Mastering Job Interviews – Part 1: Preparation

Before going into an interview process, you should first become aware of your own personality. In a job interview, it’s not only your professional qualifications that count, but above all, you as a person — your strengths, your values, and your motivations.

To support this, you can use models such as the so called Johari Window*. Developed in the 1950s by the American social psychologists Joseph Luft and Harry Ingham, the model’s name was derived from their first names — Joseph and Harry — forming “Johari.” The Johari Window (sometimes also called the Johari Grid) illustrates where self-perception and external perception overlap or differ. Ask trusted colleagues, relatives or friends for honest feedback: What are your white spots? This helps you understand how others perceive you.

Another highly valuable tool in your preparation is the LINC Personality Profiler (LPP)*. This online test is based on the Big Five model* and provides a detailed profile of your personality — including your character traits, motives, and competencies. As a certified LPP coach, I can help you interpret your results and identify your personal strengths as well as areas for development. This gives you an even clearer picture of your personality and helps you use self-awareness strategically in the application process.

In my coaching sessions, I often complement the LPP with a questionnaire designed to identify your Inner Drivers* (based on the Transactional Analysis, developed by Eric Berne and Thomas A. Harris). This helps uncover unconscious motivational forces that you may have internalised during childhood from parents or caregivers — and how to reduce or even eliminate them if they currently limit or even potentially harm you.

Practically speaking, you can also ask yourself what gives you energy and what drains it — this will help you recognise your personal resources and stressors. One helpful framework for this is the so called StrengthResource-Model* developed by Jana Jeske.

To spark your process of self-reflection, consider asking yourself some fundamental questions, such as:

• What kind of person would I like to be if I could choose freely?

• What would I do (professionally) if failure were impossible?

• What do I want to achieve in my life?

• What does “success” mean to me personally?

Such reflection opens new perspectives: you may discover previously hidden desires or talents. With a clearer understanding of who you are, you’ll appear more confident and authentic — a key advantage in any interview. After all, only when you know yourself well and can present yourself clearly, you can truly convince others.

Beyond understanding your personality, you should be able to clearly articulate your professional and interpersonal competencies. One useful framework for this is the SKATE model* (developed by Claas Triebel). According to this model, competence is the product of Skills, Knowledge, Ambition, Talent, and Experience.

For each component, ask yourself:

• What skills (i.e. practical abilities or techniques) do I possess — for example, operating a project management tool such as MS Project?

• What knowledge have I gained through education or work experience?

• Where do my ambitions lie — my willingness and drive to perform?

• What are my natural talents (e.g. creativity, organisation)?

• And what experiences have I already gathered?

It can also be helpful to classify your competencies into four categories: technical, methodological, personal, and social:

• Technical: Qualifications acquired through education, work, hobbies, or even family context (e.g. degrees, specialist knowledge).
  Guiding question: WHAT are the professional prerequisites I’ve learned to complete my tasks?

• Methodological: The way you approach and handle tasks (e.g. planning ability, process organisation, systematic working).
  Guiding question: HOW do I approach challenges and problem-solving?

• Personal: Core abilities that enable you to shape your own life (e.g. adaptability, resilience, discipline, self-responsibility).
  Guiding question: HOW do I deal with myself? WHAT qualities define me?

• Social: Your ability to interact effectively with others (e.g. empathy, cooperation, sense of responsibility).
  Guiding question: HOW do I deal with other people?

This classification isn’t completely distinct — for instance, leadership competence is rather a combination of all above categories.

A highly effective tool to measure leadership skills, especially from a social-competence perspective, is DNLA* (Discovering Natural Latent Abilities), an online test I frequently use in combination with the LPP at the beginning of my career coaching sessions.

Another practical method for identifying and illustrating your competencies is the PAR technique* (Problem – Action – Result). Choose a real example from your past (the more recent, the better): recall a challenge (Problem), describe your concrete steps (Action), and show the Result.  For example: “When our project risked getting off track, I … Thanks to my structured planning — and the systematic use of X-tool — we achieved our target on time and under budget.”

From this, derive the competencies that helped you succeed.

By crafting such success stories, you gain clarity about your own abilities and impress interviewers with concrete, credible examples of your skills. We’ll revisit this later when discussing interview questions about your strengths or what sets you apart from other candidates. As a side effect, this exercise also boosts your confidence — reminding you of moments you were proud of but may have forgotten over time.

In a previous blog article, I also recommend practising your PAR examples purposefully: Scoring Points in Interviews with PARs.
With these refined success stories, you’ll always have the right “success arrows” ready to show that you are exactly the right person for the job.

Further questions that can help uncover hidden strengths include:

• In which tasks do I consistently achieve good results?

• What do colleagues or supervisors often praise me for?

• Which tasks come easily to me and bring me joy?

Write down key points and examples. In doing so, you’ll build a “strengths reservoir” you can draw on confidently during interviews.

Ask yourself: What truly drives me? What do I desire, and what do I wish to avoid? This is about your values and motivators. Values determine where we invest our energy and time. Create a list: What matters to you at work — for example, responsibility, creativity, teamwork, or flexibility? A structured Values Check* can help. You can also develop a personal Needs Profile*: What do you need to feel motivated and satisfied at work? Consider aspects such as your working environment, feedback culture, recognition, or freedom in decision-making.

Ask yourself some honest, self-reflective questions:

• What type of work gives me a sense of fulfilment and satisfaction? Is it creativity, teamwork, independent work, or perhaps contributing to something meaningful?

• When was I especially content at work — and why?

• What would I prefer not to do or experience (e.g. irregular working hours or monotonous routines)?

When you know your core values and motivators, you can communicate them confidently in an interview — for instance, by asking insightful questions about company culture or leadership style. This shows authenticity: it signals that you care not only about salary but also about finding purpose and alignment in your work. Such openness builds trust on both sides — and the better your values match those of your employer, the greater the likelihood of long-term success and satisfaction in your role.

Another key aspect of preparation is a proper market research: identify which skills and salary expectations are currently in demand. Study job advertisements and talk to people in your network to understand what kind of profiles employers are seeking. Use online tools such as salary calculators or comparison platforms to assess your market value. Research shows that those who know their market value enter salary negotiations with greater confidence — and achieve better outcomes.

The following steps can help:

• Industry and job portals: Search specifically for similar roles and take note of the required skills and salary ranges.

• Salary studies and calculators: Use reliable sources (for example, Entgeltatlas, an online tool provided by the German Federal Employment Agency) and collect figures to form a realistic expectation.

• Professional network: Ask trusted contacts or recruiters for insights about current trends and pay levels in your industry.

• Company comparison: Examine the size and financial performance of your target employer to get a sense of the salary level typically offered there.

It may also be valuable to assess the future viability of your desired position — for instance, in light of digitalisation and automation trends. A useful tool for this is the Job-Futuromat, an online platform by the IAB (an Institute for Employment Research), where you can quickly check how employment prospects are projected in your field. This insight helps you gauge the long-term development of your ideal role and align your own positioning accordingly.

Take notes on your key findings:

• Which skills are in particularly high demand?
• What represents fair, market-aligned pay for your role?

This knowledge gives you confidence in negotiations. When asked about your salary expectations at the end of an interview, you can back your answer with facts. At the same time, you’ll gain a clearer understanding of what the market truly values — and can tailor your personal offer to meet those needs.

The most important thing is to remain realistic and transparent.  The topic of salary discussions will be explored in more detail in the upcoming article “Conducting Job Interviews”.

Think carefully about the image you want to convey. Your core message should act as a “red thread” (literally translated 😉) running through the entire conversation. Start by defining your personal unique selling proposition (USP) — what makes you stand out? Perhaps it’s a particular project experience, a specialised qualification, or a talent that distinguishes you from other candidates. This unique aspect becomes the heart of your message.

Once you’ve defined your USP, you can build your Elevator Pitch* around it. The elevator pitch is a concise, roughly 90-second introduction that sums up who you are, what sets you apart, and what you are looking for. Include an example that links your most relevant strengths directly to the job at hand.

Rather than reciting your CV monotonously, tell a brief, engaging story. Begin with a strong, attention-grabbing statement or a positive experience — something memorable. Then follow up by explaining clearly and enthusiastically what competencies you bring and why this particular role is a great fit for you.

For example: “I’m a software developer specialising in [area], and I love optimising processes. In my last project, I … (example) … This shows that I proactively tackle challenges and deliver solutions.” Conclude by linking back to the company: “I would love to bring this experience and mindset to your team, which is why I’m so enthusiastic about this opportunity.”

A strong elevator pitch essentially answers the question: “Why should we hire you?”
Prepare it in advance — ideally in note form, so it doesn’t sound rehearsed — and practise saying it aloud until it feels natural. Use your own words; it should reflect your authentic self.

Ensure your message is clear, positive, and credible. For example:“I bring three years of experience in marketing, am results-oriented, and love developing creative campaigns. With this background, I aim to further strengthen your brand’s visibility.”

Practise your pitch until it flows smoothly, and adjust its length as needed depending on the situation. That way, you’ll make a memorable impression that stays with your interviewers.

We’ll revisit the elevator pitch in more detail — right at the beginning of the next blog article, “Conducting Job Interviews”.

Thorough preparation also includes taking a deep dive into your potential employer. Create a list of relevant facts, such as:

• Business field and products: What are the company’s main services or products? Which industries does it operate in?

• Company size and market position: Is it an international corporation, a medium-sized business, or a start-up? What market share does it hold?

• Culture and values: What values does the company communicate publicly (for example, on its website or social media channels)? What reputation does it have among employees (review platforms like Glassdoor can be helpful here)?

• Current developments and news: Have there been any recent press releases, new product launches, mergers, or noteworthy achievements?

This research enables you to ask relevant, specific questions during your interview. For instance, if you learn that the company is currently expanding or launching a new project, you might say: “I noticed that your company is expanding strongly in Southeast Asia. Does this bring new challenges or a scope shift for the team?”

Comments like this demonstrate genuine interest and solid preparation.

Tip: In addition to the company’s website, check its “About Us” section, social media channels, and recent news. Make notes of points that resonate with you — they’ll give you facts to draw upon in your interview, such as why you appreciate the company’s mission or find its product range particularly inspiring.  Ask yourself the question: What specifically motivates me about this company?
Make sure to weave this in naturally and at the right moment — showing that you’re not just looking for any job, but are genuinely motivated to work for this particular employer.

Another tip: Research your interviewers as well — for example, check their profile and posts at LinkedIn — to get a sense of who they are and to identify possible points of connection (such as having attended the same university). This helps you “tune in” to them and build rapport from the very beginning.

Beforehand, prepare a few thoughtful questions to ask at the end of the interview. Good follow-up questions are essential — they demonstrate curiosity, engagement, and genuine interest in the position. Consider structuring your questions into categories such as the following:

• Role and expectations: “What would a typical working day in this role look like?” or “What are the short- and medium-term objectives for this position?”

• Team and culture: “Could you tell me a bit about the team I’d be joining?” or “How would you describe the department’s leadership style?”

• Development opportunities: “What kind of professional development options does your company offer?” or “How do you measure success in this role?”

• Company goals: “Where do you see the company in the next few years — and how could I contribute to achieving that?”

You might also ask more original or personal questions that show curiosity and enthusiasm, such as:

• “What makes you personally proud to work at [company name]?”
• “What challenge would you most like someone in this role to tackle first?”

The key is to base your questions on your research and genuine interests. Avoid asking things you could easily find out by yourself or at a later stage of the recruitment process (for example, about overtime regulations or holiday entitlement). Instead, focus on what truly matters to the organisation.

A practical approach is to prepare a portfolio of questions in advance and group them into categories (for example, “Daily work”, “Company culture”, “Development”). Some will likely be answered during the interview, so you can cross them off as you go. The remaining ones can then be asked at the end when you’re invited to pose your own questions — or you can bring them up naturally during the conversation if the moment fits.

And yes, it’s absolutely legitimate to write down your questions and bring them along — right next to your CV. This shows that you’ve come well prepared and are taking the conversation seriously.

Approach the interview with the right mindset: see yourself as an equal to your interviewers. You were invited because the employer recognises your qualifications and potential — that’s already a strong starting point.

Beforehand, remind yourself of your greatest achievements and strengths. NLP techniques such as the Moment of Excellence build on exactly this idea: you recall a situation in which you felt particularly powerful and confident, and anchor that positive feeling (for example, through a gesture). This allows you to access that empowering state whenever you need it.

Another highly effective NLP tool is the so-called Resource Telescope. Similar to the Moment of Excellence, it is based on the principle of manifesting specific triggers that elicit an automatic subconscious response (also known as priming). The aim is to mentally rehearse upcoming situations in as much detail as possible, so that your behavioural sequences become internalised. Applied to a job interview, this technique enables you to practise your best reaction to a challenging question.

Physical preparation can also make a big difference. Take a few minutes for yourself before the interview. Power Posing involves adopting a strong, expansive body posture — for example, standing tall with your chest open and your hands on your hips, like a superhero. Research shows that such poses can enhance feelings of strength and self-confidence. Take a deep breath, smile, and mentally set yourself up for the conversation. Allow a little nervousness — it’s completely normal and can even heighten your energy.

All three of these methods are explained in more depth in my blog on self-coaching.

Remember: your posture and presence have a major impact on the first impression you create. Maintaining eye contact, offering a firm handshake, and smiling openly all signal warmth and confidence. Formulate a few intentional signals in your mind — for example, using a calm voice, keeping a relaxed posture, or listening attentively with occasional nods.

If you notice tension rising, consciously redirect your focus to your preparation and the positive questions you’ve planned. This will ground you and help you project calmness, confidence, and authenticity throughout the conversation.

Think about the kinds of questions you might encounter during an interview and prepare your responses accordingly. Typical categories include:

• Direct open questions: These often begin with “How” or “What” and invite storytelling.
  Example: “How have you planned your career so far?” – Here you can elaborate and share your professional journey.

• Closed questions: These are yes/no or short-answer questions.
  Example: “Do you have experience in project management?” – They require concise, specific responses.

• Situational questions: These describe a scenario and ask how you would respond.
  Example: “Imagine you receive an urgent assignment with a tight deadline – how would you handle it?” – This assesses your problem-solving process.

• Behavioural questions: Typically start with “Tell me about a time when…”
  Example: “Describe a situation where you had to achieve strong results under pressure.” – Here, the PAR technique (Problem – Action – Result), which has been described before, can help you structure your answer.

• Projective questions: These explore your inner thoughts and emotions, often through imagery or metaphor.
  Example: “If your last project were an animal, what would it be and why?” – Such questions reveal how you think abstractly and perceive yourself.

• Hypothetical questions: You’re asked to respond to a theoretical situation.
  Example: “Suppose your budget was suddenly cut by 50% — what would you do?” – These reveal your creativity and strategy under unusual circumstances.

• Alternative questions: Offer you two or more options to choose from.
  Example: “Would you prefer working in a large team or on a smaller project?” – This highlights your preferences.

• Scale questions: Ask you to rate your abilities or opinions on a numerical scale.
  Example: “On a scale of 1 to 10, how proficient are you in Excel — and why did you choose that number?” – The interviewer gains insight into your self-assessment and reasoning.

• Quantitative questions: These require concrete figures.
  Example: “How many clients did you manage in your previous role?” – They check whether your experience matches the role’s requirements.

• Chain questions: Multi-step questions in which one answer leads directly to another.
  Example: “Imagine you were to lead a new department — what would be your first three steps and why?” – Such questions assess how you structure and prioritise complex situations.

In summary:
By familiarising yourself with these types of questions, you can prepare your answers in a more structured way.
For instance, when asked “Tell me about yourself” (a common opener), your elevator pitch is the best approach (potentially in an extended version, depending on the context). For situational questions, explain step by step how you would handle the challenge.

Prepare brief notes with possible topics and responses for each question type. This way, during the interview, you’ll quickly recognise what kind of question is being asked — and respond appropriately, calmly, and confidently.

A job interview is, above all, about you as a person. It’s essential to make a positive impression and create rapport with your interviewers. Studies show that employers form an impression within the first few minutes and that initial perception can heavily influence the rest of the conversation and the hiring decision.

If your interviewer senses that you could contribute to the team’s success or enrich the company culture, it significantly improves your chances.

Be friendly, attentive, and authentic: a genuine smile and active listening signal interest and respect — but avoid coming across as overly deferential. Your verbal communication (tone, choice of words) and non-verbal communication (body language, facial expression) should align.

From a practical standpoint, rapport often develops when common ground is found — shared hobbies, similar studies, or comparable experiences. Don’t hesitate to mention such connections naturally during small talk — it builds trust and human connection.

Calmness and composure are equally important:
Let the interviewer finish speaking, nod occasionally (but not excessively 😉), and maintain an open posture (no crossed arms!).
Politeness, patience, and a relaxed presence boost your likeability. If you handle tense moments gracefully — for instance, by keeping your voice calm — you project confidence and self-assurance.

In short: approach the interview as a dialogue between equals. Show genuine curiosity about the interviewer and the questions asked.
This active yet composed manner helps you foster an atmosphere in which you are perceived as both competent and personable — a key ingredient for success.

Even small talk at the beginning of an interview is far from trivial — it can be the key to a smooth start.
A warm greeting, a thank-you for the invitation, or even a light comment about the weather signals courtesy and makes you memorable.
Use small talk to create a pleasant tone — perhaps with a sincere compliment about the office or a remark about your journey there.
Keep your tone natural: maintain eye contact, smile, and respond warmly.

At the same time, use discretion. Avoid controversial topics and instead highlight something positive — for example, your enthusiasm for a recently launched company product.
Show that you’ve done your homework:

“Congratulations on the successful product launch last week!”
That demonstrates genuine interest and awareness.

Remember, these small interactions are about building trust.
Find connections through shared interests or your friendly, approachable manner.
If small talk doesn’t come naturally to you, prepare one or two safe topics in advance — such as a light comment about your field or a positive anecdote about your trip to the interview.

Even if it feels awkward, engaging in small talk can put interviewers at ease. In fact, studies show that a positive opening exchange often leads to a more favourable overall evaluation.