An interviewer's goal is to learn, not to talk. By dominating the conversation, as when the interviewer's question was twice as long as the answer, nothing is learned. A good rule of thumb is to limit your own speaking time to 10-15% to maximize information gathering.
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A critical rule for the "hot seat" format is that after presenting their problem, the subject must remain silent. This prevents them from becoming defensive or steering the conversation. It forces them to simply listen and absorb diverse, unfiltered ideas from the group, which is where real breakthroughs happen.
The best interviews aren't about one person dominating. They're like a long tennis rally where both participants hit the ball hard but aim to keep the conversation going, creating a more engaging and insightful exchange for the audience.
Instead of open-ended agenda items like "let's do intros," propose specific time frames, such as "Let me give you 90 seconds on me, you can give me 90 seconds on you." This small framing tactic establishes you as a professional who respects time, prevents conversations from meandering, and maintains control of the meeting's flow.
The length of an interview can be a powerful diagnostic tool. A good, engaged candidate conversation should naturally last about an hour. If it ends in 15 minutes, the candidate is likely disengaged. If it stretches to two hours, they may lack the self-awareness to be concise. Use time as a simple filter for cultural fit.
Instead of asking leading questions that corner an interviewee, use open-ended prompts starting with 'how,' 'what,' or 'why.' This encourages expansive answers and genuine information gathering, whereas closed questions allow for simple, uninformative deflections, achieving no learning.
Citing Oprah Winfrey, Rubenstein argues the key to great interviewing is not having the best questions but being a great listener. True listening allows the interviewer to pivot and follow up on unexpected answers, turning a rigid Q&A into a genuine conversation that uncovers far deeper insights than a prepared script ever could.
In a high-stakes interview, the interviewee used a 'pregnant pause' and spoke slowly instead of using filler words. This projected thoughtfulness and control. In contrast, the interviewer's rapid speech and verbal fillers undermined her credibility and ability to connect with her subject.
For leadership roles, the interview itself is a critical test. If the candidate isn't teaching you something new about their function, it's a red flag. A true leader should bring expertise that elevates your understanding. If you have to teach them, they will consume your time rather than create leverage.
Ineffective interviews try to catch candidates failing. A better approach models a collaborative rally: see how they handle challenging questions and if they can return the ball effectively. The goal is to simulate real-world problem-solving, not just grill them under pressure.
To elicit candid answers from fund managers, the most effective technique is not the question itself but the silence that follows. Resisting the psychological urge to fill the space forces the manager to sit with the question, often leading to less rehearsed and more truthful responses.