degree to which he or she demonstrates the traits that will lead to success. It’s hard, if not impossible, for you to prepare for these kinds of questions beforehand, which means you have to analyze an unfamiliar problem and develop a strategy to solve it, right then and there.
What most interviewers want to see is a combination of real-world experience, inspired creativity, and the willingness to acknowledgewhen more information or assistance is in order. (Many interviewers will pose hypothetical questions designed to smoke out people who find it difficult to reach out to other team members for help.) They want to understand how you approach a problem, the framework within which you seek a solution, and the thought process you utilize.
You need to devote a great deal of thought to each of these questions. Here are some tips for confronting a case interview:
Take notes on the problem that’s presented. Ask questions about the details. Be aware that not all information is pertinent to the solution. (That wily interviewer!)
Avoid generalizations. The interviewer will want to hear concrete steps that will lead to a solution, not your philosophy of how to approach the problem.
Don’t get lost in the details. The interviewer wants to see how you approach the broad problem, so set your sights on the most important factors.
Ask questions.
Share your thoughts—out loud. That’s really what the interviewer wants to hear.
Resist the urge for speed; take your time. The more complicated the problem, the more time you’re expected to take.
There’s nothing wrong with a creative approach, but it should always be in a logical framework.
Ask questions!
While case interviews are geared to upper-echelon candidates, candidates for many different kinds of jobs may be given the opportunity to “walk the walk” (show what they can actually do on the job). Clerks may be given typing or filing tests; copy editors given minutes to edit a magazine article or book chapter; a salesperson may be asked to telephone and sell a prospect; and a computer programmer may be required to create some code. The more technical the job, the more likely an interviewer will not simply take you at your word that you are capable of doing it.
The Brainteaser Interview
As Microsoft interviewers have famously been known to ask, “How would you move Mt. Fuji?” The list of questions designed to assess how creatively you approach a problem, as opposed to the logical approach case interviews are designed to highlight, are virtually unlimited:
How many oil wells are there in Texas?
How many dentists are there in Poland?
How would you build a better mousetrap?
Most of the same tips I gave you when approaching a case interview are still appropriate—take your time, ask pertinent questions, then talk through the approach you would take to answer the question.
What the Interviewer Wants to See and Hear
What will the hiring manager be looking and listening for, right from the moment she meets you? Here’s the advice I give interviewers in my book, Ask the Right Questions, Hire the Best People :
What to Look for: The Initial Greeting
When you first encounter the candidate, silently ask yourself questions like the ones listed below. The more often you can answer “yes,” the more likely it is that you’ve hooked up with a poised, confident candidate. Of course, no one is suggesting that confidence and social grace can compensate for a lack of ability in the workplace. But, in a perfect world, wouldn’t you prefer to work with someone who meets all the formal qualifications . . . and has enough self-confidence to interact effectively with others?
Did the candidate grip your hand firmly, avoiding both the “bone-crusher” and the “wet fish” approach?
Did the candidate shake your hand with a sense of purpose?
Did the candidate hold the shake for an appropriate period—neither too short nor too long? (Three shakes is sufficient.)
Did the candidate use one
What most interviewers want to see is a combination of real-world experience, inspired creativity, and the willingness to acknowledgewhen more information or assistance is in order. (Many interviewers will pose hypothetical questions designed to smoke out people who find it difficult to reach out to other team members for help.) They want to understand how you approach a problem, the framework within which you seek a solution, and the thought process you utilize.
You need to devote a great deal of thought to each of these questions. Here are some tips for confronting a case interview:
Take notes on the problem that’s presented. Ask questions about the details. Be aware that not all information is pertinent to the solution. (That wily interviewer!)
Avoid generalizations. The interviewer will want to hear concrete steps that will lead to a solution, not your philosophy of how to approach the problem.
Don’t get lost in the details. The interviewer wants to see how you approach the broad problem, so set your sights on the most important factors.
Ask questions.
Share your thoughts—out loud. That’s really what the interviewer wants to hear.
Resist the urge for speed; take your time. The more complicated the problem, the more time you’re expected to take.
There’s nothing wrong with a creative approach, but it should always be in a logical framework.
Ask questions!
While case interviews are geared to upper-echelon candidates, candidates for many different kinds of jobs may be given the opportunity to “walk the walk” (show what they can actually do on the job). Clerks may be given typing or filing tests; copy editors given minutes to edit a magazine article or book chapter; a salesperson may be asked to telephone and sell a prospect; and a computer programmer may be required to create some code. The more technical the job, the more likely an interviewer will not simply take you at your word that you are capable of doing it.
The Brainteaser Interview
As Microsoft interviewers have famously been known to ask, “How would you move Mt. Fuji?” The list of questions designed to assess how creatively you approach a problem, as opposed to the logical approach case interviews are designed to highlight, are virtually unlimited:
How many oil wells are there in Texas?
How many dentists are there in Poland?
How would you build a better mousetrap?
Most of the same tips I gave you when approaching a case interview are still appropriate—take your time, ask pertinent questions, then talk through the approach you would take to answer the question.
What the Interviewer Wants to See and Hear
What will the hiring manager be looking and listening for, right from the moment she meets you? Here’s the advice I give interviewers in my book, Ask the Right Questions, Hire the Best People :
What to Look for: The Initial Greeting
When you first encounter the candidate, silently ask yourself questions like the ones listed below. The more often you can answer “yes,” the more likely it is that you’ve hooked up with a poised, confident candidate. Of course, no one is suggesting that confidence and social grace can compensate for a lack of ability in the workplace. But, in a perfect world, wouldn’t you prefer to work with someone who meets all the formal qualifications . . . and has enough self-confidence to interact effectively with others?
Did the candidate grip your hand firmly, avoiding both the “bone-crusher” and the “wet fish” approach?
Did the candidate shake your hand with a sense of purpose?
Did the candidate hold the shake for an appropriate period—neither too short nor too long? (Three shakes is sufficient.)
Did the candidate use one
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