Are You A Lazy Hiring Manager?
Hiring managers love to think they’re asking the right questions. There’s a sense of self-satisfaction in the warm glow of a perfectly timed, “Tell me about a time when….” They imagine the interviewee’s heart racing, their palms sweating as they decide whether to be honest or say what the manager wants to hear. But here’s the reality: Most hiring managers aren’t asking the right questions. Worse, they don’t even know how to recognize the right answers. And that’s the rub, folks. Let’s dive into why this matters.
The Lazy Question Trap
Let’s start by acknowledging the obvious: Interviews are stressful — for both sides. Hiring managers are under pressure to fill roles quickly and effectively, often balancing company culture, team dynamics, and the need for specific technical skills. But instead of stepping up, they fall back on “greatest hits” questions that do little more than waste everyone’s time. You know the type: “What’s your greatest weakness?” or “Where do you see yourself in five years?”
If you’re still asking these questions in 2024, I’ve got news for you — you’re part of the problem. These are lazy questions. They’ve become so ubiquitous that candidates come armed with rehearsed responses that have been crafted to impress rather than reveal. You’re not hiring a performer. You’re hiring a person.
Instead, what if you got to the heart of the matter? What if you asked questions that truly matter to the role, the team, and the culture?
Competency vs. Character: Which Matters More?
A lot of hiring managers get caught in the competency trap. They want someone who has the “right” experience, who checks all the boxes. But let’s get one thing straight: Competency gets you in the door; character keeps you in the room. I’ll repeat that — competency is a baseline. It’s the cost of entry. It’s character that determines long-term success.
Take this for instance: You’re hiring a software engineer. You’ve got two candidates — both can code like it’s nobody’s business. But one has a history of being a diva, clashing with team members, and showing zero accountability. The other is a collaborator, someone who embraces mentorship and continuous learning. Who’s the better hire? Spoiler: It’s not the diva.
Ask questions that expose character. “Tell me about a time when you failed, and what you learned from it.” Not “failed” as in some abstract, corporate speak. I’m talking about gut-wrenching, soul-crushing failure. And don’t let them wiggle out of it. Dig deep, and make them uncomfortable.
Why? Because discomfort leads to honesty.
And honesty is where you’ll find the essence of a person’s character.
Are You Assessing for Potential or Perfection?
One of the biggest mistakes hiring managers make is looking for the mythical “perfect” candidate. Someone who ticks every box, meets every requirement, and then some. If that’s your approach, let me break it to you gently — you’re going to be disappointed.
Here’s why: The perfect candidate doesn’t exist. What does exist, though, is potential. Hiring managers should focus on hiring for potential, not perfection. Ask yourself: Is this person adaptable? Are they hungry? Do they have a growth mindset?
Now, the challenge is figuring out how to assess potential in an interview. The answer lies in behavior-based questions. Ask them about times when they were faced with new challenges and how they approached learning. Ask them how they stay current in their industry. Do they only learn when they have to, or are they constantly pushing themselves to be better?
Asking these kinds of questions will give you insight into how they think and how they’ll perform when thrown into the deep end of a new role. Because, newsflash: Every role, no matter how experienced the candidate, has a learning curve. You want someone who’s going to swim, not sink.
Cultural Fit: The Good, the Bad, and the Ugly
Now, let’s talk about the buzzword everyone loves to throw around: Cultural fit. Hiring managers often believe they need to hire someone who will “fit” into their team, and on the surface, this makes sense. You don’t want someone who’s going to disrupt the team dynamic in a negative way. But the problem with cultural fit is that it often leads to homogeneity.
Hiring managers use “fit” as an excuse to reject people who are different, who challenge the status quo, or who come from non-traditional backgrounds. This is how you end up with teams that all think, act, and look the same — and that’s a problem. You’re not hiring clones, you’re hiring for innovation, for fresh ideas, for perspectives that push your team and company forward.
So, instead of asking questions like, “How would you describe your work style?” ask, “How do you handle working with people who have a very different work style from yours?” That question gets to the heart of adaptability and diversity of thought. It shows you whether this person will contribute to the team or just blend in with it.
The Elephant in the Room: Bias
Let’s address the uncomfortable truth: Bias is real, and it’s in the room whether you like it or not. Every hiring manager walks into an interview with their own set of biases, and these biases impact the kinds of questions they ask and how they evaluate the answers. Maybe you’re more inclined to hire someone who went to your alma mater. Maybe you’re subconsciously leaning toward the candidate who looks, talks, or behaves like you.
This is where structured interviews come into play. The more you can standardize your questions, the less room there is for bias to creep in. It’s not a cure-all, but it’s a step in the right direction. You should also ask yourself if the questions you’re asking are inclusive.
For example, instead of asking, “Do you have any hobbies outside of work?” — which can lead to conversations about expensive, exclusionary activities like golf or skiing — ask something more neutral, like “How do you unwind after a stressful day?” It’s a subtle shift, but it can open the door for more diverse responses.
The Questions You Should Be Asking
So, let’s get down to brass tacks. What are the right questions to ask? Here’s a list that will help you gauge not just competency, but potential, character, and cultural contribution:
Tell me about a time you disagreed with a team member. How did you resolve it?
- This gets to the heart of conflict resolution, communication, and emotional intelligence.
When was the last time you changed your mind about something important at work?
- You’re looking for flexibility, the ability to admit when they’re wrong, and the willingness to learn.
What’s the most significant project you’ve worked on? What made it significant?
- This tells you what they value and whether their idea of “significant” aligns with your company’s priorities.
Describe a time when you took on a task or role that was outside of your job description. What motivated you to do it?
- Initiative, ownership, and adaptability all wrapped into one question.
What’s something you’ve taught yourself recently?
- You want someone who’s self-motivated and constantly learning.
How do you handle feedback that you don’t agree with?
- Not everyone can take feedback well, but the best employees will at least know how to process and respond constructively.
What are you passionate about outside of work?
- This question offers a window into who they are as a person, not just a worker.
The Unspoken Question: Do You Know What You’re Looking For?
Before you even walk into the interview room, ask yourself this: Do you know what you’re actually looking for in a candidate? Or are you just ticking off a list of qualifications that someone in HR cobbled together from an outdated job description?
Because if you’re not clear on what success looks like in this role — beyond a laundry list of technical skills — you’re not going to ask the right questions. And if you’re not asking the right questions, you’re not going to make the right hire. It’s that simple.
A good exercise is to reverse-engineer the job. Think about what success looks like 6 months down the line for this role. What will they have accomplished? What behaviors will have made them successful? Then, craft your interview questions to uncover those behaviors, not just qualifications.
Final Thoughts: Stop Playing It Safe
The biggest risk in hiring is playing it safe. If you only ask the questions everyone else is asking, you’ll only get the answers everyone else is getting. And that leads to mediocre hires. You want to stand out as a hiring manager? Start by asking better questions.
Think of interviews as a conversation, not a checkbox exercise. Be curious. Push boundaries. Make candidates think. And most importantly, get them to reveal their authentic selves — not the version of themselves they think you want to see.
Because at the end of the day, the right hire isn’t just someone who can do the job. The right hire is someone who will make your team, your company, and you better.
Hiring managers, are you asking the right questions? If you’re not, it’s time to start.
Brian Fink is the author of Talk Tech To Me. He takes on the stress and strain of complex technology concepts and simplifies them for the modern recruiter. Fink’s impassioned wit and humor tackle the highs and lows of technical recruiting with a unique perspective — a perspective intended to help you find, engage, and partner with professionals.
