Interview Preparation

Nerves usually come from not knowing what to expect — not knowing the questions, not having your stories ready, not knowing what to do if something catches you off guard. Real preparation (not a memorized script, but a clear plan for your key stories) turns that fear into something manageable. Interview confidence is mostly a preparation problem in disguise. It's also about pressure. Instead of hoping they "pick" you, think of it as a way to get to know them and their company. You too, get to pick them.

Not your whole life story, and not your resume read out loud. Give a short, 60-to-90-second story: where your experience comes from, the thread connecting it, and why this job interests you now. Think of it as a movie trailer, not the whole movie. I help clients create a one-liner that feels authentic and is easy to repeat.

Keep it short, factual, and forward-looking. Say what happened without extra opinions, keep it to a few sentences, then move to what you want next. "The team's direction changed after a reorg, and I realized I wanted more ownership, which is part of why this role interests me" tells the truth without complaining to a stranger who doesn't need the details. NEVER bash an old employer (even if they deserve it). One day you may share your whole experience, but not now when you are building a new relationship.

You have more than one option, and the best one depends on the situation — something worth planning ahead of time instead of figuring out on the spot. You can answer the real concern behind the question without answering the illegal part directly ("I'm not sure how that's relevant, but if you're asking about my schedule, I'm flexible"), redirect the topic, or simply decline to answer. With my HR background, I coach clients through exactly how to handle this. One trick I like to use is to repeat the question back to them. For example, "are you asking me how old I am?" then let it sit. They'll often move on, quickly, on their own.

In a panel, you're managing a whole room, not one conversation. Make eye contact with everyone, not just the person who asked the question, and try to guess who's on your side and who's more skeptical. One-on-ones reward warmth and depth. Panels reward being clear, being brief, and reading a room with different priorities at once.

Send one thoughtful thank-you note within 24 hours, mentioning something specific from the conversation instead of a generic template. After that, one well-timed check-in — around the time they said they'd decide — is appropriate. More than that starts to feel anxious instead of interested. Silence past their timeline is still useful information, even when it's frustrating.

Ideally, before or during the interview, you are given a timeline of when they will debrief and/or make their final decision. If they don't offer it up front, during your last interview, ask the interviewer if they know when to expect to hear back. If you have no idea, it's a good idea to check in with the recruiter end of the week, or within a few business days. Then again a week or so later.

If you were given a timeline and haven't heard anything, it's good practice to follow up and ask if they have made a decision yet, or if you can offer up any more details on your experience or fit for the role. If you only get back radio silence, unfortunately there's not much to do. While it is bad business sense to treat candidates this way, you can't make them tell you. Let it go, and put your energy towards companies and teams that are more deserving of your skills and talents.