How do you choose your interview approach? Are you even conscious of choosing an approach? Or do you tend to just fall into the same approach you used last time, and the time before, and the last 20 times? In today’s vlog post, Pete argues that your approach needs to be carefully designed to fit with the uniqueness of each interview, and shares two key variables to examine as you decide.
After you watch, share your opinion about it — We want to hear your thoughts!
One of the most important strategic decisions you’ll make in an interview is this:
Do we present… or do we interact?
And the answer isn’t automatic.
It depends on two key factors — and both need to line up.
Start by looking at the situation around the interview itself.
Ask questions like:
Sometimes, the circumstances clearly point toward conversation.
Maybe there’s ambiguity in the project.
Maybe the client values collaboration.
Maybe asking questions would demonstrate how you think.
In those cases, shifting toward a more interactive format can be a huge advantage.
But here’s where teams often miss the mark.
They decide based on the circumstances… and forget about the people.
Because not every selection committee is wired for interaction.
You might be dealing with:
In those cases, asking a lot of questions can actually stall the interview instead of elevating it.
Conversation works best when:
It struggles when:
And that’s the key:
Both factors need to align.
The strongest teams don’t lock into one approach.
They read the room.
They assess both:
And then they choose — or adjust — their approach accordingly.
Sometimes that means:
Turning an interview into a conversation can be powerful.
But only when the environment supports it.
If you want to get this right, don’t just ask:
“Should we interact more?”
Ask:
“Do the circumstances — and the people — make that the right move?”
That’s where great interview strategy lives.
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