To assess a sales candidate's self-awareness and adaptability, ask them to describe their process for a C-level meeting. After they detail their strategy, challenge them with: "So why haven't you done that in this meeting?" Their real-time reaction is a powerful indicator of their ability to course-correct under pressure.

Asking a candidate when they first encountered the brand can reveal whether they are a true customer and believe in the mission. This question invites a conversation that helps suss out their level of preparation, empathy for the customer, and genuine interest beyond just seeking a job.

Instead of asking standard discovery questions, top performers pose strategic questions that require joint exploration. This shifts the dynamic from a sales pitch to a collaborative problem-solving session, creating a deeper partnership and revealing unforeseen opportunities that standard questions would miss.

Steve Klinsky interviews for long-term potential by asking candidates what they read and who they admire. This reveals their intellectual curiosity and value system, traits he considers more predictive of future leadership success than the technical skills already vetted by his team.

This question demonstrates deep curiosity and a desire for genuine insight beyond a prepared script. It shows the interviewer you want to understand the inner workings of the role and culture, which makes a strong, memorable impression.

In a complex field like ad tech, curiosity is as critical as experience. Interviewers should assess this by seeing if candidates drive the conversation with insightful questions. A lack of curiosity is a major red flag, suggesting they won't thrive in a dynamic environment.

Instead of immediately providing a technical answer, top-performing sellers first qualify the question itself. Asking "Why do you ask?" reveals the customer's underlying strategic intent, turning a simple query into a deeper discovery conversation and uncovering true needs.

A key interview question to reveal a candidate's character is "Tell me about a deal you lost and what you learned." Top candidates demonstrate ownership by analyzing what they could have done differently, while weaker candidates often blame external factors like product or their team.

When an interviewer asks if you have questions, turn it back on them by asking, “What’s a question I should have asked you?” or “What do you wish you had known when interviewing?” This tactic demonstrates deep curiosity, a desire to understand the role's true challenges, and makes a memorable impression.