Why Most Interviews Fail — And What to Do Instead

Claire Monroe

Hey everyone—welcome back to The Science of Leading. I’m Claire Monroe, and yup, I’m here with Edwin Carrington as always.Today’s topic is one I feel like every manager and HR leader has struggled with at some point: how do you make interviews actually work for you—not against you?Like… Edwin, haven’t we both seen interviews that just totally miss the mark?

Edwin Carrington

Absolutely. Most interviews I’ve seen fall into this… trap of routine.It’s the same predictable questions—“Tell me about yourself,” “What’s your biggest weakness?”—and then people wonder why they keep hiring the wrong fit.Here’s the thing: if your process relies on gut instinct or surface-level questions, you’re not just risking an okay hire—you’re risking a costly one.And I mean that literally. Some research shows a bad hire can run you up to 30% of their annual salary.And that’s not even counting the lost time, team friction, or the hit to morale.

Claire Monroe

Yeah—and it’s more than just money.Like, I remember this one panel interview I had early on—I was suuuper nervous—but what really hit me was realizing how much was riding on it.It wasn’t just about filling a seat, you know? It was about how the team functioned, how projects moved forward, even how fast the company could grow.And I think especially when you’re just starting out, it’s easy to underestimate how much one hiring decision can affect the whole picture.Kinda like what we talked about in that episode on first hires for founders—one bad call can throw everything off.

Edwin Carrington

Exactly.And when interviews become this checkbox activity—just something to get through—you miss the chance to spot excellence.You settle for “eh, close enough,” because the system isn’t built to dig deeper.And that’s where the real cost creeps in.Not just financially… but in momentum lost, team dynamics thrown off, opportunities missed.That’s why I always say—every hire is a strategic move, not just a to-do item.

Claire Monroe

So if we know it matters this much… why do so many teams just stick with the same old routine?Is it comfort? Or like… are we just not sure what else to do?

Edwin Carrington

It’s a little of both. Habit, for sure. But also—I think there’s a lack of clarity.A lot of the time, we’re hiring for what’s on paper. Skills, credentials.But not for who’s gonna thrive in the role.And that’s where it needs to start—with defining what success actually looks like for the position… not just what’s in the job posting.

Claire Monroe

Okay—so let’s get practical.If we want to go beyond the “check-the-box” interview… how do we actually define success?Like, how do we set those metrics?

Edwin Carrington

You start with outcomes.Not a list of tasks or traits—but real, tangible goals.So: what does great look like at 3 months? 6 months? A year in?Maybe it’s building trust with the team, leading a key project, or launching something new.When you’re that clear—you can shape your questions around those milestones.You’re not just asking, “Can you lead a team?”You’re looking for proof that they’ve already done something like that.

Claire Monroe

Right—and that’s where the scenario questions come in, yeah?Like instead of saying, “Are you a good communicator?” you ask, “Tell me about a time you had to, I don’t know—get everyone aligned on a super tight deadline.”

Edwin Carrington

Exactly.You want real stories—how they made choices, what they did when things got tough, how they handled setbacks.And it’s not just the story, Claire—it’s how they think.That’s where you see if they match what the role demands.I remember this one client who used OAD’s behavioral data.On paper? The candidate looked… average.But their profile showed high initiative and resilience.So we probed deeper in the interview—asked about taking ownership during tough situations.Turns out, they’d led a whole turnaround project no one else wanted to touch.Total quiet powerhouse—you’d miss that just scanning a CV.

Claire Monroe

That’s so real.I’ve totally fallen for the “star performer” thing—like, oh, they’re smooth in the interview, must be great.But as we said in our episode on behavioral fit, sometimes the best people aren’t the flashiest.They just show up, adapt, and crush it over time.

Edwin Carrington

Exactly.And that’s where structure saves you.Consistent questions. Clear scoring. Multiple perspectives.And when you combine that with a tool like the OAD survey—you’re adding an objective layer.You’re not guessing who might be great—you’ve got actual data on how they’ll behave in the role.

Claire Monroe

Okay—let’s talk about team fit for a sec.Because this is where it gets… fuzzy.People say, “We want someone who fits the culture,” but what does that actually mean?How do you check for that without it turning into, like… “Do they vibe with us at lunch?”

Edwin Carrington

Right.Because you’re not just hiring for right now.You’re hiring for where your team’s headed.And that takes intention—a process that actually reveals potential.Even the kind that doesn’t show up at first glance.

Claire Monroe

Okay—let’s talk about team fit for a sec.Because this is where it gets… fuzzy.People say, “We want someone who fits the culture,” but what does that actually mean?How do you check for that without it turning into, like… “Do they vibe with us at lunch?”

Edwin Carrington

Yeah, great point.Cultural fit isn’t about finding carbon copies of who you already have.It’s about who’ll thrive in your environment—and ideally, raise the bar.So, instead of trying to read their personality, ask:“What kind of work setting brings out your best?”“How do you handle change?”These questions get to the values beneath the behavior.

Claire Monroe

And it’s not just one person’s call, either.I’m a big fan of team involvement—peer interviews, group feedback.I’ve seen candidates shine one-on-one… and then completely freeze in a group.Sometimes it’s revealing—in a good or bad way.

Edwin Carrington

Exactly.Peer interviews give you a different lens.Maybe someone’s quietly respectful… or maybe they totally steamroll the team.And when you bring everyone together, use a shared rating system—you remove a lot of bias.It’s not about who’s the most charming—it’s about who actually lines up with your goals.

Claire Monroe

So Edwin, walk me through this again—how does the OAD survey actually help teams make more confident, less biased decisions?We’ve talked about this before, but like… what’s that look like in action?

Edwin Carrington

Sure.The OAD survey gives you behavioral insights—how someone communicates, deals with stress, collaborates, and makes decisions.It’s not a label. It’s a language.It helps the team talk clearly about fit, instead of going on gut feel.And when you blend that with interviews and team input—you get decisions that are smarter, fairer, and way more likely to stick.And we’ve seen it—better retention, better engagement, stronger teams.

Claire Monroe

I love that.It’s like… you’re removing the guesswork without losing the human side.And that’s what every team needs if they want to build something real.Alright Edwin—I think that’s a wrap for today. Thanks for sharing your brain as always.

Edwin Carrington

Always a pleasure, Claire.And hey—to everyone listening, remember:Every interview is a chance to shape your team, not just fill a spot.We’ll be back soon with more on hiring smarter and leading better. Take care, Claire.

Claire Monroe

Thanks, Edwin.And thanks to all of you for hanging out with us on The Science of Leading.If you wanna see these ideas in action, head over to O-A-D dot A-I—you can book a free demo and check out how tools like their behavioral assessments can actually make hiring a whole lot easier.Catch you next time!