Interviews That Matter: Questions That Reveal Much More Than a CV

Most CEOs and founders I’ve worked with have confessed to me that they hate interviewing. Not because they don’t care, but because they feel it’s hard to get past the surface. They tell me: “Everyone is prepared, everyone gives good answers, but then there’s no real fit.” Why does this happen? Because many interviews are misaligned from the start.

If you only ask about previous experience, you’re missing the most important part: what the person is looking for today, what they need, how they want to work, and what they’re truly willing to contribute. Hiring well isn’t just about skills—it’s about human fit, mindset, life context, and shared vision.

Some questions change everything. When well-crafted, they help you spot real talent—and avoid costly mistakes. Like hiring someone who’ll leave in three months because they misunderstood what the role was about. Or losing someone brilliant because your process didn’t allow them to show who they really are.

A good interview begins with the essentials: understanding what the person is looking for, and what they’re ready to give.

Opening Questions

What do you expect from your next job—beyond salary?

What kind of impact would you like to have?

What do you need this professional stage to teach or transform in you?

These are simple questions, but they reveal priorities, values, and motivations. If someone only talks about stability, you’ll know they’re not looking for a fast-paced startup. If someone talks about autonomy, you’ll know you’ll need to trust them with decision-making. If they mention learning, purpose, or recognition, you already have clues about what drives them.

Relational Questions

What kind of relationship are you looking for?

A stable job, a short-term collaboration, or the option to get more involved long term?

What are you willing to give—even when things don’t go as expected?

This part is critical. So many mistakes come from promising a type of relationship the company can’t actually offer—or assuming what the candidate wants without ever asking. Clarifying the kind of bond both sides want to build prevents disappointment and speeds up mutual commitment.

Questions About Autonomy

Do you prefer to follow clear instructions or work independently?

Do you need a fixed schedule, or are you looking for flexibility?

Would you be open to changing roles if the project required it?

What would you do if your role radically changed in six months?

These answers speak directly to the person’s professional maturity—and the kind of leadership you’ll need to provide. They also tell you whether this person thrives in structured environments or adapts well to uncertainty.

Questions About Diversity and Bias

What does working for a company that values diversity mean to you?

Have you ever experienced inclusion—or exclusion—in the workplace?

What do you expect from your team?

What should this company never tolerate?

If we don’t ask, we assume. And assuming—especially in recruitment—is one of the biggest drivers of bias. These questions don’t just help you screen better—they also help you build a more conscious team that aligns with your values.

Narrative Questions

What’s been your biggest professional contradiction—and what did you learn from it?

What kind of projects make you thrive?

And which ones drain you?

This kind of question brings out reflection and reveals much more than facts. You’ll see character, self-awareness, emotional honesty. These stories show you whether the person is capable of growth—or simply repeating old patterns.

Final “Match” Questions

What kind of leadership brings out your best?

What would this company need to offer for you to want to stay and grow here?

What should we know about you that doesn’t show up on your CV—but changes everything?

Remember: It’s not just about assessing—it’s about having an honest conversation. Make room to listen. Make room for the human side. That’s where great hiring truly begins: in what’s said, and in what’s sensed.