Let’s be honest — job interviews can be strange experiences. Over the years, I’ve found that being good at interviews doesn’t necessarily mean you’ll be great at the job. The truth is, that nailing an interview often requires acting skills rather than job skills. In this post, I’ll share my thoughts on why hiring based solely on interview performance can be a mistake and what you should really focus on when bringing someone onto your team.

The Art of Interviewing (Or Acting?)

Many people don’t realize that being a good interviewee is often more about acting than anything else. Think about it: when you’re in an interview, you’re trying to figure out what the interviewer wants to see and then adjusting your behavior to match that. You might start by presenting yourself as a confident leader, but if you sense the interviewer prefers someone who’s more agreeable, you shift gears. It’s all about pushing the right buttons at the right time.

But here’s the issue — being good at interviews doesn’t always translate to being good at the job. The person who can charm their way through an interview might not have the skills or the drive to succeed in the role. Unfortunately, this means that sometimes, people who are great at interviews get hired for all the wrong reasons.

Caring Too Much Can Backfire

I’ll admit it — I’m not the best interviewee. One of my biggest challenges during interviews is that I care too much about the job. I start thinking several steps ahead, trying to solve problems I might face in the role before I even have the job. It’s like a football player sprinting toward the goal line before securing the ball — things can go wrong pretty quickly.

This approach hasn’t always served me well in interviews, but it has taught me something valuable: the people who care deeply about doing a good job may not always shine in interviews. They’re focused on how to actually do the work, not on how to impress you in a short conversation.

The Pointlessness of Trick Questions

I’ve come across all sorts of trick questions interviewers like to use — questions like “Why are manhole covers round?” or “How long would it take a coin dropped in the ocean to reach the bottom?” The idea is that these questions reveal how someone thinks. But do they really? I’ve never found much value in these types of questions. Why should we believe that how someone answers a quirky question will tell us anything meaningful about how they’ll perform on the job?

Even more absurd are the games some interviewers play — being overly aggressive to see how a candidate reacts or staging little skits with multiple candidates. These tactics might tell you something about how someone handles pressure, but they don’t reveal much about how they’ll actually do the job.

What Really Matters: Motivation

When I’m on the interviewer’s side of the desk, I focus on something much more fundamental: motivation. A person’s motivation is what drives their success. I look for genuinely curious candidates who want to solve problems and make things better — not just for themselves, but for others too. I steer clear of those who see their work as “just a job” or who are primarily motivated by money.

To gauge motivation, I don’t just listen to what candidates say — I listen to how they say it. I pay attention to the emotion in their voice, and the energy behind their words. I ask them about what they enjoy doing when they’re not working, why they chose their field of study, and what excites them about their work. These questions help me see through the act and get a glimpse of their true motivation.

Finding the Right Fit: Qualifications

Next, I consider qualifications, but not in the usual way. Many interviewers want proof that a candidate can do the job, often favoring those with years of experience in similar roles. However, I prefer to hire someone who is qualified but still finds the role challenging. Why? Because someone who is slightly out of their comfort zone is more likely to bring a fresh perspective and think critically about how to do the job better.

I once heard a champion downhill ski racer describe his strategy for winning: ski just at the edge of control. To be successful in a job, I believe you need to work at the edge of your capabilities, pushing yourself to do better. That’s why I look for people who are motivated to operate at their limits — because that’s where true growth and innovation happen.

The Importance of Communication

Communication is another critical area I assess during interviews. It’s not just about whether someone can speak clearly — it’s about whether they can listen, understand, and engage in intelligent conversation. In IT, this skill is especially important because you need to communicate effectively with both technical and non-technical people. You need someone who can read between the lines and grasp the true intent behind vague requirements, not someone who jumps to conclusions based on assumptions.

Moreover, the ability to summarize situations and get to the heart of the matter is crucial. This involves both verbal skills and reasoning ability — knowing what’s important and what’s just fluff.

Personality Matters

Finally, I consider the candidate’s personality. I’m not looking for a specific type, but I do weed out certain traits. Know-it-alls, for instance, can be toxic to an organization. I want people who are team players, who understand the value of both introversion and extroversion and who know when to speak and when to listen. It’s about finding someone whose personality fits the role and the team, not just someone who can put on a good show.

Salvaging Bad Interviews

Sometimes, I come across candidates who are even worse at interviewing than I am, but I’ve learned how to handle these situations. For example, I once interviewed a woman who was incredibly nervous and struggled to answer questions. I paused the interview, pointed out the issue, and suggested we do a practice run. After a brief reset, she returned to the room, and we did a mock interview where she performed much better. Although I didn’t hire her because she lacked the necessary qualifications, it wasn’t because of her initial nerves.

In another instance, while interviewing a recruiter, I flipped the script and had the recruiter interview me for a hypothetical job. This approach revealed everything I needed to know about their interviewing skills.

Conclusion

If you’re hiring people based on their interview performance, you’re likely ending up with actors, not top performers. Instead, focus on seeing through the performance to uncover the true qualities of the person. What motivates them? Are they qualified but not jaded? Can they listen, understand, and communicate effectively? And do they have a personality that fits the role? Remember, an interview is an artificial scenario that doesn’t necessarily reflect someone’s ability to do the job. Keep that in mind, and you’ll be better equipped to make hiring decisions that lead to real success.