seen as a potential management problem. It is safest to say that you didn’t have any of these problems. If there was an unhappy work environment and this opinion was shared by many, you can mention it, but remain nonspecific, although you might discuss that some people didn’t seem to care about anything they did, and you found this difficult.
Another option: “I didn’t like the way some people gave lip service to the ‘customer comes first’ mantra, but really didn’t go out of their way to keep the customer satisfied. I don’t think it was a fault of management, just a general malaise that seemed to affect a lot of people.”
There are two answers to this question—one if you are in management, and one if you are not. As a manager: “I believe attendance is a matter of management, motivation, and psychology. Letting the employees know you expect their best efforts and won’t accept half-baked excuses is one thing. The other is to keep your employees motivated by a congenial work environment and the challenge to stretch themselves. Giving people pride in their work and letting them know you respect them as individuals have a lot to do with it too.”
If you are not in management, the answer is even easier: “I’ve never really considered it. I work for a living, I enjoy my job, and I’m rarely sick.”
Always answer positively. There is a strong belief in management ranks that people who complain about past employers will cause problems for their new ones. Your answer is, “A good department and company to work for.” Then smile and wait for the next question. If pressed for more, add, “I had gone as far as I could and could see no opportunities opening up, so I determined it was time to make a strategic career move.”
This is a variation on a couple of earlier questions. Remember, anything that goes against the best interests of your employer is difficult to do. Your answer should share a difficulty common to the job and everyone who does that job, and at the same time advance your candidacy; difficult, but not impossible. “That’s a tough question. There are so many things that are difficult to stay current with, considering the pace of business today and pace of change technology brings to our profession. One of my problems has been staying on top of the customer base in a productive and responsible fashion. I built my territory and had 140 clients to sell to every month, and I was so busy touching base with all of them that I never got a chance to sell to any of them. So I graded them into three groups. I called on the top 20 percent of my clients every three weeks. The balance of my clients I called on once a month, but with a difference—each month, I marked ten of them to spend time with and really get to know. I still have difficulty reaching all my clients in a month, but with time management, prioritization, and organization, my sales have tripled and are still climbing.”
A variation on the question, “What interests you least about this job?” which was handled earlier. Potentially explosive but easily defused. Regardless of your occupation, there is at least one repetitive, mindless duty that everyone groans about but which has to be done. You just need to show that you recognize its importance despite the boredom factor and take care of business responsibly. For example, “Client visit reports are probably the least exciting part of my job. However, I know they are important for reference and continuity, so I do them at the end of the day as part of my daily performance review and next-day planning.” This response answers the question without shooting yourself in the foot, and shows that you possess critical thinking and multitasking skills. You can finish with a nod toward your professional values and teamwork skills, “Besides, if I don’t do the paperwork, that holds up other people in the company.”
Or perhaps, “In accounts receivable, it’s my job to get the money in to make payroll and good things like that. Half the time, the goods get shipped before I get the paperwork because sales says, ‘It’s a rush order.’ That’s a real minus to me. It was so bad at my last company that we tried a new approach. We met with sales and explained our problem. The result was that incremental commissions were based on cash in, not on bill date. They saw the connection, and things are much better now.”
This is the easy part of what can be a tricky three-part question. Obviously, you like to work with people who are fully engaged in their work and who come to work with a smile and to make a difference with their presence, with people who are there to get results, not just mark time till the end of the day. You like to work with people who have pride, honesty, integrity, and commitment to their work.
This question can stand alone or can be the second part of a three-part question. Your answer comes from understanding why your job exists: It’s a small cog in the complex machinery of making a company profitable, so you might say, “People who don’t care about their work and don’t care about being part of something larger than themselves, people who have the time to find fault but not to find solutions.” End by noting that while they aren’t the best coworkers, you don’t let them interfere with your motivation.
Or, “People who don’t follow procedures, or slackers—the occasional rotten apples who don’t really care about the quality of their work. They’re long on complaints, but short on solutions.”
Sometimes this question stands alone; other times it’s the third part of a three-part question. First, you don’t let such people affect your motivation or quality of work. Second, you don’t buy into their negativism by encouraging them. You are polite and professional but prefer to ally yourself with the people who come to work to make a difference. You maintain cordial relations but don’t go out of your way to seek close acquaintance. Life is too short to be de-motivated by people who think their cup is half empty and it’s someone else’s fault.
Or you might reply with something like: “I stick to my guns, stay enthusiastic, and hope some of it will rub off. I had a big problem with one guy—all he did was complain, and always in my area. Eventually, I told him how I felt. I said if I were a millionaire, I’d clearly have all the answers and wouldn’t have to work, but as it was, I wasn’t, and had to work for a living. I told him that I really enjoyed his company but I didn’t want to hear it anymore. Every time I saw him after that, I presented him with a work problem and asked his advice. In other words, I challenged him to come up with positives, not negatives.”
You might even end by noting that sometimes you’ve noticed that such people simply lack enthusiasm and confidence, and that energetic and cheerful coworkers can often change that.
The interviewer is looking for initiative. Show that you went about your search with planning, organization, and intelligence, the same way you’d approach a work project. At least show determination. For example: “I was turned down for my last job for having too little experience. I asked the manager to give me a trial for the afternoon, then and there. I was given a list of companies they’d never sold to. I picked up the phone and didn’t get close to a sale all afternoon, but she could see I had guts.”
The question is dangerous, maybe more so than the one asking you to criticize your boss. If you think the interviewer is a congenital imbecile whom you wouldn’t work for on a bet, don’t tell the truth, because behind this question is a desire to see your verbal and diplomacy skills in action. This is an instance when honesty is not the best policy: Remember, you are there to get a job offer. It is best to say, “This is one of the toughest interviews I have ever been through, and I don’t relish the prospect of going through another. I have great professional skills, but interviewing is not one of them; it’s not something I have had much experience doing. Yet I do realize that you are just trying to determine if I have the skills you need.” Then go on to explain how your skills match the job. You may choose to finish the answer with a question of your own: “I think I can do this job, and I think I would like it. What do you think?”
Relax, things aren’t as bad as you might assume. This question is usually asked if you are really doing quite well or if the job involves a certain amount of stress. A lawyer, for example, might well be expected to face this one. The trick is not to be intimidated. Your first step is to qualify the question. Relax, take a breath, sit back, smile, and say, “You surprise me. Why do you say that?” The interviewer must then talk, giving you precious time to collect your wits and come back with a rebuttal.
Then answer “no,” and explain why. All the interviewer wants to see is how much you know about the company and how determined you are to join its ranks. Overcome the objection with an example showing how you will contribute to the company. You could reply: “Not at all. My whole experience has been with small companies. I am good at my job and in time could become a big fish in a little pond. But that is not what I want. This corporation is a leader in its business. You have a strong reputation for encouraging skills development in your employees. This is the type of environment I want to work in. Coming from a small company, I have done a little bit of everything. That means that no matter what you throw at me, I will learn it quickly.”
Then end with a question of your own. In this instance, the question has a twofold purpose: first, to identify a critical area to sell yourself; and second, to encourage the interviewer to imagine you working at the company: “For example, what would be the first project you’ll need me to tackle?”
You end with a question of your own that gets the interviewer focusing on those immediate problems. You can then move the conversation forward with an explanation of how your background and experience can help.
This question is asked to help a manager understand how emotionally mature you are. When it is a manager’s duty to criticize performance, he needs to know that you will respond in a professional and emotionally mature way.
“If” is the key word here. The question tests your poise, critical thinking, and communication skills. Don’t assume you are being criticized. An appropriate response would be: “First of all, I would ask which aspects of my presentation were lousy. I would need to find out where you felt the problem was. If there were a miscommunication, I’d clear it up. If the problem were elsewhere, I would seek your advice, confirm that I understood it, and be sure that the problem did not recur.”
Sometimes an interviewer will build stress into a sequence of questions. Starting off innocently enough, the questions are layered and sequenced to dig deeper and deeper, but these stress question sequences will hold few surprises for you. Let’s take the simple example of “Can you work under pressure?”
This example will use a reporter’s technique of asking who, what, where, when, why, and how. The technique can be applied to any question you are asked and is frequently used to probe those success stories that sound too good to be true. You’ll find them suddenly tagged on to the simple closed-ended questions as well as to the open-ended ones. They can often start with phrases like “Share with me,” “Tell me about a time when,” or “I’m interested in finding out about,” followed by a request for specific examples from your work history.
A simple, closed-ended question that requires just a yes-or-no answer, but you won’t get off so easy.
An open-ended request to tell a story about a pressure situation. After this, you will be subjected to the layering technique—six layers in the following instance.
It’s best if the situation you describe is not a peer’s or manager’s fault. Remember, you must be seen as a team player.
An open invitation to criticize peers and superiors, which you should diplomatically decline.
Another invitation to point the finger of blame, which should be avoided.
This question probes your analytical skills and asks whether you are the type of person who takes the time to revisit the scene of the crime to learn for the next time.
After you’ve survived that barrage, a friendly tone may conceal another zinger: “What did you learn from the experience?” This question is geared to probe your judgment and emotional maturity. Your answer should emphasize whichever of the key professional behaviors your story was illustrating.
When an interviewer feels you were on the edge of revealing something unusual in an answer, you may well encounter “mirror statements.” Here, the last key phrase of your answer will be repeated or paraphrased, and followed by a steady gaze and silence. For example, “So, you learned that organization is the key to management.” The idea is that the silence and an expectant look will work together to keep you talking. It can be disconcerting to find yourself rambling on without quite knowing why. The trick is knowing when to stop. When the interviewer gives you an expectant look in this context, expand your answer (you have to), but by no more than a couple of sentences. Otherwise, you will get that creepy feeling that you’re digging yourself into a hole.