Most candidates treat questions like a polite ending.
The interview is almost over. The hiring manager asks, "What questions do you have for me?" The candidate pulls out two or three company-research questions and hopes they sound thoughtful.
I mean, that's fine...but it's not enough.
Your questions shouldn't be to check a box. Aka, "I have to ask them something and I saw this really cool question on Reels..."
They should uncover the business problem -- and be part of your close.
If you've been following me for a while, you know I'll die on this hill:
"It's the better questions that win the interview."
Questions Create Relevance
Questions > STAR statements.
You just can't sell yourself well if you don't know what the buyer cares about.
That's true in sales, and it's true in interviews.
If you start talking about your background before you understand the hiring manager's priorities, you may emphasize the wrong things.
You might talk about awards when they care about access.
You might talk about product experience when they care about speed.
You might talk about territory growth when they care about culture fit.
Better questions prevent that.
Ask Earlier
Don't wait until the last five minutes.
You can ask questions throughout the interview, especially after you answer.
Try:
"Is that similar to what this territory needs?"
"Would that kind of approach be useful for the challenge your team is facing?"
"How does that compare to what has worked well on your team?"
These questions keep the conversation moving.
They also tell you whether your answer landed.
Questions To Bring With You
Here are a few I would prepare:
- "What would make this hire a win 90 days from now?"
- "What are the biggest risks you see ahead for this launch or territory?"
- "What does your strongest person on the team do differently?"
- "What are you hoping this person helps solve quickly?"
- "Where do you think candidates usually underestimate this role?"
- "If everything goes beautifully a year from now, what changed?"
Notice what these questions do.
They're not about perks.
They're not about vacation.
They're not about proving you read the About page.
They're about business.
Then Sell Into The Answer
Once the hiring manager answers, listen for the opening.
If they say the territory needs momentum, talk about where you created momentum.
If they say the team needs someone who can learn fast, talk about a time you entered a new market and ramped quickly.
If they say access is a concern, talk about how you work across the full patient or provider ecosystem.
That's how your answer becomes relevant.
The Takeaway
Good questions make you look prepared.
Better questions make you useful.
Don't save all of them for the end. Use them to understand the business problem, then show the hiring manager why your experience belongs in the solution.