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Top 50 Behavioral Interview Questions and Answers

Mike Simpson 0 Comments

By Mike Simpson

Updated 6/5/2022.

Most job seekers know that they’ll face off against some behavioral interview questions during their next interview. But knowing which ones you’ll encounter – and how to approach answering them – is the essential part of the equation. That way, you’ll be ready for what the hiring manager is likely to ask, increasing the odds that you’ll impress.

Are you ready to check out the world of behavioral-based interview questions? Here’s what you need to know.

What Are Behavioral Interview Questions?

Before we look at some behavioral interview questions and answers, let’s talk about what these types of questions are and why they come up.

In the simplest sense, a behavioral interview question gauges how you think and act in various situations. Many questions of this kind focus on scenarios, requiring you to outline what you did (or would do) under specific circumstances.

There’s a good reason why hiring managers turn to these questions during an interview. Unlike traditional interview questions – which mainly assess whether you have particular technical capabilities – these give the hiring managers overviews of capabilities that are harder to ask about directly.

Usually, your answer helps the hiring manager assess your mindset and soft skills . Plus, they’ll learn more about the hard skills you use to handle challenges or address problems of a particular nature.

In some cases, hiring managers ask behavioral interview questions because they think past performance is a predictor of future success. However, whether that’s true isn’t actually clear.

One report indicated that prior work experience – essentially, past behavior – didn’t guarantee a solid performance at a new company, even if the new hire had related experience. But a different study showed that behavioral interviewing was 55 percent predictive of future behavior at work, while traditional interviews were a mere 10 percent predictive.

Since 73 percent of hiring professionals use behavioral interviews, it’s best to be ready regardless. That way, you can excel when those questions become part of the equation.

How to Answer Behavioral Interview Questions

When it comes to how to answer behavioral interview questions, you need to present applicable examples. It could be describing a moment from your past or outlining the steps you’d take based on a theoretical scenario.

In either case, you need a strong strategy for creating a meaningful response. What’s the best way to get started? By getting to know the STAR Method.

STAR stands for Situation , Task , Action , Results . Essentially, it’s a framework for your answer. First, you’ll outline a situation that applies to the question. Next, you’ll discuss the task you had to undertake, followed by a description of what you did, including the skills you used along the way. Finally, you’ll dive into the result, summarizing the outcome.

That’s the gist of the STAR Method. Based on what you’ve likely learned about behavioral interview questions, you can like see why people sometimes refer to them as STAR interview questions.

If you want to learn more, you can check out our in-depth article on the STAR Method for a deep dive into how to use it effectively.

After you get comfortable with the STAR Method, it’s time to add the Tailoring Method to the mix. The Tailoring Method is all about relevancy, ensuring your answer directly speaks to the hiring manager’s needs. That way, your response isn’t just compelling; it also positions you as an exceptional match for the precise role the hiring manager is filling.

In fact we we wanted to let you know that we created an amazing free checklist for behavioral questions that covers all the critical info you need when dealing with these tricky types of job interview questions!Click below to get your free PDF now:

CLICK HERE TO GET THE BEHAVIORAL INTERVIEW CHECKLIST

How to prepare for behavioral interview questions.

Preparing for behavioral interview questions might seem challenging, but it’s far simpler when you realize that the biggest step is to have a few stories ready. In most cases, you want to begin working out what to share by reviewing the job description.

In the end, developing fantastic answers for STAR method interview questions starts with relevancy. By choosing moments from your career or education that apply to the job and the situations presented in the question, you can start using the STAR and Tailoring Methods to form great answers.

Another important tip is to make sure each of your stories has a formal conclusion. After giving them the results, tell the hiring manager something about what you learned from the experience or how it continues to shape you as a professional. That gives your answer a bit of something extra.

Top 10 Common Behavioral Interview Questions and Answers

1. tell me about a time when you had to juggle multiple priority tasks. how did you decide where to begin.

This question helps the hiring manager assess a few things. Along with your ability to handle stress, it lets them learn more about how you organize your work when you have multiple critical activities on your plate.

EXAMPLE ANSWER:

“In my last administrative assistant position, I was given two high-priority tasks from two different managers I supported. The deadlines for each were tight, and both projects were vital, so the nature of the duties alone wasn’t enough to establish how I should approach the situation.

“To figure out how to proceed, I took a moment to outline the required steps for both tasks. This allowed me to estimate the time necessary while also ensuring I wouldn’t overlook something critical.

“I then decided to start with the duty that had the lowest amount of time required. My main reason is that one could be completed in hours and the other would take a few days. By choosing the shorter one first, I could fully wrap up that responsibility, eliminating the need to provide updates in the coming days on that assignment, giving me more time to focus on the tasks themselves, and allowing me to complete both by the deadline.”

2. How do you manage stress on the job?

Workplace stress can harm an employee’s performance. As a result, hiring managers want to know what you do to keep yourself calm and level, even when you’re faced with challenges.

“While I’ve found that some stress actually pushes me to be my best, it’s also essential to ensure that my stress levels remain reasonable. One approach I’ve found that works for me is focusing on organization.

“I’m a big fan of breaking large responsibilities down into small tasks, making them feel more manageable and giving me a roadmap to follow. For a recent project in my current job, I divided the work up into ten micro-goals. Then, I blocked out time on my calendar for every activity. Not only does this keep me on target, but it also reduces the odds that I’ll feel overwhelmed.

3. Tell me about a time when you had a conflict with a coworker. How did you navigate the situation?

This is one of the most common behavioral interview questions because hiring managers want to know that you can navigate the typical disagreements that can occur at work. It’s also a way to gauge your interpersonal skills and self-reliance.

“While in my current job, I was part of a project team that was tasked with coming up with a new campaign for a client. A coworker and I didn’t see eye-to-eye on the direction the campaign should take when it came to the tone, leading to some conflict.

“To address the issue, I requested a meeting with my coworker to discuss their perspective. My goal was to understand why they were adamant about that approach, asking clarifying questions and rephrasing what they shared to ensure I saw the complete picture.

“Then, I did the same, sharing my perspective in a calm, professional manner. This led us to a very beneficial discussion, one where we both saw the merits in the other’s strategy. Ultimately, this allowed us to work together to create the best possible campaign, one that boosted the client’s sales by 15 percent.” 

4. Describe a time when you had to adapt quickly to a change in priorities.

Regardless of whether a workplace is fast- or slow-paced, unexpected events can occur. Hiring managers want to know that you can shift gears quickly if the need arises, so they ask questions like this one to assess your agility.

“As a member of my current employer’s IT department, COVID-19 required some quick pivoting. I was part of a team that managed remote work permissions and technologies for the organization. When it became clear that a shelter-in-place order may be on the horizon, we had to reprioritize quickly, ensuring we could get everyone their needed credentials, applications, and devices handled as fast as possible.

“I spoke with my manager about my workload, allowing us to identify tasks that could be set aside temporarily. After that, prioritized the employee list based on their position, ensuring those who needed to stay connected were handled before those where a short delay wouldn’t be as problematic.

“Then, I dedicated as much time and effort to setting up telecommuting solutions as possible. This includes everything from ordering mobile devices and laptops, coordinating the service providers to add relevant user accounts, and creating initial training documents to ensure those who began working remotely had the information they needed to transition as seamlessly as possible. While the situation was challenging, I was able to complete everything tasked to me before a shelter-in-place order was issued in our area, and even had time to assist others, increasing the success of the entire project.”

5. Can you tell me about a time when you failed on the job?

This is probably one of the most uncomfortable interview questions around, as you have to talk about a time when things didn’t go to plan, leading to a poor outcome. However, it’s also an important one for hiring managers to ask.

With this question, hiring managers can see how you handle mistakes and recover from failures. Plus, they can assess your honesty, accountability, and self-awareness.

“In my first job, I had trouble gauging my workload. After getting my first big solo project, I underestimated the time it would take to complete the work and handle my other duties. As a result, I gave the client a deadline that was ultimately unrealistic, and I wasn’t able to deliver in time.

“The client was understandably displeased when I informed them that the project would be late. I made sure to take full responsibility for the issue and worked with them to ensure the project was completed to their satisfaction, albeit behind schedule.

“In the end, they were pleased with the results. However, the moment when I had to inform them that the deadline would be missed stuck with me. It became a powerful lesson for me about time estimates and workload assessments. I used what I learned to improve my approach and, since that project, have finished every project either on time or early.”

6. Tell me about a time when you led a team.

With this question, the hiring manager is trying to learn more about your leadership skills. Additionally, they might be looking for insights about how you oversee the work of others and keep multiple people on target as they work toward a singular goal.

“In my last position, I was tasked with overseeing the transition to a new order management system. This involved coordinating with multiple teams to ensure that the date from the existing solution would transition successfully to the new one. Additionally, I had to communicate with all of the end-users, ensuring they knew about use limitations or downtime in advance.

“I created a project plan for the transition and implementation, and worked closely with each team to ensure the timeline was workable. Along the way, I monitored progress, answered questions, and facilitated conversations to keep everyone on the same page. Additionally, I provided reports to the leadership team, ensuring they were informed.

“Ultimately, the project was a success. All of the transferred data was in place, and we finished on time, ensuring the company could reach full productivity on the desired schedule.”

7. Describe a time when you had to deal with an upset customer. How did you handle it?

Whether you’re looking for a retail job, a sales position, a tech support role, or anything in those veins, there’s a chance you’ll have to deal with an upset customer at some point. Hiring managers ask this question to see how you’ve navigated this type of challenge in the past, allowing them to determine if you have a reasonable strategy.

“At my current job, a customer contacted us saying they were displeased with their most recent order. Along with complaining about the product, they began yelling threats about what they would do if they weren’t issued a refund and given a new item immediately.

“I didn’t take the tone personally, as I was certain it was out of frustration. I pulled up the customer’s file to learn more about the order, as well as review their history with the company. At that time, I discovered that they had been placing regular orders for some time, and this appeared to be the first time they called about an issue.

“I apologized for the inconvenience and began asking clarifying questions to ensure I fully understood the nature of the issue. As I spoke, I focused on keeping my tone calm and professional.

“While company policy didn’t typically allow a replacement and refund, it also gave me some leeway when it came to finding a solution, particularly since they had been a loyal customer for some time. I explained what was usually allowed in these situations but requested a moment to consult with my manager regarding the issue. I was able to secure them a replacement product and a 20 percent discount on a future order. Ultimately, the customer was happy with the outcome, and they remained a customer during the rest of my time there, and possibly beyond.”

8. How do you approach goal-setting?

Most hiring managers know that goal-setting is a powerful tool that can facilitate greater success. As a result, they want to see how candidates view goal-setting, leading them to ask this question.

“I believe goal-setting is essential, as it helps me focus my efforts based on organizational objectives. My preferred approach is to review the company’s priorities and how they relate to my position. Then, I create well-defined, actionable targets using the SMART goals process. That way, I have clear objectives that are measurable and motivating.

“However, I also go the extra mile, breaking down larger goals into micro-goals. That way, I can see every step between myself and the objective, creating a roadmap that guides me toward success.”

9. Tell me about your greatest professional accomplishment.

This behavioral interview question does a few things. First, it lets the hiring manager learn more about your values. Second, it gives them insights into your skills and achievements, both of which can help them determine if you’re the right fit for the job.

“My biggest achievement was revamping the company’s marketing approach, leading to a 34 percent increase in sales within six months. The past campaign wasn’t resonating with younger buyers, causing us to lose market share. I refocused our strategy to make it more social media-focused, creating a comprehensive campaign that worked well on platforms that appealed more to the target audience. Ultimately, this allowed us to reach our target demographic, boosting overall profitability and securing a solid ROI.

10. Tell me about a time you had to make an unpopular decision. 

If you’re applying for a management role, this is one of the most common behavioral questions you’ll encounter. Many members of the leadership team have to make difficult choices, and sometimes, they won’t resonate with team members. The hiring manager wants to know that you can handle those situations, so they ask questions like this one to gauge your capabilities.

“When I was a manager at ABC restaurant, employees were originally able to change shifts with one another without notifying management in advance. While it was convenient for team members, management wasn’t able to effectively predict an employee’s hour, at times leading to unplanned overtime. Additionally, if someone didn’t arrive for a shift, there could be confusion regarding who was actually responsible for the no-show.

“As a result, I had to make the decision to bar shift changes that weren’t presented to management before the scheduled time arrived. While it wasn’t a popular choice, it did streamline timekeeping and scheduling while also ensuring no-shows were properly noted in the correct employee’s files.”

40 More Behavioral Interview Questions

• Describe a time when you had to work with a colleague that had a personality that differed significantly from yours.
• Tell me about a time when you unexpectedly had to step up as a leader.
• Can you tell me about a time when you were asked to step up as a leader but chose to decline?
• Give me an example of a time when you made a mistake at work.
• What do you do when you have more on your to-do list than you can manage?
• Have you ever failed to meet client expectations? What happened?
• Describe a time when your job changed significantly with little notice.
• Have you ever worked with someone who struggled with good communication?
• Tell me about a time when you had to think on your feet.
• How do you keep long-term projects on track?
• Give me an example of a time when you were overwhelmed by your responsibilities.
• When an unexpected problem derailed a project you worked on previously, how did you get back on track?
• Can you tell me about a time when you successfully persuaded a colleague to see a situation from your perspective?
• Describe a project or idea (not necessarily your own) that was implemented primarily because of your efforts.
• When given a lengthy project, what steps do you take to ensure it is completed by the deadline?
• Do you feel you work well under pressure? If so, describe a time when you have done so effectively.
• Give me an example of a time when you motivated others.
• Tell me about a time when you had to delegate tasks during a project.
• How do you remain organized at work?
• Can you tell me about a time when you were given two high-priority tasks and had to decide which to handle first?
• Describe a situation where you disagreed with a supervisor.
• Tell me about a time when you missed an obvious solution to a problem.
• Give me an example of a time you faced an unexpected challenge and had to pivot quickly.
• How were you able to achieve your most recent accomplishment?
• Can you give me an example of when you used your listening skills to solve a problem?
• Tell me about a time when you didn’t listen and had to deal with the consequences of missing something important?
• How do you handle disagreements with a client?
• What do you do when you’re given a task with a tight deadline?
• Give me an example of a time when your manager asked you to take on a task you couldn’t reasonably handle.
• Have you ever misunderstood a critical responsibility at work? What happened?
• Tell me how you would go about describing a highly technical topic to someone without expertise in that arena.
• What do you do when a team member is unable to handle their part of a project?
• Can you describe a time when you had to correct a client because they made an incorrect assumption or had bad information?
• Have you ever wished that you approached a conflict with a colleague differently? What happened, and what would you do instead?
• What was your biggest learning experience from your first job in this field?
• When presented with a new technology in the workplace, how do you adapt?
• Tell me about a time when you struggled to adapt to a change.
• Give me an example of a time you had to handle a task without prior experience.
• Can you describe a time when you were dissatisfied at work? How did you overcome it?
• When you first accepted your last job, what did you do to ensure you got up to speed quickly?

Putting It All Together

Ultimately, the questions above are some of the most common behavioral interview questions around. By preparing for those, your odds of interview success will go up. Use the tips and examples as a guide, ensuring you can create your own great answers before your next meeting with a hiring manager.

To make sure you’re 110% prepared we’ve prepared a cool PDF checklist that you should download …

FREE : Behavioral Interview Questions PDF Checklist

Ok the next thing you should do is download our handy "Behavioral Interview Questions Checklist PDF ".

In it you'll get 25 common behavioral questions along with tips on how to answer them and the traps you need to avoid ....

All in a beautifully designed pdf Jeff spent hours working on. ---- He made me put that in 😉

Co-Founder and CEO of TheInterviewGuys.com. Mike is a job interview and career expert and the head writer at TheInterviewGuys.com.

His advice and insights have been shared and featured by publications such as Forbes , Entrepreneur , CNBC and more as well as educational institutions such as the University of Michigan , Penn State , Northeastern and others.

Learn more about The Interview Guys on our About Us page .

About The Author

Mike simpson.

Co-Founder and CEO of TheInterviewGuys.com. Mike is a job interview and career expert and the head writer at TheInterviewGuys.com. His advice and insights have been shared and featured by publications such as Forbes , Entrepreneur , CNBC and more as well as educational institutions such as the University of Michigan , Penn State , Northeastern and others. Learn more about The Interview Guys on our About Us page .

Copyright © 2024 · TheInterviewguys.com · All Rights Reserved

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35 behavioral interview questions to ask in your next interview

If you want your organization to be successful, you need to hire top talent. And part of being able to successfully hire that talent comes down to your interview process.

The type of questions you ask during your job interviews can help you better understand your candidates. If you want to better understand your candidates’ behaviors, personalities, and thought processes, there’s one interview question strategy to adopt. 

Behavioral interview questions.

Behavioral interview questions can be an extremely effective interviewing tool. Let’s take a deep dive into behavioral interview questions. We'll discuss what they are, why they’re effective, and the questions you’ll want to ask during your interviews:

Defining behavioral interview questions

Before we get into the most common behavioral interview questions? Let’s define what, exactly, behavioral interview questions are.

Behavioral interview questions are an interviewing tool. (They're also sometimes called situational interview questions .) They are helpful for hiring managers, recruiters, and other stakeholders when interviewing candidates. These types of interview questions help interviewers better understand the interviewee's past experiences. It can also help them understand how those experiences apply to the job they're interviewing for.

Behavioral interview questions are often in the format of “give me an example of a time you…” or something similar. (For example, “Explain a time when you…,” “Can you walk me through a time at work when you…,” or “ tell me about a time when …”) These questions ask candidates to cite specific work-related situations or experiences from their past.

The STAR method of interviewing is a way for candidates to structure their responses to behavioral questions. STAR stands for situation, task, action, and result. In their responses, candidates will outline: 

• Situation : A description of a past work situation
• Task : The responsibility or role they had in the situation
• Action : The action they took to overcome the challenge and successfully navigate the situation
• Result: The outcome of their efforts

Behavioral interview questions differ from other types of job interview questions. For example, technical questions can be a great way to understand job seekers’ hard skills and work experience. (For example, proficiency in a specific software.) On the flip side, behavioral interview questions help you better understand a candidate’s soft skills. This includes skills like time management or leadership skills . Behavioral interview questions also differ from more general questions. For example, “ why are you interested in this position? ” This is because they ask candidates to cite specific experiences from past jobs.

Why ask behavioral interview questions?

Let’s jump into why you should ask smart, behavioral-based interview questions . 

As mentioned, with behavioral interview questions, candidates get specific. They go in-depth about how they handled specific situations at work. This can deliver key insights into a candidate’s:

• Soft skills . For many roles, soft skills can be just as important as hard skills. For example, communication skills are a must for client-facing roles. And leadership skills are critical for anyone in a management role. Behavioral interview questions help you better assess a candidate’s soft skills. And that information can help you decide whether they have what it takes to succeed—both in the role and within the organization.
• Past behavior . As they say, past behavior is a great predictor of future behavior. By asking clients how they behaved in past roles, you can get a sense of how they’ll behave in the role you’re hiring for. Or, in other words, how they handled similar situations in a past role? That behavior can help you understand how they would handle those situations if they were hired for the new role. And once you have that information, you can decide whether their behavior is aligned with what you need for the role they’re interviewing for.
• Personality. How candidates answer behavioral interview questions can also help you understand their personality. (For example, if they keep their calm when talking about a stressful situation, they’re likely calm under pressure.) This can help you determine if they’re a culture add (not culture fit ) — and the right person for the role.
• Problem-solving and decision-making abilities . It doesn’t matter what role you’re hiring for. You want to hire people who can effectively solve problems and make decisions. Behavioral interview questions give you insights into a candidate’s thought processes. This includes how they solve problems and make decisions. And their answers can help you assess their problem-solving and decision-making abilities .

Certain candidates will look great on paper but not be the right fit for the role. For example, their resume might be a great match for the role, but they may lack the critical thinking or time management skills you need for an employee. 

Behavioral interview questions will help you identify candidates that have it all. Not just the right work experience or skill set but also the right soft skills to succeed in the role.

The top 10 behavioral questions to ask

Clearly, behavioral questions can be a helpful addition to your list of job interview questions. But what, exactly, should you ask candidates?

Let’s take a look at the top 10 behavioral interview questions to incorporate into your job interview process:

Top 10 behavioral interview questions 

• Can you give me an example of a time you had to navigate a challenging or difficult situation at work — and how you ultimately handled it?
• Can you give me an example of a time when you made a mistake at work — and how you fixed it?
• Can you give an example of a professional accomplishment you’re particularly proud of — and share why it makes you proud?
• Can you give an example of a professional decision you regret and what you would do differently in the future?
• Can you explain a time when you had to prioritize tasks and projects with conflicting deadlines?
• Can you give an example of how you manage interruptions at work?
• Can you share an experience of when you had to handle disagreements with co-workers or other team members?
• Can you give me an example of a time when you faced a professional setback and how you handled the situation?
• Can you walk me through your process of setting goals at work and your process for following through and achieving those goals?
• Can you give me a specific example of when you showcased your leadership skills at work?

Other common behavioral interview questions

You’ll definitely want to ask candidates the common questions listed above. But there are plenty of other behavioral interview questions you’ll want to consider.

Some questions you may want to ask during the interview process include:

Adaptability behavioral interview questions

11. Can you give me an example of when you faced a challenging situation at work — and how you overcame it?

12. Can you tell me about a time when you experienced a major change at work and how you adapted to that change?

13. Have you ever worked on a task or project outside of your typical job scope or responsibilities? And, if so, can you tell me about the experience?

14. Can you tell me about a time when you had to learn something new at work (for example, a new software) and how you were able to adapt?

Time management behavioral interview questions

15. Have you ever missed a deadline? And, if so, can you explain how you handled the situation?

16. Have you ever had to choose between hitting two deadlines? And, if so, how did you make that decision?

17. Can you tell me about a time you felt stressed and overwhelmed at work and how you handled that experience?

18. Can you tell me how you decide how long to spend on a particular task or project?

19. Can you walk me through the system or process you need to manage your time at work?

Client/customer service behavioral interview questions

20. Have you ever had to deal with an angry client or customer? And, if so, how did you navigate the situation?

21. Can you tell me about a time when you went above and beyond to provide the highest level of service to a customer?

22. Have you ever felt frustrated with a client or customer? And, if so, how did you handle your frustration?

Leadership behavioral interview questions

23. Can you share an example of when you motivated your colleagues?

24. Can you share an example of when you felt motivated by a boss or supervisor and what about that situation you found motivating?

25. Can you share an example of when you had to make a tough decision that your co-workers didn’t necessarily agree with and how you managed their reactions?

26. Have you ever delegated tasks to co-workers? And, if so, can you walk me through how you chose what task to delegate, who to delegate it to, and how to assign that task to another team member?

Teamwork behavioral interview questions

27. Can you tell me about a time when you had to collaborate effectively ?

28. Can you tell me about a time when you contributed to your team’s success?

29. Have you ever had a hard time working on a team? And, if so, can you share how you overcame those challenges?

Communication/conflict behavioral interview questions

30. Can you give me an example of when you had to communicate with someone who wasn’t very responsive? How did you handle the situation?

31. Can you give me an example of when you had to work with someone who had an aggressive communication style ? How did you handle the situation?

32. Can you give me an example of a time when you felt like a co-worker didn’t listen to you and how you handled the situation?

33. Can you explain a time when you had a disagreement with your supervisor and what you did to resolve the situation?

34. Can you give me an example of when you had to deal with a conflict or disagreement between other team members?

35. Have you ever had to have a hard or uncomfortable conversation with a colleague ? And, if so, can you explain how you navigated the conversation?

4 tips for asking the right behavioral interview questions

Behavioral interview questions can improve the quality of your interviews. They can also help you get a better sense of the candidates’ behaviors, thought processes, and personalities. And ultimately, this can lead to better hires.

But only if you do it right and ask the right questions.

Here are a few tips to ensure that you’re maximizing behavioral interview questions. And that, ultimately, you’re asking the questions that are going to help you hire the best people for your organization:

Use behavioral questions to screen candidates

Generally, hiring managers use behavioral interview questions later in the interview process. For example, you might use these questions during a final round interview or a working interview . But they can also be an effective tool for screening candidates in early types of interviews .

Is there something you want to know about potential new hires? And would behavioral interview questions get you the information you need? If so, ask those questions during the very first interview. (For example, the phone screen interview .) This will help you eliminate any candidates that aren’t a behavioral fit from the get-go.

Choose questions based on the role you’re hiring for

When it comes to choosing the right behavioral interview questions, there’s no one-size-fits-all solution. The “right” behavioral questions will depend on what role you’re hiring for. They’ll also depend on what kind of person you’re looking for.

For example, if you’re hiring for a client-facing role, you’d want to ask a lot of behavioral questions about customer service and communication. If you’re hiring for a management position, you’d want to ask a lot of leadership behavioral interview questions. If you’re looking to bring on a project manager? You’d want to use behavioral interview questions to get a better sense of their prioritization and time management skills.

The point is, certain behavioral interview questions will be more effective for certain roles. So make sure to choose the interview questions that give you the information you need to hire for the specific role you’re interviewing for.

Ask your current employees for their insights

If you need ideas for what behavioral interview questions to ask during interviews, tap your current employees.

Survey your employees . Ask them what kind of information they think is important to know about potential new hires. Then, develop your behavioral interview questions based on their responses.

For example, let’s say you’re looking to expand your engineering team. You might ask your current engineers what they think the most important qualities are in an engineer.

If they respond with “the ability to juggle multiple priorities?” You might ask interviewees, “can you tell me about a time when you had to manage two competing deadlines?” Or, if your engineers say attention to detail is top priority? You might ask candidates “have you ever made a mistake at work? And, if so, how did you navigate it?”

Once you have your questions, share them with your team. Ask them for interview feedback before you roll it out to potential new hires. You could even have them answer the questions themselves. That way, you can compare potential new hires’ responses to your top performers.

Bottom line? Your employees are the people that are most familiar with the day-to-day responsibilities of their role. So, if you’re trying to choose the right behavioral interview questions? Ask the people that know the job best—your employees.

Pair behavioral interview questions with other types of interview questions

Behavioral interview questions are a great way to get to know the candidates you’re interviewing. But if you want your interviewing process to be effective? They shouldn’t be the only interview questions you’re asking.

Make sure that, in addition to behavioral interview questions, you’re asking other types of interview questions during your interview. (For example, motivational interviewing questions or technical questions.) And get creative with your interview questions ! The more well-rounded your interview process and the more types of questions you ask candidates? The more likely you are to find — and hire — the right person for the role.

Use behavioral interview questions to hire the right candidates

The right interviewing strategy is essential for finding the right candidates. And while it’s important to ensure candidates have the right skills, know-how, and professional background for the role? That’s only part of the equation.

Behavioral interview questions give you insight into a candidate’s behaviors. The same goes for their thought processes and personality. It helps you better understand their soft skills, and it can show you how they would react in situations they’re likely to face on the job. 

This can help you determine whether they have everything they need to be successful in the role. And that information can help you make better hiring decisions — and ultimately build a more effective team.

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Explore effective job search techniques, interview strategies, and ways to overcome job-related challenges. Our coaches specialize in helping you land your dream job.

Deanna Debara

Deanna Debara is a writer and entrepreneur. She has over ten years of experience writing in the health and wellness space and holds a B.A. from Colorado State University.

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35 Behavioral Interview Questions and How to Answer Them

During a job interview , recruiters and hiring managers won’t just be looking to see if you possess the skills necessary to get the job done. They’ll also be asking you behavioral interview questions, in which they expect you to thoughtfully reflect upon past work experiences in ways that showcase your personal strengths . This helps them assess how you approach work, handle stress and collaborate with others.

Top Behavioral Interview Questions

• What’s a project or accomplishment you’re proud of?
• Can you tell me about a time you disagreed with a manager’s decision? How did you handle it?
• When’s a time you changed your mind or realized you were wrong about something?
• Tell me about a time when you had competing priorities. What did you do?
• Do you have any work habits you’d like to improve?

Can you chat about past work experiences without panicking, lying or acting like a jerk? You’re already halfway there.

But really, behavioral interview questions can be tough to answer if you don’t prepare ahead of time. This article will give you some ideas to get started. In it we cover:

• The 35 behavioral interview questions to expect.
• The four most common behavioral interview questions — and how to respond to them.
• How to prepare for behavioral interview questions.
• What to avoid when answering behavioral interview questions.
• The eight behavioral interview questions to ask your interviewer.

35 Behavioral Interview Questions to Expect

Teamwork and collaboration questions.

1. Tell me about a time you had an interpersonal conflict at work. 2. In previous roles, how have you helped teammates succeed? 3. Tell me about a time you mentored a colleague or sought out a mentor . 4. Describe a time you received criticism from a colleague or supervisor. 5. Talk about a time you disagreed with a superior’s decision or approach. 6. Have you ever felt micromanaged , or been accused of micromanaging? How did you approach the issue? 7. Describe an experience that helped build camaraderie between you and your colleagues. 8. Have you ever had to teach a colleague a complex operation?

Communication Questions

9. Tell me about a time you had to tell someone no. 10. Have you ever had to adjust your communication preferences to accommodate a supervisor? 11. Have you ever had to deal with an irate customer or stakeholder? 12. Have you ever disagreed with a performance assessment you received? How would you react in that event? 13. How often do you think one-on-ones should occur?

Leadership and Management Questions

14. Tell me about a time you led a project. 15.  Tell me about a project or accomplishment you’re proud of. 16.  Tell me about a time you had to manage competing priorities. 17.  Have you ever had to manage up ? How so? 18.  Have you ever had to place an employee on a performance-improvement plan ? Tell me about the experience and process. 19.  Walk me through a time you contributed to improving company culture .

Problem Solving Questions

20. How would you approach and solve this problem? 21 . Recall a time when you weren’t sure how to solve an issue. Walk me through how you resolved it. 22.  How have you, or would you, make meetings more productive ? 23.  Have you ever instituted or recommended workflow tweaks to streamline a process?

Personal Stress and Adaptability Questions

24.  Can you recall a high-pressure job situation from your past? 25. Have you ever had to work long hours to accomplish a task? How did you feel about it? 26.  Describe a time you felt stressed out by work . How did you manage it? 27.  If you have worked in a remote or hybrid work environment, how have you navigated those transitions?

Success, Failure and Self-Reflection Questions

28. Tell me about a time when you exceeded expectations. 29.  Tell me about a time your work was celebrated as a standout contribution. 30.  Have you ever received too much praise or criticism for a project’s success or failure? How did you handle it? 31.  Have you ever failed at something? What happened? 32.  Describe a time you missed a deadline or KPI. 33.  When’s a time you changed your mind or realized you were wrong about something? 34.  What qualities do you most try to exhibit at work? 35. Do you have any work habits you’d like to improve?

Most Common Behavioral Interview Questions and How to Answer Them

Tell me about a time you had an interpersonal conflict at work..

You don’t have to pretend you’ve never disliked or disagreed with a coworker. Explain what you learned, rather than spending time on the details of a conflict. Did you notice some room for growth in your communication style? Did you pick up a strategy for handling tough situations or competing interests? 

“People want to know that you’re going to take accountability,” Robin Stenzel, chief people officer at candidate-experience platform OutMatch , said. “It’s about being honest about what went wrong, but then I think you’ve got the opportunity to say, ‘Here’s what I learned from that. And here’s what I did the next time, or here’s what I would do in that situation again.”

Always share how you adjusted your behavior in response to the conflict. For example: Maybe you failed to set expectations for a project, and as a result, you and a client miscommunicated. Going forward, you adjusted the cadence of your communication and sent out status updates once every week. (Of course, sometimes a conflict isn’t your fault, and you shouldn’t have to adjust your behavior. But those stories don’t add much value during an interview.)

TELL ME ABOUT A TIME YOU HAD TO TELL SOMEONE NO.

Often, interviewers will ask specifically about a time you had to tell someone no, Michael Brown, a senior software engineer at  Microsoft, said. If you’re a developer, that might mean you had to tell a product manager a given timeframe wasn’t doable. If you work in customer-facing roles, maybe you had to tell a client one of their requests wasn’t included in their current contract.   

As you tell these stories, emphasize how you prioritize the most important work and gracefully navigate imbalances of power. 

“You might be in a tough customer-facing role. So they’ll ask, ‘How do you deal with an irate customer asking for the world, and have a difficult conversation where there need to be compromises or some cuts to what they’re expecting?’” Brown said. “When there is an imbalance of power, how do you make that an honest discussion?

TELL ME ABOUT A TIME YOU LED A PROJECT.

Even if you’re not interviewing for a manager role, be ready to talk about a time you took charge.

“Every job has a leadership component,” Stenzel said. “We work in organizations that are much flatter than what they’ve been before. We’re all expected to take leadership opportunities, even as individual contributors. So I want to understand how someone thinks about that, and how they’ve done that in the past.”

Choose an example and talk about what went well, what didn’t go well and what you learned from the experience. Maybe you’ve never led an entire team or organization, but you’ve likely been responsible for certain portions of group projects, events or initiatives. Schoolwork, neighborhood groups, extracurricular activities, parenthood, volunteer work and DIY projects all create opportunities to demonstrate leadership . 

HOW WOULD YOU APPROACH and Solve THIS PROBLEM?

Even if you don’t land on the correct solution immediately, the interviewer will get a glimpse into how you think. 

Be aware: Some interviewers purposefully present candidates with extremely difficult or impossible technical questions. The right move is to admit when you don’t know the answer to something. The wrong move is to get mad. 

“I’ve had people I was interviewing get angry with me,” Andrew Hedges, co-founder of The Collab Lab , said. “I had a person kind of complain, like in math class, ‘I’m never going to use this, right? Why would I ever use this?’ Because they didn’t know the answer. They hadn’t seen that pattern before or something. So they got a little mad in the interview, which is not the kind of person I would want on my team.”

How to Prepare for Behavioral Interview Questions

You can’t “prepare” your personality or style of working . But you can prepare stories that illustrate how you approach problems and opportunities. 

“When I interview people, what I try to do is have them give me a concrete story,” Hedges said. “So instead of talking in the abstract, like, ‘Oh, I would do this,’ tell me about an actual thing that happened.”

Go into your interview with three to five minute-long stories ready to tell. Think back on your past roles, and look for examples of:

• Transferable situations. Have you dealt with any scenarios or used any skills that will likely come up in this new job?
• Your biggest successes. Why was this success notable? How did you contribute?
• A workplace failure. When did things not turn out as expected? What did you learn?
• Conflict with a colleague. Why did you butt heads? Did someone compromise, or did you agree to disagree? What skills did you use to resolve the conflict?
• Competing priorities. How did you decide where to focus your energy? How did you communicate about that with your team? What strategies did you use to manage your time?
• A time you went above and beyond. How did you exceed your manager’s expectations? How did your hard work lead to better results?
• Alignment with core values. Many companies post their core values publicly. If so, you should think of examples of how your behavior in the workplace reflects them.
• Your personal strengths and weaknesses. Everybody has them. What are you best at, and what’s hard for you?  

Rehearse your stories out loud until you’re comfortable telling them, and trim any unnecessary details.

As you tell stories and talk through projects, help your potential new employer envision you in the role. Draw parallels between your past experiences and the role at hand. And — as long as you don’t act as if you’ve already been hired — feel free to talk about the team as if you’re part of it.

Read More How to Use the STAR Interview Method to Land a Job

What to Avoid When Answering Behavioral Interview Questions

Rattling off a memorized answer.

If your answer came verbatim from a guide like this one — abort mission. It’s very evident when you’re presenting a canned answer, rather than something honest and unique to your experience. 

OVERTALKING

Just like in salary negotiations , talking too much during an interview puts you at a disadvantage. At worst, hiring managers dismiss overly chatty candidates out of fear they won’t work well with others. 

Respond to behavioral questions in two or three sentences, Stenzel advised. Then, pause, and ask your interviewer if they’d like more detail, or if your answer sufficiently addressed their question.

OVERSHARING

“Professionalism” is a tricky standard: Different companies have different expectations for workplace decorum, and the rules don’t always apply to everyone equally . 

This can make sharing personal details during your interview a tough decision to navigate. Some interviewers ask questions like, “Tell me about an obstacle you’ve overcome” — that seems to call for some candor. But sharing too much or getting too chummy with interviewers could hurt your chances.

Keep your answers as short, honest and to the point as possible. But know that the vibe during your interview will likely reflect the vibe at the company more broadly.

RESPONDING TOO QUICKLY

This isn’t “Jeopardy!” — feel free to take a second to think before you answer. 

“It’s totally fair in an interview to just say, ‘Wait, let me think about that for a second.’ And just take a second to compose yourself and take a couple deep breaths,” Hedges said. “What happens in interviews a lot is that people are so stressed, they forget all the things that they know.” 

Silence is OK. So is pausing to ask a clarifying question or contextualize your answer. 

NOT SHARING CREDIT

Failing to mention your collaborators when you talk about successful projects can come off as arrogant. While it’s important that candidates acknowledge their strengths and take responsibility for their careers, Hedges said, it’s a red flag if employees care so much about getting ahead they overlook the success of the people around them. 

Read More 18 Common Phone Interview Questions and How to Answer Them

Good Behavioral Questions to Ask Your Interviewer

The interviewer is trying to decide if they want to work with you, but you’re also evaluating whether you want to work with them.

Seize the opportunity to learn about the person who may become your manager, or, if you’re speaking with a recruiter, about the company culture. Asking plenty of questions also helps you cross-check the claims your interviewer makes.

Here are some behavioral questions to ask your interviewer:

• What are the external pressures on this team?
• From the company’s perspective, does this team cost money or earn money?
• When this team has a new project to tackle, how do you start? How do you know when it’s finished?
• Is this role a backfill? Why did the last person leave?
• Why is this role necessary or important?
• How much support would I receive in this position, and from whom? What would that look like? 
• Can you tell me about a moment you were particularly excited about this company’s culture?
• Can you tell me about a time something didn’t fit this company’s culture? What happened next?

Great Companies Need Great People. That's Where We Come In.

21+ Behavioral Interview Questions in 2024 (+Sample Answers)

You’ve prepped endlessly for that upcoming interview.

You memorized all of the most common job interview questions (and came up with your answers).

...But you’re not just there yet.

You still need to prepare for the behavioral interview questions.

And in this guide, we’re going to teach you how!

• What are the behavioral interview questions and how are they different from the usual questions?
• How to answer ANY behavioral interview question with the STAR method
• 21+ most common behavioral interview questions (and how to answer them)

What’s a Behavioral Interview Question?

Behavioral interview questions are questions based on how you acted in a specific situation.

They’re meant to gauge how you react to stress, what’s your skill-level, and how you conduct yourself in a professional environment.

They also allow the interviewer to get a much better understanding of you as a candidate.

Just about anyone can answer a question like “what’s your greatest strength?”

Not everyone, however, can answer a question like:

“Can you tell us of a time when you went above and beyond the line of duty?”

After all, to answer such a behavioral interview question, you really need to have some serious work experience and achievements .

Here are a few other popular examples of behavioral job interview questions:

• Give us an example of a goal you failed to meet , and how you handled the situation .
• Tell us about a time when you solved a problem at your job that wasn’t part of your job description.
• Tell us of a time when you took a risky decision and it didn’t pay off.

Pretty simple, right?

Now, we’re going to teach you a proven method on how to answer every single behavioral interview question successfully.

How to Answer Behavioral Interview Questions With the STAR Method

The easiest way to answer behavioral interview questions is to follow the STAR method.

According to the STAR method, each interview answer should use the following structure:

• S for Situation. Describe the situation where everything happened.
• T for Task . Describe the task you had to complete in order to solve the problem/issue at hand.
• A for Action. Explain what actions you took to complete the aforementioned task.
• R for Results. Talk about the results of your actions and try to be as detailed as possible. How did your actions lead to the company or organization to function better?

Now, here’s what a good answer looks like according to the STAR method:

Q: Give us an example of how you handled a challenge in the workplace.

Situation: Around the time I started working at Company X, the team I was working with was just finishing up on a very important project on a tight deadline. They had to review everything before submitting the work to the client, and my manager didn’t have a lot of time to pay attention to me to make sure I was caught up to speed. 

Task: Everyone around me was constantly working, and because of the timing, they didn’t seem very approachable. So, to make sure I didn’t get left behind, I had to prove myself and take initiative. 

Action: My plan was simple. I wanted to talk to my manager and a few of my colleagues whenever they had time (e.g. over lunch, getting coffee together). Then, I would try to get to know them in a different environment and also learn about the company better too. In the meanwhile, I would always go over my onboarding material and resources to get better at my job.

Results: In the end, I’m glad to say everything worked out and I actually made a few good friends too. By the time my manager came around to review my work and talk about the next steps - I already knew most of it and the company’s main clients in detail. And I also knew my colleagues who I’d be working with too. If anything, he was a bit surprised, but ultimately, happy I didn’t fall behind. This saved him a lot of time, something he was very grateful for.

Simple enough, right? 

Now, to make sure that you’re 100% ready for any behavioral interview question the recruiter can throw at you, we’re going to cover 21 of the most common questions out there.

21 Common Behavioral Interview Questions (+Sample Answers)

In this section, we’ll cover all the common behavioral interview questions split by category:

• Questions about time management
• Questions about communication skills
• Questions about teamwork
• Questions about working with clients
• Questions about adaptability
• Questions about leadership

Behavioral job interview questions about time management

Question #1 - how do you accomplish tasks when under a tight deadline give me an example. .

Sample Answer:  

Situation: Well, typically, I try to never commit to a deadline I don’t think I can make. But sometimes, unexpected things happen and you’re forced to think on your feet. For example, at my last job, my coworker had to take some time off work because of an emergency, and his project was left without a manager. 

Task: My supervisor then instructed me to take over his project and complete what work was left. Suddenly, I had a new project on my hands, and I wasn’t really sure how to handle it, as the deadline was in 1 week.

Action: First, I requested a reduction on my own daily sales goals - which I was granted. This way, I could pay more attention to the project, and only a few hours per day to my original tasks. Once I had a consistent schedule and hours set for each of my tasks, it was mostly easy from there.

Results: Thanks to my teammates and my good time management skills, I managed to finish up 2 days early before the deadline. And once my coworker came back to work, I was able to review the whole thing with him before submitting it. For what it’s worth, he was thoroughly impressed. And a few months later, I even got promoted based on my performance.

Question #2 - Describe a long-term project you managed. How did you make sure everything was running smoothly?

Sample Answer: 

Situation: When I was at Company X, I was managing the web development team in charge of setting up a new website for one of our biggest clients at the time. With most projects, we had a process set up and we would get most sites done in up to 2 months. This project, however, was a bit different, as the website was supposed to be more detailed, with a lot of unique pages. So, we had to be a lot more careful with our time-management.

Task: We had a strict deadline of 15 weeks, and I had to make sure that we used up our time as efficiently as possible.

Action: Before getting to actual work, I decided that we should plan everything out by the week. After some research and consulting with our team of developers, we decided to split the workload between different stages. We would devote around 1 week to the discovery phase, 5 weeks to design, 3 weeks to initial development and the rest to any modifications and updates.

Results: In the end, we actually finished the website with all the promised functionalities in just under 3 months. The client was very satisfied with the result and eventually ended up recommending partners to our firm.

Question #3 - Sometimes, it’s almost impossible to get everything done on your to-do list. What do you do when your list of responsibilities becomes overwhelming? 

Situation: As a senior at University X, there were times when I just couldn’t physically get everything done on time. For example, towards the end of my final semester, I was the Student Council President and I was also writing my University thesis. I had to submit my thesis the next day, and I was also working with my fellow student council members to organize the end-of-the-year ceremony for the University. 

Task: If I had tried to multitask both, I would just have done a poor job. Now, for me, the University thesis was clearly higher up in my list of priorities. After all, this was what my studies were building up to for so long. But I couldn’t just abandon my council members either. With 24 hours until my thesis deadline, I had to think fast.

Action: I decided that the best approach was to send all of my notes and outlines for the event to the Student Council VP, who was also a close friend of mine. Luckily, he understood my situation and took over my event-management responsibilities. Then, I had just enough time to edit and finalize my paper.

Results: Thanks to the VP, I was able to fix and finalize my Thesis. And fortunately, the event went without a hitch too. In the end, I learned a valuable lesson on time-management, and the importance of having the right team around you who you can rely on.

Question #4 - Tell me about a time you set a personal goal for yourself. How did you ensure you would meet your objectives and what steps did you take? 

Situation: I think the most recent, and important, personal goal that comes to mind is that I managed to teach myself web development from scratch. You see, I wasn’t very satisfied as a sales rep at Company X. My coworkers were nice, and the pay was decent too, but I just didn’t see myself growing there. 

Task: So, I decided that I wanted a career change in a field I’ve always been interested in - web development. Now, because I was working full-time, I had to be very efficient with my time-management skills. 

Action: I did some research, and all that was left to do was just follow my routine and stay committed. I set up a personal calendar and made sure to study HTML, CSS, and JavaScript for at least 2 hours every day. I gathered a list of beginner-friendly books to start with, and once I was done with those, I paid for some advanced online courses to improve my React and Vue.js skills. When I felt comfortable, I started working on some personal projects for my portfolio and did some freelance work part-time while I was still working at Company X.

Results: In the end, I’m glad I stuck to my plan and continued with my set curriculum. If I did not have my calendar planned out with specific objectives, I surely would have been overwhelmed. Sure, at times, it felt like I was basically working 2 jobs and that a lot of the material wasn’t making sense. But I just kept moving forward, and then, I got my first real break as a junior web dev at Company Y.

Question #5 - Can you describe an instance where your supervisor or manager just gave you too much work with not enough time? What did you do?

Situation: I had a pretty rocky start with my manager at Agency X, as we had different expectations for my workload. Normally, I don’t have a problem with a fast-paced working environment, and I tend to thrive when I’m thinking on my feet. But at the agency, I had just finished onboarding, and I was already bombarded with tasks and weekly reports. For the most part, I was managing to get everything done on time, but I realized the quality would suffer if my list of tasks kept getting longer.

Task: So, I had to take up my work schedule issue with my manager and let him know about my concern. I decided that being direct, and also respectful was the best approach, and booked the meeting.

Action: During the meeting, I remained calm, and just went straight to the point. I explained how I liked my work, but the heavy workload was really impacting the quality of the work.

Results: Luckily, he was understanding. I was the first in-house designer they’d hired, and they weren’t 100% sure what was a lot of work, and what wasn’t. We ended up working together to better define my responsibilities. From then on, I was, for the most part, only getting the workload I could handle without diminishing the quality of my work.

Behavioral job interview questions about communication skills

Question #1 - how do you handle a disagreement with your colleagues give me an example of when you successfully persuaded someone to see things your way at work..

Situation: When I was working as a recruiter at Company X, I noticed that one of the candidates who had sent in their application was perfect for the role. Though he didn’t have a university diploma and his resume wasn’t too polished, reading his cover letter, it was obvious he knew the industry and had delivered clear results.

Task: I thought it was worth giving him a shot, but my supervisor didn’t see it that way. She skimmed through the resume and told me not to waste time, and just discard the candidate.

Action: I was, however, still pretty confident in the candidate, so I talked to the supervisor over lunch. I took a bit of an indirect approach, though. Instead of trying to directly pitch the candidate, I asked her to clarify the job description a bit more. We went a bit in-depth on what, exactly, we were looking for in the candidate, and once we were done discussing it, I told her that we happened to have a candidate that possessed all the relevant experience, but his resume was a bit weak.

Results: Convinced, the supervisor decided to give the candidate’s application a more in-depth look and realized that they were, in fact, very qualified. She thanked me for bringing it up and agreed with me that the candidate was worth calling in for an interview.

Question #2 - What would you do if you misunderstood an important task on the job? Give me an example.

Situation: At my previous internship at Company X, I underestimated the amount of time it would take me to finish a presentation for a team meeting. The deadline my boss gave me was around a week, which was completely fair and I didn’t think it would be a problem. However, apparently, we had some miscommunication with what he’d meant with the deadline. I thought it was the date where we would go through the presentation, edit it together, and submit it like that. Apparently what he’d meant, though, was to have the presentation 100% ready on that date.

Task: So, I had to submit a draft presentation first, edit it based on my manager’s comments, and then present the report, all within 2 days.

Action: I booked a meeting with the manager for the following day, and spent 4 extra hours at the office to make sure that the first draft of the presentation was spotless. We held the meeting the next day, and went through the presentation together to make sure it’s spotless.

Results: The manager loved the work, and it only took us around 30 minutes to finalize the whole thing.

Question #3 - Have you ever had to work under someone who wasn’t very good at communicating? What happened?

Situation: Yes, at my last job as a tech recruiter the hiring manager I was working directly with was somewhat more difficult to communicate with. He had very strict and precise requirements on the type of candidates he wanted to invite for interviews. He wasn’t open to much communication on the matter or trying new things even when the company desperately needed new hires. This one time, I got a candidate that was a pretty good fit for the job, but was lacking in some aspects.

Task: I wanted to make sure that we got the person in for an interview, but I was 100% sure that my hiring manager would shut me down.

Action: So, before running the candidate through him, I called them and collected his biggest strengths to present to the hiring manager.

Results: The hiring manager did, indeed, end up liking the candidate and calling them in for an interview.

Question #4 - Tell me about a time when you successfully explained a technical problem to a colleague or a customer who didn’t have a tech background?

Situation: I’ve worked as a tech support specialist before, so I really excel at this. I’ve had to explain complex concepts to customers on a regular basis, but to give you one single example, I’ve had to explain to clients with next to no understanding of computers how to delete a virus on their computer.

Task: After trying to give basic instructions to the client, they still didn’t really understand much, so I had to come up with a smarter solution.

Action: So what I did was, I walked them through the entire thing step by step while explaining it simply but in no condescending terms. Instead of making them do most of the work, I walked them through the process of getting me to connect with their computer, and then I explained to them what, exactly, I did.

Results: The customer was very happy with my work, and we managed to fix the issue with their computer.

Question #5 - Can you tell me about a time you gave a presentation that was particularly successful? Why do you think it went well?

Situation: Sure thing. As the business development manager at Firm X, there were quite a few opportunities when I had to speak in front of a crowd. The most recent, and successful, one was for the new project we were launching. 

Task: I was called on to speak for a 2 department-wide meeting, of up to 50 people. Now, I had never delivered a presentation to this many people, but luckily, I knew most of them quite well after years of working with them. 

Action: Working with 2 other members of my team, I decided to take a more creative approach, and create a short video (a skit) to hook the audience. That was the intro, and then we used PowerPoint and hands-on examples to show what to expect from the new project launch. And finally, we dedicated the last 5 minutes to a Q&A session. 

Results: It felt longer, but the whole speech took about 15 minutes in total. We got great feedback from the audience, and I was later asked to present at the all-hands meeting the next month. I knew my colleagues well enough and I tried to make the speech as if I was having a one-on-one conversation with a friend - with a few jokes in-between.

Behavioral job interview questions about teamwork

Question #1 - tell me about a time when you had to work with someone completely different from you. how did you adapt to collaborate better.

Situation: Sure, I always enjoy working with new and different people. Usually, because they bring something new to the table. At Company X, there was a particularly young developer who was assigned to work with me on a new software development project, and I was to run him through what our typical coding process was like.

Task: It was also my job to get to know him, and find common ground so that we could effectively work together. The fact that he was younger wasn’t an issue for me, but because he was completely self-taught, he didn’t know a lot about the industry methodologies we used.

Action: Teaching him everything from scratch would take too much time. So, instead, I briefly explained the development process (waterfall model) we were using for that specific project, and taught him how to write tests for our code-base. Writing tests is the number 1 way to learn what code does. After all, that’s how I got started with development.

Results: I also sat down and helped him go through the material at times, but in the end, he surprised me by how much of a fast-learner he was. He just needed a bit of encouragement and guidance. Through this approach, he learned our whole routine in less than a week, while most of our new hires needed at least up to 2 weeks. In return, I learned a lot about multitasking and time-management from him. The whole thing was a win-win situation, and it was all smooth sailing the next time we worked together (which was quite often).

Question #2 - What do you do when your team member refuses to, or just can’t complete their part of the work? Give me an example.

Situation: There was one co-worker at Company X who was notorious for being bad at deadlines. But she would always end up delivering exceptional work, just a few hours (or worse - days) late. For some reason, the company was ok with this as her work was just too good. So, this one time, the management put us together to work on a time-sensitive project.

Task: Our task was to turn in a sales presentation together and have our manager go over it before sending the client the final version. Because of how important the project was, I didn’t want to risk going over the deadline - as this would also directly impact other people. Either way, for everyone’s sake, I had to somehow get her to hurry up with the project. So, I decided to try and push her a little and see what would happen.

Action: I started regularly checking in on her to see where she was with work. I would bring it up at times over lunch, send a quick Slack message, and so on. She wasn’t taking this quite well, but it DID get her to work faster and more efficiently.

Results:  At the end, the constant check-ins and pushing did have a positive effect, even though the co-worker didn’t particularly like me too much once we were finished with the work. We even managed to submit the final version of the presentation 2 days before the deadline.

Behavioral job interview questions about working with clients

Question #1 - clients can be difficult to work with sometimes. can you describe a situation when a client was wrong and you had to correct them.

Situation: Absolutely. One of our past clients at Agency X came to us because his Facebook advertising strategy wasn’t working. He was driving traffic but wasn’t getting any conversions, so they thought that it was because they weren’t reaching the right audience. We realized, though, that it was actually because their product homepage wasn’t really that convincing. The client, however, was adamant about “not fixing what wasn’t broken.”

Task: I had to somehow communicate with the client that the service he wanted wasn’t what he wanted - there was no way for us to fix his Facebook ads if his homepage wasn’t selling the product.

Action: We had to give the client an ultimatum - they either go with our approach, or we wouldn’t be able to get the results (and hence, work with them).

Results: After some back and forth, the client grudgingly agreed to do an A/B test between the existing landing page, and one that we’d propose. So, we tested the two landing pages with the same ads he’d been running, and ended up getting 2.5x better results. From then on, the client was a lot more willing to allow us to experiment with whatever we proposed.

Question #2 - How do you handle irate customers? Give me an example.

Situation: Working in customer support, you really get to talk with many different kinds of people. I remember I had one angry customer that called the helpdesk once to complain. He kept repeating the product he bought was faulty and demanded me to resolve the situation then and there. 

Task: Customers calling for refunds happen all the time, but this one was different as he just kept shouting over the phone the whole time. I had to get him to calm down if I wanted the call to go anywhere.

Action: Fortunately, I had experience dealing with loud customers, and knew the first thing I had to do was listen to his story. Halfway through telling his story, he calmed down once he realized I was trying to help. He explained that the product was supposed to be a gift, and that’s why he was so frustrated. Then, I offered 2 solutions: a refund or a replacement for his product with express delivery.

Results:  The customer opted for the replacement option. I called him back once they received the order just to check-in if he was happy with the product. He turned out to be happy both with the product and our service, and thanked me for the help.

Question #3 - We all make mistakes sometimes we wish we could take back. Is there a time that comes to mind where you wish you had handled a situation with a client or colleague differently?

Situation: This one client we worked with was particularly difficult. They were extremely unpleasant to work with and treated our staff pretty badly. The management, however, insisted on sticking with them, since they made up for a good chunk of our income. At one point, though, the client just barged into our office and started yelling at their account manager for a small mistake on their end.

Task: At this point, I realized that working with the client was really affecting our staff negatively, and we’d be losing some good employees if we kept working with them.

Action: So, I set up a meeting with the management team, and gave them concrete facts and figures about the client. Sure, they were paying us good money, but they were really hurting the workplace morale.

Results: After hearing me out, the management agreed and fired the client. They decided that overall, the impact such clients had on the company wasn’t worth it, and started doing stricter vetting during discovery calls.

Behavioral job interview questions about adaptability

Question #1 - tell me about your first job in the industry. what did you do to learn the ropes.

Situation: Well, my first job in the field was as a junior dev ops engineer. While I did have extensive knowledge of the field, I didn’t have too much experience doing it.

Task: This made it very hard for me to get started with the job. While I was working almost all the time, I wasn’t getting too much done.

Action:  So, what I did was, taking a lot of my personal time to really work and learn the ins and outs of dev ops. I also made sure to talk to my team members and get their input on daily tasks.

Results: A few months into the job, I managed to learn the ropes and ended up being a lot more productive.

Question #2 - Can you give me an example of when you had to adapt to a new and sudden change in the workplace? What happened?

Situation: Sure thing. In my previous position as an account manager at Company X, we had to suddenly change all of our CRM software and move all the data to a new tool. The CRM tool we’d been using till now wasn’t fit for a growing team, and on top of that, they were upping their pricing, so it wasn’t really worthwhile for us.

Task: I was put in charge of finding the replacement CRM, as I was the one who knew the previous one inside-out. And this was also an opportunity for me to clean up our outdated info and start fresh. All the while, I still had to handle my daily responsibilities and as usual.

Action: So, the first thing I did was ask our sales associates and lead generation teams what they thought of the old CRM, and if there were any new features they were lacking. After doing a bit of research and asking around, I found the perfect tool that had it all - sales analytics, email integration, and more. And because I typically have no problem with learning new tools, I stayed in one evening, transferred our data to the new tool, and wiped the old account. Finally, I sent a new announcement to the entire team about the new software, as well as a video on how to use it.

Results: We completed the transfer with 4 days to spare, the team was satisfied with the new CRM, and my daily responsibilities as an account manager didn’t suffer. 

Question #3 - Give me an example of when you had to suddenly perform under pressure. What happened and how did you handle it?

Situation: As a seasonal worker, there have been a lot of times where I had to juggle extra responsibilities. My last position as a line cook at Restaurant X comes to mind. During summer, we were pretty much always full, and sometimes, even understaffed to handle all the customers. To make things worse, we didn’t have the best shift system at the time either. So, if someone were to unexpectedly not show up for their shift, we’d have to put out the fires as they came up.

Task: Which is exactly what happened when one of our waitresses had to cancel her shift due to an emergency. 

Action: So, I stepped up and took her shift as soon as I had clocked out of mine as one of the line cooks. Luckily, I had previous experience working as a waiter.

Results: I was tired and a bit uncoordinated at the beginning, but at the end of the day, everything worked out just fine.

Behavioral job interview questions about leadership

Question #1 - tell me about a time when you successfully delegated tasks to your team. .

Situation:  Well, at my first job as a team lead, I had to really get to know most of my team in order to delegate tasks appropriately. 

Task: Most team members were new to the company, so I didn’t have much to go with.

Action: So, I sat down with each team member individually, and really got to know them and their strengths and weaknesses, and distributed tasks based on their personality.

Results: Team members were pretty happy with the tasks they got, and started off their relationship with our company on a positive note.

Question #2 - Can you tell me about a time when you had to perform a task or work on a project you had no previous experience before? How did you approach this situation and what did you learn?

Situation: In my previous position at Company X, my manager had to leave unexpectedly for about a month due to a medical condition. Fortunately, she was able to give us a week's notice. 

Task: Because of that, our director asked me to fill in as the interim manager. I was familiar with the basics of management on a theoretical level, and I had worked with my manager closely before, but I certainly wasn’t trained to be a manager yet. Though, I wasn’t going to say no, and I, more or less, felt confident about my ability to take on the new challenge.

Action: So, I accepted the position. The first thing I did was gather the team and let them know about the situation. I was very open about my lack of experience, and asked them to be open about giving feedback when possible. I also asked a manager for an hour of their time to pick their brain and make sure I’m doing everything right.

Results: In the end, we managed to get through the month without any problems, and delivered all the projects on time. When my manager returned, she was very pleased with the work, and I even got compliments from our director. Because of my success with the role, I was then promoted to team manager at the end of that year.

Key Takeaways

So, to recap, behavioral interview questions are questions based on how you behave in specific situations.

Interviewers usually use them to gain a better understanding of you as a candidate. Down to how you react to stress , what’s your skill-level , and how you behave in professional working environments .

And the best way to answer them, is to use the STAR Method . According to the strategy, each interview answer should use the following structure:

• S for Situation: Describe the situation and the context for your story.
• T for Task: Describe the task you had to complete in order to resolve the issue.
• A for Action: Explain what steps you took to complete the above task.
• R for Results: Talk about the results of your actions, and try to be as detailed as possible. Try to use numbers and data here.

Need more job-search and interview advice? Check out our Novorésumé career blog for more industry-leading career-development articles!

Most Common Interview Questions + Answers:

• Why Do You Want to Work Here?
• Why Should We Hire You?
• Tell Me About Yourself
• What Is Your Greatest Accomplishment?
• What Is Your Greatest Strength?
• What Are Your Strengths and Weaknesses?
• What Are Your Career Goals?
• Where Do You See Yourself In 5 Years?
• 10+ Situational Interview Questions & Answers [Complete List]
• 19+ STAR Interview Questions - Complete List

More Tips to Ace Your Next Interview

• Thank You Email After Interview
• 26+ Biggest Interview Mistakes
• How to Ace Interviews with the STAR Method
• Phone Interview Questions & Tips
• Video Interview Tips

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• January 21, 2020

List of the 100 Most Common Behavioral Interview Questions

Behavioral interview questions are some of the most important questions you can ask in an interview. They allow you to get a feel for how a candidate is going to respond in certain kinds of situations. Some of them are more useful than others, of course, and you should always be aware that people will fudge the truth to secure a job, but that’s true of all interview questions.

What even is a behavioral interview question? They’re similar to normal, traditional interview questions, but they tend to be more pointed . They aren’t asking about superficial details like “how did you hear about this position?” Instead, they’re focused on how the candidate reacted to certain kinds of situations in their previous employment, or in general life situations. The idea being, of course, that the way an employee has reacted to situations in the past is an indicator of how they will react to similar situations in the future, should they encounter them on the job.

The key to using behavioral interview questions is to watch more than just their answer. Look for their body language when they answer, think about details they may be leaving out of their answer – though never assume something unsupported – and keep an eye out for contradictions between answers.

Whether you’re the one holding the interviews, or you’re preparing to take one yourself, it pays to know the most common behavioral interview questions that may be worth asking and answering.

How to Pick the Right Behavioral Interview Questions to Ask

If you’re the one giving a behavioral interview, you have a decision to make: what do you ask? There are a ton of questions you can ask – as evidenced by our list below – and you only have so much time in your interview. You need to pick a selection of questions that give you a feel for your candidate without turning interviews into a slog.

Think about the open position. What kinds of situations occur in that position, both frequently and semi-frequently? This should guide the majority of the questions you want to ask.

For example, if you’re hiring for a position that involves handling valuable items, you may want to ask questions about how an employee has handled a situation where they became aware of a coworker’s theft. If the position involves dealing with private personal information, you can ask how they would handle a potential breach they noticed.

You can also ask more generalized questions about behavior, such as “if you encounter a problem with your assigned tasks and you haven’t been trained to solve it, how would you handle it?”

Is this part of the first interview, or a later stage? Some companies only have one interview for many positions, while others progress to two or even three interviews, depending on the level of the open position and the qualifications necessary to fill it. These interviews are typically used to progress from traditional questions and filtering, to behavioral questions and filtering, to personalized questions to choose the best candidate. Your process may be different, and that’s fine; just as long as you have one that works.

How much time do you have to ask and discuss? Behavioral questions tend to take up more time to ask, answer, and discuss than more traditional interview questions . You have to engage with a candidate and judge their awareness of a hypothetical situation, or the veracity of an anecdote that may take some time to tell. The longer a question takes to answer, the fewer questions you can ask in the course of a normal interview.

You can think up your own questions, but to get you started, here are 100 of the more common examples.

Questions about Leadership

Leadership is a trait that not only applies to those in management positions but can also be crucial for individual contributors. 

When we pose questions related to leadership, we’re trying to gauge a candidate’s ability to guide, influence, and inspire others. Leadership questions help employers decipher how a potential hire might handle responsibility, tackle challenging situations, and motivate a team. Finding out how a candidate has demonstrated leadership in the past can provide a glimpse into their potential future actions, ensuring you’re bringing onboard someone who can drive both themselves and their team toward success.

A strong candidate will provide clear examples of times they’ve taken initiative, made tough decisions, or inspired others. Pay attention to their problem-solving approach and their ability to navigate complex team dynamics. Answers that display a balance of assertiveness, empathy, and reflective thinking often point to a mature leadership style.

• Tell me about a time where you used logic to solve a problem.
• Tell me about a decision you made that proved unpopular, and how you handled it.
• How do you handle your schedule being interrupted?
• Have you ever had to convince a team to work on a project they didn’t like? How did you do it?
• Have you had to solve a squabble between two team members? How did you do it?
• Have you ever gone to bat for your team in opposition to a higher-up in your company? How did you do it, and how did it work out?
• How would you go about motivating a team member who is struggling?
• Have you ever had to make a risky decision? How did it turn out?
• How would you handle a team member who failed to reach their goals?
• How do you prioritize your projects?
• Tell me about a time you solved a problem in a creative or unorthodox way.
• How do you prioritize service to a large number of clients at the same time?
• Tell me about a time where you were the resident expert. Did people trust you?
• Do you consider yourself to be better with written or verbal communication?
• What makes an ideal team member in your eyes?
• Tell me about a time you’ve had to put together a team; how did you choose your candidates?

Questions about Teamwork

In almost every professional setting, collaboration is key. Teamwork questions are posed to understand how a candidate interacts with peers, handles conflicts, and contributes to a group effort. These questions help uncover a candidate’s interpersonal skills and their adaptability in team settings. By exploring their past team experiences, employers can gauge how seamlessly a candidate might integrate into existing teams.

Ideal responses will highlight a candidate’s ability to listen, communicate, and compromise. Look for examples where they’ve effectively managed conflicts or contributed uniquely to team success. Candidates who show an understanding of both their strengths and weaknesses in team settings demonstrate self-awareness.

• Have you been in a situation where you disagree with a company policy? How do you handle it?
• What do you do if a team member on your project isn’t pulling their weight?
• How do you find motivation for a project you’re not enthused to work on?
• Give an example of a successful moment as part of a team.
• Give an example of an unsuccessful moment as part of a team.
• How do you handle your team being reprimanded for something you didn’t do?
• Give an example of a difficult situation with a team member you’ve had to solve.
• What do you do if your team disagrees with your manager’s decisions?
• What would you do if your team was waiting on another department dragging their heels?
• What would you do if your team is stuck waiting for a vendor response?
• Tell me about a time you’ve had to work with a teammate with a very different personality from your own.
• Tell me about a time you’ve wished you handled a situation differently.

Questions about Goals and Ambition

Ambition can be a driving force behind job performance, professional growth, and company advancement. By inquiring about a candidate’s goals and aspirations, employers can assess alignment between individual ambitions and company objectives. Such alignment can lead to increased job satisfaction and retention.

Candidates with clear, well-thought-out professional goals often demonstrate forward-thinking and dedication. However, it’s also essential to see if they can balance ambition with realism and teamwork. Responses that show a history of setting, pursuing, and achieving goals suggest determination and drive.

• What is one example of a goal you achieved, and how did you work to achieve it?
• Tell me about a time you went above and beyond your job duties.
• Have you been passed over for a promotion? How did you react?
• Have you struggled to reach a goal and failed? How did you handle it?
• How do you set goals in a way that facilitates achieving them?
• What do you do when you finish your work and the day isn’t over yet?
• How would you go about seeking out an additional certification for your career?
• Have you ever had the opportunity to talk to your CEO? What did you talk about?
• What would you discuss if you could talk to our upper management today?
• What do you do when you need to make a good impression with a new customer?
• What do you do when you need to make a good impression with management?
• What would you do if you were chosen to represent the company at a trade show?
• What do you do if your job training is going poorly?
• What do you do if you want more training than what your job is providing you?
• Have you ever had to take over for your boss? Is it something you would prefer to do?

Questions about Stress and Adaptability

The modern workplace can often be fast-paced and unpredictable. Understanding how a candidate handles stress or adapts to change can be indicative of their resilience and problem-solving skills. These questions aim to discover how candidates cope under pressure and how they navigate unforeseen challenges.

Look for candidates who approach stress with a problem-solving attitude and those who display coping mechanisms that align with the company’s values. Adaptability is showcased when a candidate can describe situations where they’ve learned or evolved due to unexpected circumstances.

• Tell me about a time you were stressed at work and how you handled it.
• Describe a time where you worked under pressure for a short time.
• Describe a time where you worked under pressure for an extended period.
• Tell me what you do when presented with a deadline that seems too short.
• How do you handle interruptions when you’re under a time constraint?
• Have you ever had to hand off a stressful situation to a coworker or supervisor?
• Have you ever been faced with an important decision and not had enough information to make it? What did you do?
• You have to make an important decision in a short time constraint; how do you make it?
• Tell me about a time you’ve experienced a major setback, and how you handled it.
• Tell me about a time you’ve had to get information or resources from someone who isn’t very responsive, and how you handled it.
• Tell me about a time where you had to extricate yourself from a tricky situation.
• When time is running out, how do you decide what to cut from your to-do list?
• Have you ever had to give a presentation, and how did it go?
• Tell us about a time you felt defeated in your job. How did you handle it?
• What is the costliest mistake you’ve made at your job, and what happened because of it?

Questions about Morality and Ethics

A company’s reputation and success often hinge on the moral and ethical decisions of its employees. By asking questions about morality and ethics, employers can gauge a candidate’s character and their alignment with the company’s values. This can be crucial in ensuring trust and integrity in the workplace.

Responses should display a clear moral compass. Ideal candidates will stand firm on ethical issues, even when faced with challenging situations. Demonstrations of integrity, honesty, and principled decision-making are key indicators of a candidate’s ethical stance.

• Have you ever noticed a coworker violating company policy? If so, how did you handle it?
• Have you ever noticed a manager or boss violating company policy? If so, how did you handle it?
• Have you ever encountered a coworker or boss violating the law, and if so, what did you do?
• Have you ever had a fellow employee throw you under the bus? How did you handle it?
• What would you do if you found a manager showing clear favoritism for one employee, or the opposite?
• Have you ever had the opportunity to duck the blame for something you did? Did you take it?
• Do you own up to your mistakes when you make them?
• What is the biggest mistake you’ve made as part of your job? How did you correct it?
• Have you ever been part of an ethically questionable business? How did you handle it?
• Have you ever violated company policy to solve a problem or do your job?
• Have you ever been told to violate safety regulations to do your job? Did you?
• Have you ever intentionally violated safety policies to do your job?
• Have you ever been asked to perform a task that goes against your personal values, but not company or legal regulations? Did you do it?

Questions about Resume Items

Delving deeper into a candidate’s resume allows employers to understand the experiences and achievements listed more comprehensively. It offers a chance to discuss specifics, verify claims, and get insights into a candidate’s professional journey.

Look for clarity, consistency, and depth in the answers. Candidates who can discuss their resume items with passion, detail, and reflection often genuinely value those experiences and can bring those lessons into their new role.

• Tell us about earning this certification you’ve listed.
• Tell us what you did to earn this employee commendation.
• Tell us what led to you earning this award.
• You’ve listed “team management” as a skill; tell us about a time you’ve led your team.
• What is your most important personal achievement you didn’t list on your resume?
• What is your proudest moment in your professional career to date?
• What did you enjoy the most about your last job?
• What did you enjoy the least about your last job?

Questions about Interactions

Whether it’s with clients, customers, or colleagues, interpersonal interactions play a vital role in many job functions. Questions about interactions can unveil a candidate’s people skills, empathy, and conflict-resolution abilities.

Positive interactions highlight a candidate’s social skills and customer service acumen, while conflict scenarios can shed light on their problem-solving and diplomacy abilities. Effective communicators will often present a balanced view of interactions, understanding both their role and the perspectives of others.

• Have you ever calmed down an angry customer? How?
• Have you ever been unable to calm down a customer? Why not?
• Have you ever had to deal with an irate manager? What did you do?
• Have you ever bent company policy to satisfy a customer?
• Have you ever been unable to bend company policy and irritated a customer?
• How do you handle bring a problem to the attention of a vendor?
• What would you do if you discovered a gross mistake with a customer’s order after they’ve paid?
• Have you ever had to defend a customer to your superiors? How did you do it?
• Tell me about the best review you’ve ever gotten from a customer.
• Tell me about the worst review you’ve ever gotten from a customer.
• Tell me about a time you’ve had to deal with a client used to exploiting loopholes.

Miscellaneous Questions

While certain questions might not fit neatly into categories, they still provide valuable insights into a candidate’s mindset, problem-solving skills, and overall professional approach. These questions offer a broader view of a candidate’s experiences and thinking processes.

Due to the varied nature of these questions, ideal responses can differ. However, look for consistency in problem-solving approaches, self-awareness, and a genuine reflection on past experiences.

• What do you do to verify that the work you produce is accurate and valuable?
• How do you review your work to identify errors before finalizing a project?
• What do you do when you discover a mistake made by a coworker?
• Which would you lean on to make a decision; logic or a gut feeling?
• Tell me about a time where your gut feelings have been wrong.
• Tell me about the most difficult decision you’ve had to make on the job.
• What do you regret most about your previous job?
• What would you say is your greatest challenge as a team leader?
• Have you ever had a time where you’ve proposed a solution to a problem only to have it rejected? What did you do?
• What would you choose if you had to pick between a professional goal and a personal goal?

Get Help Interviewing Candidates Today

So there you have it; 100 behavioral interview questions you can use wholesale, or use as a basis for developing your own interview questions.

If you need help sourcing candidates or interviewing them, don’t hesitate to reach out to our team . We’re dedicated to helping organizations like yours attract and retain top talent. 

Shannon Molarius

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50 Top Behavioral Interview Questions to Ask Candidates

Posted January 6th, 2024

According to the society of human resources management , behavioral interview questions are a very effective interview technique working across various types of organizations making them an important part of the hiring process when evaluating a candidate’s work experience and work style.

These types of interview questions help the interviewer create a structured process by using the same set of standardized questions to compare and evaluate multiple candidates interviewing for the same job opening.

What are behavioral interview questions?

Behavioral Interview questions focus on a candidate’s past experiences. They help employers gauge a candidate’s particular behavior in relation to skills, abilities, and knowledge .

An interviewer will have the candidate describe a specific work experience using situational questions revealing how they acted under similar situations. 

What are the benefits of asking behavioral interview questions?

By adding behavioral interview questions to screening process employers can avoid hypothetical what-ifs by extracting concrete answers on how candidates behave in different work situations and settings.

When conducting onsite interviews these types of questions are a verified way to gauge a candidate’s potential and ability to communicate adapt, lead, and reinforce a companies culture.

When an employer looks at candidates’ past behavior, skills, and critical thinking experience they can reveal if a candidate has the attributes necessary to match job description requirements .

What is a good response length for behavioral interview Questions?

Answers to behavioral interview questions should last between one and two minutes on average, with factual answers being even shorter.

We list 50 behavioral interview questions to ask candidates that will help you evaluate a candidate’s work experience, customer service skills, communication style, and leadership principles under real situations to make informed hiring decisions.

Common Behavioral Interview Questions

1. What makes an ideal coworker in your eyes?

2. How do you prioritize projects under pressure?

3. How would handle your schedule when it’s interrupted?

4. Have you ever bent company policy to satisfy a client?

5. How have you handled setbacks at work?

6. How do you handle job training if it’s going poorly?

7. Have you ever calmed down an angry client? How?

8. Tell me about some regrets in your previous job?

Communication Behavioral Interview Questions

1. Tell me how you communicated with your previous managers?

2. Give an example of when you persuaded someone at work towards your point of view. Was it a positive outcome?

3. Can you talk about a time when you were unable to get your point across effectively? What contributed to this? Have your communication skills improved?

4. Describe a time when you had to give a presentation in a group setting.

5. Tell me about a time when you had to deal with a difficult client or customer. How did you handle the stressful situation?

6. Can you talk about a time when you had to deliver bad news to someone? What did you do to prepare and what was the outcome?

Teamwork Behavioral interview questions

1. Describe a time when you had to work with a difficult coworker. How were you able to handle interactions with that person?

2. Give an example of when you needed information from a coworker who wasn’t responsive? What did you do?

3. Describe a time when you worked as part of a team on a project. Explain your role within the team and the actions you took to contribute to the team. 

4. Talk about a situation when your team members disagreed with you. How did you handle it?

5. Can you tell me about a time when a coworker was not doing their work on a difficult project? What did you do?

6. Describe a time when you and your team members were forced to compromise. Explain the results.

7. Have you ever been in a situation where you had to motivate others to take action to support a major reorganization? How did you handle that?

Adaptability Behavioral interview questions

1. Describe a time where you did everything you could think of but still failed to achieve your desired result. What happened and why were you unsuccessful?

2. Tell me about a time when you made a mistake or overlooked a solution to a problem and learned from it. What have you done as a result of this experience?

3. Can you talk about a time when you had to embrace a new system, technology, process, or way of thinking that was a major departure from the previous way of doing things? Did it become a success story?

4. Tell me about a time when you were assigned a task outside your normal job duties. How did you handle the assignment? Describe the outcome.

5. Can you talk about a time when you adapted to a change and your coworkers resisted changing from the old way of doing things?

6. Talk about a task that had a major obstacle. How did you get around that obstacle to complete your task?

7. Can you talk about the biggest change you’ve experienced? How did you adapt to the change?

Ethics and integrity Behavioral interview questions

1. Is their a time when a teammate or client questioned your honesty? How did you react?

2. Tell me about a time when it was difficult to be honest because of the situation. What was your thought process?

3. Can you describe a time when you followed a rule that you didn’t agree with? Why did you follow it? Explain how you felt.

4. Tell me about a time when a co-worker was doing something wrong. What did you do?

5. Have you ever been in a challenging situation at work where you were dishonest? What happened?

Growth potential Behavioral interview questions

1. Describe a situation when your superior was not around and a problem developed. How did you handle the problem?  What were the results?

2. Tell me when the last occasion you asked for direct feedback from your manager and why? 

3. Is there something that would motivate you to move from your current position?

4. What is a big career goal that you achieved recently?

5. Was there a time you were passed over for promotion? Was it fair?

Prioritization Behavioral interview questions

1. Think about a time when you were overwhelmed and stressed. How did you handle it?

2. Describe a project you planned. Explain how you organized and managed the assignment.

3. Have you ever worked on multiple projects at the same time? How did you manage your time and what were the results?

4. Tell me about a time when you were able to delegate an important task that succeeded. 

5. How do you estimate a reasonable time to complete a task?

Leadership Behavioral interview questions

1. Describe a time when an employee approached you with concerns. Explain how you handled the situation.

2. Tell me about a time when a project’s priorities had to change. Explain the steps you took to start the change.

3. Can you talk about a time when you had to build credibility with stakeholders? Describe the actions you took.

4. Can you talk about a time when you discovered new information that affected a decision you had made already? Explain how you proceeded?

5. Talk about a time you presented a great idea to management but there wasn’t a buy-in. What was your next move? Did you change their minds?

6. Do you know of any changes in our industry that may cause a disruption? If so how should we go about meeting these challenges?

7. Tell me about something that challenged you as a leader? Did this change your way of thinking? Did it improve your leadership abilities?

Give some of these example behavioral interview questions to ask candidates a try in your next interview.

Make use of a professional email address while reaching out to your candidates for a better response.

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Advice from Apollo

Top 20 Critical Thinking Interview Questions & Answers

Master your responses to Critical Thinking related interview questions with our example questions and answers. Boost your chances of landing the job by learning how to effectively communicate your Critical Thinking capabilities.

Critical thinking is a skill highly sought after in today’s complex and fast-paced world. It’s not merely about thinking clearly or rationally; it’s about analyzing and evaluating information to guide action, making it pivotal across all professions and industries. Whether you are applying for a role that explicitly lists critical thinking as a job requirement or you’re looking to enhance your problem-solving prowess in your current position, demonstrating strong critical thinking skills can set you apart from the competition.

This article aims to illuminate the significance of critical thinking in the professional realm by delving into interview questions designed to test this indispensable skill. We’ll provide insights into what employers are looking for when they assess critical thinking abilities and offer strategies for crafting responses that showcase your analytical acumen.

Common Critical Thinking Interview Questions

1. how would you differentiate between a problem that requires critical thinking and one that does not.

Navigating ambiguous situations and analyzing information objectively are key components of effective critical thinking. This skill is crucial for solving complex problems where standard protocols may not apply, and outcomes are unpredictable. Conversely, routine problems often have established methods and clear-cut solutions that don’t demand extensive analysis or creative thought. The question aims to assess a candidate’s ability to recognize when a nuanced approach is necessary versus when efficiency can be prioritized by following standard procedures. It also evaluates a candidate’s judgment in identifying the scale and impact of a problem, which is crucial for resource management and prioritization within a role.

When responding, a candidate should outline their thought process for assessing problems, highlighting their ability to identify key factors such as the complexity of the issue, potential risks, and the level of uncertainty involved. An effective response would include examples demonstrating how they have distinguished between routine and complex problems in past experiences, along with the strategies they employed to address each effectively. This showcases their problem-solving abilities and their understanding of when to leverage critical thinking skills.

Example: “ Differentiating between a problem that requires critical thinking and one that does not hinges on the analysis of several dimensions of the problem at hand. For instance, a problem that is routine, well-defined, and has a clear set of procedures or historical precedents for its resolution typically may not necessitate critical thinking. In contrast, a problem that is complex, ambiguous, involves multiple stakeholders with conflicting interests, or has significant consequences depending on the outcome, demands a critical thinking approach.

In practice, I assess the need for critical thinking by evaluating the problem’s novelty, the scope of impact, the level of uncertainty, and the interdependencies among variables. For example, when faced with a new market trend that could potentially disrupt our business model, I recognized this as a critical thinking scenario due to its complexity and high stakes. I systematically gathered and analyzed data, questioned assumptions, and explored alternative solutions. This involved not just an analytical breakdown of the problem but also creative synthesis to develop innovative strategies, demonstrating the application of critical thinking to navigate through the intricacies of the issue effectively.”

2. Describe an instance when your initial hypothesis about a complex issue was incorrect.

When it comes to critical thinking, the ability to form hypotheses and adjust them when presented with new information or evidence is fundamental. This question delves into a candidate’s flexibility of thought, their willingness to admit and learn from mistakes, and their capacity to approach problems from multiple angles. A well-rounded candidate will not only recognize when they are wrong but will also see it as an opportunity for growth rather than a setback. It’s a test of humility and intellectual integrity, key traits for roles demanding analytical prowess and decision-making.

In your response, recount a specific situation where you had to pivot from your original assumption. Briefly outline the context and the stakes involved. Then, focus on the process you underwent to re-evaluate the situation: the additional information you considered, the way you integrated new data, and how you ultimately arrived at a different conclusion. Emphasize your thought process and the lessons learned, ensuring you highlight your adaptability and continuous improvement mindset.

Example: “ In analyzing a complex issue within a project, my initial hypothesis was that the bottleneck was caused by an inefficiency in the operational workflow. Upon deeper analysis, however, I discovered that the issue was not the workflow itself but rather a mismatch in team skill sets and resource allocation. By incorporating data analytics and soliciting cross-departmental feedback, I realized that the workflow was designed optimally but was being executed by team members who were not best suited for their roles.

To address this, I facilitated a realignment of tasks to match individual strengths and brought in additional training for areas where the team was lacking expertise. This pivot not only resolved the bottleneck but also improved overall team performance and morale. The experience underscored the importance of a data-driven approach and the value of looking beyond surface-level symptoms to underlying causes. It also reinforced the necessity of maintaining a flexible mindset and being willing to challenge my own assumptions in the face of new evidence.”

3. What strategies do you employ to identify biases in your decision-making process?

Awareness of personal biases is a critical component of effective critical thinking. Recognizing and mitigating these biases ensures that decisions are based on objective analysis rather than subjective preference. This question aims to assess whether a candidate is self-aware and actively engaged in personal development, as well as their ability to maintain objectivity in professional scenarios. It also speaks to a candidate’s commitment to fairness and their potential for leadership, where unbiased decision-making is essential for team cohesion and trust.

When responding, candidates should articulate the specific techniques they use to keep their biases in check. This might include seeking diverse perspectives, consulting with colleagues, relying on data and evidence, or engaging in reflective practices such as journaling or meditation. Candidates should provide concrete examples of when they’ve identified a bias in their thinking and how they adjusted their approach to ensure a more balanced outcome. Demonstrating a proactive approach to personal growth and a dedication to fair decision-making will signal to interviewers a candidate’s suitability for roles requiring sound judgment.

Example: “ To identify biases in my decision-making process, I employ a combination of reflective practices and evidence-based evaluation. I actively engage in self-reflection to question my initial assumptions and consider the origins of my perspectives. This often involves journaling, which helps to externalize and critically assess my thought patterns. Additionally, I prioritize the collection and analysis of data to inform my decisions, ensuring that they are rooted in objective evidence rather than subjective intuition.

When I detect a potential bias, I seek out diverse viewpoints to challenge my preconceptions. This involves consulting with colleagues who may have different experiences or expertise, which provides a broader perspective and mitigates the risk of echo chambers. In a recent project, I recognized a confirmation bias in my analysis, where I was favoring information that supported my initial hypothesis. By acknowledging this, I revisited the data and actively searched for disconfirming evidence, which led to a more nuanced understanding and ultimately a more robust decision-making process. This approach not only enhances the quality of my decisions but also fosters a culture of critical thinking and continuous improvement.”

4. In what ways have you used critical thinking to improve a process at your previous job?

Dissecting a process, analyzing its components with a sharp eye, and envisioning a more efficient or effective method are all aspects of critical thinking that drive process improvement and innovation. This ability to objectively evaluate and enhance systems is not just about fixing what’s broken, but also about preempting potential issues and maximizing productivity. By asking this question, interviewers are looking for evidence of a candidate’s analytical skills and their initiative to bring about positive change within an organization.

When responding to this question, provide a concrete example of a time you identified a problem or area for improvement. Break down the steps you took to analyze the situation, emphasizing how you gathered data, considered various solutions, and weighed the pros and cons. Then, explain the action you took, the implementation of the new process, and most importantly, the outcome. Illustrate how your critical thinking led to tangible benefits for the company, such as time savings, cost reductions, increased revenue, or improved employee satisfaction.

Example: “ In a previous role, I identified a bottleneck in our project reporting process, which was causing delays in decision-making. I initiated a thorough analysis of the existing workflow and discovered that the report consolidation was the primary issue, as it relied on manual data entry from multiple departments. To tackle this, I conducted a root cause analysis to understand the underlying issues and engaged with stakeholders to gather insights and validate findings.

Armed with this information, I proposed and implemented an automated data aggregation tool that interfaced with our existing systems. This solution not only streamlined the data collection process but also reduced the potential for human error. By critically evaluating the process and considering the technological resources available, I was able to re-engineer the workflow, resulting in a 30% reduction in the time taken to generate reports. This improvement led to faster strategic decisions and a significant increase in overall team productivity.”

5. Can you provide an example of how you’ve dissected a multifaceted argument to assess its validity?

Breaking down complex issues into their component parts to understand the underlying logic and reasoning is a hallmark of effective critical thinking. This skill is particularly valuable as it allows for a nuanced approach to problem-solving, where the thinker can identify biases, logical fallacies, and the strength of the evidence presented. Employers seek individuals who can navigate through layers of information, differentiate between correlation and causation, and make informed decisions based on a sound analysis of available data. This question aims to reveal whether the candidate has a systematic approach to addressing intricate arguments and can remain objective while evaluating differing viewpoints.

When responding to this question, begin by outlining a specific scenario where you were faced with a challenging argument or problem. Walk the interviewer through your process step-by-step, explaining how you identified key issues, researched relevant information, and applied logical reasoning to each part. Highlight how you remained impartial, even if the argument related to a topic you felt strongly about, and conclude by sharing the outcome of your analysis. This approach not only demonstrates your critical thinking abilities but also shows that you can communicate complex ideas clearly and effectively.

Example: “ In one instance, I was presented with an argument that a particular business strategy would significantly increase market share. The argument was supported by a variety of data points and expert opinions. To assess its validity, I first deconstructed the argument into its core components: the underlying assumptions, the evidence provided, and the logical connections between the two.

I then conducted an independent evaluation of the evidence, scrutinizing the methodology behind the data collection and the credibility of the sources. Simultaneously, I challenged the assumptions by considering alternative scenarios and seeking out information that could either confirm or refute them. Throughout this process, I maintained an objective stance, ensuring that my personal biases did not color the analysis.

The outcome of this rigorous examination was a nuanced understanding of the strategy’s potential. I concluded that while the strategy had merit, it also carried risks that were not initially apparent. This comprehensive analysis allowed for a more informed decision-making process that considered both the strengths and weaknesses of the proposed strategy.”

6. Outline the steps you take when confronted with conflicting data points.

When presented with conflicting data, the ability to discern, analyze, and integrate information is paramount. This question not only assesses a candidate’s analytical skills but also evaluates their approach to uncertainty and complexity. It inspects the candidate’s methodology for handling information that doesn’t readily align, testing their intellectual rigor and commitment to evidence-based decision-making.

To respond, outline a systematic approach: begin by verifying the sources of the data for credibility. Next, cross-examine the information for errors or biases. If the data remains conflicting, consider alternative perspectives or additional research to provide context. Explain how you would weigh the evidence, perhaps employing specific analytical tools or consulting with knowledgeable colleagues. Conclude by describing how you would form a reasoned conclusion or make a recommendation, emphasizing your flexibility and openness to changing your stance as new information arises.

Example: “ When confronted with conflicting data points, my initial step is to authenticate the sources, ensuring their reliability and validity. I scrutinize the methodologies used to gather the data, looking for potential errors or methodological inconsistencies that could explain the discrepancies. If the sources and methods are sound, I proceed to examine the data for any inherent biases or contextual factors that might influence the results.

Following this critical evaluation, I explore additional research or data that could provide further insight, often utilizing statistical analysis or predictive modeling to discern patterns or anomalies. This process may also involve seeking expertise from colleagues who can offer alternative perspectives or specialized knowledge. Throughout this investigative phase, I maintain a balanced approach, considering all evidence on its merit.

Ultimately, I synthesize the findings, weighing the evidence carefully. My recommendation or conclusion is based on the most comprehensive and robust understanding of the data, with an acknowledgment of any remaining uncertainties. I remain adaptable, ready to adjust my position in light of new evidence or insights that may emerge.”

7. When evaluating evidence, how do you determine its relevance and reliability?

Analyzing information and making informed decisions hinge on determining the relevance and reliability of evidence. The question delves into the candidate’s thought process and methodology for discerning the quality and applicability of information. It also reveals their capacity for skepticism and due diligence, as well as their understanding of the sources and contexts that may affect the integrity of evidence. Employers ask this to ensure the potential employee can effectively sift through data, recognize biases, and draw conclusions that are not only logical but also empirically sound.

When responding to this question, a candidate should outline a systematic approach, starting with the assessment of the source’s credibility, including its origin, authorship, and purpose. They should then discuss the process of cross-referencing the information with other reliable sources and the importance of considering the context in which the evidence was produced. Demonstrating an awareness of one’s own cognitive biases and the potential for these to influence decision-making is also valuable. Lastly, articulating a clear, practical example of how they have applied these principles in a previous situation can help to solidify their response.

Example: “ In evaluating evidence, the first step is to scrutinize the source’s credibility. This includes examining the author’s qualifications, the publication’s reputation, and the methodology used to gather the information. I then assess the purpose of the evidence, looking for any signs of bias or intent to persuade rather than inform. To establish reliability, I cross-reference the evidence with other sources, ensuring they are independent and authoritative. This triangulation helps to confirm the consistency and validity of the information.

Context is paramount; understanding the circumstances under which the evidence was produced allows for a more nuanced interpretation. For instance, in a previous situation where I had to evaluate data from a study, I considered the sample size, the controls in place, and the study’s funding sources. Moreover, I remain vigilant about my cognitive biases, actively seeking disconfirming evidence to challenge my initial conclusions. This disciplined approach ensures that my decisions are based on robust and objective assessments of the evidence at hand.”

8. Share an experience where you had to make a decision without all the desired information.

Acting with confidence even when not all the facts are present is a common requirement in fast-paced environments where waiting for perfect information could lead to missed opportunities or compounded issues. The question aims to assess a candidate’s risk assessment capabilities, their comfort with ambiguity, and their problem-solving skills. It evaluates whether the candidate can pull from their knowledge, past experiences, and available resources to make an informed decision that could potentially affect the outcome of a project or the direction of a company.

When responding to this question, candidates should focus on a specific example that showcases their thought process during an uncertain situation. They should detail the steps they took to gather as much information as possible, weigh the potential risks and benefits, consider the impact of their decision, and explain how they arrived at their conclusion. It’s also beneficial to reflect on the outcome of the decision and what they learned from the experience, demonstrating an ability to learn and adapt from less-than-ideal situations.

Example: “ In a project where time-sensitive decisions were crucial, I encountered a situation where critical data was incomplete due to unforeseen circumstances. Understanding the urgency, I initiated a rapid but thorough risk assessment to evaluate potential impacts of various decision scenarios. I leveraged historical data, parallel case studies, and consulted with subject matter experts to fill in informational gaps to the greatest extent possible.

After synthesizing this information, I employed a decision matrix to prioritize options based on the project’s strategic objectives and stakeholder interests. I chose a course of action that balanced risk with potential reward, ensuring that the most critical project deliverables remained on track. The decision was successful, resulting in minimal disruption to the project timeline and budget. This experience reinforced the importance of a structured approach to decision-making under uncertainty and the value of drawing on diverse information sources to inform such decisions.”

9. Detail a situation in which your critical analysis led to a significant change in strategy or direction.

Strategic planning and problem-solving are areas where critical thinking is indispensable. When interviewers pose this question, they’re looking for evidence of your ability to dissect complex issues, consider diverse perspectives, and foresee potential outcomes. The ability to pivot and adapt strategies based on new information reflects an agile mindset, which is highly valued in dynamic business environments. It reveals your capacity to influence meaningful change and demonstrates foresight, adaptability, and the courage to challenge the status quo when necessary.

When responding, outline a specific scenario succinctly, emphasizing the complexity of the situation and the critical thinking processes you employed. Discuss the rationale behind your analysis, the different options you considered, and why you advocated for a particular change in strategy or direction. Highlight the impact of your decision—how it benefited the organization, improved efficiency, increased revenue, or mitigated risks. Your response should convey confidence in your judgment, an analytical approach to problem-solving, and a proactive stance in driving innovation or improvement.

Example: “ In a project where the initial strategy was to expand market share through aggressive pricing, I conducted a critical analysis of market trends, consumer behavior, and competitive responses. My analysis revealed that such a pricing strategy would trigger a price war with competitors that our company was not financially positioned to sustain. Instead, I proposed a value-added approach, focusing on differentiating our products through enhanced features and customer service rather than competing solely on price.

I presented a comprehensive business case to the leadership team, outlining the potential long-term consequences of the original strategy, including market erosion and reduced profitability. I contrasted this with the projected outcomes of the value-added strategy, which included increased customer loyalty, brand strength, and sustainable profit margins. The leadership adopted my recommendation, leading to a 15% increase in customer retention and a 10% rise in profit margins within the following fiscal year, validating the shift in strategy and demonstrating the importance of thorough critical analysis in strategic decision-making.”

10. How do you handle situations where team members resist your critical evaluations?

Providing feedback that may not be readily accepted, especially when it challenges established ideas or practices within a team, involves effective critical thinking. The ability to navigate resistance is a testament to one’s diplomatic skills and emotional intelligence. It reflects an understanding that critique is not a personal attack but a necessary part of growth and innovation. Employers value candidates who can diplomatically deliver critical evaluations and facilitate a constructive dialogue that leads to improved performance and collaboration, rather than discord and division.

When responding to this question, it’s important to emphasize your approach to communication and conflict resolution. Detail specific strategies you employ to ensure that your evaluations are objective, evidence-based, and presented in a way that underscores their intention to improve the team’s output. Highlight your ability to listen to and address concerns, foster an open environment for discussion, and ultimately guide the team towards a consensus or compromise that upholds the project’s best interests.

Example: “ In situations where team members resist critical evaluations, my approach is to first ensure that the feedback is grounded in objective data and aligns with predefined goals or standards. I present my evaluations with clarity, focusing on the issue at hand rather than personal attributes, to minimize defensiveness. When resistance occurs, I actively listen to the team members’ perspectives, acknowledging their viewpoints and concerns. This demonstrates respect for their expertise and fosters an environment of mutual trust.

I then facilitate a constructive dialogue, guiding the team towards understanding the evaluation’s rationale and the potential benefits of addressing the identified issues. By encouraging an open exchange of ideas, I often find that resistance gives way to collaborative problem-solving. If a consensus is not immediately reached, I propose incremental steps to test the recommended changes, allowing the team to see empirical results. This method not only validates the evaluation’s findings but also empowers the team to be part of the solution, ensuring that the critical evaluation serves as a catalyst for positive change rather than a point of contention.”

11. What is your approach to prioritizing issues requiring immediate critical thought over routine tasks?

Distinguishing between tasks that need immediate attention and those that follow a routine is often a critical component of professional critical thinking. Employers are looking for candidates who can swiftly analyze situations, recognize the urgency and potential impact of each task, and act accordingly to ensure efficiency and effectiveness. The ability to prioritize reflects a person’s judgment, time management skills, and ultimately their capability to contribute to the organization’s success without becoming overwhelmed or sacrificing quality.

When responding to this question, you should demonstrate your decision-making process by providing a clear and structured approach. Outline how you assess the importance of tasks, perhaps by considering factors such as deadlines, potential outcomes, and resources required. You could also mention any tools or techniques you use to stay organized, such as to-do lists or project management software. Giving concrete examples from past experiences where you successfully prioritized critical issues will illustrate your methodology in action and reassure the interviewer of your proficiency in this area.

Example: “ When faced with multiple tasks, my approach to prioritization begins with a swift evaluation of each issue’s potential impact and urgency. I consider the consequences of delayed action, weighing the risks against the benefits of immediate attention. Critical issues that could escalate into larger problems or have a significant negative impact on the project or organization take precedence. For instance, if a critical issue has the potential to disrupt service delivery or cause financial loss, it becomes the top priority.

I utilize a combination of Eisenhower’s Matrix for categorizing tasks by urgency and importance, and project management tools for tracking progress and deadlines. This method allows me to maintain a clear overview of the landscape of responsibilities and make informed decisions quickly. In practice, this approach has enabled me to effectively intervene in situations that required immediate critical thought, such as resolving a bottleneck in a project that threatened to derail the timeline, while ensuring that routine tasks are rescheduled appropriately and do not fall by the wayside.”

12. Could you give an example of a time when you had to challenge conventional wisdom using critical thinking?

The ability to step outside the norm, question the status quo, and innovate is a key aspect of critical thinking. This question aims to unearth a candidate’s ability to recognize when a widely accepted approach is flawed or inadequate and their courage and skill in devising and implementing a more effective alternative. It reveals their capability to not only recognize when a widely accepted approach is flawed or inadequate but also their courage and skill in devising and implementing a more effective alternative.

To respond effectively, choose a specific instance where you identified a problem that others had accepted as unsolvable or ignored due to traditional thinking. Explain your thought process in evaluating the situation, how you identified a novel approach, and the steps you took to challenge the prevailing wisdom. Highlight the outcome, what you learned, and how it demonstrates your critical thinking prowess. Be sure to convey confidence in your decision-making process while also acknowledging the risk and resistance that often accompanies going against the grain.

Example: “ In a project where the prevailing approach was to incrementally improve an existing product, I noticed that our incremental changes were no longer yielding significant benefits to the customer. Conventional wisdom suggested we continue with minor improvements, but my analysis of customer feedback and market trends indicated a plateau in satisfaction and a shift in consumer needs.

Using critical thinking, I dissected the core functions of our product, reevaluated our assumptions, and proposed a radical redesign that aligned more closely with emerging user preferences. I presented a data-driven case to stakeholders, illustrating the long-term benefits and potential market capture that a bold move could offer. Despite initial resistance, the evidence was compelling, and we pivoted to the new strategy.

The redesigned product not only reinvigorated the brand but also captured a new customer segment, leading to a substantial increase in market share. This experience underscored the importance of questioning the status quo and reinforced my belief in the power of critical thinking to drive innovation and strategic redirection.”

13. How do you maintain objectivity when critically assessing emotionally charged issues?

Detaching oneself from personal biases and emotional influences to arrive at logical, fair conclusions is a demand of critical thinking, especially in emotionally charged situations. Employers ask this question to discern whether a candidate possesses the self-awareness and strategies necessary to navigate emotionally-laden terrain without compromising their decision-making process. It’s a subtle test of a candidate’s professionalism and their capacity to handle workplace conflicts or sensitive projects with a level head.

When responding, illustrate with examples where you’ve successfully maintained impartiality during heated discussions or decisions. Emphasize techniques you use, such as stepping back to analyze the facts, seeking diverse perspectives, or employing established frameworks to guide your thought process. Your answer should reassure the interviewer that you can uphold the integrity of your role, even when emotions run high.

Example: “ Maintaining objectivity in emotionally charged situations hinges on a disciplined adherence to evidence and a structured analytical framework. For instance, during a contentious project debate, I anchor my assessment in data-driven criteria, ensuring that decisions are rooted in quantifiable metrics rather than subjective sentiments. This approach not only clarifies the decision-making process but also provides a common language for all stakeholders, facilitating a more rational discourse.

Additionally, I actively seek out diverse perspectives to challenge my own biases and broaden my understanding of the issue at hand. By engaging with viewpoints that differ from my own, I can construct a more comprehensive analysis that transcends personal emotions. This method was particularly effective when navigating a high-stakes negotiation, where synthesizing the various interests led to a consensus that balanced emotional concerns with strategic objectives. Employing these techniques consistently has proven to be instrumental in upholding impartiality and ensuring that critical thinking prevails in emotionally intense scenarios.”

14. What techniques do you use to foster critical thinking skills within a team environment?

Cultivating an environment where team members are encouraged to think deeply and challenge assumptions is a reflection of critical thinking in a team setting. When interviewers pose this question, they are looking for insight into how you foster intellectual growth and collaborative problem-solving. It reveals your leadership style and your ability to facilitate intellectual growth and collaborative problem-solving. The question also serves to understand if you can balance the need for diverse perspectives while steering the team towards cohesive, well-reasoned outcomes.

When responding, you should outline specific strategies you’ve employed to encourage critical thinking. This could include fostering open discussions, posing challenging problems for the team to solve, encouraging team members to question the status quo, and facilitating debates. Highlight examples from your experience where these techniques have led to innovative solutions or improved decision-making. Mention how you ensure all voices are heard and how you guide discussions to remain constructive and focused on the end goal.

Example: “ To cultivate critical thinking within a team, I implement a structured approach to problem-solving that encourages divergent thinking followed by convergent analysis. Initially, I facilitate brainstorming sessions that promote the free flow of ideas without immediate judgment, allowing team members to explore various perspectives and challenge preconceived notions. This openness fosters an environment where creativity is valued, and unconventional ideas can surface.

Once a broad range of ideas is on the table, I guide the team through a critical evaluation process. This involves systematically assessing the feasibility, potential impact, and risks associated with each idea. I encourage team members to ask probing questions and consider the implications of each approach. By employing techniques such as the Six Thinking Hats or SWOT analysis, I ensure that the team examines issues from multiple angles, leading to more robust and well-rounded solutions. Moreover, I make a conscious effort to create an inclusive atmosphere where every member feels empowered to contribute, ensuring a diversity of thought and preventing groupthink. Through these methods, we’ve consistently achieved innovative outcomes and enhanced our collective decision-making capabilities.”

15. Illustrate how you balance quick decision-making with thorough critical analysis under pressure.

Thinking on one’s feet while ensuring that decisions are well-considered and not rash is a crucial aspect of critical thinking, especially in roles where the stakes are high and the cost of a mistake is significant. Employers ask this question to assess a candidate’s ability to think on their feet while also ensuring that their decisions are well-considered and not rash. It’s crucial in roles where the stakes are high and the cost of a mistake is significant. The interviewer is looking for a glimpse into your decision-making process, particularly how you weigh the urgency of a situation against the need for comprehensive analysis.

To respond, describe a scenario where you were faced with a time-sensitive decision. Walk through your thought process, highlighting how you identified the key issues, evaluated the information at hand, and prioritized actions while maintaining a commitment to making a sound, well-reasoned choice. Focus on demonstrating your ability to discern which decisions require immediate action and which can benefit from more extensive analysis. It’s important to convey that you can strike a balance between speed and precision, leveraging your critical thinking skills to deliver optimal outcomes efficiently.

Example: “ In a situation where rapid decision-making was crucial, I employed a tiered approach to critical analysis. Initially, I identified the core issue that demanded immediate attention, separating it from less urgent factors. I then quickly gathered the most relevant data, applying heuristic techniques to assess the situation’s urgency and potential impact. This allowed me to prioritize actions that would mitigate immediate risks or capitalize on fleeting opportunities.

Simultaneously, I maintained an awareness of the broader context, ensuring that my swift decisions aligned with long-term objectives and values. By leveraging a combination of deductive reasoning to address the immediate issue and inductive reasoning to consider the potential implications, I was able to make a well-reasoned decision that was both timely and thoughtful. This method has consistently proven effective in balancing the need for expediency with the commitment to thorough analysis, ensuring that the decisions I make under pressure are both strategic and sound.”

16. Have you ever encountered a groupthink scenario and how did you apply critical thinking to address it?

Recognizing the signs of groupthink—such as a homogenization of ideas, pressure to conform, and an illusion of unanimity—and challenging the status quo to ensure diverse perspectives are considered is important for preventing suboptimal outcomes. Employers value candidates who can maintain objectivity, apply analytical skills to evaluate different opinions, and foster a culture of open dialogue, even when it’s uncomfortable or goes against the grain. This question assesses a candidate’s ability to maintain objectivity, apply analytical skills to evaluate different opinions, and foster a culture of open dialogue, even when it’s uncomfortable or goes against the grain.

When responding, it’s important to provide a specific example that illustrates your awareness of a groupthink situation. Detail how you identified the issue, the steps you took to encourage alternative viewpoints, and the outcome of your intervention. Emphasize your communication skills, your respect for diverse opinions, and your commitment to making decisions based on evidence and sound reasoning. It’s also beneficial to reflect on what you learned from the experience and how it has influenced your approach to teamwork and problem-solving in subsequent situations.

Example: “ Yes, I encountered a groupthink scenario during a project where the team was prematurely converging on a solution without thoroughly vetting alternatives. Recognizing the signs of groupthink, such as the lack of debate and the quick dismissal of outside opinions, I intervened by orchestrating a structured brainstorming session. I introduced a “devil’s advocate” approach, assigning team members to purposely challenge the prevailing assumptions and propose contrarian viewpoints.

This strategy fostered a more open dialogue and encouraged critical evaluation of the proposed solution. By systematically dissecting each argument and examining the evidence, the team was able to identify potential flaws and biases in our initial approach. The outcome was a more robust and innovative solution that had the benefit of diverse perspectives. The experience reinforced the importance of vigilance against groupthink and has since shaped my commitment to fostering an environment where critical thinking and dissenting opinions are valued in the decision-making process.”

17. Describe a complex project where your critical thinking uncovered an overlooked solution.

Evaluating sources, such as data, facts, observable phenomena, and research findings, is part of the critical thinking process. In the context of a job interview, this question serves to evaluate not only a candidate’s problem-solving capabilities but also their initiative and innovation. It reveals how a candidate approaches a problem, breaks it down into components, and systematically tackles it. It’s about assessing the candidate’s ability to not just think, but to think outside the box and recognize patterns that are not immediately obvious, which can lead to innovative solutions that others might miss.

When responding to this question, you should outline the context of the project briefly, highlighting its complexity. Proceed to explain the thought process you employed, detailing how you identified the problem, the various solutions you considered, and why they were dismissed or pursued. Emphasize the critical thinking techniques you used, such as questioning assumptions, analyzing potential outcomes, and synthesizing information from various sources. Conclude with the impact of your solution, such as cost savings, time efficiency, or improved outcomes. Demonstrating a structured approach to problem-solving will show employers that you possess the analytical skills necessary to tackle complex projects effectively.

Example: “ In a recent complex project, the primary challenge was optimizing the resource allocation process to reduce waste and increase efficiency. The existing system was sophisticated but had a persistent issue with over-provisioning, leading to significant financial drain. Upon a deep dive into the data and processes, I employed root cause analysis and discovered that the algorithm driving the allocation was based on outdated assumptions about usage patterns.

By questioning these assumptions and conducting a series of predictive analyses, I proposed a dynamic allocation model that adjusted resources in real-time based on current demand rather than historical trends. I also integrated a feedback loop that allowed the system to learn and adapt over time. This solution required a nuanced understanding of both the technical aspects and the behavioral patterns of system users. The implementation of this model led to a 20% reduction in resource waste within the first quarter, validating the effectiveness of the critical thinking process in uncovering this overlooked solution.”

18. What methods do you utilize to ensure your conclusions are sound when dealing with abstract concepts?

Dissecting and navigating theoretical or complex ideas ensures that a candidate’s thought process is logical, thorough, and evidence-based. The question seeks to explore a candidate’s ability to handle abstract concepts that are not easily quantifiable or observable. It is a test of not just intelligence but of a systematic and disciplined approach to problem-solving that can greatly affect the outcomes of projects and tasks. The interviewer is looking for a glimpse into the candidate’s intellectual rigor and how they handle ambiguity and uncertainty.

When responding, it is vital to discuss a structured approach to critical thinking. One could highlight the importance of questioning assumptions, seeking out a variety of sources for information, and applying logical reasoning. Emphasize the use of specific strategies such as breaking down complex problems into smaller, more manageable parts, employing analogies to better understand unfamiliar concepts, or using decision-making frameworks like the Cynefin framework to categorize problems and respond appropriately. Sharing examples from past experiences where these methods were applied to reach a well-reasoned conclusion can illustrate your proficiency in critical thinking.

Example: “ To ensure my conclusions are sound when dealing with abstract concepts, I systematically employ a combination of deductive and inductive reasoning, while rigorously questioning underlying assumptions. I begin by dissecting the abstract concept into its fundamental elements, which allows me to analyze the problem more effectively. This process of decomposition helps to identify any logical inconsistencies and to understand the relationships between the various components of the concept.

I also draw upon diverse informational sources to inform my understanding, ensuring that my perspective is not limited by a single viewpoint. By integrating these perspectives, I can construct a more comprehensive understanding of the abstract concept. Additionally, I use analogies to create parallels with more familiar concepts, which aids in grasping the essence of the abstract idea and in communicating my reasoning to others. When synthesizing my conclusion, I apply decision-making frameworks like the Cynefin framework, which assists in categorizing the problem and determining the most suitable approach for resolution. This structured methodology ensures that my conclusions are not only logical but also pragmatic, taking into account the complexity and context of the situation at hand.”

19. How do you integrate critical thinking into your everyday work routines?

Anticipating challenges and mitigating them before they impact the workflow is a key aspect of critical thinking. Employers want to know that a candidate can not only solve problems when they arise but also anticipate challenges and mitigate them before they impact the workflow. They are looking for evidence of a proactive mindset that employs logic, creativity, and strategic planning as part of the daily work routine rather than reactive thinking that only addresses issues as they come up.

When responding, candidates should describe specific strategies they use to apply critical thinking in their work. This might involve breaking down complex projects into manageable parts, asking probing questions to fully understand a situation, employing data-driven decision-making, or conducting regular reviews of processes to identify potential improvements. Sharing concrete examples of past situations where critical thinking led to successful outcomes can also demonstrate the candidate’s ability to effectively integrate this skill into their work habits.

Example: “ In my daily work, I routinely employ a methodical approach to problem-solving that hinges on breaking down complex issues into their fundamental components. This dissection allows for a clearer understanding of the underlying factors and variables at play. By doing so, I can systematically evaluate each element, considering both short-term and long-term implications, which is critical for informed decision-making.

I also maintain a disciplined practice of asking probing questions, not only to clarify the specifics of a challenge but also to uncover any hidden assumptions or biases that might skew my analysis. This practice is complemented by a commitment to data-driven decisions, ensuring that my conclusions are grounded in empirical evidence rather than conjecture. To ensure continuous improvement, I conduct regular process reviews, identifying areas for refinement or innovation, thereby fostering a dynamic and responsive work environment that leverages critical thinking to overcome obstacles and enhance productivity.”

20. Reflect on a time when your critical thinking abilities significantly impacted the outcome of a project.

Determining if a candidate can discern complex situations and act in a manner that leads to effective and innovative solutions is a crucial part of the interview process. Employers ask this question to determine if a candidate can not only discern complex situations but also act in a manner that leads to effective and innovative solutions. They are looking for evidence of a methodical approach to tackling challenges and the ability to anticipate potential pitfalls. This question also serves to highlight the candidate’s capacity for reflection and learning from past experiences, which is essential for continuous improvement and adaptability in a dynamic work environment.

When responding to this question, it’s crucial to outline a specific situation that showcases your critical thinking process. Begin by setting the scene and describing the challenge or project at hand. Then, explain the steps you took to analyze the situation, including any data gathering, research, or consultation with experts. Highlight how you weighed different options, considered the consequences, and came to a reasoned decision. Conclude with the outcome, focusing on the positive impact of your critical thinking skills on the project’s success, and if applicable, what you learned from the experience that has influenced your approach to future challenges.

Example: “ In a recent project, we faced a critical decision point when unexpected data discrepancies threatened to derail our progress. The initial analysis suggested a significant flaw in our methodology, which could have led to a complete overhaul of the project. Instead of hastily jumping to conclusions, I initiated a systematic review of our data collection and analysis processes. By breaking down each step, I identified a subtle but consistent error in the way certain data points were being recorded, which skewed our results.

After pinpointing the issue, I proposed a recalibration of our data input protocols and a reanalysis of our dataset. This approach required additional time and resources, but it was a more measured response than starting from scratch. The recalibration not only corrected the discrepancies but also improved the overall robustness of our data. As a result, we not only met our project milestones but also enhanced the credibility of our findings. This experience reinforced the value of methodical problem-solving and has honed my ability to navigate complex challenges by focusing on evidence and systematic evaluation.”

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Critical Thinking Is About Asking Better Questions

• John Coleman

Six practices to sharpen your inquiry.

Critical thinking is the ability to analyze and effectively break down an issue in order to make a decision or find a solution. At the heart of critical thinking is the ability to formulate deep, different, and effective questions. For effective questioning, start by holding your hypotheses loosely. Be willing to fundamentally reconsider your initial conclusions — and do so without defensiveness. Second, listen more than you talk through active listening. Third, leave your queries open-ended, and avoid yes-or-no questions. Fourth, consider the counterintuitive to avoid falling into groupthink. Fifth, take the time to stew in a problem, rather than making decisions unnecessarily quickly. Last, ask thoughtful, even difficult, follow-ups.

Are you tackling a new and difficult problem at work? Recently promoted and trying to both understand your new role and bring a fresh perspective? Or are you new to the workforce and seeking ways to meaningfully contribute alongside your more experienced colleagues? If so, critical thinking — the ability to analyze and effectively break down an issue in order to make a decision or find a solution — will be core to your success. And at the heart of critical thinking is the ability to formulate deep, different, and effective questions.

• JC John Coleman is the author of the HBR Guide to Crafting Your Purpose . Subscribe to his free newsletter, On Purpose , follow him on Twitter @johnwcoleman, or contact him at johnwilliamcoleman.com.

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Nov 1, 2021

20 Critical Thinking Interview Questions to Ask Candidates

Markellos Diorinos

Co-founder and CEO of Bryq, Markellos has a simple vision: to empower every organization to hire, grow and retain talent more effectively using science backed data.

Identifying critical thinking skills is essential in the recruitment process. Candidates often encounter situations where they lack complete information or data to address an issue. Moreover, solutions to problems are rarely straightforward or dichotomous. Therefore, employees must possess the ability to think creatively and tackle complex challenges. Assessing a candidate's critical thinking capabilities, however, can be a daunting task. Incorporating critical thinking questions during interviews is an effective strategy. These questions, especially when combined with Bryq's cognitive skills assessment, are instrumental in differentiating between candidates who are proactive thinkers and those who take a more passive approach to their problem-solving methods. This combined approach is particularly valuable in refining the selection process during interviews.

What is Critical Thinking...and Why is it Important?

Critical thinking means thinking reasonably without too much emotion or subjectivity. People who think critically try to push all of that aside when making decisions. Instead, these individuals rely on objectivity, reason, and logic to solve problems. These may be considered “soft skills”, but they are becoming increasingly important in the global workforce. Some jobs might require more critical thinking skills than others, but critical thinking skills will need to be utilized in every job role, no matter how straightforward a job might seem.

Take, for instance, a cashier job. It might seem that the only responsibilities a cashier might have are scanning groceries and handling money. But what if there is a price discrepancy? What if the cashier notices that a customer might be stealing merchandise? What if the customer hands over a fake note? These are all possible situations in which a cashier will need to use critical thinking skills to solve problems.

20 Critical Thinking Interview Questions

Critical thinking skills can’t be assessed by reading resumes or looking at previous work experience. Asking a candidate open-ended questions that allow them to demonstrate their ability to think outside of the box and use logic to solve problems will give you a much better idea of how sharp a candidate’s creative thinking skills are. Even asking questions that seem like riddles is a great way to get your candidates thinking! You can also use these questions to check for both hard and soft skills.

Use the following 20 questions to see which of your candidates has both the brains and logic to stand out above the rest: 

Tell us about a time when a project did not go as planned. What can be done to avoid a similar problem in the future?

Have you ever needed to make an important decision quickly?

Has there ever been a time when you needed to decide without knowing all the details of a situation?

Imagine that you are the project manager of an important project. Two of your co-workers cannot get along, delaying the project. How do you go about solving this issue?

Have you ever had to convince your manager that your way of solving a problem was the best? How did you go about convincing them that you were right?

Imagine coming to work to see you have been sent 1,000 emails overnight. If you only have time to answer 200 of them, how would you decide which 200 emails to respond to?

Have you ever foreseen a problem before it happened? What did you do to prevent this from happening?

A customer has approached you with a problem while you are talking to your manager about something very important. How would you react to this?

Describe the color green to somebody who is blind.

How would you go about putting together a 1,000-piece jigsaw puzzle?

While in a meeting, your co-worker suggests a solution to a problem you know will not work. Do you voice your concern to the team in the meeting?

Has there ever been a time when somebody suggested an idea to you that you had not considered? If so, what was your reaction to this?

What steps do you take when addressing a problem?

Describe a time when you noticed a problem at work and came up with a solution.

Have you ever had to adapt your work style for a manager? What adjustments did you make?

Tell us about a time when you set a lofty goal for yourself and achieved it. What steps did you take to make it happen?

What is the one thing you would change about your previous job? How would you go about making these changes?

Has there ever been a time when you were dealt with an unexpected situation at work that caused you to change your approach? Tell us how you handled it.

If your manager made a mistake on an important document, how would you address it?

Is it better to increase prices to gain profit or lower prices to make customers happy?

How to Assess Critical Thinking Skills

The answers to these critical thinking interview questions can and should vary across candidates. The more creative and thought-out the response is, the better the candidate should be able to solve complex problems. However, there are some common characteristics critical thinkers have that you can look for while assessing candidates.

Critical Thinkers Are Logical

They don’t let bias or their typical way of thinking get into their decision-making. They can consider a situation from every angle and use logic to develop a solution to a problem.

Critical Thinkers Are Trustworthy

They make well-reasoned decisions based on fact and logic, not emotion. This means that they make decisions that you can trust. Additionally, they use problem-solving techniques without worrying much about the opinions of others.

Critical Thinkers Are Innovative

They are true innovators at heart. They look at problems from a different perspective. Additionally, critical thinkers offer fresh solutions to your company’s problems that you might not have thought of before.

Unexpected Answers

Candidates who possess critical thinking skills typically give creative solutions to problems. If a candidate gives a typical answer to a question or presents an obvious solution to a problem, they might lack critical thinking skills. Giving “black or white” answers suggests that these candidates don’t know how to think outside the box. You should be looking for answers and solutions that are creative yet backed by logic.

Complete Answers

Some candidates might not give detailed answers to interview questions. Alternatively, some might not even answer your question at all. It’s important to note that many critical thinking interview questions don’t have “right” or “wrong” answers. When we ask questions, we are trying to figure out whether or not the candidate has the capacity to at least try to give a fully thought-out answer backed by logical reasoning that makes sense. If a candidate tells you that the sky is actually green and not blue while presenting logical explanations as to why, you have a critical thinker on your hands. A critical thinker will convince you of things based on logic.

Check Facts

In the answers the candidates gave you, did they search for more information before moving forward in their decision-making process? When solving problems, a critical thinker prefers to find out as much information as they can before making a final decision. Make sure your candidates are making decisions based on facts and not feelings.

Logical Reasoning

In their responses, do candidates use logical reasoning to solve the issues at hand? Or do they jump to conclusions and skip logic in favor of taking action right away? When interviewing candidates, seek out logical reasoning in their answers to determine if they are critical thinkers.

How Bryq Can Help

It’s obvious that looking for critical thinking skills in the interview process is important. Of course, interview questions are only as helpful as the tools you’re using alongside them to find future hires. Bryq’s talent assessment software helps you find the perfect candidate based on personality assessments and assessment questions made to test a candidate’s cognitive abilities and critical thinking skills . Our product is based on Industrial & Organizational Psychology and measures four distinct skills - numerical skills, logical reasoning, verbal skills, and attention to detail.

Hiring employees who possess critical thinking skills can benefit your company tremendously. These employees will offer new solutions to ongoing problems and innovative ideas to improve your processes and will work hard to make sure things go smoothly. Using the critical thinking interview questions above in conjunction with Bryq’s talent assessment software is a surefire way to hire a team of critical thinkers who will get the job done.

Do you want to see our product live in action? We’d love to show you how the magic happens. Click here to book a demo with us today!

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A Crash Course in Critical Thinking

What you need to know—and read—about one of the essential skills needed today..

Posted April 8, 2024 | Reviewed by Michelle Quirk

• In research for "A More Beautiful Question," I did a deep dive into the current crisis in critical thinking.
• Many people may think of themselves as critical thinkers, but they actually are not.
• Here is a series of questions you can ask yourself to try to ensure that you are thinking critically.

Conspiracy theories. Inability to distinguish facts from falsehoods. Widespread confusion about who and what to believe.

These are some of the hallmarks of the current crisis in critical thinking—which just might be the issue of our times. Because if people aren’t willing or able to think critically as they choose potential leaders, they’re apt to choose bad ones. And if they can’t judge whether the information they’re receiving is sound, they may follow faulty advice while ignoring recommendations that are science-based and solid (and perhaps life-saving).

Moreover, as a society, if we can’t think critically about the many serious challenges we face, it becomes more difficult to agree on what those challenges are—much less solve them.

On a personal level, critical thinking can enable you to make better everyday decisions. It can help you make sense of an increasingly complex and confusing world.

In the new expanded edition of my book A More Beautiful Question ( AMBQ ), I took a deep dive into critical thinking. Here are a few key things I learned.

First off, before you can get better at critical thinking, you should understand what it is. It’s not just about being a skeptic. When thinking critically, we are thoughtfully reasoning, evaluating, and making decisions based on evidence and logic. And—perhaps most important—while doing this, a critical thinker always strives to be open-minded and fair-minded . That’s not easy: It demands that you constantly question your assumptions and biases and that you always remain open to considering opposing views.

In today’s polarized environment, many people think of themselves as critical thinkers simply because they ask skeptical questions—often directed at, say, certain government policies or ideas espoused by those on the “other side” of the political divide. The problem is, they may not be asking these questions with an open mind or a willingness to fairly consider opposing views.

When people do this, they’re engaging in “weak-sense critical thinking”—a term popularized by the late Richard Paul, a co-founder of The Foundation for Critical Thinking . “Weak-sense critical thinking” means applying the tools and practices of critical thinking—questioning, investigating, evaluating—but with the sole purpose of confirming one’s own bias or serving an agenda.

In AMBQ , I lay out a series of questions you can ask yourself to try to ensure that you’re thinking critically. Here are some of the questions to consider:

• Why do I believe what I believe?
• Are my views based on evidence?
• Have I fairly and thoughtfully considered differing viewpoints?
• Am I truly open to changing my mind?

Of course, becoming a better critical thinker is not as simple as just asking yourself a few questions. Critical thinking is a habit of mind that must be developed and strengthened over time. In effect, you must train yourself to think in a manner that is more effortful, aware, grounded, and balanced.

For those interested in giving themselves a crash course in critical thinking—something I did myself, as I was working on my book—I thought it might be helpful to share a list of some of the books that have shaped my own thinking on this subject. As a self-interested author, I naturally would suggest that you start with the new 10th-anniversary edition of A More Beautiful Question , but beyond that, here are the top eight critical-thinking books I’d recommend.

The Demon-Haunted World: Science as a Candle in the Dark , by Carl Sagan

This book simply must top the list, because the late scientist and author Carl Sagan continues to be such a bright shining light in the critical thinking universe. Chapter 12 includes the details on Sagan’s famous “baloney detection kit,” a collection of lessons and tips on how to deal with bogus arguments and logical fallacies.

Clear Thinking: Turning Ordinary Moments Into Extraordinary Results , by Shane Parrish

The creator of the Farnham Street website and host of the “Knowledge Project” podcast explains how to contend with biases and unconscious reactions so you can make better everyday decisions. It contains insights from many of the brilliant thinkers Shane has studied.

Good Thinking: Why Flawed Logic Puts Us All at Risk and How Critical Thinking Can Save the World , by David Robert Grimes

A brilliant, comprehensive 2021 book on critical thinking that, to my mind, hasn’t received nearly enough attention . The scientist Grimes dissects bad thinking, shows why it persists, and offers the tools to defeat it.

Think Again: The Power of Knowing What You Don't Know , by Adam Grant

Intellectual humility—being willing to admit that you might be wrong—is what this book is primarily about. But Adam, the renowned Wharton psychology professor and bestselling author, takes the reader on a mind-opening journey with colorful stories and characters.

Think Like a Detective: A Kid's Guide to Critical Thinking , by David Pakman

The popular YouTuber and podcast host Pakman—normally known for talking politics —has written a terrific primer on critical thinking for children. The illustrated book presents critical thinking as a “superpower” that enables kids to unlock mysteries and dig for truth. (I also recommend Pakman’s second kids’ book called Think Like a Scientist .)

Rationality: What It Is, Why It Seems Scarce, Why It Matters , by Steven Pinker

The Harvard psychology professor Pinker tackles conspiracy theories head-on but also explores concepts involving risk/reward, probability and randomness, and correlation/causation. And if that strikes you as daunting, be assured that Pinker makes it lively and accessible.

How Minds Change: The Surprising Science of Belief, Opinion and Persuasion , by David McRaney

David is a science writer who hosts the popular podcast “You Are Not So Smart” (and his ideas are featured in A More Beautiful Question ). His well-written book looks at ways you can actually get through to people who see the world very differently than you (hint: bludgeoning them with facts definitely won’t work).

A Healthy Democracy's Best Hope: Building the Critical Thinking Habit , by M Neil Browne and Chelsea Kulhanek

Neil Browne, author of the seminal Asking the Right Questions: A Guide to Critical Thinking, has been a pioneer in presenting critical thinking as a question-based approach to making sense of the world around us. His newest book, co-authored with Chelsea Kulhanek, breaks down critical thinking into “11 explosive questions”—including the “priors question” (which challenges us to question assumptions), the “evidence question” (focusing on how to evaluate and weigh evidence), and the “humility question” (which reminds us that a critical thinker must be humble enough to consider the possibility of being wrong).

Warren Berger is a longtime journalist and author of A More Beautiful Question .

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Critical thinking definition

Critical thinking, as described by Oxford Languages, is the objective analysis and evaluation of an issue in order to form a judgement.

Active and skillful approach, evaluation, assessment, synthesis, and/or evaluation of information obtained from, or made by, observation, knowledge, reflection, acumen or conversation, as a guide to belief and action, requires the critical thinking process, which is why it's often used in education and academics.

Some even may view it as a backbone of modern thought.

However, it's a skill, and skills must be trained and encouraged to be used at its full potential.

People turn up to various approaches in improving their critical thinking, like:

• Developing technical and problem-solving skills
• Engaging in more active listening
• Actively questioning their assumptions and beliefs
• Seeking out more diversity of thought
• Opening up their curiosity in an intellectual way etc.

Is critical thinking useful in writing?

Critical thinking can help in planning your paper and making it more concise, but it's not obvious at first. We carefully pinpointed some the questions you should ask yourself when boosting critical thinking in writing:

• What information should be included?
• Which information resources should the author look to?
• What degree of technical knowledge should the report assume its audience has?
• What is the most effective way to show information?
• How should the report be organized?
• How should it be designed?
• What tone and level of language difficulty should the document have?

Usage of critical thinking comes down not only to the outline of your paper, it also begs the question: How can we use critical thinking solving problems in our writing's topic?

Let's say, you have a Powerpoint on how critical thinking can reduce poverty in the United States. You'll primarily have to define critical thinking for the viewers, as well as use a lot of critical thinking questions and synonyms to get them to be familiar with your methods and start the thinking process behind it.

Are there any services that can help me use more critical thinking?

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• What Is Critical Thinking? | Definition & Examples

What Is Critical Thinking? | Definition & Examples

Published on May 30, 2022 by Eoghan Ryan . Revised on May 31, 2023.

Critical thinking is the ability to effectively analyze information and form a judgment .

To think critically, you must be aware of your own biases and assumptions when encountering information, and apply consistent standards when evaluating sources .

Critical thinking skills help you to:

• Identify credible sources
• Evaluate and respond to arguments
• Assess alternative viewpoints
• Test hypotheses against relevant criteria

Table of contents

Why is critical thinking important, critical thinking examples, how to think critically, other interesting articles, frequently asked questions about critical thinking.

Critical thinking is important for making judgments about sources of information and forming your own arguments. It emphasizes a rational, objective, and self-aware approach that can help you to identify credible sources and strengthen your conclusions.

Critical thinking is important in all disciplines and throughout all stages of the research process . The types of evidence used in the sciences and in the humanities may differ, but critical thinking skills are relevant to both.

In academic writing , critical thinking can help you to determine whether a source:

• Is free from research bias
• Provides evidence to support its research findings
• Considers alternative viewpoints

Outside of academia, critical thinking goes hand in hand with information literacy to help you form opinions rationally and engage independently and critically with popular media.

Prevent plagiarism. Run a free check.

Critical thinking can help you to identify reliable sources of information that you can cite in your research paper . It can also guide your own research methods and inform your own arguments.

Outside of academia, critical thinking can help you to be aware of both your own and others’ biases and assumptions.

Academic examples

However, when you compare the findings of the study with other current research, you determine that the results seem improbable. You analyze the paper again, consulting the sources it cites.

You notice that the research was funded by the pharmaceutical company that created the treatment. Because of this, you view its results skeptically and determine that more independent research is necessary to confirm or refute them. Example: Poor critical thinking in an academic context You’re researching a paper on the impact wireless technology has had on developing countries that previously did not have large-scale communications infrastructure. You read an article that seems to confirm your hypothesis: the impact is mainly positive. Rather than evaluating the research methodology, you accept the findings uncritically.

Nonacademic examples

However, you decide to compare this review article with consumer reviews on a different site. You find that these reviews are not as positive. Some customers have had problems installing the alarm, and some have noted that it activates for no apparent reason.

You revisit the original review article. You notice that the words “sponsored content” appear in small print under the article title. Based on this, you conclude that the review is advertising and is therefore not an unbiased source. Example: Poor critical thinking in a nonacademic context You support a candidate in an upcoming election. You visit an online news site affiliated with their political party and read an article that criticizes their opponent. The article claims that the opponent is inexperienced in politics. You accept this without evidence, because it fits your preconceptions about the opponent.

There is no single way to think critically. How you engage with information will depend on the type of source you’re using and the information you need.

However, you can engage with sources in a systematic and critical way by asking certain questions when you encounter information. Like the CRAAP test , these questions focus on the currency , relevance , authority , accuracy , and purpose of a source of information.

When encountering information, ask:

• Who is the author? Are they an expert in their field?
• What do they say? Is their argument clear? Can you summarize it?
• When did they say this? Is the source current?
• Where is the information published? Is it an academic article? Is it peer-reviewed ?
• Why did the author publish it? What is their motivation?
• How do they make their argument? Is it backed up by evidence? Does it rely on opinion, speculation, or appeals to emotion ? Do they address alternative arguments?

Critical thinking also involves being aware of your own biases, not only those of others. When you make an argument or draw your own conclusions, you can ask similar questions about your own writing:

• Am I only considering evidence that supports my preconceptions?
• Is my argument expressed clearly and backed up with credible sources?
• Would I be convinced by this argument coming from someone else?

If you want to know more about ChatGPT, AI tools , citation , and plagiarism , make sure to check out some of our other articles with explanations and examples.

• ChatGPT vs human editor
• ChatGPT citations
• Is ChatGPT trustworthy?
• Using ChatGPT for your studies
• What is ChatGPT?
• Chicago style
• Paraphrasing

 Plagiarism

• Types of plagiarism
• Self-plagiarism
• Avoiding plagiarism
• Academic integrity
• Consequences of plagiarism
• Common knowledge

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Critical thinking refers to the ability to evaluate information and to be aware of biases or assumptions, including your own.

Like information literacy , it involves evaluating arguments, identifying and solving problems in an objective and systematic way, and clearly communicating your ideas.

Critical thinking skills include the ability to:

You can assess information and arguments critically by asking certain questions about the source. You can use the CRAAP test , focusing on the currency , relevance , authority , accuracy , and purpose of a source of information.

Ask questions such as:

• Who is the author? Are they an expert?
• How do they make their argument? Is it backed up by evidence?

A credible source should pass the CRAAP test  and follow these guidelines:

• The information should be up to date and current.
• The author and publication should be a trusted authority on the subject you are researching.
• The sources the author cited should be easy to find, clear, and unbiased.
• For a web source, the URL and layout should signify that it is trustworthy.

Information literacy refers to a broad range of skills, including the ability to find, evaluate, and use sources of information effectively.

Being information literate means that you:

• Know how to find credible sources
• Use relevant sources to inform your research
• Understand what constitutes plagiarism
• Know how to cite your sources correctly

Confirmation bias is the tendency to search, interpret, and recall information in a way that aligns with our pre-existing values, opinions, or beliefs. It refers to the ability to recollect information best when it amplifies what we already believe. Relatedly, we tend to forget information that contradicts our opinions.

Although selective recall is a component of confirmation bias, it should not be confused with recall bias.

On the other hand, recall bias refers to the differences in the ability between study participants to recall past events when self-reporting is used. This difference in accuracy or completeness of recollection is not related to beliefs or opinions. Rather, recall bias relates to other factors, such as the length of the recall period, age, and the characteristics of the disease under investigation.

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