From manager to director: taking the step up
What makes a great director? How do you know if you’re ready to take that next step up in your career? How important are qualifications at that level? These are just some of the questions we asked Graham Wilson, Leadership Wizard and Founder and CEO of Successfactory. Watch the short video interview or read the full interview below: Q: What makes a great director?A: When it comes to leadership, the only thing we can control is our behavior. The rest of it is about other people deciding whether they want to follow. Going from a manager to a director, you’ve still got to be an authentic person. You should strive to be who you are, and the more you are really yourself, the more people will trust you. The more people trust you, the more likely they are to follow you.You've got to have the capability to create a high-performance environment where success is inevitable. I think quite often we're very good at setting goals and giving direction, but we then don't spend enough time to actually remove the barriers that can stop you from being successful. You've also got to get comfortable, particularly in today's world, with the volatility of the marketplace. You’ve got to be comfortable with ambiguity and leading without knowing all the answers.Additionally, you can’t be a successful director without a great team around you, so your ability to build teams is fundamental. When someone says to me:‘Is that person a great director?’, I say:‘Well, let me have a look at the team around them’. Being a good director means almost making yourself redundant, because you want the team to be delivering on the business, which will give you time to do the strategic thinking.Finding the balance between strategy and culture is also key. You can have a great culture, but with a poor strategy, you'll fail. And if you have a great strategy with a poor culture, you'll also fail, so seek out both.Ultimately, if you can build a high-performance environment, remove the barriers, you're authentic, can inspire action, can communicate with meaning, are good at storytelling, can unleash innovation in the organisation, then you’re in a great position. A great director drives the business forward with empathy, courage, and care, and realizes that at the end of the day, it's all about people.Q: Are there different skill sets needed for being a manager and a director?A: Skill sets are important and mindset is also really important. From a management point of view, you're more focused on the here and now, and the status quo, and making sure the business is efficient and effective, making sure that people are aligned behind the strategy, and actually driving the business forward.As a director, you’ve still got to do the same sort of role, but it requires a slightly different skill set and a lot more strategic thinking. What I find with a lot of managers in the first stage of moving into that role, is they find that it’s a big step as they’ve got to get comfortable with the fact that they’re paid to think, they’re paid to look at a strategic level, not just an operational point of view.Also, it's a different type of power. When you're a manager leading your team, you have a certain amount of positional power, whereas when you're a director working in a large organisation, you're often working across different functions and you're having to look at a holistic view of the business, so you also have to start to influence in a different way. Therefore, building your influencing and networking skills is really important. I think you should always have a relationship with every person in the business, plus all your key customers.In summary, there are some subtle differences, but from a management point of view, I would say it's more about the ‘what’ and the ‘how’. Whereas at leadership and director levels, it’s more about the ‘why’ and the ‘how’ from a cultural point of view.Q: Does being a good manager mean someone will naturally be a good director?A: I think you are going to get a lot of people who are more naturally gifted to think in a strategic way and are big-picture thinkers. But I'm not a big fan of the idea that you're born to be a great leader or born to be a great director. I think it requires hard work.If you don't change the way you operate, focus on developing your skills, and start to think about things differently, then you will probably fail.Sometimes what can happen is people go to a leadership meeting and represent their part of the business, whereas they should be thinking and talking at a more strategic level across the whole organisation. I think you've got to be able to be comfortable with that and be able to make that shift. If you don't, then you might have been an amazing manager, but it doesn’t necessarily mean you’ll make a great director.Q: How will someone know if they are ready for the next step up to director?A: One of the key things that is important in a corporate organization is you cannot be promoted unless you've got a great team around you. Because if you take yourself away, then there might be an impact on performance. I think one way to look at it is if you can say: ‘I've developed my team, my team is a high performance, I have a successor in place who can take over my role, I'm prepared to develop and grow and shift my thinking into a more strategic role’, then you’re likely ready.And having that flexibility of mind to know and recognize that it's not just a promotion and doing the same as what you would do now on a bigger scale; it's a different context. I think you’re ready when you're willing to adopt a new style, a new approach while still being authentic, you're really good at strategic thinking, you understand what strategy really is in today's world, and understand that it's a learning process, and how to be able to communicate with meaning.A good manager will do everything technically correctly hit every KPI and get good results, whereas a great director will do all of that through their team but will also be able to give meaning to the strategy.So, ultimately, I think a great indicator is when you're comfortable storytelling, you're comfortable presenting, you're feeling comfortable with ambiguity, you're comfortable without knowing all the answers, you're great at facilitating groups, and you feel comfortable moving out of your subject matter expertise area and thinking more holistically around the business, both internally and externally, in the short term and long term.Q: What steps should someone take if they want to progress to director?A: You've got to understand your rationale, your reason why you want to become a director. I think we can sometimes fall into the trap of it being money orientated and not recognising that it is a different role that requires a different level of resilience. You’re accountable for a bigger part of the business, so you've got to be comfortable with that. So certainly, building your resilience would be really important, and you want to start doing that now.Being able to cope with pressure and perform in mission-critical situations is key, and develop what I call ‘the six pillars of resilience’, which is really understanding your purpose and what you really want out of life, what commitment you're prepared to give, how you want to live your life, and would a director position give you that.The second thing is, how much energy and vitality do you have? Do you sleep well? Eat well? Do you practice mindfulness? Are you exercising and fit enough to be able to take on a more strategic role?Also, you want to start building your support network now. You want to have good relationships across the business, make sure that you are persistent and can manage from an emotional intelligence point of view, and also start to develop conversational and storytelling skills.I would suggest that you start that journey now. Get yourself a good coach, a good mentor, and start to think about what makes a great director. Who are some of the directors that you admire both inside your own organisation, and in other organizations as well?The starting point has to be, ‘What's my reason why?’ then work backward from what great looks like and think ‘What am I going to work on that's going to help me to move into that director role’, and make sure you get the right support to make that happen.Q: How relevant are qualifications, or are soft skills more important at that level?A: Bit of both, really. In terms of leadership, you are measured on your results, so it's not just what you know, it's more about what you do with what you know. I think what academic qualifications do, is give you some rigour in thinking, but it doesn't necessarily mean that you are going to be successful. One of the things you ought to be thinking about as a director is, ‘What is it I need to do and be to be successful now and in the future?’A challenge with a lot of qualifications is that they are often backward-looking. They’re research-based and based on what people did in the past. You've got to be really careful about which qualifications you go for. I think some people tend to just grab the MBA badge or whatever qualification it is, but for me, it's more about how you apply that knowledge.You want to be thinking,‘How do I learn and grow and develop a great way of operating so that I build that credibility and deliver results?’I wouldn't discourage anyone in completing a qualification if that's something that you feel would benefit you, but I think the key really is about developing your softer skills such as your influencing skills, your persuasion skills, and negotiating skills.One of the things we teach on our programmes is helping leaders to develop an authentic leadership brand. Look at your self-awareness and who you are, build on your strengths and create a leadership brand. If you can do that, that will certainly outweigh the qualifications.Q: What's the one piece of advice you would give to someone who is looking to progress into a director position?A: Be you. Be really comfortable with who you are.Don't fall into the trap of trying to copy someone who you admire and someone who has been successful in the business, because they've been successful in the past and what you've got to do is carve out your own way of doing it. I think that's probably my top tip - be authentic, be real, be courageous and confident enough to be able to bring your real self to work, because the more real you are, the more influencing power you have. Which means that people are more likely to trust you and are more likely to follow you and do great things.If you are looking to take that next step in your career or looking for a talented professional to join your business, get in touch with one of our specialist consultants today.
Enhance your recruitment approach with AI tools
Unleashing the potential of AI in recruitmentArtificial intelligence (AI) is changing the recruitment industry and changing the way companies hire. Here are several ways in which AI can enhance the efficiency and effectiveness of the recruitment procedure:Automate repetitive tasksA significant benefit of using AI recruitment tools is their ability to automate repetitive tasks. These tasks could include sorting through resumes, scheduling interviews, and sending follow-up emails. AI simplifies tasks, giving recruiters and managers more time to focus on important parts of hiring.Streamline candidate screeningTraditional screening methods can be time-consuming and susceptible to human errors. AI has the ability to rapidly scrutinize numerous resumes and pinpoint the top applicants based on set standards. This not only accelerates the screening process but also guarantees that no potential candidate is overlooked.Gain valuable insightsAI can provide essential insights that assist recruiters and hiring managers in making informed decisions. Predictive analytics can forecast a candidate's job performance and compatibility with the company's culture. This will enable the hiring manager to determine if the job seeker is a suitable match for the organization.AI recruitment tools can also analyse a candidate's social media profiles to gain insights into their personality and values. This knowledge can help hiring professionals make more unbiased and data-driven hiring decisions. Discover more about social media screening.A creative application of AI in recruitment is the development of AI-driven interview questions. This technology utilizes machine learning algorithms to examine the provided criteria and generate relevant interview questions. The system considers the job title, skill set, and level of experience. It then formulates questions that effectively assess if a candidate is a good fit for the position.Introducing Reed's interview question generatorReed's interview question generator utilizes AI algorithms to produce interview questions, according to the specifications provided by the employer. It's an influential instrument.The instrument features a user-friendly interface, enabling employers to input job specifics and receive a set of questions. You can download the list as a Word document for your interview.Additionally, you can copy it to share with a coworker or include it in another document. This instrument is beneficial for recruitment managers in numerous ways. It assists recruitment managers in various ways.Employers can access Reed’s interview question generator online here.Tailoring your interview questionsFirst, enter the job title, seniority level (e.g. entry-level, middle management, board level), and industry for hiring. Then, select up to three soft skills that you want in your perfect candidate. Choices encompass skills such as emotional intelligence, creativity, business savvy, analytical reasoning, and more.In a matter of minutes, the tool will generate a set of tailor-made interview questions for candidates.With your questions drafted, you can rearrange the order, select different skills, regenerate the entire set, or lock your preferred questions and modify the rest.How does the tool adapt to different industries and job roles?This AI-driven interview tool allows businesses to tailor interview questions to their specific needs. The selection criteria include the job role, required skills, level of experience, and more. The tool uses these factors to create questions that match the job and the company's requirements.You can use the interview question generator for any job position. You can either select one from the provided list or input your own. It also covers 27 sectors, ranging from engineering and production to insurance and retirement plans.Reed's interview question generator can assist in evaluating candidates with pertinent questions. You can use it for recruitment in a tech startup or a manufacturing firm.Maximising hiring success with AI-generated questionsExpertly crafted interview questions are essential for evaluating a candidate's capabilities, experience, and fit for a role. Employers can now leverage our advanced interview question generator tool to assist them in making informed hiring decisions. Interview questions facilitate a deeper understanding of a candidate's abilities. They also promote a fair interview process, minimize bias, and elevate the standard of recruitment.This tool helps employers save time, improve candidate experience, and achieve better recruitment results. The interview question generator benefits specialized roles or industries that require specific skills or experiences. By generating tailored questions, the tool helps employers in assessing whether candidates possess the unique skills required.
Top 9 second round interview questions to ask candidates
Once you have finished the initial round of interviews, you should have narrowed down the pool of candidates to a select few. Conducting a second interview will allow for a more comprehensive evaluation of each candidate and aid in making the final decision regarding their suitability for the position.Effective interviewingWhen it comes to hiring someone to work remotely or on a hybrid basis, there are two types of interviews you can conduct.The first one could be more formal and done remotely, while the second one could be either more demanding or more casual and done in person.This approach allows you to get a better understanding of the interviewee in two different settings. For instance, you could conduct a phone interview first and then another one in person. It's important to remember that interviews are a two-way communication process. You are not just looking for the right candidate; you are also trying to sell the role to them.Therefore, it should be treated as an informative conversation, rather than an opportunity to impress the interviewee. You need to represent yourself, your team, and your company in the best possible way.Keep in mind that every candidate could be a potential customer, client, or advocate for your business, and they will remember how you treat them.Common second interview questions to ask candidatesJust as in your first round of interviews, asking the right questions in the second round is vital to understanding if a candidate is suitable for the role.“Although there are never a fixed set of questions to ask in the second interview, here are our selection of questions for employers to ask which will hopefully allow you to understand a candidate more fully before making a decision on who to hire.”What are your long-term career aspirations?Asking candidates about their long-term career aspirations can provide valuable insight into their potential fit within your company.A direct reference to your business suggests a desire to stay and contribute to its success. Additionally, this question can reveal aspects of their personality, such as honesty and passion.Understanding their priorities can help you make informed hiring decisions.Do you have any questions about the business or the role since your first interview?It's always a good idea to ask your candidate if they have any questions about the business or the role since their first interview. This gives them the opportunity to ask any questions they may not have thought of during the initial interview.It also shows how much effort they have put into preparing for this interview. If there were any gaps in their knowledge, they can be filled now. However, if they don't ask any questions, it could indicate a lack of interest or engagement.Keep in mind that some candidates may be nervous, so be sure to create a comfortable and supportive environment.How has your job search been going so far?Inquiring about this during a second interview can provide valuable information about your potential competitors and the obstacles you may encounter if they are selected as the top candidate.You may learn about other positions they have applied for and their current status in the hiring process. If they have recently attended multiple interviews, you may need to wait for their response or come up with a counteroffer to remain competitive.It is important to ask everyone the same questions during the interview to avoid any discrimination or bias.What skills do you think are required for this role?This allows you to gauge their understanding of the position and their ability to think critically. Additionally, it provides an opportunity for them to highlight the skills they possess and how they align with the requirements of the role.By doing so, you can gain insight into their expectations, interpretation of the job description, and ensure they have a clear understanding of the responsibilities involved. If there are any misconceptions, you can clarify them, promoting transparency and reducing the likelihood of future misunderstandings.Ultimately, this approach can lead to improved retention rates as candidates have a thorough understanding of the position before accepting an offer.What are the reasons you might not be suitable for this role?Giving candidates the opportunity to reflect on what they might need to improve on allows them to think about challenges and solutions – how they would overcome any professional issues they may face in the role.The positivity or negativity in their answer will give you an idea of their own motivation for success.If their answer mentions them improving and being able to be trained, you may have a more valuable candidate than you think. Someone with a growth mindset has much more potential to grow and learn than someone with a fixed mindset who only believes that if they can’t do something now, they never will be able to.What changes would you suggest at this company?This question allows them to consider potential challenges and how they could overcome them. Their response can also give you insight into their motivation for success.If they mention a willingness to improve and be trained, it could indicate a valuable candidate with a growth mindset. Such individuals have more potential to learn and develop than those with a fixed mindset who believe they cannot improve in certain areas.What is the lowest salary you hope to earn from this role?The answer to this can give insight into the candidate's salary expectations and provide an opportunity to negotiate if necessary. Additionally, the candidate may have done research and determined that the salary being offered is lower than the market rate.If the candidate's worth matches their expectations, you may have the opportunity to increase your offer accordingly.How would you describe your ideal work environment?This can give you valuable insights into their work style and personality. If they describe an environment that is similar to yours, then they are more likely to be a good cultural fit for your company.Hiring someone who is not a cultural fit can lead to dissatisfaction and increase the chances of them leaving.On the other hand, if a candidate describes a work environment that is very different from yours, they may not be a good match for your company and could end up being unhappy and leaving later.How soon would you be ready to start this role?It's a common question, but an important one since bringing on new employees can be a logistical challenge. It can also be a way to compare candidates based on their availability and professionalism in conducting themselves during the hiring process.If a candidate mentions leaving their current job without giving notice, this could be a red flag for your business as well.Ultimately, asking good questions is crucial to finding the best fit for your business. After meeting with a candidate for a second time, you should have a better understanding of their skills and abilities, and whether they would be a good addition to your team.
Interview questions to ask candidates - and what their answers mean
During an interview, it's crucial to ask questions that will help you gain the most insight into the candidate. To achieve this, you should plan a variety of question types that are tailored to the qualities required for the position. The questions should provide you with information about the candidate's strengths, weaknesses, and how well they would fit into the team. Here are some of the primary question types to consider when conducting an interview.Standard competency questionsThere are certain types of questions that are commonly asked during an interview. These questions typically start with a phrase like "Can you give me an example of when you...". You can customize these questions to fit the specific skills you want the candidate to talk about, such as providing excellent customer service, resolving a conflict, or influencing a senior stakeholder. Competency-style questions are particularly helpful when you need to find out about specific skills or competencies that a candidate has and how they have used them to handle similar situations in the past. Good candidates usually prepare for these questions in advance and should provide well-thought-out examples that are clear and concise. When analyzing their responses, look for evidence that they can describe the situation, the task at hand, the action they personally took, and the positive outcome of that action using the STAR method.Follow-up questionAsking follow-up questions can help you move beyond the superficial answers and dive deeper into the specifics. It can also challenge the interviewee to think on their feet, as they may not be as prepared for these questions. Effective follow-up questions can uncover any gaps in the provided answers or any lack of personal involvement that may be concealed by rehearsed responses.The curveball questionIf you want to evaluate a candidate's quick thinking and critical thinking skills, you can present them with a challenging question or scenario that may not be directly related to the job they are applying for. You can base this question on some aspect of their resume or something current that you would like them to provide insight on. Doing this will help you test their ability to make sound decisions under pressure and to communicate their thoughts effectively, which can be crucial for some positions.The hypothetical situation questionSome people have strong opinions on these types of questions - they either enjoy them or despise them. Nevertheless, they are a useful way to swiftly assess someone's ability to think logically and rationally. Such questions usually require the candidate to analyze a hypothetical situation and then make a decision based on the relevant information and limitations given. Some people have strong opinions on these types of questions - they either enjoy them or despise them. Nevertheless, they are a useful way to swiftly assess someone's ability to think logically and rationally. Such questions usually require the candidate to analyse a hypothetical situation and then make a decision based on the relevant information and limitations given.The “describe yourself” questionIn a job interview, candidates are often asked questions that require them to describe themselves in a few words or imagine what their previous boss or co-workers would say about them. These questions come in different forms, but their purpose is to evaluate the candidate's ability to empathize with others and express themselves succinctly. They are used to test the candidate's communication skills and see how they respond in situations that demand brevity.
Seven types of interview bias and how to avoid them
We tend to think our decisions are rational, but cognitive biases affect us.What are biases?Our brain has a limited capacity to process every new piece of information it receives. Therefore, it has evolved quick decision-making mechanisms to process the people, situations, and objects it encounters. These mental shortcuts are essential for survival, but they can also lead to biased opinions when we make hasty judgments without careful evaluation.Types of interview biasesWhen conducting interviews, it's crucial to aim for objectivity. However, biases can unconsciously sneak into the process. To prevent this, it's important to recognize the various types of biases that can occur. Here are seven common interview biases that you must be aware of and take active measures to avoid.StereotypingStereotyping is the tendency to oversimplify and form fixed opinions about a group based on limited characteristics.This issue can negatively impact interviews, as prejudiced perceptions may lead to inaccurate conclusions about a candidate's abilities.Gender and racial biasInterviewer bias refers to discrimination against certain genders or races in hiring for a job.It is crucial for interviewers to maintain impartiality when making hiring decisions, not only to uphold ethical standards but also to prevent legal ramifications for gender or race discrimination.Confirmation biasDuring an interview, confirmation bias may cause the interviewer to ask leading questions that confirm their preconceived beliefs about the interviewee based on their CV or application.Individuals tend to seek out information that confirms their existing beliefs and socialize with like-minded people, often without considering other perspectives.It is essential to refrain from hiring individuals solely based on their alignment with their line managers' perspectives, as this approach can hinder innovation and hinder overall company growth.Recency biasRecency bias is evident when interviewers show a preference for candidates who have been interviewed more recently.If you conduct several job interviews in a day, it's common for the candidates to start blending together, making it challenging to remember each one distinctly. This can lead to recency bias, where you unconsciously favor candidates interviewed towards the end of the day. However, it's important to recognize that the best person for the job may have been interviewed earlier or in the middle of the process.Similarity biasSimilarity bias, also referred to as affinity bias, occurs when an interviewer makes hiring decisions based on a candidate's physical appearance or shared interests. For example, during an interview, the interviewer may inquire about the candidate's weekend activities. If the candidate mentions going on a hike with their dog and the interviewer happens to share a passion for hiking and owning a dog, the candidate is more likely to be perceived positively, even before any information about their skills or work-related experience is obtained.Halo biasHalo bias refers to the tendency for one positive attribute to overshadow all other qualities of an individual. For example, during an interview, if the interviewer becomes aware that the candidate attended a prestigious university or has a strong background with a reputable brand, they may disproportionately emphasize these positive aspects and disregard any potential negative traits the candidate may have.Horn biasAt times, interviewers may exhibit a bias known as the "horn bias" that hinders their ability to recognize a candidate's positive attributes. This bias can arise when a negative aspect, such as a spelling error on the candidate's CV, overshadows their valuable skills and abilities. Regrettably, this bias can prevent the interviewer from providing the candidate with a fair opportunity to showcase their capabilities.How to avoid bias when interviewingKeep interviews uniformTo ensure fairness and minimize bias during interviews, it is important to ask all candidates the same pertinent questions and diligently record their responses.Provide training to interviewersIt is essential for interviewers to receive diversity and inclusion training and cultivate the skill to acknowledge and eliminate their own unconscious biases. This will guarantee a fair hiring process for all candidates and aid hiring managers in uncovering any hidden biases they may have.Have a diverse group of interviewersEnsuring diversity among interviewers is crucial when multiple interview stages or a group of interviewers is involved. This practice promotes a more balanced decision-making process by mitigating individual biases. With a diverse group, the influence of bias is reduced as each member brings unique perspectives and opinions to the table.Limit personal chatsTo prevent similarity bias, it is advisable to minimize small talk when greeting an interviewee.Use a standard scoring systemDevelop a consistent rating system for interviews to guarantee impartiality in evaluation.Record and re-play remote interviewsTo avoid recency bias during remote interviews, consider recording and replaying them in various orders, with the candidate's consent.
Common customer service interview questions for employers and candidates
The main three skills or traits employers are looking for in an interviewee are communication, enthusiasm, and problem-solving. These questions will help employers find the right candidates and interviewees to show their full potential:Tell me about yourselfEmployers will already have key information about an applicant from their CV and other documents, but this is your chance to get a deeper insight into who you might be hiring. People are more honest when speaking in real-time than in their cover letters or job applications.Candidates should refer directly to what is in the job description and make your introduction relevant to the role. The hiring manager also wants to know who you are as a person, but in terms of your professional background and values, rather than just your hobbies.What does customer service mean to you?There are times when candidates will apply to roles just to get their foot in the door at a company and will really have their eye on a different profession. This customer service interview question helps you evaluate the motivation of the applicant and see if they really want to work in customer service or are just using your role as a stepping-stone.A good candidate will be able to explain what customer service is, why it’s important to a business, and what they enjoy about it. Candidates who show passion, dedication, and potential are often more valued by hiring managers than those with a lot of experience and education because these traits show the longevity of employees.Describe a time when you’ve dealt with a difficult customer – what did you do?Scenario-based questions help employers understand the candidate’s practical ability without having seen it first-hand. For this to be effective, they need to have real examples and be able to answer questions from their own experience. Hypothetical answers such as “If I were in that situation I would…” don’t show their experience or ability, only their theoretical understanding of customer service.Candidates should be aware that any experience you have with conflict resolution, in a retail role, for example, can be applied here. Those with customer service experience should be as specific as possible and answer honestly in case of any follow-up questions. If the customer being difficult or rude was their fault, being honest about it will show their accountability and self-awareness.What do you know about our company/product?Any candidate who hasn’t done some initial research will most likely not get the role. If they don’t know what they’re applying for, they may leave once they find out.Employers don’t expect a detailed description, only that the interviewee has an idea of what the company does, what the specific product is, and how that relates to the role. This is a chance for an applicant to share any thoughts or opinions they have about the company, potentially highlighting what made them want to apply in the first place.Using the job description, checking out their website, and even calling their customer service line to see how they work, are good methods of researching a company. Preparing for an interview by doing research shows both interest and professionalism and will boost the candidate’s chances of receiving a job offer. It’s even better if the candidate is already a customer because they can give real feedback and will have a deeper understanding of the product/service.Tell me about a time when you delivered excellent customer serviceCustomer service competency questions often use situations where you’ve interacted with a customer. These are chances for interviewees to show off their achievements and demonstrate their knowledge of what excellent customer service is while using examples from their experience. Through this question, employers can evaluate their best performance, and ask follow-up questions such as what skills they think contributed to this, and what the outcome was.What skills do you think are essential for someone in customer service?For customer service advisor questions, soft skills are the most important to mention, e.g. communication skills, patience, empathy, listening, and more. Advisors are there to inform and help customers in a way that is clear and concise, honest, and polite – even in stressful situations. Working well under pressure is important because customer service advisors may need to talk to several difficult people and stay professional. Usually, the skills candidates mention as most important are the ones they recognise in themselves the most.What is your biggest weakness?Self-awareness and self-assessment are skills in themselves. This might be the most common customer service interview question because it usually reveals to employers several areas besides the candidate’s weaknesses: how they see themselves, and how they are working on reducing their own weaknesses to improve themselves.Interviewees must be honest and avoid the trap of saying “I’m too [something positive]” because this sounds insincere and indicates a fixed mindset instead of a growth mindset – indicative of someone who welcomes new challenges. Candidates answering honestly about self-improvement shows employers that they are still developing and can become more valuable employees later, even if they don’t have the right skills or experience yet.