During a reference check, instead of asking about weaknesses, a young Jeff Bezos asked: "Give me an example of a job that she wouldn't be a good fit for." This clever reframing bypasses generic praise and forces the reference to provide specific, nuanced feedback on a candidate's limitations.

The key trait for scaling a company is ownership. To screen for it, ask candidates about their mistakes. A-players will admit a genuine flaw, like having trust issues that lead to micromanagement. B-players will offer a veiled brag or fake weakness, which is a major red flag.

To get past a curated interview persona, ask a candidate to describe a time they had to work with someone they viscerally disliked. Their answer reveals their true approach to conflict, blame, and collaboration under pressure.

Standard reference calls are predictably positive. To get the truth, ask the reference, "What job do we need to hire next to help this person be successful?" The description of the required role will almost always be a perfect antonym of the candidate's skills, revealing their weaknesses.

Directly ask your manager, "When you talk about my performance in leadership meetings, what are the main points you emphasize?" An honest manager will answer directly, while a manipulative one will likely deflect or become defensive, revealing their lack of transparency.

Asking candidates to describe themselves metaphorically (as a drink or spice) bypasses rehearsed answers. This forces authentic self-reflection, revealing deeper personality traits, personal history, and character far more effectively than standard interview questions.

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 interviewing, ask candidates: 'In six months, what would be a nightmare situation for you here?' Their answer reveals their work-style preferences and anxieties, highlighting potential mismatches with your company's reality and helping you hire for retention.

Ask a candidate to rate their sales ability on a 1-10 scale. Then, ask what specific skill, if mastered, would move them up one point. This trick question forces them to reveal a genuine area for improvement, demonstrating self-awareness and coachability.