Science-based lessons for improving the art of effective self-presentation and increasing your likelihood of getting a job offer
Although job interviews are usually a poor predictor of future job performance, it is virtually impossible to be hired for any job without going through an interview (if not several).
Typical interviews, which are unstructured, explain less than 10% of the variability in candidates’ performance on the actual job. The figure increases up to 45% for well-designed structured interviews with a rigorous standardized scoring key, but they are rare.
Decades of research have exposed the many flaws and biases that harm the reliability and validity of job interviews: from the pervasive impact of first impressions (including on candidates’ facial attractiveness, cosmetics, and attire), to conscious and unconscious biases against female, poor, minority, overweight, pregnant, disable, older, and non-White candidates, and mere training and skills deficits among interviewers (only half of hiring managers ever receive training).
While recent developments and advances in AI promise to mitigate some of these issues, most interviews are still evaluated and scored by humans, and humans are biased by design. For example, no matter how much unconscious bias training a well-meaning and open-minded human interviewer may complete, they will never be able to ignore the fact that the person in front of them looks male, female, old, young, attractive or unattractive. In fact, the more they try to ignore these things, the harder they will find it to focus on any of the relevant signals the interview provides, notably what the candidate is saying.
Conversely, AI is not just good at learning, but also unlearning, which means that, unlike humans, algorithms can be trained to detect relevant signals of potential while ignoring irrelevant demographic variables. Needless to say, unlike humans, algorithms don’t have a fragile self-esteem they need to inflate by bringing other humans (or algorithms) down – “neurotic AI” is not really a thing.
Luckily, even if humans are biased and their inferences of candidates’ job-fit unreliable and subjective, they are still quite predictable. Sure, each interview is a unique experience and you’ll never know exactly what to expect, or whether doing X or Y will improve how you are rated. However, the interview is also not a lottery, or a blindfolded fishing expedition, and consistent psychological evidence from academic research highlights not just what you should do, but also avoid doing.
In fact, here are seven common mistakes you should avoid if you want to improve your interview performance, particularly in the eyes of your interviewers (which is obviously the only thing that counts):
(1) Just being yourself: Probably the worst advice ever given to anyone preparing their interview strategy. As I illustrate in my forthcoming book, authenticity is hugely overrated. In fact, others don’t care about who you really are “deep down”, and the interview is not an invitation to present your true, whole, or unfiltered self, but rather your professional self. This requires displaying a range of social skills, conforming to the dominant etiquette, and showing that you understand the rules of the game and are happy to play by them. Unsurprisingly, meta-analytic studies show that the central quality of people with high emotional intelligence (EQ) is their superior impression management skills. So, instead of unleashing or imposing your uninhibited and uncensored self on others, learn from high-EQ scorers and fake it with the elegance and skill of people who come across as genuine and authentic while they keep their undesirable and counterproductive emotions and thoughts in check. Remember: the “real you” is someone who perhaps four or five people have learned to love, or at least tolerate, and ideally in small doses…
(2) Misinterpreting the questions: Many candidates answer what they think they heard, rather than what was actually asked. The problem? Interviewers interpret this as a lack of listening skills or critical thinking. Cognitive psychology research on heuristics and biases shows that people tend to jump to conclusions based on familiar patterns rather than processing new information fully. To avoid this: Pause before answering. Take two seconds to process the question. Clarify if needed. Saying “Just to be sure I understand, you’re asking about X?” makes you look engaged, not confused. Reflect before responding. Thoughtful, structured answers beat instant, half-baked ones. Interviews reward precision over speed—there’s no trophy for answering the fastest.
(3) Speaking too much (including over others): We often assume that speaking is a sign of confidence, but confidence is rarely related to actual competence, and if you speak too much you will just end up annoying others. Furthermore, any astute interviewer may equate an excess of verbal output to insecure or vulnerable narcissism, and find it off-putting. Talking too much is also a major credibility killer. Interviewers often interpret rambling or interrupting as nervousness, disorganization, or even arrogance. A study by Harvard researchers found that candidates who provide concise, structured answers are perceived as more intelligent and competent than those who go off on tangents. To keep your answers sharp: Use the STAR method (structure your answers, stories, and examples following the Situation-Task-Action-Result rule). Keep responses under 90 seconds — if they want more, they’ll ask you. If they cut you off, you are definitely speaking too much. Practice pausing — silence makes you sound more thoughtful. The best communicators don’t just talk well — they listen well too.
(4) Being too honest: While honesty is a virtue, radical honesty can torpedo your chances. Interviewers don’t want brutal truth—they want constructive truth. Research shows that candidates who frame their weaknesses positively are rated more favorably than those who admit flaws with no solution. Compare these two answers to “What’s your biggest weakness?” Bad honesty: “I have trouble meeting deadlines and tend to procrastinate.” Strategic honesty: “Earlier in my career, I struggled with time management, but I’ve since improved by using time-blocking and priority matrices.” Honesty is good. Tactful honesty is better. Radical honesty, especially when it results in hanging yourself or upsetting others, should be avoided at all costs.
(5) Excessive and unrealistic boasting: While underselling yourself is bad, overselling yourself is worse. Research found that hiring managers detect exaggeration within seconds. Candidates who boast too much often come across as dishonest, egotistical, or even desperate. Instead of generic bragging (“I was the best salesperson in my company”), use measurable, fact-based statements: “I increased client retention by 27% in one year, the highest in my department.” Confidence can be attractive, but only if it’s backed up by competence. Overconfidence is a red flag. When others perceive that your confidence surpasses your actual competence, you will pay the price.
(6) Assuming you have great content: Most people assume they’ll get hired if their answers are great. Wrong. How you say things matters more than what you say. Many job candidates assume that nailing an interview is all about content — giving the “right” answers, showcasing the best qualifications, and proving their skills. In reality, how you present your answers (style) matters far more than what you actually say (substance). The reason is simple: humans are bad at objectively evaluating competence. Instead of making logical, data-driven decisions, interviewers rely on gut feelings, emotional responses, and cognitive biases to assess candidates. This means that a well-prepared but uninspiring candidate can lose to someone who says very little of substance but delivers it with confidence and engagement.
(7) Not knowing what questions to ask: At the end of the interview, you’ll be asked: “Do you have any questions for us?” If you say no, you just lost an opportunity to stand out. A study found that candidates who ask thoughtful questions are rated higher on engagement and long-term fit. Smart questions to ask: “What’s the biggest challenge facing this team right now?”; “What do successful employees in this role have in common?”; “How do you measure success for this position?” Bad questions: “So… what does your company do?” (Did you even research them?); “When do I get a raise?” (Get the job first). Great candidates don’t just answer well—they ask well.
Most candidates believe job interviews are purely about qualifications and experience, but psychology tells a different story. Success comes down to how well you present yourself, how you make the interviewer feel, and whether they see you as part of their team. By avoiding common mistakes and using strategic psychological hacks, you can dramatically increase your chances of standing out and getting hired.