Stop Hiring the Best Talker: Ask These 5 Interview Questions Instead

Claire Monroe

Hey everyone—welcome back to The Science of Leading. I’m Claire Monroe, and, as always, I’m here with Edwin Carrington.Edwin, I’ve been thinking a lot about interviews lately—especially after our last few episodes on hiring strategy and team fit.It’s kind of wild how much we still rely on, like... resumes, right?

Edwin Carrington

Totally. I’ve seen it again and again—people get blinded by credentials.But a resume? It just tells you what someone’s done, not how they’ll actually respond when things get tough.The real question is—can they adapt? Can they collaborate? Can they grow with your team?That’s what matters. Especially once a company starts to scale.

Claire Monroe

Yeah, and I mean… I learned that the hard way.The first time I sat on a hiring panel, I was so focused on asking the “right” questions—you know, like, “What are your strengths?” or “Where do you see yourself in five years?”I thought I was being super thorough, but... honestly?I walked away knowing basically nothing about how any of those candidates would actually handle the job. It all felt so... surface-level.

Edwin Carrington

That’s a really common trap.Those kinds of questions feel safe—but they don’t tell you much.You end up hiring the best storyteller in the room, not necessarily the best fit.And like we talked about in that first-hire episode—one wrong person can impact a team for years.

Claire Monroe

Exactly.And I think a lot of leaders still kinda believe that if someone’s qualifications check out, that’s enough.But, like... the research doesn’t back that up. Credentials don’t tell you how someone’s gonna deal with real-life pressure—or fit into your culture.It’s more about potential than, you know, pedigree.

Edwin Carrington

Right.The best candidates are the ones who can evolve. Who show resilience, self-awareness.And that means we need to rethink the goal of an interview.It’s not about ticking boxes—it’s about uncovering values. Adaptability. Mindset.That’s where the long-term wins are.

Claire Monroe

Sooo... if the old questions aren’t cutting it, what should we be asking instead?I know you’ve got your go-to favorites, Edwin.

Edwin Carrington

I do.There are five I always come back to. They’re behavioral, situational—designed to show how someone thinks and acts when things get real.First one’s simple: “Tell me about a time you faced a major challenge at work. How did you handle it?”It sounds basic—but it gets candidates to be specific. You hear how they problem-solve, how they bounce back.

Claire Monroe

Oh, I love that one.Way better than just, “How do you handle stress?”Because now you’re getting a story, not some rehearsed theory.And you can dig deeper, right? Like—“Who else was involved?” or “What would you do differently now?”

Edwin Carrington

Exactly.Second one is, “What’s one project or accomplishment in your career that you’re really proud of?”That one reveals what drives them. What they care about.I remember a guy years ago—looked average on paper.But then he told this story about leading a cross-functional team through a tough product launch...The obstacles, the collaboration, the outcome—he lit up.It completely shifted my impression. We hired him—and he crushed it.

Claire Monroe

Yes!You can totally tell when someone’s just rattling off a win... or when they’re genuinely invested.And that tells you a lot about what they value.Like—do they light up about teamwork, or are they just in it for the solo spotlight?

Edwin Carrington

Exactly.Third question is, “Describe your ideal work environment. What kind of culture helps you thrive?”That’s where you tap into culture fit.Because if someone needs tons of structure, but your team runs fast and loose—that’s gonna be friction, fast.

Claire Monroe

Right—and it’s not just what they want, but why.Like, do they know what actually helps them do great work?Or are they just tossing out buzzwords?

Edwin Carrington

Exactly.Fourth one is, “How do you prioritize when everything feels like a priority?”These days—everyone’s juggling a dozen things.You want to know if they’ve got a real system—or if they’re just... reacting.

Claire Monroe

Yeah, I always listen for the thought process.Do they talk about urgency? Business impact?Or how they loop in their team when things shift?

Edwin Carrington

Right on.And finally—this one’s big:“If you were hired, what would be your 30-60-90-day plan?”It separates the ones who’ve done their homework from the ones just winging it.Great candidates tie their plan to your goals. They think ahead. They want to contribute.

Claire Monroe

Oof—yeah, that’s a game-changer.If someone shows up with a clear plan?You know they’re serious.And you can see whether their vision actually fits what your team needs.So, these five questions—they’re not just about, like, checking for skills...They tell you about mindset. Motivation. Whether someone’s gonna click.

Edwin Carrington

Exactly.And when you really listen—and follow up where it matters—you start to see who’s just trying to get the job... and who’s gonna thrive once they’re in it.

Claire Monroe

Okay, so—smart questions are one thing.But I know you’re big on pairing those with data.Can you talk about how OAD fits into all this?

Edwin Carrington

Absolutely.Even the best interviewers miss things.That’s where tools like the OAD survey come in.It’s a behavioral assessment—shows you how someone’s wired.How they’ll communicate, respond to feedback, mesh with your culture.It’s not about replacing interviews—it’s adding depth.When you combine good questions with behavioral data, you cut way down on those costly hiring mistakes.

Claire Monroe

Yeah—and I remember that story from a few episodes back...That tech company, like 200 people?They started using OAD alongside interviews—And their retention numbers improved.They even spotted a few red flags that would've totally slipped through if they’d just gone with gut instinct.But... do you think data can really replace intuition?Or is there still a place for that gut feeling?

Edwin Carrington

Good question.I’d say—intuition still matters.But it’s not the whole picture.Our instincts come from experience, sure—but they also come with bias.Data gives you a gut check.I’ve seen candidates who felt like a perfect fit—but OAD showed a mismatch.When we looked closer, the data had it right.So I wouldn’t toss out intuition—but I’d always challenge it. Use data to sharpen your judgment.

Claire Monroe

I like that.It’s kind of like what we said back in “Hiring Smarter, Not Harder”—Empathy plus data makes the best decisions.And when you’ve got a structured process, it’s not just about better hires.You’re building trust with the candidates, too.They feel that fairness.

Edwin Carrington

Exactly.As teams grow, that consistency becomes more and more important.Combining sharp questions with behavioral insight—that’s how you build teams that last.It’s not about hiring the “perfect” person.It’s about finding someone who can evolve, collaborate, and contribute—long term.

Claire Monroe

Mmm, I think that’s the perfect spot to wrap up.And hey—if you wanna see how these strategies work in real life,check out o-a-d-dot-a-i. You test it out for free and see how tools like OAD make hiring way easier.Edwin, thanks—always so good learning from you.

Edwin Carrington

Thank you, Claire.Always a pleasure.And thanks to everyone listening.Keep asking better questions—and we’ll catch you next time on The Science of Leading.

Claire Monroe

Bye, everyone!

Edwin Carrington

Goodbye, Claire. Goodbye, all.