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Interviewing Skills #3: Avoid Second-Person Answers

October 1, 2007 By Nagesh Belludi Leave a Comment

Consider the interview-question “Tell me about a time when you were criticized. How did you react?”

Or, a poorly-worded equivalent: “How do you handle criticism?”

In response to such questions, job-candidates frequently answer in the second-person: “When you are criticized, you need to … Instead of getting defensive, you must listen and understand the significance … Ask how you can improve ….”

Narrative Styles in Communication

Best Answers use the First-Person

In answering interview questions, the best way to impress an interviewer is to relay your credentials and accomplishments in terms of personal success stories—first-person answers alone achieve this effect. Use constructs such as “I did this …,” “my team discovered that …,” and so on.

Answering questions in the second-person amounts to advising the interviewer–that can be a turn-off.

And, by using the second-person, you sound disconnected from the topic of your answer; you cannot relay a personal experience that provides clues to the specific skills the interviewer is looking for in asking a particular question.

In interviews, use first-person answers exclusively: present lots of ‘I’ answers and the occasional ‘we’ answer. Do not answer in the second-person.

Further Reading: The ‘Point of view’ page on Wikipedia offers details on the narrative first-, second- and third-person styles.

Wondering what to read next?

  1. What is Behavioral Interviewing?
  2. Use The STAR Technique to Ace Your Behavioral Interview
  3. No Need to List References Before an Interview
  4. Emotional Intelligence Is Overrated: The Problem With Measuring Concepts Such as Emotion and Intelligence
  5. Say It Straight: Why Clarity Beats Precision in Everyday Conversation

Filed Under: Career Development Tagged With: Interviewing

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About: Nagesh Belludi [hire] is a St. Petersburg, Florida-based freethinker, investor, and leadership coach. He specializes in helping executives and companies ensure that the overall quality of their decision-making benefits isn’t compromised by a lack of a big-picture understanding.

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