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Behavioral Interview Questions About Problem Solving

“A problem is a chance for you to do your best .” Duke Ellington

Great problem solvers tend to be people with a healthy attitude to change and an open mind when it comes to new ideas. You either drown in the problem or you look at it as an opportunity for you to do your best work. Every workplace has problems, that’s life. Employers look for people who have solid problem solving strategies that they use to work through any workplace problems that arise.

Basic Questions About how You Go About Problem Solving:

Every job interview will have one or more questions about how you go about problem solving. If the role you are applying for is comprised largely of routine work you may just be asked a basic interview question like the ones below.

Off course the answer is always – ‘Yes I am a problem solver” but you need to do much more than just that. You need to explain how you go about problem solving. What is your strategy? What steps do you follow? These things matter.

Are You a Problem Solver?
How Do You Go About problem Solving?

Specific Behavioral Interview Questions About Problem Solving:

Most interviewers will ask very targeted behavioral interview questions to understand exactly how you go about problem solving. The following are 9 behavioral interview questions about how you approach problem solving in the workplace.

Before you click to see sample answers, see if you could answer these behavioral interview questions by yourself first.

1. Tell me about a situation where you had to solve a difficult problem. What did you do? What was the outcome? What do you wish you had done differently?

Sample answer to how you are a problem solver .

2. Describe a situation in which you recognized a potential problem as an opportunity. What did you do? What was the result? What, if anything, do you wish you had done differently?

Sample answer to how to show that problems are just opportunities in disguise .

3. What steps do you follow to study a problem before making a decision? Why?

Sample answer to how you would problem solve before making a decision .

4. Give me an example of a time you discovered an error that been overlooked by a colleague. What did you do? What was the outcome?

Sample answer on how you would tell colleagues they made a mistake .

5. What problem solving strategies do you use to stay aware of problems and resolve them in your work area? Can you give me an example of how this has worked for you in your current role?

Sample answer to show your problem solving strategies .

6. Describe the biggest work-related problem you have faced in the past 12 months. How did you handle it?

Sample answer to show how you handle biggest work related problems .

7. Can you tell me about a time where you have been caught unaware by a problem or an obstacle that you had not foreseen? What happened?

Sample to show how you deal with unexpected workplace problems .

8. Tell about a time when you were able to develop a different problem-solving approach. What steps did you follow?

Sample answer to show how your problem solving strategies .

9. Tell us about a time when you identified a potential problem and resolved the situation before it became a serious issue.

Sample answer to show you can identify problems and solve them .

10. Give a specific example of a time when you used good judgment and logic in solving a problem.

Sample to show how you use logic to solve work problems .

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ACE YOUR JOB INTERVIEW

By Mike Simpson

When candidates prepare for interviews, they usually focus on highlighting their leadership, communication, teamwork, and similar crucial soft skills . However, not everyone gets ready for problem-solving interview questions. And that can be a big mistake.

Problem-solving is relevant to nearly any job on the planet. Yes, it’s more prevalent in certain industries, but it’s helpful almost everywhere.

Regardless of the role you want to land, you may be asked to provide problem-solving examples or describe how you would deal with specific situations. That’s why being ready to showcase your problem-solving skills is so vital.

If you aren’t sure who to tackle problem-solving questions, don’t worry, we have your back. Come with us as we explore this exciting part of the interview process, as well as some problem-solving interview questions and example answers.

What Is Problem-Solving?

When you’re trying to land a position, there’s a good chance you’ll face some problem-solving interview questions. But what exactly is problem-solving? And why is it so important to hiring managers?

Well, the good folks at Merriam-Webster define problem-solving as “the process or act of finding a solution to a problem.” While that may seem like common sense, there’s a critical part to that definition that should catch your eye.

What part is that? The word “process.”

In the end, problem-solving is an activity. It’s your ability to take appropriate steps to find answers, determine how to proceed, or otherwise overcome the challenge.

Being great at it usually means having a range of helpful problem-solving skills and traits. Research, diligence, patience, attention-to-detail , collaboration… they can all play a role. So can analytical thinking , creativity, and open-mindedness.

But why do hiring managers worry about your problem-solving skills? Well, mainly, because every job comes with its fair share of problems.

While problem-solving is relevant to scientific, technical, legal, medical, and a whole slew of other careers. It helps you overcome challenges and deal with the unexpected. It plays a role in troubleshooting and innovation. That’s why it matters to hiring managers.

How to Answer Problem-Solving Interview Questions

Okay, before we get to our examples, let’s take a quick second to talk about strategy. Knowing how to answer problem-solving interview questions is crucial. Why? Because the hiring manager might ask you something that you don’t anticipate.

Problem-solving interview questions are all about seeing how you think. As a result, they can be a bit… unconventional.

These aren’t your run-of-the-mill job interview questions . Instead, they are tricky behavioral interview questions . After all, the goal is to find out how you approach problem-solving, so most are going to feature scenarios, brainteasers, or something similar.

So, having a great strategy means knowing how to deal with behavioral questions. Luckily, there are a couple of tools that can help.

First, when it comes to the classic approach to behavioral interview questions, look no further than the STAR Method . With the STAR method, you learn how to turn your answers into captivating stories. This makes your responses tons more engaging, ensuring you keep the hiring manager’s attention from beginning to end.

Now, should you stop with the STAR Method? Of course not. If you want to take your answers to the next level, spend some time with the Tailoring Method , too.

With the Tailoring Method, it’s all about relevance. So, if you get a chance to choose an example that demonstrates your problem-solving skills, this is really the way to go.

We also wanted to let you know that we created an amazing free cheat sheet that will give you word-for-word answers for some of the toughest interview questions you are going to face in your upcoming interview. After all, hiring managers will often ask you more generalized interview questions!

Click below to get your free PDF now:

Get Our Job Interview Questions & Answers Cheat Sheet!

FREE BONUS PDF CHEAT SHEET: Get our " Job Interview Questions & Answers PDF Cheat Sheet " that gives you " word-word sample answers to the most common job interview questions you'll face at your next interview .

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1. Can you tell me about a time when you had to solve a challenging problem?

In the land of problem-solving questions, this one might be your best-case scenario. It lets you choose your own problem-solving examples to highlight, putting you in complete control.

When you choose an example, go with one that is relevant to what you’ll face in the role. The closer the match, the better the answer is in the eyes of the hiring manager.

EXAMPLE ANSWER:

“While working as a mobile telecom support specialist for a large organization, we had to transition our MDM service from one vendor to another within 45 days. This personally physically handling 500 devices within the agency. Devices had to be gathered from the headquarters and satellite offices, which were located all across the state, something that was challenging even without the tight deadline. I approached the situation by identifying the location assignment of all personnel within the organization, enabling me to estimate transit times for receiving the devices. Next, I timed out how many devices I could personally update in a day. Together, this allowed me to create a general timeline. After that, I coordinated with each location, both expressing the urgency of adhering to deadlines and scheduling bulk shipping options. While there were occasional bouts of resistance, I worked with location leaders to calm concerns and facilitate action. While performing all of the updates was daunting, my approach to organizing the event made it a success. Ultimately, the entire transition was finished five days before the deadline, exceeding the expectations of many.”

2. Describe a time where you made a mistake. What did you do to fix it?

While this might not look like it’s based on problem-solving on the surface, it actually is. When you make a mistake, it creates a challenge, one you have to work your way through. At a minimum, it’s an opportunity to highlight problem-solving skills, even if you don’t address the topic directly.

When you choose an example, you want to go with a situation where the end was positive. However, the issue still has to be significant, causing something negative to happen in the moment that you, ideally, overcame.

“When I first began in a supervisory role, I had trouble setting down my individual contributor hat. I tried to keep up with my past duties while also taking on the responsibilities of my new role. As a result, I began rushing and introduced an error into the code of the software my team was updating. The error led to a memory leak. We became aware of the issue when the performance was hindered, though we didn’t immediately know the cause. I dove back into the code, reviewing recent changes, and, ultimately, determined the issue was a mistake on my end. When I made that discovery, I took several steps. First, I let my team know that the error was mine and let them know its nature. Second, I worked with my team to correct the issue, resolving the memory leak. Finally, I took this as a lesson about delegation. I began assigning work to my team more effectively, a move that allowed me to excel as a manager and help them thrive as contributors. It was a crucial learning moment, one that I have valued every day since.”

3. If you identify a potential risk in a project, what steps do you take to prevent it?

Yes, this is also a problem-solving question. The difference is, with this one, it’s not about fixing an issue; it’s about stopping it from happening. Still, you use problem-solving skills along the way, so it falls in this question category.

If you can, use an example of a moment when you mitigated risk in the past. If you haven’t had that opportunity, approach it theoretically, discussing the steps you would take to prevent an issue from developing.

“If I identify a potential risk in a project, my first step is to assess the various factors that could lead to a poor outcome. Prevention requires analysis. Ensuring I fully understand what can trigger the undesired event creates the right foundation, allowing me to figure out how to reduce the likelihood of those events occurring. Once I have the right level of understanding, I come up with a mitigation plan. Exactly what this includes varies depending on the nature of the issue, though it usually involves various steps and checks designed to monitor the project as it progresses to spot paths that may make the problem more likely to happen. I find this approach effective as it combines knowledge and ongoing vigilance. That way, if the project begins to head into risky territory, I can correct its trajectory.”

17 More Problem-Solving-Based Interview Questions

In the world of problem-solving questions, some apply to a wide range of jobs, while others are more niche. For example, customer service reps and IT helpdesk professionals both encounter challenges, but not usually the same kind.

As a result, some of the questions in this list may be more relevant to certain careers than others. However, they all give you insights into what this kind of question looks like, making them worth reviewing.

Here are 17 more problem-solving interview questions you might face off against during your job search:

How would you describe your problem-solving skills?
Can you tell me about a time when you had to use creativity to deal with an obstacle?
Describe a time when you discovered an unmet customer need while assisting a customer and found a way to meet it.
If you were faced with an upset customer, how would you diffuse the situation?
Tell me about a time when you had to troubleshoot a complex issue.
Imagine you were overseeing a project and needed a particular item. You have two choices of vendors: one that can deliver on time but would be over budget, and one that’s under budget but would deliver one week later than you need it. How do you figure out which approach to use?
Your manager wants to upgrade a tool you regularly use for your job and wants your recommendation. How do you formulate one?
A supplier has said that an item you need for a project isn’t going to be delivered as scheduled, something that would cause your project to fall behind schedule. What do you do to try and keep the timeline on target?
Can you share an example of a moment where you encountered a unique problem you and your colleagues had never seen before? How did you figure out what to do?
Imagine you were scheduled to give a presentation with a colleague, and your colleague called in sick right before it was set to begin. What would you do?
If you are given two urgent tasks from different members of the leadership team, both with the same tight deadline, how do you choose which to tackle first?
Tell me about a time you and a colleague didn’t see eye-to-eye. How did you decide what to do?
Describe your troubleshooting process.
Tell me about a time where there was a problem that you weren’t able to solve. What happened?
In your opening, what skills or traits make a person an exceptional problem-solver?
When you face a problem that requires action, do you usually jump in or take a moment to carefully assess the situation?
When you encounter a new problem you’ve never seen before, what is the first step that you take?

Putting It All Together

At this point, you should have a solid idea of how to approach problem-solving interview questions. Use the tips above to your advantage. That way, you can thrive during your next interview.

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What Is Your Greatest Weakness?
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Tell Me About Yourself
Why Should We Hire You?

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Co-Founder and CEO of TheInterviewGuys.com. Mike is a job interview and career expert and the head writer at TheInterviewGuys.com.

His advice and insights have been shared and featured by publications such as Forbes , Entrepreneur , CNBC and more as well as educational institutions such as the University of Michigan , Penn State , Northeastern and others.

Learn more about The Interview Guys on our About Us page .

About The Author

Mike simpson.

Co-Founder and CEO of TheInterviewGuys.com. Mike is a job interview and career expert and the head writer at TheInterviewGuys.com. His advice and insights have been shared and featured by publications such as Forbes , Entrepreneur , CNBC and more as well as educational institutions such as the University of Michigan , Penn State , Northeastern and others. Learn more about The Interview Guys on our About Us page .

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Prove Your Problem-Solving Skills: Ace Behavioral Interview Questions
Protected: Job Interviews

So, you’ve scored an interview invitation, but it feels a bit like a confessional, doesn’t it? Well, relax. Interviews aren’t about penance; they’re opportunities to share your success stories. To help you prepare for your next interview, we’ve put together a comprehensive guide to behavioral interview questions.

In this guide, you’ll find:

Common behavioral interview questions and expert answers.
Formulas to excel in answering behavioral-based interview questions for M&E sector
Solutions to handle challenging questions during the interview.
Tips for preparing for various categories of behavioral interview questions.

Let’s get started.

What Are Behavioral Interview Questions?

Behavioral interview questions are a specific type of interview query designed to assess a candidate’s past behavior and experiences in various situations. These questions aim to uncover how candidates have handled specific challenges, conflicts, or responsibilities in their previous roles or life experiences. Instead of asking hypothetical or theoretical questions, interviewers use behavioral questions to gain insight into how candidates are likely to act in future situations based on their past actions.

Behavioral interview questions typically follow a structured format and often begin with phrases such as “Can you provide an example of…” or “Tell me about a time when…” Candidates are expected to share real-life anecdotes that illustrate their skills, competencies, and behaviors relevant to the job they’re applying for.

The key to answering behavioral interview questions effectively is to use the STAR method (Situation, Task, Action, Result) to provide comprehensive responses. This method helps candidates structure their answers by describing the situation or context, outlining the tasks or challenges they faced, explaining the actions they took to address those challenges, and finally, detailing the positive results or outcomes of their actions.

Behavioral interview questions are widely used by employers across various industries because they provide valuable insights into a candidate’s soft skills, problem-solving abilities, communication style, and how well they align with the organization’s values and culture. By sharing concrete examples from their past experiences, candidates can demonstrate their qualifications and suitability for the job, making their responses more compelling to prospective employers.

Overall, understanding and effectively responding to behavioral interview questions is a crucial aspect of the job interview process, as it allows candidates to showcase their relevant skills and behaviors while helping employers make informed hiring decisions.

Common Behavioral Interview Questions

Behavioral interviews are becoming increasingly popular as they help recruiters assess your soft skills effectively. These questions aim to uncover your past behavior to predict your future performance. To excel in these interviews, you’ll want to use the STAR method (Situation, Task, Action, Result) for answering each question. Here are 40 common behavioral interview questions along with tips on answering them:

1. Stress Management

Describe a time when something urgent came up at the last minute. How did you handle it? Tip: Focus on how you managed stress and prioritized tasks effectively in a time-sensitive situation.

2. Decision Making

Give an example of a tough decision you had to make. Tip: Discuss the process you followed and your critical thinking skills rather than just the result.

3. Adaptability

Describe a situation where you had to do something for the first time. How did you approach it? Tip: Emphasize your ability to adapt to new challenges and learn quickly in unfamiliar territory.

4. Collaboration and Teamwork

Give an example of a time when you relied on someone for information, but they didn’t deliver. What did you do? Tip: Highlight your problem-solving skills and ability to work collaboratively to overcome obstacles.

5. Interpersonal Skills

Describe a situation when you used your assertiveness. How did it go? Tip: Showcase your ability to handle interpersonal conflicts diplomatically and assertively.

6. Communication

Describe a situation when you used negotiation skills. What was the outcome? Tip: Demonstrate your effective communication and negotiation abilities, focusing on a positive outcome.

7. Leadership

Give an example of a situation where you had to delegate a task. How did you approach it? Tip: Discuss your leadership and delegation skills, emphasizing how you empowered your team.

8. Taking Initiative

Tell me about a time when you went the extra mile for someone. Why did you do it? Tip: Highlight your motivation, dedication, and willingness to take initiative to achieve exceptional results.

9. Problem Solving

Describe a situation where you encountered a complex problem. How did you approach solving it?
Give an example of a time when you had to analyze data to make a critical decision. What was the outcome?
Tell me about a situation when you identified an issue before it became a significant problem. How did you prevent it from escalating?

10. Time Management

Describe a time when you had to juggle multiple tasks with tight deadlines. How did you prioritize and manage your time effectively?
Give an example of a project where you completed the work ahead of schedule. What strategies did you use to achieve this?

11. Creativity and Innovation

Tell me about a situation where you proposed a creative solution to a problem at work. How did your idea benefit the team or organization?
Describe a time when you introduced a new process or idea that improved efficiency or productivity.

12. Customer Service

Share an experience where you had to deal with a challenging customer or client. How did you handle the situation, and what was the outcome?
Give an example of a time when you went above and beyond to provide exceptional customer service.

13. Conflict Resolution

Describe a situation where you disagreed with a colleague or team member. How did you resolve the conflict, and what was the result?
Tell me about a time when you had to mediate a conflict between two coworkers. How did you facilitate a resolution?

14. Goal Achievement

Give an example of a professional goal you set for yourself and successfully achieved. How did you stay motivated and track your progress?
Describe a situation where you faced obstacles while working toward a goal. How did you overcome those obstacles and reach your objective?

15. Adherence to Policies and Procedures

Share a scenario where you had to ensure strict compliance with company policies or industry regulations. How did you ensure adherence among your team or colleagues?
Describe a time when you identified a policy violation or non-compliance issue. How did you handle it while maintaining professionalism?

16. Handling Criticism

Tell me about a situation when you received constructive criticism from a supervisor or coworker. How did you react, and what actions did you take to improve?
Give an example of a time when you had to provide feedback to a colleague about their performance. How did you approach the conversation?

17. Ethical Decision-Making

Describe a situation where you faced an ethical dilemma at work. How did you determine the right course of action, and what were the consequences of your choice?
Share an experience where you had to report unethical behavior by a coworker or superior. How did you handle the situation while maintaining your integrity?

18. Customer Satisfaction Improvement

Give an example of a time when you identified opportunities to enhance customer satisfaction. What actions did you take, and how did it impact the customer experience?
Describe a situation where you received positive feedback or recognition from a customer for your service. How did you achieve this level of satisfaction?

19. Handling Rejection

Tell me about a time when you faced rejection or failure in your career. How did you cope with it, and what did you learn from the experience?
Share an experience where you were initially rejected for a project, promotion, or opportunity but later succeeded. How did you turn the situation around?

20. Change Management

Describe a situation when you had to adapt to a significant change in your workplace. How did you navigate the transition and support your team through it?
Give an example of a time when you proactively embraced change and helped others adjust to a new process or system.

21. Crisis Management

Share an experience where you had to respond to a crisis or urgent situation at work. How did you handle it, and what was the outcome?
Describe a time when you played a key role in disaster recovery or business continuity planning. How did your actions contribute to a successful outcome?

22. Project Management

Give an example of a complex project you successfully managed. How did you plan, execute, and monitor progress to ensure its completion?
Describe a situation where a project you were leading faced unexpected challenges. How did you adjust your approach to overcome these obstacles?

23. Delegation

Tell me about a time when you had to delegate tasks to team members. How did you assign responsibilities and ensure successful project completion?
Describe a situation where you entrusted a colleague with a significant responsibility. How did you ensure they were well-prepared for the task?

24. Self-Motivation

Share an experience where you had to stay motivated and productive while working independently or remotely. How did you maintain your focus and meet your goals?
Give an example of a personal or professional achievement that required self-motivation and determination.

25. Cross-Functional Collaboration

Describe a situation where you had to collaborate with colleagues from different departments or teams to achieve a common goal. How did you foster effective cross-functional teamwork?
Give an example of a project that involved multiple departments or stakeholders. How did you ensure everyone was aligned and working together harmoniously?

26. Mentorship and Coaching

Tell me about a time when you mentored or coached a junior colleague. How did you help them develop their skills or achieve their goals?
Describe a situation where you received mentorship or guidance from a more experienced coworker. How did it impact your professional growth?

27. Cost Reduction

Give an example of a cost-saving initiative you implemented in your role. How did you identify areas for improvement and execute your plan?
Share a situation where you had to make budgetary decisions to optimize resources or reduce expenses. What was the outcome?

28. Innovation Implementation

Describe a time when you introduced a new technology, process, or idea to your organization. How did you gain buy-in from stakeholders and ensure successful implementation?
Give an example of how your innovative approach improved efficiency, productivity, or customer satisfaction.

29. Sales or Revenue Growth

Tell me about a situation where you significantly contributed to sales or revenue growth in your role. What strategies or actions did you implement to achieve this?
Describe a time when you identified and pursued new business opportunities that resulted in increased revenue for your company.

30. Safety and Risk Management

Share an experience where you played a role in promoting safety or risk management in your workplace. How did you ensure a safe and compliant environment?
Give an example of a situation where you identified and mitigated a potential safety or risk issue before it caused harm.

31. Supplier or Vendor Management

Describe a situation where you improved relationships with suppliers or vendors to benefit your organization. How did you negotiate or collaborate to achieve mutually beneficial outcomes?
Tell me about a time when you had to address a significant issue or dispute with a supplier or vendor. How did you resolve it while maintaining a positive business relationship?

32. Crisis Communication

Give an example of a crisis communication situation you managed, either internally or externally. How did you ensure timely and effective communication during a crisis?
Describe a time when you had to deliver difficult or sensitive information to stakeholders. How did you handle the communication to minimize negative impacts?

33. Data Collection and Analysis

Describe a project where you were responsible for collecting and analyzing data. How did you ensure the data’s accuracy and relevance to the evaluation process?
Give an example of a situation where you had to use statistical or data analysis tools to draw insights from a large dataset for an M&E project.

34. Performance Metrics

Tell me about a time when you developed key performance indicators (KPIs) for an M&E project. How did you choose the most relevant metrics, and what impact did they have on decision-making?
Describe a situation where you had to track and report on the performance of a program or project using M&E frameworks and metrics. What challenges did you encounter, and how did you address them?

35. Stakeholder Engagement

Share an experience where you effectively engaged with stakeholders in the M&E process. How did you ensure their input and feedback were integrated into the evaluation?
Give an example of a time when you had to communicate evaluation findings to diverse stakeholders with varying levels of technical knowledge. How did you tailor your communication to each group?

36. Quality Assurance

Describe a situation where you implemented quality assurance measures in an M&E project to ensure data integrity and reliability. What steps did you take, and what was the outcome?
Tell me about a time when you identified errors or inconsistencies in M&E data. How did you rectify the issues and prevent them from recurring?

37. Continuous Improvement

Give an example of how you contributed to the continuous improvement of M&E processes within your organization. What changes or enhancements did you suggest, and how were they implemented?
Describe a situation where you conducted a review of an existing M&E system and recommended innovative solutions or technologies to enhance its effectiveness.

38. Adapting to Changing Requirements

Tell me about a time when you had to adjust an M&E plan or framework due to changing project requirements or unexpected challenges. How did you adapt, and what were the results?
Describe a situation where you successfully aligned an M&E strategy with evolving organizational goals or external demands. What strategies did you use to ensure alignment?

39. Capacity Building

Share an experience where you played a role in building the capacity of team members or partners in M&E practices. How did you design and deliver training or mentoring programs?
Give an example of a time when you helped colleagues or stakeholders improve their data collection and reporting skills, leading to more effective M&E outcomes.

40. Innovation in M&E

Describe a situation where you introduced innovative techniques, technologies, or methodologies to enhance the M&E process. How did these innovations benefit the evaluation efforts?
Tell me about a time when you collaborated with interdisciplinary teams to incorporate emerging trends or best practices into M&E strategies.

These questions should help you prepare for a behavioral interview in the M&E sector by addressing specific aspects of the field. Remember to use the STAR method (Situation, Task, Action, Result) when structuring your responses to provide a clear and compelling answer to each question.

Behavioral interview questions: Expert Advice for the Stressed Out

If you find yourself struggling to provide an immediate response to a behavioral question during an interview, don’t panic. It’s okay to take a moment to gather your thoughts and share a well-thought-out answer. Quality is more important than speed. Additionally, remember to:

Read the job description carefully to identify the key competencies and qualities the employer is seeking.
Reflect on both job-related and non-job-related experiences when preparing for behavioral questions.
Use the STAR method to structure your answers effectively.
Be honest, and if you need more time to formulate your response, don’t hesitate to ask for it.
Practice answering behavioral questions to build confidence and improve your responses.

Cracking the Code: Behavioral Interview Questions Unveiled for M&E Sector

Behavioral interviews in the Monitoring and Evaluation (M&E) sector present a unique set of challenges and opportunities. In this specialized field, recruiters aim to assess not only your soft skills but also your ability to navigate the intricacies of data analysis, project management, and performance evaluation. Let’s explore how to decipher the behavioral interview code specifically tailored to the M&E sector.

Understanding the Significance: In the M&E sector, behavioral questions go beyond assessing general competencies. Recruiters are keen to evaluate your experience in handling real-world scenarios related to data collection, analysis, reporting, and project management. Your responses should showcase your ability to make data-driven decisions and ensure the success of M&E initiatives.
Situation: Set the stage by describing the specific project, evaluation, or data-related situation you encountered. Provide context regarding the goals and challenges.
Task: Explain the tasks and responsibilities assigned to you within that situation. Highlight the importance of data collection, analysis, and reporting in achieving project objectives.
Action: Detail the actions you took to address data-related challenges or ensure the success of the M&E project. Emphasize your analytical skills, attention to detail, and ability to collaborate with teams.
Result: Conclude by outlining the positive outcomes and impact of your actions. Share how your data-driven decisions contributed to project success or improved processes.
Showcase Your Data Expertise: M&E roles often require proficiency in data management tools, statistical analysis, and reporting software. Be prepared to discuss your experience with these tools and how you’ve used them to derive insights and drive decision-making.
Highlight Project Management Skills: In the M&E sector, effective project management is essential. Share examples of how you’ve coordinated and executed M&E projects, ensuring they stayed on track, met deadlines, and delivered actionable results.
Demonstrate Adaptability: The M&E field is dynamic, with evolving methodologies and technologies. Illustrate your adaptability by discussing instances where you had to adjust your approach to accommodate changes in data collection methods or project requirements.
Ethical Considerations: Given the sensitivity of data in the M&E sector, be prepared to address questions about ethical dilemmas you may have encountered. Discuss how you upheld ethical standards while collecting, managing, or reporting data.
Quantify Your Impact: Whenever possible, quantify the impact of your actions. Use metrics and key performance indicators (KPIs) to illustrate how your data analysis or M&E efforts led to improvements, cost savings, or informed decision-making.
Stay Informed: Stay up-to-date with the latest trends and best practices in the M&E field. Demonstrating knowledge of emerging methodologies or technologies can set you apart during interviews.
Team Collaboration: Emphasize your ability to work collaboratively with multidisciplinary teams. M&E projects often require coordination between data analysts, program managers, and stakeholders.
Prepare for Technical Questions: Expect technical questions related to data collection methodologies, statistical techniques, and data visualization tools commonly used in the M&E sector. Brush up on your technical knowledge to confidently address these queries.

By mastering the art of answering behavioral interview questions tailored to the M&E sector, you’ll not only impress prospective employers but also convey your expertise in driving data-driven decision-making and ensuring the success of M&E initiatives.

Crafting Compelling Responses to Behavioral Queries

Behavioral interviews are all about showcasing your past experiences and behaviors as indicators of your future performance. To stand out in these interviews, you need to craft responses that not only highlight your skills and abilities but also leave a lasting impression on the interviewer. Here’s how you can create compelling responses to behavioral questions:

Understand the STAR Method: The STAR method (Situation, Task, Action, Result) is your go-to framework for answering behavioral questions. Start by describing the situation or context, then outline the task or challenge you faced, detail the actions you took to address it, and finally, highlight the positive results of your actions.
Choose Relevant Examples: Tailor your responses to the specific competencies and qualities the job requires. Use examples from your professional, academic, or personal life that directly relate to the skills sought by the employer.
Quantify Your Achievements: Whenever possible, use quantifiable data to support your claims. Numbers, percentages, and specific outcomes provide credibility to your responses. For instance, mention how you increased sales by 20% or reduced project turnaround time by 30%.
Highlight Your Role: Emphasize your contributions within a team context. Even if the question is about a team accomplishment, explain your role and how it contributed to the overall success.
Be Concise and Structured: Keep your responses concise and to the point. Avoid rambling or providing unnecessary details. Structure your answers logically, following the STAR method, to make them easy for the interviewer to follow.
Show Growth and Learning: It’s okay to discuss situations where you faced challenges or made mistakes. However, focus on how you learned from those experiences and used them as opportunities for growth.
Emphasize Soft Skills: In addition to technical skills, highlight your soft skills such as communication, teamwork, problem-solving, and adaptability. These qualities are often highly valued by employers.
Practice, Practice, Practice: Practice your responses to common behavioral questions with a friend, family member, or in front of a mirror. Rehearsing your answers will help you feel more confident during the actual interview.
Stay Positive: Maintain a positive tone throughout your responses. Even when discussing difficult situations, frame them in a way that demonstrates your ability to overcome challenges and achieve positive outcomes.
Ask for Clarification if Needed: If you don’t fully understand a question, don’t hesitate to ask the interviewer for clarification. It’s better to seek clarification than to provide an irrelevant response.

Remember, the goal of crafting compelling responses is to leave the interviewer with a clear understanding of your capabilities, accomplishments, and how you align with the company’s needs. By following these guidelines and practicing your responses, you’ll be well-prepared to excel in any behavioral interview.

Strategies for Tackling Common Behavioral Questions in the M&E Sector

Behavioral interviews are particularly relevant in the Monitoring and Evaluation (M&E) sector, as they provide insight into how candidates have applied their skills and expertise in real-world situations. To effectively navigate these interviews and impress potential employers in the M&E field, consider the following strategies:

Align with M&E Competencies: Review the key competencies and skills required for M&E roles in the job description. These often include data analysis, report writing, project management, and attention to detail. Tailor your responses to highlight experiences where you have demonstrated these competencies.
Emphasize Data-Driven Decision-Making: M&E professionals are expected to make informed decisions based on data and evidence. Showcase instances where you collected, analyzed, and utilized data to drive improvements or inform project strategies.
Highlight Impact: M&E is ultimately about measuring the impact of programs and initiatives. Share stories of how your work directly contributed to positive outcomes, whether it’s improved program effectiveness, cost savings, or enhanced decision-making.
Discuss Challenges and Solutions: Expect questions about how you’ve handled challenges in data collection, analysis, or project implementation. Describe the specific challenges you faced, the actions you took to address them, and the results of your efforts. Emphasize your problem-solving skills.
Collaborative Projects: Many M&E roles involve collaborating with cross-functional teams, stakeholders, and partners. Use examples that demonstrate your ability to work effectively with others, communicate findings, and ensure data accuracy.
Adaptability to New Technologies: Given the evolving nature of data collection and analysis tools, showcase your adaptability and willingness to learn new technologies or software relevant to the M&E field.
Ethical Considerations: Discuss ethical aspects of your work, especially if you’ve dealt with sensitive data or vulnerable populations. Highlight your commitment to maintaining confidentiality and adhering to ethical guidelines.
Continuous Learning: M&E professionals should stay updated on industry trends and best practices. Mention any certifications, training, or courses you’ve completed to enhance your skills and knowledge.
Use the STAR Method: Structure your responses using the STAR method (Situation, Task, Action, Result). Start by describing the context, outline your responsibilities, detail the actions you took, and conclude with the positive outcomes or impact.
Practice Mock Interviews: Conduct mock interviews with peers or mentors, focusing on common behavioral questions in the M&E sector. This will help you refine your responses and build confidence.
Research the Organization: Familiarize yourself with the organization’s projects, goals, and recent achievements in the M&E field. Mention specific projects or initiatives that align with your experiences and interests during the interview.

By implementing these strategies and tailoring your responses to the unique demands of the M&E sector, you’ll demonstrate your suitability for M&E roles and increase your chances of success in behavioral interviews.

Concluding Thoughts on Navigating M&E Behavioral Interviews with Confidence

In conclusion, behavioral interview questions are a common and effective way for employers in various sectors, including Monitoring and Evaluation (M&E), to assess a candidate’s suitability for a role. By using the STAR method (Situation, Task, Action, Result) and preparing thoughtful examples from your experiences, you can confidently navigate these questions and showcase your skills, competencies, and achievements.

This guide has provided a comprehensive list of behavioral interview questions, with a focus on those relevant to the M&E sector. These questions cover key areas such as stress management, decision-making, adaptability, collaboration, interpersonal skills, communication, leadership, and taking initiative. Additionally, we have emphasized the importance of honesty, clarity, and effective communication in your responses.

To excel in a behavioral interview, it’s crucial to review the job description, reflect on your past experiences, and practice delivering your responses clearly and concisely. Moreover, remember that behavioral interviews are an opportunity to highlight your problem-solving abilities and demonstrate how you have contributed to the success of projects, teams, and organizations.

By using this guide to prepare for your behavioral interview, you can confidently approach the process, impress your interviewers, and increase your chances of securing the Monitoring and Evaluation position you desire. Good luck with your interview preparations!

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Problem-solving interview questions and answers

Use these sample problem-solving interview questions to discover how candidates approach complex situations and if they can provide effective solutions.

An experienced recruiter and HR professional who has transferred her expertise to insightful content to support others in HR.

10 good problem-solving interview questions

Describe a time when you had to solve a problem without managerial input. How did you handle it, and what was the result?
Give an example of a time when you identified and fixed a problem before it became urgent.
Share a situation where you predicted a problem with a stakeholder. How did you prevent it from escalating?
Describe a time when you faced challenges in doing your job efficiently. How did you overcome them?
Recall a time when you successfully used crisis-management skills.
How would you handle a new project with great revenue potential but potential legal implications for the company?
How do you determine when to solve a problem on your own or ask for help?
Describe a time when you faced a difficult situation at work that required critical thinking and decision-making under pressure.
Have you ever used intuition or prior experience to anticipate and address a problem effectively? Provide an example.
Share an example of a project or task that initially seemed overwhelming. How did you approach it, and what strategies did you use to ensure successful completion?

1. Describe a time when you had to solve a problem without managerial input. How did you handle it, and what was the result?

This question assesses candidates’ ability to take initiative and solve problems independently. Look for their problem-solving approach, the actions they took, and the outcome of their efforts.

Sample answer:

“In my previous role, we encountered a sudden technical issue that disrupted our operations. As the team lead, I gathered all available information, analyzed the root cause, and facilitated a brainstorming session with the team. We implemented a temporary workaround and collaborated with the IT department to resolve the issue. Our proactive approach ensured minimal disruption, and we were able to restore normal operations within 24 hours.”

2. Give an example of a time when you identified and fixed a problem before it became urgent.

This question evaluates candidates’ ability to anticipate and address problems proactively. Look for their ability to identify potential issues and take preventive measures.

“While working as a project manager, I noticed a potential bottleneck in our production process that could have led to delays if left unaddressed. I conducted a thorough analysis, identified the root cause, and proposed process improvements. By implementing these changes proactively, we eliminated the bottleneck and increased efficiency. As a result, we consistently met project deadlines, and our team’s productivity significantly improved.”

3. Share a situation where you predicted a problem with a stakeholder. How did you prevent it from escalating?

This question assesses candidates’ ability to identify and mitigate potential conflicts. Look for their communication and problem-solving skills in managing stakeholder relationships.

“While working on a cross-functional project, I anticipated a miscommunication issue that could arise with a key stakeholder due to conflicting expectations. I scheduled a meeting with the stakeholder, listened to their concerns, and facilitated a discussion among the team members. By proactively addressing the issue, we established clear communication channels, built trust, and ensured a smooth collaboration throughout the project.”

4. Describe a time when you faced challenges in doing your job efficiently. How did you overcome them?

This question evaluates candidates’ ability to handle challenges and find solutions to improve efficiency. Look for their problem-solving strategies and their adaptability to overcome obstacles.

“In a previous role, I faced a situation where the workload significantly increased due to unexpected circumstances. To maintain efficiency, I assessed the situation, identified tasks that could be delegated, and communicated with my colleagues to seek their support. By redistributing responsibilities and fostering a collaborative environment, we successfully managed the increased workload without compromising quality or missing deadlines.”

5. Recall a time when you successfully used crisis-management skills.

This question assesses candidates’ ability to remain calm and make effective decisions under pressure. Look for their problem-solving approach and their ability to handle high-stress situations.

“In a previous role as a customer service representative, we experienced a sudden surge in customer complaints due to a product quality issue. I quickly coordinated with relevant departments, identified the root cause, and developed an action plan. By prioritizing urgent cases, maintaining open communication with affected customers, and providing timely updates, we regained customer satisfaction and prevented further damage to our brand reputation.”

6. How would you handle a new project with great revenue potential but potential legal implications for the company?

This question assesses candidates’ ability to balance potential risks and rewards. Look for their ethical considerations, problem-solving approach, and willingness to seek guidance when faced with legal implications.

“If faced with a project that carries both revenue potential and potential legal implications, I would approach it with caution and thorough evaluation. I would research and seek legal guidance to fully understand the implications and compliance requirements. I would then collaborate with legal experts, cross-functional teams, and stakeholders to develop a comprehensive plan that minimizes legal risks while maximizing revenue potential.”

7. How do you determine when to solve a problem on your own or ask for help?

This question assesses candidates’ judgment and collaboration skills. Look for their ability to assess situations and make decisions about when to seek assistance.

“When faced with a problem, I first evaluate its complexity and impact on the project or task at hand. If it’s within my capabilities and doesn’t significantly hinder progress, I take the initiative to solve it on my own. However, if the problem is complex or could have a significant impact, I believe in seeking help from relevant team members or subject matter experts. Collaboration often leads to more comprehensive and effective solutions.”

8. Describe a time when you faced a difficult situation at work that required critical thinking and decision-making under pressure.

This question assesses candidates’ ability to think critically and make sound decisions in challenging situations. Look for their problem-solving approach, decision-making process, and the outcomes of their decisions.

“In a previous role, I faced a tight deadline for a project with limited resources. It required careful resource allocation and prioritization. I gathered all available data, analyzed the project requirements, and consulted with team members. Through strategic planning and effective delegation, we managed to complete the project successfully within the given timeframe, exceeding client expectations.”

9. Have you ever used intuition or prior experience to anticipate and address a problem effectively? Provide an example.

This question assesses candidates’ ability to leverage intuition and past experiences to navigate problem-solving situations. Look for their ability to reflect on past situations, apply lessons learned, and make informed decisions.

“In a previous role, I noticed a recurring issue in our supply chain that had caused delays in the past. Drawing upon my prior experience, I anticipated the problem and suggested process improvements to streamline the supply chain. By implementing these changes, we minimized delays and improved overall efficiency, resulting in cost savings for the company.”

10. Share an example of a project or task that initially seemed overwhelming. How did you approach it, and what strategies did you use to ensure successful completion?

This question assesses candidates’ ability to tackle complex projects and break them down into manageable tasks. Look for their problem-solving approach, organization skills, and ability to persevere in the face of challenges.

“I once undertook a project that involved a significant amount of data analysis and reporting within a tight deadline. Initially, it felt overwhelming, but I broke it down into smaller tasks and created a detailed timeline. I prioritized the most critical aspects and sought assistance from colleagues with specialized skills. Through effective time management, collaboration, and diligent effort, we successfully completed the project on time and delivered high-quality results.”

Why you should ask candidates problem-solving interview questions

Employees will face challenges in their job. Before you decide on your next hire, use your interview process to evaluate how candidates approach difficult situations.

Problem-solving interview questions show how candidates:

Approach complex issues
Analyze data to understand the root of the problem
Perform under stressful and unexpected situations
React when their beliefs are challenged

Identify candidates who are results-oriented with interview questions that assess problem-solving skills. Look for analytical and spherical thinkers with the potential for technical problem solving.

Potential hires who recognize a problem, or predict one could potentially occur, will stand out. Candidates should also demonstrate how they would fix the issue, and prevent it from occurring again.

These sample problem-solving interview questions apply to all positions, regardless of industry or seniority level. You can use the following questions to gauge your candidates’ way of thinking in difficult situations:

Tips to assess problem-solving skills in interviews

During your interviews, use hypothetical scenarios that are likely to occur on the job. It’s best to avoid unrealistic problems that aren’t relevant to your company.
Examine how candidates approach a problem step-by-step: from identifying and analyzing the issue to comparing alternatives and choosing the most effective solution.
Pay attention to candidates who provide innovative solutions. Creative minds can contribute fresh perspectives that add value to your company.
When problems arise, employees should show commitment and a can-do attitude. Test candidates’ problem-solving skills in past situations. If they were determined to find the best solution as soon as possible, they will be great hires.
Most complex situations require a team effort. Candidates’ previous experiences will show you how they collaborated with their colleagues to reach decisions and how comfortable they felt asking for help.
If you’re hiring for a technical role, ask questions relevant to the work your future hires will do. Technical problem-solving interview questions, like “How would you troubleshoot this X bug?” will reveal your candidates’ hard skills and their ability to effectively address problems on the job.
No answer. If a candidate can’t recall an example of a problem they faced in a previous position, that’s a sign they may avoid dealing with difficult situations. Canned answers. A generic answer like “Once, I had to deal with a customer who complained about the pricing. I managed to calm them down and closed the deal,” doesn’t offer much insight about the candidate’s thought process. Ask follow-up questions to get more details.
Focus on the problem, not the solution. Identifying the problem is one thing, but finding the solution is more important. Candidates who focus too much on the problem may be too negative for the position.
Feeling stressed/uncomfortable. It’s normal to feel slightly uncomfortable when put on the spot. But, if candidates are so stressed they can’t answer the question, that’s an indicator they don’t handle stressful situations well.
Superficial answers. Candidates who choose the easy way out of a problem usually don’t consider all aspects and limitations of the situation. Opt for candidates who analyze the data you’ve given them and ask for more information to better dig into the problem.
Cover up the problem or minimize its significance. Unaddressed problems could quickly escalate into bigger issues. Employees who leave things for later mightn’t be result-oriented or engaged in their jobs.

In conclusion, problem-solving interview questions provide valuable insights into candidates’ abilities to approach challenges, think critically, and provide effective solutions. By asking these questions and considering the tips provided, you can assess candidates’ problem-solving skills and make informed hiring decisions that align with your organization’s needs.

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Behavioral Interviews

The STAR Interview Method: How to Answer + Examples

STAR stands for Situation, Task, Action, and Result, and this method will help you create structured, concise, and engaging responses to behavioral interview questions. Whenever you need to tell a story to demonstrate your skills, STAR is your go-to.

If “telling a story” sounds intimidating, don’t worry. We wrote this guide with the help of career coach Pamela Skillings, recognized as “A guru in the world of interviewing” by the Wall Street Journal. Her insights and tips will help you learn the STAR method and quickly create engaging answers to increase your chances of landing a job.

After reading this article, you’ll know:

What is the STAR method and how to use it for the greatest impact
How to make your STAR answers shine bright (samples included)
How to easily prepare your answers before the interview

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What Is the STAR Method?

The STAR (Situation-Task-Action-Result) method, a.k.a. the STAR format, is a way to answer behavioral interview questions and other common questions that require storytelling. It proves you’ve got the skills needed to excel in the position you applied for — based on a story about how you used those skills in the past.

Usually, you’ll need to use the STAR technique when answering behavioral interview questions , that is, questions that begin with:

Tell me about a time when…
Can you recall a situation in which…
Give me an example of a time when you…

The STAR method can be useful in answering any question, whenever you’d like to use a story or illustrate something with an example. For instance, questions about:

Your proudest accomplishments
Times you failed
Your strengths
Your weaknesses
Situational questions – questions about a hypothetical situation

“I recommend that when it’s possible, candidates add a short STAR example to the hypothetical. Like: ‘Here’s a description of how I would generally respond. For example, I recently had a situation…’ Not always possible but definitely helpful. A real example is much more memorable and convincing than theorizing.” — says Skillings.

For more information on behavioral interviewing and how to answer these questions using the STAR method, check out the video:

If you want to learn more about how to answer the most common interview questions, how to sell yourself in an interview, or negotiate your salary, sign up for our free course .

How to Create Answers Using the STAR Method

Let’s break down each component of the STAR method and learn the best way to craft compelling stories.

We’ll use an example of a retail sales associate being asked the following question: “Tell me about a time when you initiated a successful project or an idea.”

Describe the situation so that your interviewer understands the context. There’s no need to be too detailed. Providing a general context with the most important facts should be enough. This should take around 15% of the total answer time.

For example:

Briefly describe your specific task or responsibility in that situation. No need to go into detail here either, just make sure to highlight what your role was.

This is usually the shortest part and should account for 10% of the whole answer.

The main part of your STAR answer. You need to be as detailed as possible when describing what actions you took to achieve something. The Action part should take up around 60% of your answer (it might seem a lot, but remember, you have to describe what you did — step by step).

Here, interviewers will look for clues about your experience and skills. Depending on the skill the question is supposed to assess, this bit will show them:

How you think.
How you organize work.
How well you work with others.
If you have an analytical mind.

✅ Pro tip: The question hints about what skills you’ll need to highlight in the Action part. For example, in our case, the question “Tell me about a time when you initiated a successful project or an idea,” will look to assess:

Your ability to take initiative (because you initiated a project)
Your analytical skills (because you spotted potential areas of improvement)
Your problem-solving skills (how you completed that project or idea)
Your communication skills (because you had to successfully present an idea and get approval for its realization)

Here, you should mention the tangible results of your actions. Ideally, these will be quantifiable data (%, $), but you can also include qualitative things (bonuses, positive feedback, promotions, awards).

✅ Pro tip: You can also touch upon lessons learned from your experiences. This is especially important for questions about less flattering experiences you had, like the ones about your failures or weaknesses.

Here’s what the entire answer would sound like.

Sample answer using the STAR method

Interviewer: “Tell me about a time when you initiated a successful project or an idea.”

STAR Method in Action: Sample Questions and Answers

Sample star answer to a question about teamwork, industry: it consulting.

Interviewer: “Share an example of when you had to adapt to a team member’s working style.”

Situation: A few months ago, I was assigned to work on a project with a coworker from another department.

Task: Our task was to develop processes for several new services our agency introduced to our clients. After the initial meeting, I noticed big differences in how he and I approach work. I’m flexible and tend to focus on the big picture. He’s detail-oriented and prefers a structured approach.

Action: We decided to split the work accordingly. I focused on the goals of these new services and how to best follow them through procedures. I also worked on identifying key milestones and major project components. He, in turn, worked on granular steps, created structured plans for each project phase, and developed in-depth documentation and manuals explaining the processes.

Result: We ended up completing the project a week before the deadline and with minimal reiterations from the management team. The experience taught me that such a big difference in working styles is not a disadvantage: on the contrary, it’s a complementary strength that helps us contribute to the team and the company in the best possible way.

Why we like it: The candidate saw a way to turn a potentially difficult clash into a productive experience, displaying positivity and great interpersonal skills. They also proved their problem-solving skills by devising a plan where both people could contribute to the project through their unique strengths.

For a detailed guide on all behavioral questions related to teamwork, check out How to Answer Teamwork Interview Questions (Tips and Examples) .

Sample STAR answer to a question about problem-solving

Industry: hr.

Interviewer: “How did you approach a situation where you had multiple problems to solve at the same time?”

Situation: In my last position where I worked as a recruiter, we got into a high-demand hiring season where we had to fill in several key positions across several departments simultaneously.

Task: At first, I didn’t know what to focus on, as I was in charge of managing open positions and moving candidates through the hiring process effectively.

Action: I decided to structure my approach and began by researching each position thoroughly to gauge the urgency and criticality of the role. It helped me prioritize and allocate resources accordingly. I made strategic use of our applicant tracking system to streamline the sourcing and screening processes to filter out only the best, relevant candidates. I also used industry-specific platforms and forums to track people.

Result: This helped me meet the hiring goals and decrease the time needed for hiring. 2 years later, all the people I hired then are still in the company, which proves they were a good fit.

Why we like it: The candidate explained in detail their process for solving the problem, which gives the interviewer insight into their approach, problem-solving skills, prioritization, and analytical thinking.

If you want to learn all about how to answer problem-solving skills, we’ve got a super detailed guide for you: Answering Problem-Solving Interview Questions: Tips and Examples .

Sample STAR answer to a question about leadership

Industry: email marketing.

Interviewer: “Tell me about a time when you had to lead under pressure or a tight deadline.”

Situation: Last year, my team got a big ad-hoc project from one of our main clients.

Task: The deadline was tight, and we had to conceptualize and create 30+ BFCM promo emails.

Action: As soon as we got the brief, I scheduled a meeting to organize and divide the workload and set clear timelines. I prioritized tasks based on the email’s scheduling date and offer importance. I established the order of operations, and we had a clear process on who was doing what and when. Still, there were times when we had to improvise but transparent communication made it easy. Each person was like a piece of a puzzle and we worked tirelessly.

Result: It was like watching a well-organized sports team — their efficiency was admirable. We finished all emails on time and generated $850K in revenue from them. The client was thrilled.

Why we like it : The candidate kept their cool in a high-pressure situation and relied on their leadership and organizational skills to set an efficient process and inspire their team to give their best.

If you want to learn more about how to answer leadership questions, check out Behavioral Interview Questions: Leadership [How to Answer + Examples] .

If you’re applying for your first leadership position, head here: 20+ First-Time Manager Interview Questions and Answers + Tips

Sample STAR answer to a question about communication

Industry: education.

Interviewer: “Tell me about a situation when you persuaded someone to see things your way at work.”

Situation: Two years ago, I wanted to integrate some practical, real-world examples into classes and courses.

Task : I especially wanted to do this in my lessons and I wanted my students to get some hands-on experience in marketing.

Action: For this, I thought about involving a local retail business. So I had to convince my coworkers, teachers, and school administration to apply this unconventional approach. To make it convincing and enjoyable, I created a mini-game where teachers would play the role of students engaging in a simulated marketing project. Before the game, during the presentation, I put a lot of emphasis on how students could benefit from this and apply their theoretical knowledge to real-world situations.

Result: They appreciated my efforts and ideas and agreed to explore the possibility of collaborating with one of our local businesses. Eventually, we did manage to make it happen, and I learned how important it is to be relatable, creative, and fun when pitching new ideas.

Why we like it: The candidate found a new angle for persuading someone to see things their way — they were relatable and used humor and entertainment as their main weaponry.

If you want to learn more about how to answer questions about communication and working in diverse teams, check out Answering Behavioral Interview Questions: Intercultural Fluency .

Sample STAR answer to a question about initiative and ownership

Industry: marketing.

Interviewer: “Tell me about a time when you worked with little to no supervision.”

Situation: I worked in an internal marketing department in a marketing agency. We used to launch quarterly reports about industry trends and events that shaped the previous quarter.

Task: During a particularly busy season, the entire company was focused on client work. My coworker and Iwere left to write, design, publish, and promote the report without any help.

Action: We decided to split the tasks: I wrote the report, she edited it and added insights from industry experts we got in touch with. She designed the report, and I wrote the copy for the landing page and other promotional materials. Finally, we found a simple drag-and-drop page builder and created the landing page, connected it to our website and email service provider, and tested everything. Everything went pretty smoothly, and we managed to publish the report on time, as if nothing had happened.

Result: We got a lot of positive feedback from the readers. I realized I wouldn’t have been able to do it all by myself, and this experience taught me how important it is to work with someone you trust.

Why we like it: The candidate displayed resourcefulness and the ability to do the work independently. They also showed they can get along with others in high-pressure situations, and that they’re a reliable person who can deliver the work even if the circumstances are not ideal.

How to Prepare STAR Answers Before the Interview

Research the job.

You can’t properly prepare unless you know what exactly you’re preparing for. So you’ll need to research the job to understand what skills and competencies the position requires, and what kind of experience an ideal candidate would have.

Your best bet is the job ad itself. Read it carefully, and pay special attention to sections like “What you’ll be responsible for” or “Your duties.”

You can also check the company website — perhaps you can find the company structure there, and details about the team your potential position is in, as well as how it’s connected to other teams internally.

Check out the company’s social media and website for clues about company culture, as that can help you gauge what soft skills might be a nice addition to your experience and existing skills.

Reflect on your past

Think about your achievements that might be similar (or identical) to what’s expected of you in the job you’re interviewing for.

Think about:

Things you achieved on your own
Things you achieved with your coworkers
Your failures and weaknesses
Your strengths and interests
Lessons you learned from certain experiences

Then, think about typical skills that behavioral questions tend to explore. These are usually:

Communication
Problem-solving
Decision-making
Initiative and ownership

Then, connect the dots. What is your proudest accomplishment, and what’s the skill that helped you achieve it? What’s your biggest failure? What caused it?

Write down these ideas and details and include them in the final version of your answer.

Finally, connect your past achievements or duties to potential interview questions. Draw parallels between the skills and experiences you have and the ones they need. Find a way to illustrate how you can contribute to their company.

More tips below:

Practicing for interviews is key, but especially so when it comes to delivering STAR-based answers.

If you don’t practice, here’s what will happen:

You won’t have relevant stories to illustrate your skills.
Even if you manage to think of something on the spot, you won’t provide all the relevant details.
You won’t figure out the key skill they’re looking to assess.
You’ll be nervous and scramble to find the right words.
Your delivery will be a mess.

Practicing will prevent all of these problems and make sure both your answer and your delivery are perfect — it takes some time, yes, but it also makes all the difference between “we’ll call you” and “you’re hired!”

You can use an Interview Simulator to practice for just about any behavioral question. The tool will assess the quality of your answer and suggest how to make it better by adding more power words, improving your pace of speech or vocabulary, reducing filler words, and much more.

You can have as many takes as you like, until you feel confident and excited about that interview.

Common Mistakes to Avoid

Being too general.

Get specific in all the components of your STAR answer! Sure, you already know that the Action part needs to be the longest and most detailed, but don’t skip over important info in other components.

If a piece of information is relevant to the story, contributes to the context, and illustrates your experience or skills, include it.

Missing the point

If a piece of info doesn’t contribute to your point in any way — drop it. There’s no need to use irrelevant details. Although there’s no fixed limit to the length of a STAR answer, it should be long enough to provide only key details that illustrate your point.

If you’re having doubts about whether or not to include a detail, ask yourself “So what?” If you can’t find a direct connection to the story, skip it.

Focusing on the wrong story

A story that doesn’t connect to the job you’re applying for or that doesn’t illustrate the right skill is useless, no matter how fun.

Anticipate common behavioral interview questions, research them, and think about what skill(s) they’re trying to assess.

The situation from the question will reveal what skill they’re trying to assess (usually what goes after “Tell me about a time when”). Once you discover what it is, you can think of additional, complementary skills that would be nice to have.

Below is a list of common behavioral questions and skills they’re seeking to uncover. The bolded elements are the main skill the question is targeting, the rest are complementary, desirable skills to display.

Describe a time when you had to handle a conflict between two team members ( Conflict resolution , teamwork, interpersonal relations, communication, leadership)
Can you share an instance where you went over and above to help a team member? ( Teamwork , taking initiative)
Can you give an example of a time when your team disagreed with your decision, and how did you manage it? ( Conflict resolution , leadership, persuasion, communication)
Describe a situation where you had to make a tough decision with limited information ( Decision-making , resourcefulness, analytical thinking, calculating risk)
Discuss a situation where you implemented a creative solution to a problem ( Problem-solving , analytical thinking, creativity)
Share an experience of leading a team through a major organizational change ( Leadership , problem-solving, interpersonal relationships, communication)
How have you handled a non-performing team member? ( Interpersonal relationships , handling feedback, leadership, problem-solving)
How have you persuaded someone to see things your way at work? ( Persuasion , communication, interpersonal relationships, teamwork)
How have you handled communicating with a diverse group of individuals? ( Communication , teamwork, creativity)
Talk about a project or task you started on your initiative ( Taking initiative , task ownership, problem-solving, analytical thinking)

Not preparing ahead of time

As we already said, preparation is key. Not preparing your stories and STAR answers in advance will seriously mess up your chances of landing that job for all the reasons discussed in the headings above: your answer will be messy, you’ll miss the point and tell the wrong story, you’ll sound unconvincing, you won’t be able to provide relevant detail, and you’ll probably get confused and start stuttering.

For this reason, anticipating the most common behavioral questions and preparing a few stories in advance is key.

Plus, a single story can serve you multiple times for multiple different questions.

Not to mention, you’ll be ready for job interviews that will come in the future. All it will take is just a bit of refreshing your memory.

The STAR Interview Method: Popular Opinion vs. Expert Advice

Assignmenthuge102 posted on Reddit :

Does anybody else feel demoralized after a STAR method interview? I can’t stand STAR method interviews (situation, task, action, result). It seems so fake and it doesn’t seem to get the most out of the candidate because of how manufactured their responses are. What are your thoughts on this method? Has anyone had success with it? What are your experience?

Career expert comments:

Like any other framework, the STAR is the template to be adjusted and changed according to a candidate’s unique experience. If used lazily, it will produce inauthentic answers.

But if used properly, it’s just a way to create meaningful answers quicker and easier – not a tool for mass-producing manufactured answers. So it’s likely that the STAR answers this person heard from others and used themselves were not correctly made.

If a candidate has strong achievements, their STAR answers won’t be boring or predictable because it’s not likely that someone else managed to earn that amount of money, or reduced churn by that percent, and similar. So I’d say to focus on results and quantify them in the STAR answer.

From there, candidates are allowed to play around. I would say that reordering the STAR elements can be a fun way to stand out. For example, starting your answer with:

“I once saved $23K for my company simply by introducing a detailed QA checklist.” is a great way to hook the listener and make them want to hear more. From there, you can work your way back and explain how you did it and why it needed to be done in the first place.

In the same thread, Confident-Mushroom80 said:

The best way to get through them is to literally sit down with a Google Sheet and copy/paste STAR questions onto it and then methodically formulate the best possible answer for them. Format it nicely so it’s effective for your eyes. Refresh the answers in any way you see fit according to the new job you are interviewing for. If you’re on Zoom or whatever you can literally have it open on a second screen and scroll through to find things in real time in case your brain flies out your ass in mid-interview.

… and BootyMcSqueak answered:

I did this too. Until they asked questions I wasn’t prepared for and tried doing STAR on the fly. I felt flustered trying to word everything in that specific format. I did not get the job.

Career expert comments:

Don’t do this unless you want to get flustered and ruin your chances of landing a job. Interviewers can easily spot a canned answer, doesn’t matter if you’ll read it from a Google Sheet or learn it by heart. They might not comment on it, but that doesn’t mean you’ll get away with it.

A better approach here would be to focus on the stories and how you can adjust them to answer several different questions – not on individual questions and a canned answer for each.

So prepare several strong stories that showcase your skills and then adjust them to answer the question you get in an interview. If you prepare them for the key skills relevant to pretty much any position (teamwork, problem-solving, communication, analytical skills…), you’ll be covered.

You’ll have an answer to the question, you’ll know exactly what you need to say, but you’ll do a bit of improvisation to adjust it, which will prove it’s authentic and not scripted.

Summary of the Main Points

The STAR method stands for Situation, Task, Action, and Result.
STAR is used to answer all behavioral interview questions, but it can be useful whenever you want to tell a story, regardless of the type of question you get.
When using this framework, you should provide enough relevant information to set the context, describe the problem and your part in it, your action (how you solved it), and the results.
The Action part of your answer needs to be the longest and most detailed: it needs to take up around 60% of your STAR answer.
Always include quantifiable results. If this is not possible, mention qualitative results like bonuses, promotions, positive feedback, and similar.
It’s best to mention the lessons learned in the Results part, especially when answering questions about your less flattering side: your failures and weaknesses.

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What is the START method? Is it different from the STAR method?

START stands for Situation, Task, Action, Result, Takeaway. Essentially, it’s the same as STAR, with another component, Takeaway, in which you talk about lessons learned from the experience. That said, you should list lessons learned in the Result section whenever possible, so essentially, START and STAR are the same.

Can I use the STAR method when answering questions other than the behavioral ones?

Yes, you can use the STAR method whenever you want to tell a story to illustrate your point — at pretty much any time during the interview, not only when asked a behavioral question. You can also use it when answering situational questions, to add a realistic picture in addition to your hypothetical reaction.

Why do I find the “tell me about a time” questions so hard?

You might find the behavioral questions hard or challenging in case you don’t prepare in advance. In such cases, it’s hard to think of relevant stories on the spot, it’s difficult to properly describe relevant skills and experience, and your delivery will be poor because you’re nervous. This is why preparing and practicing answers for these questions is crucial for informative, engaging answers and confident delivery.

How to use the STAR method if I can’t think of an example of a specific situation?

If you haven’t experienced the exact situation that a question refers to, think of a similar one, or analyze the question, figure out which skill it seeks to assess, and provide a story where you displayed a similar skill. If this doesn’t work, think of situations that share similarities or certain aspects with the question asked. If that doesn’t work either, create a hypothetical scenario that demonstrates the skills from the question. However, you’ll need to be transparent and communicate that this is a hypothetical situation. In the Situation and Task parts of your answer, briefly describe the scenario you’re using as a basis for your response. In the Action part, describe what actions you would take in a situation, explaining why you made that particular choice. In the Result part, discuss the potential outcomes or the expected results.

Can I use the STAR interviewing technique effectively if I have no experience?

Yes, because your answers don’t need to be based solely on your work experience. You can draw upon other aspects of your life, like education, volunteering experience, internships, extracurricular activities, personal projects, hobbies, or any other situations where you demonstrated relevant skills or qualities.

Which interview questions, in particular, should I answer using the STAR format?

Primarily behavioral interview questions (the ones that begin with “Tell me about a time when” or “Can you recall a situation when”). But you can use the STAR method regardless of the type of question, whenever you want to showcase your experience and skills through storytelling.

Maja Stojanovic

Fact Checked By:

Industry Expert Contributions:

Pamela Skillings

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Everything You Need to Know About Answering Behavioral Interview Questions

two people talking at a conference table during a job interview open laptop on table faced away from screen phone on table

Interviews can be high stakes. I get that. But bear with me here for a minute when I say this next thing: Some interview questions can actually be fun. And I don’t mean in the zany-but-realistically-kind-of-stressful “ How many golf balls will fit in a bus? ” kind of way. I mean that some interview questions are really just asking for a good story starring you as the main character.

Behavioral interview questions are non-technical, focused on you, and 100% something you can prep for in advance. You actually have the answers already. We just need to find the right stories and polish them up a bit.

Here’s your ultimate go-to guide for answering behavioral interview questions—including common behavioral questions you might hear and example answers.

What are behavioral interview questions?

Behavioral interview questions are questions or statements that ask job candidates to share examples of specific situations they’ve been in. Usually interviewers want to know about an experience where you had to use certain skills— soft skills especially—or had to navigate certain types of scenarios. (Read: It’s the “Tell me about a time when…” genre of questions .)

Why do interviewers ask behavioral questions?

Interviewers like these questions because it can help them get a more realistic and nuanced sense of how you work. It’s a way for them to see what you’re capable of accomplishing based on your actual past professional performance. Think about it: What would convince you of someone’s ability to work on a team better—them saying they totally love working on a team or them telling a story that shows exactly how they worked on a team of five for several months to implement a website redesign for a major client?

30 common behavioral interview questions

As much as I wish I could tell you exactly which behavioral questions you’ll get, I sadly cannot. But this list will give you an idea of the types of questions you might be asked. As you read through, think of stories you can share in response to each subset of questions—they can often be tweaked on the spot to answer any variation an interviewer might throw at you.

Teamwork questions

Almost any job requires you to work with others, so be prepared to talk about your experiences as part of a team. You’ll want a story that illustrates your ability to work with others under challenging circumstances. Think resolving team conflicts, dealing with project constraints, or motivating others.

Tell me about a time when you had to work closely with someone whose personality was very different from yours.
Give me an example of a time you faced a conflict with a coworker. How did you handle that?
Describe a time when you had to step up and demonstrate leadership skills.
Tell me about a time you made a mistake and wish you’d handled a situation with a colleague differently.
Tell me about a time you needed to get information from someone who wasn’t very responsive. What did you do?

Customer service questions

If you’d be working with clients, customers, or other external stakeholders in this role, definitely be ready for one or more of these. Be prepared with at least one story about a time you successfully represented your company or team and delivered exceptional customer service.

Describe a time when it was especially important to make a good impression on a client. How did you go about doing so?
Give me an example of a time when you didn’t meet a client’s expectation. What happened, and how did you attempt to rectify the situation?
Tell me about a time when you made sure a customer was pleased with your service.
Describe a time when you had to interact with a difficult client or customer. What was the situation, and how did you handle it?
When you’re working with a large number of customers, it’s tricky to deliver excellent service to them all. How do you go about prioritizing your customers’ needs

Adaptability questions

Times of turmoil are finally good for something! Think of a recent work crisis you successfully navigated. Even if the outcome didn’t ideal, find a lesson or silver lining you took from the situation.

Tell me about a time you were under a lot of pressure at work or at school. What was going on, and how did you get through it?
Describe a time when your team or company was undergoing some change. How did that impact you, and how did you adapt?
Tell me about settling into your last job. What did you do to learn the ropes?
Give me an example of a time when you had to think on your feet.
Tell me about a time you failed. How did you deal with the situation?

Time management questions

When an interviewer asks about time management , get ready to talk about a specific instance when you had a few things in the air, prioritized, scheduled, organized, and completed everything—preferably before the deadline.

Give me an example of a time you managed numerous responsibilities. How did you handle that?
Describe a long-term project that you kept on track. How did you keep everything moving?
Tell me about a time your responsibilities got a little overwhelming. What did you do?
Tell me about a time you set a goal for yourself. How did you go about ensuring that you would meet your objective?
Tell me about a time an unexpected problem derailed your planning. How did you recover?

Communication questions

You use communication skills so regularly you’ll probably have plenty of stories to choose from. Just remember to talk about your thought process or preparation.

Tell me about a time when you had to rely on written communication to get your ideas across.
Give me an example of a time when you were able to successfully persuade someone at work to see things your way.
Describe a time when you were the resident technical expert. What did you do to make sure everyone was able to understand you?
Give me an example of a time when you had to have a difficult conversation with a frustrated client or colleague. How did you handle the situation?
Tell me about a successful presentation you gave and why you think it was a hit.

Motivation and values questions

A lot of seemingly random interview questions are actually attempts to learn more about what motivates you. Your response would ideally address values and motivations directly even if the question didn’t explicit ask about them.

Tell me about your proudest professional accomplishment.
Describe a time when you saw a problem and took the initiative to correct it.
Tell me about a time when you worked under either extremely close supervision or extremely loose supervision. How did you handle that?
Give me an example of a time you were able to be creative with your work. What was exciting or difficult about it?
Tell me about a time you were dissatisfied in your role. What could have been done to make it better?

How to answer behavioral questions

So how do you go about actually answering behavioral questions? It’s actually pretty simple.

Quickly identify the hard or soft skill or quality the interviewer is trying to learn more about.
Choose a relevant story.
Share your story while emphasizing the details that speak to the relevant skills.
Sum up your answer with how you generally approach situations like the one the interviewer presented.

Example answers for top behavioral questions

Check out these example questions and answers to see our advice in action and get more specific tips on some of the most common behavioral questions.

1. Give me an example of a time you faced a conflict while working on a team. How did you handle that?

Ah, the conflict question. It’s as common as it is dreaded. Interviewers ask because they want to know how you’ll handle the inevitable: disagreements in the workplace. But you might be nervous because it’s hard to look good in a conflict even when you’re not in the wrong. The key to getting through this one is to focus less on the problem and more on the process of finding the solution.

For example, you might say:

“Funnily enough, last year I was part of a committee that put together a training on conflict intervention in the workplace and the amount of pushback we got for requiring attendance really put our training to the test. There was one senior staff member in particular who seemed adamant. It took some careful listening on my part to understand he felt like it wasn’t the best use of his time given the workload he was juggling. I made sure to acknowledge his concern. And then rather than pointing out that he himself had voted for the entire staff to undergo this training, I focused on his direct objection and explained how the training was meant to improve not just the culture of the company, but also the efficiency at which we operated—and that the goal was for the training to make everyone’s workload feel lighter. He did eventually attend and was there when I talked to the whole staff about identifying the root issue of a conflict and addressing that directly without bringing in other issues, which is how I aim to handle any disagreement in the workplace.”

2. Tell me about a time you needed to get information from someone who wasn’t very responsive. What did you do?

Hiring managers want people who can take initiative and solve problems . Many workplace problems boil down to a communication breakdown, which is what this question is getting at. Try not to get too bogged down in the nitty-gritty details of the story and make sure to finish with a clear lesson learned.

A good answer to this question might be:

“Back when I was just starting out as an assistant to a more senior recruiter, I once needed to book interview rooms for several different candidates with a few sessions each, all on the same day. The online system the company used to schedule conference rooms was straightforward enough, but the problem was that it allowed more senior people to bump me out of my reservations. I had to scramble to get them back. When I didn’t get responses to my emails, I literally ran around the office to find the people who took my rooms and explain why I needed them. It was stressful at the time, but it all worked out in the end. Most were happy to move to a different room or time to make sure the interviews went smoothly. I also met a bunch of people and earned early on that talking to someone in person when possible can often move things along more quickly than an email can.”

3. Describe a time when it was especially important to make a good impression on a client. How did you go about doing so?

A perfect answer to this question has an outstanding outcome and illustrates the process of getting to that result. But even if you only have a decent outcome to point to instead of a stellar one, spelling out the steps you took will get you a strong answer.

For instance:

“One of the most important times to make a good impression on a client is before they’re officially a client. When the sales team pulls me into meetings with potential clients, I know we’re close to sealing the deal and I do my best to help that along. That’s probably why I was chosen to represent the research team when we did a final presentation for what would become our biggest client win of the year. I spoke with everyone on the sales team who had met with them previously to learn as much as possible about what they might care about. The thing I do that sets me apart is that I don’t try to treat all the clients the same. I try to address their specific questions and concerns so that they know I did my homework and that I care enough to not just give the cookie-cutter answers. In this case, having the data pulled and ready for every question they had made all the difference in building their confidence in our company.”

4. Describe a time when your team or company was undergoing some change. How did that impact you, and how did you adapt?

Interviewers want to know how you handle organizational change. Your story doesn’t necessarily need to be about some massive company reorg, it could even be about a new system for sharing files. The key is to make sure you clearly describe the steps you took to adapt and then generalizing your experience.

So you might say:

“This past year my manager left and the company was unable to fill her position for several months. This completely upended the way our team operated since she’d been the one who made sure we were all on the same page. After a couple of weeks of missed deadlines and miscommunications on the team, I sheepishly suggested we do a quick daily check-in. It took no more than 10 minutes a day, but it helped us get back to working efficiently again and really reduced the frustrations that had started brewing. It helped me understand that adapting to change requires understanding the gaps a change creates and thinking creatively about how to fill them.”

5. Tell me about a time you failed. How did you deal with the situation?

For broad questions like this, it can be helpful to narrow the scope a bit. For a question about failure , you can do that by defining what it means to fail in your own words before sharing your example.

For example:

“As a team manager, I consider it a failure if I don’t know what’s going on with my staff and their work—basically if a problem catches me by surprise then I’ve failed somewhere along the way. Even if the outcome is ultimately fine, it means I’ve left a team member unsupported at some point. A recent example would be this training we do every year for new project managers. Because it’s an event that my team has run so many times, I didn’t think to check in and had no idea a scheduling conflict was brewing into a full-on turf war with another team. The resolution actually ended up being a quick and easy conversation at the leadership team meeting, but had I just asked about it sooner it would never have been a problem to begin with. I definitely learned my lesson about setting reminders to check in about major projects or events even if they’ve been done dozens of times before.”

6. Give me an example of a time you managed numerous responsibilities. How did you handle that?

Multitasking. It’s impossible and yet we’re all expected to do it. Your job is likely going to involve more than one responsibility and the hiring manager is going to want to know how you plan on juggling a number of tasks, projects, or deadlines.

You could say:

“This is almost a cliché, but being part of an early-stage startup meant I wore a lot of different hats. One second I was recruiting, the next I’d be in front of potential clients, and then I’d be meeting with the cofounders about the product. Switching gears so quickly often felt like getting whiplash. I realized that it wasn’t necessarily the juggling that was the problem, it was the constant switching back and forth. I started chunking my work so I could spend several hours focused on similar tasks. One block for recruiting. One block for sales. One block for product. Once I figured out the secret to multitasking was to not multitask, it got a lot more manageable.”

7. Give me an example of a time when you were able to successfully persuade someone to see things your way at work.

No matter your role, communication skills are critical and interviewers are going to keep asking related questions until they’re sure yours are up to snuff. When asked about persuasion, emotional intelligence and empathetic listening can be good pieces of your communication skill set to emphasize.

A good answer could sound like:

“I once was tasked with pulling the plug on a project. Of course, this can be incredibly disappointing for those affected. Done poorly it could destroy a team’s morale. I can’t discuss the project too much, but suffice it to say that everyone on it worked really hard and it took some serious convincing for them to agree this was the right choice. Rather than letting the idea take hold that months of their work was being scrapped, I proactively shared with everyone all the ways their work would still be utilized by different parts of the company. It’s not what they had intended, but seeing that their work wasn’t wasted softened the blow and allowed me to share the hard truth that we wouldn’t be able to realize our original goals. Taking the time to consider what negative reaction they might have and making the effort to be empathetic allowed me to directly address their concerns and show them that this was the best way forward.”

8. Tell me about a successful presentation you gave and why you think it was a hit.

You can probably predict whether or not you’ll get this question based on the job description . If the job requires frequent public speaking , be sure you have an example ready to go. For questions like this that have an “and why” part, make sure you give evidence for how you know you did a good job. In this case, an engaged audience is pretty good evidence you gave a strong presentation.

“Presenting is definitely something I’ve gotten better at over time. At my previous lab, I presented pretty often at the weekly research meeting where we all kept each other up-to-date on the progress of our work. When I first started, I would just pick up where I left off last time and spoke like I was talking to a room full of experts—which I was, but they weren’t necessarily experts in my specific project. It’s obvious in hindsight. The nature of research is that it’s inherently novel. I started doing more in my presentations to give context, like a more compact version of a conference presentation. It was more work, but I could tell everyone was engaged based on the questions I got. They were more thoughtful and challenging and actually helped push my work forward. Now, whether I’m presenting formally or informally, I try my best to scaffold my conclusions with relevant context.”

9. Tell me about your proudest professional accomplishment.

This question can sometimes make people freeze up. Proudest? Like literally the thing I am proudest of ever? It’s a lot. A more manageable way to think about it is that it’s essentially a freebie to talk about anything. So you can choose a story that showcases a relevant skill, passion, or experience you haven’t been able to talk about yet or want to emphasize more and set it up as one of your proudest accomplishments! If you’re applying to an entry-level role, feel free to talk about school accomplishments.

“There’s a lot that I’ve done over the last few years at Major Telecom that I’m proud of, but one thing we haven’t had a chance to talk too much about is my work in the parents employee resource group. As the company has become more family friendly, I’ve worked hard to guide the conversation as the co-lead of the parents ERG. This year, I spearheaded an effort to improve our flexible work policy, first writing a letter on behalf of the ERG to the leadership team and then later drafting a proposal which ultimately led to a better work environment and more flexible work for everyone, not just parents.”

10. Tell me about a time when you worked under either extremely close supervision or extremely loose supervision. How did you handle that?

This question is getting at how you like to be managed, but it’s phrased in a way that may tempt you to speak negatively of a previous employer. Stay focused and keep your response neutral to positive.

So you could say:

“As an intern at Online Content Co., I felt like my every move required approval, which isn’t everyone’s cup of tea, but I really appreciated it back when I had no idea what I was doing. I actually credit the close supervision I got for helping me pick things up so quickly. After I officially joined the team as a staff writer though, it started to feel a bit restrictive. I thought once I “proved myself” it would get better, but after a few more months with no significant change a mentor helped me see that I wasn’t being proactive about communicating with my manager. Rather than going to my one-on-one meetings with nothing prepared and being peppered with questions, I started arriving with an update of all my ongoing work. All the same information got conveyed, but instead of feeling micromanaged, I felt empowered and it made all the difference in my experience.”

4 tips to prep for—and ace—a behavioral interview

I’m taking my own advice and concluding this article with a few general takeaways. If you remember nothing else, make sure you do the following when you’re getting ready for an interview:

1. Prepare a few stories based on the job description.

Maybe you’ll use them, maybe you won’t, but trust me that you’ll feel more prepared and less nervous if you’ve spent some time thinking about this. Scan the job description for anything that seems to be mentioned more than once or is otherwise emphasized—say, “takes initiative,” or, “works independently.” Then come up with some stories about those things!

2. Brush up on the STAR method.

Stories can get big and unwieldy, especially when we’re nervous. It’s important to keep your answer concise and relevant to the question. Using the STAR interview method can help you to craft job-landing responses to many interview questions that require a well-structured example story.

3. Wrap up your answers with a conclusion.

Some stories don’t fit super neatly into the STAR method and that’s fine. In any case, just make sure to wrap up your story with a nice summation so that the interviewer knows what they were supposed to learn from it. In other words, tell your story and then tell them what to think about it. “I did this to solve the problem, so in general, this is the process I use for solving problems.”

4. Practice aloud before your real interview.

I’ve worked with thousands of job seekers and written hundreds of job search articles, and my advice on interviewing can pretty much be summed up with one word: practice. To be more specific, practice answering possible interview questions out loud. Do not memorize your answers. Just say them a few times. If you want to be fancy, do it in front of a mirror to get a better sense of how you’re presenting yourself.

Brushing up on your interview skills in general will also help you to answer these questions with ease and sail through to the next round. So get those stories ready and—I’m going to say it one more time for good luck—practice!

Regina Borsellino also contributed writing, reporting, and/or advice to this article.

Problem-Solving Interview Questions & Answers

Updated July 13, 2023
Published March 9, 2020

A job interview is a great moment for interviewers to evaluate how candidates approach challenging work situations . They do this by asking problem-solving questions. These types of questions are commonly asked during interviews since problem-solving skills are essential in most jobs. In any workplace, there are challenges, and when hiring new personnel, hiring managers look for candidates who are equipped to deal with this.

Problem-solving questions are so-called behavioral interview questions . Behavioral interview questions are strategic type of questions that require you to provide an answer that includes an example situation that you experienced in your career. These questions focus on specific work situations that you experienced and how you responded.

A basic example of a behavior question about problem-solving is ‘ tell me about a time you solved a problem at work .’ As you can see, the interviewer is looking for you to explain a situation and how you approach it, and how you solved it. Furthermore, the interviewer is interested in what you learned from that experience. Answering behavioral questions requires some work because you need to provide the interviewer with a strong answer to convince them that you’re the right person for the job.

The rationale behind asking problem-solving questions is to discover how you approach complex and challenging situations and if you can provide an effective solution. Interview questions about your past behavior might sound challenging, but they are actually a great opportunity for you to show that you’re a fit for the position. With the right preparation, you can use your answers to problem-solving questions to your advantage.

What Are Problem-solving Interview Questions?

Basically, problem-solving skills relate to your ability to identify problems, issues, obstacles, challenges, and opportunities and then come up with and implement effective and efficient solutions. However, this is a broad definition of problem-solving abilities. Depending on the position and field you’re applying for a position in the interviewer can focus on different aspects of problem-solving.

Examples of problem-solving competencies are:

Taking initiative.

Taking initiative means that you step up to the plate when needed and that you take action without being asked to do so. People who take the initiative demonstrate that they can think for themselves and take action whenever necessary. Furthermore, you actively look for opportunities to make a difference in the workplace.

Creative thinking

Creative thinking means that you’re able to look at something in a new way to find a solution. People who are creative have the ability to come up with new ways to carry out their tasks, solve problems, and meet challenges. Creative people are original thinkers and are able to bring unorthodox perspectives to their work.

Resourcefulness

Resourcefulness is the ability to find quick and clever ways to overcome challenges in your work. Furthermore, people who are resourceful are original in their ways of thinking to overcome challenges.

Analytical thinking skills

These skills refer to the ability to gather data, break down a complex problem, weigh pros and cons, and make logical decisions. People who possess analytical thinking skills help the company overcome challenges and are able to spot potential issues before they become actual problems.

Determination

Determination can be described as the firmness of purpose or resoluteness. Specifically, people who are determined are persistent and do not give up easily or when they have a setback. Determination gives these people the motivation to push through and keep moving forward.

Results-oriented

People who are result-oriented have their full focus on getting to the desired outcome.

Problem-solving behavioral interview questions

As discussed in the introduction, problem-solving questions fall into the behavioral category of interview questions . These questions ask you to provide specific examples of past work experiences. For interviewers, understanding your past professional performance is the best way to gauge your future job performance.

Behavioral questions are focused on the desired skills or competency area, such as in this case, problem-solving. Other common competency areas for which behavioral questions are used are teamwork , communication , time management , creative thinking skills , leadership , adaptability , conflict resolution , etc.

Behavioral job interview questions usually start with the following:

Give me an example of
Tell me about a time when you
What do you do when
Describe a situation where

Examples of problem-solving behavioral interview questions:

Give me an example of a time you had to solve a difficult problem at work.
Tell me about a time when you identified and fixed a problem before it became urgent.
What was the best idea you came up with at your last position?
Describe a situation where you find a creative way to overcome an obstacle.

As you can see, the questions mentioned above require you to discuss your past behavior in a professional work environment. The reason for asking behavioral job interview questions instead of just asking traditional ones is that the most accurate predictor of future performance is your past performance in similar situations .

The interviewer wants to discuss previous work situations and wants you to elaborate on them to get to know you better. Solid interview preparation will help you give the answers that the interviewer is looking for. This starts with doing your research and thoroughly reviewing the job description . Doing so can help you understand what type of problem-solving skills are required to successfully perform the job you’re interviewing for.

By preparing example scenarios to questions you expect based on your research , you can give exactly the information that he or she is looking for. In other words, you need to relate your answers to the job requirements and company culture of the organization where you’re applying for a position.

To answer behavioral questions about your problem-solving skills, you need to ensure that you provide the interviewer with specific details about the situation you were in, your task in that situation, the action you took, and the specific results that came out of those actions. In short, this is called the STAR-method of providing an answer. The STAR method is discussed in more detail later on in this article.

Why Interviewers Ask Problem-solving Interview Questions

Problem-solving skills are required in most job positions. This means that a lot of hiring managers will try to assess your problem-solving skills during your interview. The main reason for asking you about situations in which you used your problem-solving skills is to get an understanding of how you work.

The interviewers want to get questions answered, such as:

Are you results-oriented, and are you proactively involved in your work?
Do you look for different ways to contribute?
Are you an individual that others can count on to increase team performance?
Are you a self-starter, or do you need someone to give you instructions?

Most likely, the interviewers look for a self-starting person with general problem-solving skills that can be used in different situations. A proven track record of solving problems such as those required in the position you’re interviewing for will definitely help convince the interviewer. Therefore, make sure you prepare answers to questions you expect in advance.

For example, someone who works as a customer service representative should be able to deal with a frustrated or angry customer . They need to be able to solve these problems and know how to handle such situations. Other examples of positions where problem-solving skills are essential are, for instance, accounts or project managers. They need to be flexible in their approaches and should be able to handle a change in deadlines. Another example is, for instance, a logistic manager who should be able to fix an inefficient logistics process.

The Interviewers’ Goal When Assessing Your Problem-solving Skills

There are several underlying reasons why interviewers use behavioral questions to assess your problem-solving skills. The main one, of course, is that they want to hire a person who’s able to perform the job.

Instead of hiring the person that they ‘like’ they need something better to figure out which candidate is the right fit for the job. By analyzing your behavior in past situations that are similar to the ones that are required in the role that you’re applying for, they try to do just that. Below we discuss a couple of important elements employers consider when making a hiring decision.

Costs of making a bad hiring decision

Employers want to make sure that they hire the right person for the job. For a company, making a bad hiring decision is not only about losing money, but it can also lead to a decrease in productivity and morale. Hiring a bad candidate could lead to leaving a bad impression on customers/clients, but also with coworkers.

Furthermore, time will be lost if the company needs to search for another candidate after a bad hire. Therefore, employers do everything to avoid such situations. Behavioral questions are regarded as a preventative way to make sure that the right person with the right fit for the company is hired .

Specific details of your behavior

By asking behavioral questions about your problem-solving skills, the interviewers try to uncover specific details of your behavior. They want to find out if you are able to clearly identify a problem and if you are able to come up with an efficient and effective solution when needed.

Of course, they got your resume already and maybe even a motivational letter or letter of recommendation . Still, the interviewer can only assess your hard skills and educational levels based on these documents.

Essential soft skills , such as problem-solving, are easier to assess during job interviews with the help of behavioral interview questions. Therefore, include real-life work scenarios in your answers that demonstrate how you have used the skills required for the position that you’re interviewing for. The interviewer wants to assess if you possess the skills required to perform the day-to-day tasks and deal with challenges that you will encounter in the workplace.

Your (past) behavior as a predictor of your future job performance

Questions about your problem-solving skills and the answers you give are used to determine the chances of your future success in the job that you’re interviewing for.

Specific behavioral problem-solving questions such as ‘ tell me about a time you had to solve a problem at work. What steps did you take before deciding on how to solve the problem, and why? ‘ give the interviewer more insight into your professional behavior and in turn, your future job performance .

Another way to assess your behavior is by asking hypothetical questions. If you, for instance, do not have certain experience yet, the interviewer could ask you a question along the lines of ‘ What would you do if you were caught off-guard by a problem that you had not foreseen? Which steps would you take to address the problem? ‘. As you can see, this question is hypothetical in nature. The interviewer wants to hear which steps you would take to address a possible complexity in your work. Based on your answer, the interviewer will assess if your approach is suitable for the position for which you’re interviewing.

It’s therefore important that you prepare for frequently asked interview questions that you can expect during your interview. By preparing the right example answers on how you have solved problems in your previous jobs and how you would solve problems in the job you’re applying for, you can provide a concise answer without missing important details.

Avoid making a wrong hiring decision

Questions that gauge your professional behavior help employers assess your future job performance. In other words, this helps them make a better hiring decision. A perfect resume or cover letter is not enough to impress seasoned interviewers.

By asking behavioral problem-solving questions, the interviewer tries to uncover your previous work patterns. The information in your answers gives them more insight into your approach to critical situations and if this approach matches the ones required for the position you’re applying for.

By preparing the right way, you can make sure that your example answer situations include aspects of the most important job requirements. Of course, the interviewer is looking for candidates that fit the job description , so make sure that your answers relate to the job requirements.

What Interviewers Look for in Successful Candidates

In short, interviewers look for candidates who have the right work approach to succeed within their company and in that particular position. This is also why we can’t emphasize the importance of being able to demonstrate your skills through solid example scenarios enough .

The right preparation will help you get there. Your goal is to demonstrate that you are capable of taking on the day-to-day tasks required for the position and have the potential to grow . For example, if you are able to work in and deal with transitions in fast-paced environments such as financial markets . And can you handle the complex situations that you will encounter? Are you able to deal with such transitions effectively? In this case, you need to show adaptability and problem-solving skills through example scenarios of how you did so in the past.

Problem-solving behavioral questions are used to get insights into how you approach problems at work, if you take the initiative, and if you possess the right creative and critical thinking skills . Basically, the interviewers want to get the following questions answered:

Do you take the initiative?
Can you communicate effectively?
Are you able to adequately respond to problems or issues that occur during your work?
Can you perform in stressful and unexpected situations?
Are you able to adjust to changing work environments?
Can you assist your coworkers or team when needed?
Are you flexible in your approaches to situations at work?

Red Flags for Interviewers Assessing Your Problem-solving Skills

When answering questions about your problem-solving skills, there are certain things you need to look out for. Below we discuss a couple of warning signs that interviewers consider when you answer their questions. Ensure that you avoid these at all costs to avoid making the wrong impression.

1. Not answering the question or not providing enough detail

If you answer a question with ‘I can’t recall a situation where I encountered such a problem ,’ this is considered a red flag. This could mean that you did not prepare well and that you’re not taking the interview seriously. Furthermore, the interviewer could interpret such an answer as you may avoid dealing with challenging situations.

If you cannot provide specific details or examples about what you claim in your resume or cover letter, this can be considered a red flag too. If you, for instance, claim that you have successfully solved problems and used critical thinking skills in your work, you need to make sure you’re able to back this up through clear examples of times you did so. Failing to do so could lead to a quick elimination of your candidacy for the position. If the interviewer has trouble verifying your employment history, this is considered a warning sign.

2. Canned responses to questions

Preparing answers is key to success for any interview. However, this means preparing original, effective, and relevant answers that are related to the position you’re interviewing for.

Generic answers to behavioral problem-solving questions such as ‘ tell me about a time you had to solve an issue with a customer ‘ are considered warning signs. An example of a generic answer to that particular question is ‘t his one time I had to deal with an angry customer who had complaints about the pricing of a product. I calmed her down and made the sale ‘. As you can see, this answer does not provide much insight into your problem solving skills, thought process, and how you approach the situation.

If you give a generic answer, you can expect more follow-up questions from the interviewer. However, it’s better to prepare strong answers to impress the interviewer that you actually possess the required skills for the job.

3. Answers that focus on problems, not solutions

The reason for asking specific behavioral-problem solving questions is to assess how you approach and solve problems. It’s, therefore, important that your answers focus on the solution, not the problem . Of course, it’s important that you are able to spot and identify problems, but finding a solution is essential. If your answers focus on problems too much, you can come across as too negative for the job.

Negativity, in any form, in your answers, is considered a red flag. This can be talking negatively about a problem you had to solve but also talking inappropriately about previous employers or co-workers. Negative undertones never impress interviewers the right way. Therefore, focus on how you solve problems and put yourself in the best light possible.

4. Too stressed or uncomfortable during an interview

Interviewers know that almost everybody is slightly uncomfortable when put on the spot during a job interview. However, when you’re too stressed to provide a good answer, this can be viewed as an indicator that you do not handle stressful situations well. Of course, remaining calm under pressure while still being able to solve problems is essential for positions in which problem-solving skills are required.

5. Failing to respond effectively

Failing to respond effectively to interview questions comes across weak. It’s therefore important that you prepare for your interview by thoroughly analyzing the job description and try to understand what kind of problems you will be solving in the position that you applied for. This research will help you choose the right examples from your past that are most likely to impress the interviewer.

Therefore, research the job and organization and make notes of the required skills and experiences you think the company values. This allows you to tailor your answers to your situation.

Also, think about possible follow-up questions the interviewer might ask you. Because you already know what examples you will use in your answers to questions you expect , if you prepare the right way, you can figure out which follow-up questions are likely to be asked. For instance, if you’re preparing for the interview question, ‘ tell me about a time you solved a problem at work ,’ you can expect the interviewer to follow up with, ‘ what steps did you take to solve the situation?’.

6. Not taking responsibility or minimizing the significance of a problem

When a problem is identified but not addressed, this could quickly escalate into a bigger problem. Employees who do not take responsibility or those who leave things for later might not be result-oriented and engaged in their work.

Another way of taking responsibility is to show self-awareness. It’s common for interviewers to ask you about a time that you failed, especially in situations where you needed to solve problems. They are interested in what went wrong in a work situation, if you took responsibility for your actions, and what you learned from that situation. Not taking responsibility for, for instance, a project that may have failed , is considered a warning sign.

Self-awareness and being to reflect on situations is an important characteristic to possess in the workplace. Interviewers want to hire candidates that can admit errors or who made thoughtful mistakes trying to solve problems in the past and tried to fix them. Employers know that candidates are human and make mistakes, just like everybody else. It’s important that your answers show that you take responsibility for situations and describe the actions you took to repair any problems or challenges.

Frequently Asked Problem-solving Interview Questions

Below you can find commonly asked behavioral problem-solving questions . These questions are divided into regular questions and hypothetical questions. Learn everything you need to know about common interview questions that are frequently asked during job interviews .

Problem-solving interview questions:

Tell me about a time you faced an unexpected challenge at work and how you dealt with it.
Describe a time a customer approached you with a problem or concern. How did you respond?
Tell me about a time you had to change your planned course of action at the last moment. How did you re-evaluate your priorities?
What was the best idea you came in in your last position?
Tell me about a time you had to solve a difficult problem.
What’s the most significant improvement that you have made in the last year?
Tell me about the most innovative new idea that you have implemented in the workplace.
Have you ever improved the workflow of a project based on your analysis? How did you do this?
Describe a situation in which you anticipated a potential problem and applied preventive measures.
Tell me about a time you faced a significant obstacle you had to overcome to succeed in a project.
When you’re working on several projects, it’s tricky to deliver excellent service to all of them. How do you go about prioritizing the needs of a client?
Describe a situation in which you had to analyze information and make a recommendation.
What do you consider your greatest achievement in the workplace? Why?
Describe a situation in which you needed to motivate others to get something done.

Hypothetical problem-solving interview questions:

How would you approach a situation in which you had to analyze information to make a recommendation to a client?
Tell me how you would handle a situation in which you have a deadline you cannot meet.
How would you handle a conflict with a co-worker?
A frustrated client calls you to discuss a problem. How do you deal with such a situation?
How would you handle a situation in which you would need to convince someone to change their decision?

Preparing Answers to Problem-solving Interview Questions

There are several steps that you can take to prepare for problem-solving questions. Here you can find a job interview checklist . To get started, you can consider the following steps.

Step 1: Research

Before your interview, it’s important that you thoroughly research the position and company. Read the job description carefully to find specific skills that a candidate needs to possess to successfully perform the job. Think of skills such as adaptability , communication , and problem-solving. Also, read the company website to get more information about their mission statement and who their main clients are. Furthermore, check their LinkedIn pages and other content/news related to the company.

Your research will help you identify the required skills, qualities, and experience for the position. In turn, you can use this information to make an educated guess about what kind of interview questions you can expect .

Step 2: Write down the required skills, competencies, and experience

Behavioral questions such as those about problem-solving skills are a great opportunity for you to show why you’re the perfect candidate for the job. Based on the skills and competencies that you have identified during your research, you can start preparing answers. Rank the skills on importance in relation to the requirements for the position.

Step 3: Create a list of past work experiences related to the position’s requirements

Everybody knows that it’s hard to come up with strong answers when you’re put on the spot during an interview. Therefore, come up with strong examples to questions you expect ahead of your interview.

Create a list of past work experiences and tailor them to the required skills and competencies for the job—highlight successful situations where you demonstrated behavior related to these required skills and competencies . Focus on delivering a concise and to-the-point answer.

Step 4: Prepare successful and challenging answer examples

Effective problem-solving skills are essential in the workplace. Therefore, your answers must demonstrate that you have successfully identified problems, proposed solutions, evaluated several options, and finally implemented a solution. However, it’s also likely that the interviewer will ask you about a time you have failed to solve a problem . Interviewers ask you about failures to assess whether or not you learn from your mistakes and if you’re self-aware enough to acknowledge times you failed. Also, it helps them identify if you take calculated and smart risks.

Step 5: Use the STAR method to structure your answers

The STAR method allows you to concisely provide the interviewer an answer by logically walking them through the situation. STAR is an acronym that stands for a situation ( S ), your task ( T ) in that situation, the actions ( A ) you took, and what results ( R ) you got based on your actions. These are the basic steps you take in your walkthrough.

Below we discuss the STAR interview technique in more detail.

STAR Interview Technique For Problem-Solving Interview Questions & Answers

By using the STAR method, you can give an answer that includes exactly what the interviewer is looking for. Below, the STAR acronym is broken down into each step.

Start your answer by explaining the situation that you faced. The start of your answer ‘story’ should answer questions such as:

What was the situation/problem?
Who was involved?
Why did the situation happen at that time?

It’s important to provide context around what problem needed to be solved. Furthermore, make sure to provide relevant details.

Next, explain your specific role in the task ahead. Include important details, such as specific responsibilities. Focus on giving the interviewer an understanding of your task in solving the problem. This part of your answer should answer questions such as:

Why were you involved in that specific situation?
What’s the background story?

After you describe your task, it’s time to specifically discuss the actions you took to solve the problem. Give the interviewer a step-by-step description of the actions you took. This part of your answer should answer questions such as:

What steps did you take to resolve the situation you were in?
Why did you choose to complete your tasks this way?

Finish your answer by discussing the results you got from your actions. Detail the outcomes of your actions and ensure to highlight your strengths . Also, make sure to take credit for your behavior that led to the result. Focus on positive results and positive learning experiences. This part of your answer ‘story’ should answer questions such as:

What exactly happened?
What did you accomplish?
How did you feel about the results you got?
What did you learn from the situation?
How did this particular situation influence who you are as a professional today?

Sample Answers to Problem-solving Questions

Below you will find some example questions. The examples are already written in STAR format so that you can clearly see how you can structure your answers. However, these are ‘general’ examples. Do not forget to structure your own answers in a way that includes enough detail to convince the interviewer that you’re the right person for the job!

Problem-Solving Example 1: ‘ Tell me about a time you had to resolve a disagreement with a coworker.’

‘Personally, I believe that communication is essential in such a situation to find a way that works for both of us. Finding a compromise is the main goal to get the work done to the best of our ability.

Task & Action

In my current position as a financial consultant, I encountered such a situation recently. A colleague disagreed with the way I wanted to handle an issue that we encountered along the way. To address this issue, I scheduled a meeting with him to discuss the situation. I asked him about his points of view and how he thought we should go about the project.

Even though we had differences in the way we felt like how the project should be approached, we quickly came to the conclusion that our goal was the same; providing our client with a high-quality final product within the set deadline.

We talked about the project and the specific aspect about which we had a difference. I explained my point of view and that I had already encountered a similar issue in the past. Ultimately, my colleague agreed to tackle the issue using my proposed method. His insights gave me a good suggestion which we incorporated into the project. After that, we successfully worked together and finalized the project in time and according to the quality level that we both were proud of.’

Why this is a strong answer:

The provided example is concise and relevant to the workplace where problem-solving skills are important
This answer shows important skills such as being proactive, problem-solving, persuasion, and adaptability .
The answer shows that you’re a team player as well and that you listen to the input of others for the better of a project’s result.

Note : There’s always a chance that interviewers ask you follow-up questions about how you convinced your colleague. Make sure that you are able to answer those questions as well.

Problem-Solving Example 2: ‘ Tell me about a time you had to solve a challenging problem at work .’

‘In my position as a business development manager at ABC Software, I’m responsible for organizing all client events and conferences. ABC Software is a major player in the IT market, and during our events, we invite industry experts to speak on market developments. These events are used to attract new clients but also to maintain our relationship with our existing ones.

Over the last two years, we analyzed our attendee data and found that our event attendance dropped by almost 10%. Furthermore, we discovered that the retention rate of our clients also decreased. When we had to plan the next event, my team and I knew that we had to get our attendance levels back up in order for the events to stay successful. The goal was to get our networking event popular and recurring again.

I had an idea why the attendance levels dropped but to get more information, I interviewed several sales consultants as well. The main feedback was that we should focus more on attracting new clients through social media channels. I communicated this with our marketing team, and we decided to also reach out to our client base and ask them what they would like to see on our future events. This led to interesting new insights on topics and speakers that we could invite, plus we also received input on how to improve networking possibilities during our events. Based on our research and feedback, I created a new plan of action to market our events through our social media channels to increase exposure.

After launching our marketing campaign, we immediately gained online traction, leading to an increase in advance registrations. For that specific event, we saw a total increase in attendance of 20% in comparison to the previous year. An online survey showed that the attendees were happy with how the way the new event was structured, and 80% of respondents said that it would be likely that they would recommend our events within their network.

My approach to increasing attendance at our events did not go unnoticed. I was asked by my department director to make a presentation about how I tackled this problem and present this to the board.’

This example shows that you can identify issues and understand your responsibility to address them.
The provided example is related but also relevant to the workplace. It’s also concise, which is perfect.
This answer shows important skills, such as being proactive, teamwork , adaptability , problem-solving skills, and creativity .
Taking responsibility to find out why the event attendance dropped and subsequently taking action turned out successful gives more weight to the situation.

Problem Solving Example 3: ‘Describe a time a customer approached you with a problem or concern. How did you respond?’

‘In one instance, a customer came to me with an issue. She had recently purchased a product from our store, which broke shortly after she got it home. She was understandably upset and wanted to know what could be done.

In response, I apologized for any inconvenience and asked her to explain what had happened. After hearing her story, I promised to help her as much as possible. Next, I checked the item’s warranty status in our system.

I was able to offer her a replacement or a refund since the product was still under warranty , and I helped her find an identical item in our store and processed the exchange for her. The customer decided she wanted a replacement, so I explained our return policy to her in case this ever happened again in the future.

My customer thanked me for my help and seemed more satisfied at the end of the transaction; I was glad I was able to turn a potentially negative experience into a positive one.’

This example shows that you understand what great customer service is.
The provided example is concise and to the point; it describes a situation and the actions you took to resolve it.
This answer shows essential skills, such as being proactive, customer service, and problem-solving skills.

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51 Behavioral Interview Questions & Answers To Master

June 29, 2021 by Hannah Morgan

Interviews are less stressful if you have some idea of what questions you’ll be asked. Since behavioral interview questions have become quite popular over the years, you can expect some to be thrown your way.

Behavioral interview questions & answers to master

Read this guide to learn more about behavioral interview questions, get a list of the most common questions employers ask, and see some sample behavioral interview questions and answers to help you visualize the process. Plus get actionable tips on how to prepare and respond when you’re asked to give examples of how you handle situations at work.

What are behavioral interview questions, common behavioral interview questions, sample questions and answers, how to prepare.

Additional Reminders And Tips

When a recruiter or hiring manager asks questions during a job interview, it’s likely they will ask you to tell them about a time when you…

These types of questions are referred to as behavioral interview questions because they help the interviewer understand and evaluate your behavior, as well as your skills.

Imagine trying to evaluate someone’s skills without actually seeing the work being performed. That’s the challenge recruiters face when selecting candidates for a job. The next best thing is to ask you to describe how you’ve solved a problem.

Behavioral questions are designed to help interviewers learn how you would respond to a specific situation and how you solve problems to achieve successful results.

Behavioral interview questions require the candidate to explain how you resolved an issue, solved a problem or fixed something. Embedded within each answer are the human drivers or qualities that show why you took the actions you did. It’s like a small peek into what motivates you.

Here’s what you know:

You and your co-workers approached tasks differently. Imagine you were both interviewing for the same job. Your titles and work would look the same, but how you performed the job would come across differently during the job interview. Those are the subtle differences interviewers hope to discover from asking behavior interview questions. And your unique style of getting work done is exactly what you want to emphasize during the interview. Clearly and concisely.

Behavioral interview answers are the proof or evidence of your soft skills as well as your ability to do the job.

Start today by recalling situations that show future employers you have what they are looking for, especially specific examples that highlight: productivity, leadership, teamwork, initiative, planning, flexibility/adaptability and interpersonal skills.

When practicing how to answer behavioral interview questions, you don’t need to prepare thousands of possible responses. Instead, think about the skills and behaviors your future employer needs. Some of the skills and behaviors are fairly common and would apply to almost any position with any company. Just look at the job description to see which skills are being requested.

Here are common categories you can prepare for during your upcoming interview:

Career/Experience

Motivation/Self Awareness

Conflict/stress, adaptability/flexibility, problem solving/decision making, planning/organizing, leadership/teamwork.

Presentation/Communication

Follow Through

There are certain types of questions you can anticipate and prepare for. This list of 50 common behavioral interview questions is broken down by what skills or qualities the interviewer is evaluating.

The types of questions you are asked will vary by your role and level of seniority. In other words, if the job doesn’t require you to deliver presentations, you probably won’t be asked to talk about a time you had to deliver a presentation to a group.

During a one-hour interview, you can probably expect to be asked approximately 10-20 questions, many will be behavioral interview questions.

Career/Work History

Can you describe for me one of your most important accomplishments?
Describe for me one of the biggest disappointments in your work history.
What special aspects of your education or training have prepared you for this job?
What specific things in your past experience that affected your present career objectives?
How do you go about making an important decision affecting your career?
Give an example of how you used what you learned from the last professional development course you took.
Tell me about a difficult obstacle you have had to overcome.
Give me an example of a time you took initiative or took the role as a self-starter.
Provide an example of what gave you the greatest satisfaction at work?
Give an example of a time something frustrated you at work and how you handled it.
Describe your most significant failure in the last 2 years.
Give me an example of an experience on the job that you felt was satisfying.
Tell me about a time when you missed an obvious solution to a problem.
Tell me about a time you have been told, or discovered yourself, a problem in your job performance, and what have you done?
Tell me about how you worked effectively under pressure.
Give me an example of the most difficult conflict situation in which you were involved?
Tell me about a time you disagreed with a supervisor.
Tell me about a time you had to stand up for your beliefs.
Tell me about a time you disagreed with your manager’s leadership style or team culture.
Tell me about a time when you were in conflict with a peer and how the situation was resolved.
Tell me about a time you wish you’d handled a situation with a coworker differently.
Tell me about a time you encountered pressure on the job and how you handled it.
Give me an example of the problems you encountered in doing your last job? Which ones frustrate you the most?
Tell me about a time you had to learn something quickly.
Tell me about a time when you had to go above and beyond your regular job responsibilities in order to get a job done.
Tell me about the adjustments you had to make to your schedule working virtually.
Give me an example of how you communicate with your manager and co-workers in a remote setting.
Give me an example of the most difficult decision you made in the past year.
The last time you did not know what decision to make, what did you do?
Tell me about a time when you had to analyze information and make a recommendation.
Give me a specific example of a time when you used good judgment and logic in solving a problem.
Give an example of when you took full responsibility for solving a problem only to find out that you really should have included others in the process.
Tell me about a time when you were faced with conflicting priorities.
Give an example of something you’ve recently scheduled.
Tell me about how you met your objectives this year.
Tell me about a time when you motivated others.
Can you give me an example of your ability to manage or supervise others?
Tell me about a time when you had to get your team together to establish a common approach to a problem.
Tell me about a time when needed to get your team to accept your ideas or department goals.
How would you describe your basic leadership style ? Give specific examples of how you practice this.
Tell me about a tie when you led a group who doesn’t report to you, but from whom you have to get work.
In your work experience, what have you done that you consider truly creative?
Can you think of a problem you have encountered when the old solutions didn’t work and when you came up with new solutions?
What kind of problems have people recently called on you to solve? Tell me what you devised?

Presentation/Communication

Tell me about a time you had to give a presentation? How did you prepare?
Give me an example of a time when you had to explain a complex idea or topic to people with less subject knowledge.
Tell me about the most recent writing project you’ve worked on.
Tell me about a time you had to build rapport with a coworker or client whose personality was different than yours?
Give me an example of a time when you had to make sure that due dates were met for work that you delegated?
Tell me about a time when you gathered feedback from a customer after you completed a project/task or made a delivery?
Tell me about one of the methods you’ve used to follow up on your projects, tasks, assignments.

To help you formulate your own responses, here are some sample behavioral interview questions and answers. You will notice that these sample answers follow a similar format. One of the best ways to structure your answers to behavioral interview questions is using the STAR format.

Use STAR to organize the information you include in your answer. This ensures you include just the important information the interviewer needs to hear. It also requires you to remember and discuss a specific situation, task, action, and result in your answer.

Here’s more detail on what to include in each element:

Situation: Describe the situation. Use who, what, where, when, why and how to help you structure the information. Describe a specific event or situation, not a generalized description of what you have done in the past. This situation can be from a previous job, a volunteer experience, or any relevant event.
Task: What goal were you working toward? What were you being asked to do?
Action: Describe the actions you took to address the situation with an appropriate amount of detail and keep the focus on YOU. What specific steps did you take and what was your particular contribution? Use the word “I,” not “we” when describing actions.
Result: Describe the outcome of your actions and don’t be shy about taking credit for the outcome. Be sure to mention measurable or quantifiable results. Was there an increase in performance, efficiency, profitability or impact?

Keep your answer concise and on track by including all elements in your answer using the STAR format. Be as specific as possible without rambling or including too much information.

Never use a generic answer like “I always appreciate different viewpoints from my own. When someone expresses a different opinion, I listen carefully to what the person says and utilize that feedback.” While this answer is technically good, it lacks the details and specifics. An interviewer would find it hard to evaluate your skills or believe you had experience handling the situation.

1. Can you describe for me one of your most important accomplishments?

This behavioral interview question is your opportunity to share one of the top achievements in your career . When selecting your accomplishment, be sure it is relevant to the job you are interviewing for.

Answer: When I was leading the engineering team at XYZ company, we needed to redesign a component to increase output on a printer. I gathered a team made up of sales reps, manufacturing, marketing and engineering to identify what a successful outcome would look like.

After months of meetings spent evaluating costs and timelines, we developed a component that increased the printer’s quality and quantity of printed materials. This new component was used in every new machine produced and increased sales by 25% globally.

2. Tell me about a difficult obstacle you have had to overcome.

The interviewer wants to know how you handle pressure, challenges, adversity and tenacity. Focus you answer on the steps you took to overcome the obstacle.

Answer: While working on a time-sensitive client project, I found the printer was jammed. I first reloaded the paper bins and followed the printer’s error instructions and within minutes the printer was back online.

Not only was my report in the queue but so were several other jobs. The final client report was proofed and delivered ahead of schedule. I also delivered the other print jobs to their owners to keep their workflow on track.

3. Tell me about a time you disagreed with a supervisor or co-worker.

This behavioral interview question evaluates how you view your relationships at work and how you handle conflict. It also shows how you communicate during uncomfortable and uncertain situations. Keep your opinions and emotions out of your answer and state the facts.

Answer: My previous manager had specific ideas about what she wanted in our social media marketing campaigns. She wanted to use text dense graphics. As the lead designer, I believed that a simple call to action was more convincing.

After much discussion, we compromised, and ran each campaign for one week. We then collected the insights related to customer engagement. It turns out that my campaigns performed better so from that point forward, she allowed me to manage our social media independently.

4. Tell me about how you met your objectives this year?

Your ability to set goals and prioritize actions to meet the objectives for your own personal development shows how you structure time and manage priorities. It also evaluates your thought process and motivation.

Answer: In my role as event planner, I was accountable for coordinating events for current and potential customers. As you can imagine, this was quite challenging last year.

After meeting with my manager, we decided to take a brief pause in offering events. I developed a roadmap for monthly meetings with current customers on Zoom which was distributed through emails twice a month. I also collaborated with sales to create a four-part masterclass on selling for potential customers. Our monthly customer meetings averaged 10-30 customers per call and the masterclass enrollment was 100.

5. Tell me about a time when needed to get your team to accept your ideas or department goals.

No matter what role you hold in a company, you need to be able to “sell” your ideas to the team, your manager or a customer. Persuasion and communication are important skills.

Answer: We were rolling out a new workshop and needed the team to support it and encourage students to attend it. We knew that adding another thing to students’ schedules would be looked at as unnecessary.

My manager and I planned a launch meeting and built an agenda for maximum interactivity. The idea was to have our team actually experience what the workshop would be like. After experiencing the benefits and outcomes of the workshop, our team was enthusiastic about recommending it to students and provided first-hand testimonials.

6. Tell me about a time you had to build rapport with a coworker or client whose personality was different than yours?

This behavioral interview question evaluates your interpersonal skills. The interviewer wants to understand what steps you take to bridge differing opinions or work styles.

Answer: While working on a website redesign project, I had to collaborate with team members from across the country and even in different countries. When we launched the project, the first few minutes of each meeting, I did a mini team building exercise where we’d work on solving a light hearted problem together. Once that was completed, each member would deliver their 2 minute update.

What I found was that the exercises helped establish trust among the team and a shared sense of accountability. This made it easier to deliver tough messages or to ask people to work more quickly.

7. Tell me about a complicated problem you have had to deal with.

The interviewer wants to understand how you go about solving complicated problems. In other words, how you identified or gained more understanding of that problem and what steps you took to resolve it.

Answer: Our customer service team was receiving an increased number of complaints about items arriving late. I reviewed our delivery schedule then met with the staff involved in the customer delivery process. What we discovered was that the delay was with our shipping provider. In speaking with the vendor, we came to the realization that there was nothing we could do to reduce shipping times.

I contacted two other vendors and asked for a quote and delivery estimates. After several weeks of negotiations, I finally recommended we change vendors which would guarantee delivery within 3 days. But this would also cost 3% more. We ultimately increased our pricing but also issued a guaranteed delivery date and all customer delivery complaints have stopped.

8. Tell me about a time when you had to go above and beyond your regular job responsibilities in order to get a job done.

The answer to this behavioral interview question will show your motivation, drive and initiative.

Answer: Outside of my regular responsibilities, I took the initiative to coordinate monthly lunch and learn meetings to increase our marketing team’s knowledge of important digital marketing trends.

I invited each team member to submit a list of topics they were interested in and topics they would be interested in presenting. The monthly meetings are well-attended and have helped our team initiate new ideas, increasing our digital content output by 40%.

9. What was your most difficult decision in the past year?

This question is actually several questions – what do you perceive as difficult, what made it difficult and how did you handle it. It’s evaluating how you handle the decision making process. Answer in a way that doesn’t make you look like the victim in the situation and by no means should you criticize or disparage others.

Answer: The decision to lay employees is always difficult – personally and professionally. We had just lost three major clients and I had no choice but to let go of two employees who managed those accounts.

It was truly a financial decision based on budget reductions, but I still felt horrible for my employees. I delivered the news to these employees as empathetically as I could and made sure they all fully understood the details of their severance packages. In the end, they all walked away knowing that the decision was purely business-related.

10. Tell me about a time when you were faced with conflicting priorities.

Your time management and decision making skills are being evaluated by this question. Make sure you focus on the positive aspects of the situation. Don’t go into the negative details.

Answer: My team and I were facing a deadline and my manager was out of the office. Our client was expecting a project to be delivered by 5:00 PM, and I could tell we weren’t going to make the deadline without making some changes.

I re-organized my own tasks so I could dedicate my entire day to focusing on this project. I took the lead and delegated tasks to the five team members in a way that would utilize everyone’s strengths best. By pitching in and reallocating work, we delivered the work to the client on-time. I also emailed our manager to let her know we had met the deadline.

While you can’t know for sure which behavioral interview questions you’ll be asked during an interview, you can prepare and practice your answers to commonly asked questions.

When you have carefully selected relevant stories you want to share in an interview you’ll enter the interview feeling more confident and prepared. Plus, you’ll provide proof you possess the experience the employer is looking for.

Review the job posting carefully

You’ll want to know which stories to include during each interview. To do this, analyze the posting. Look at each requirement and ask yourself “have I ever done this or something like this?” This review will help you identify the most relevant stories so your answer will include the skills and qualities the employer is looking for.

Use the STAR format

STAR stands for situation, task, actions and result. When formatting your answers to behavioral interview questions, every answer you provide should include all four of these elements. STAR also ensures the interviewer gets the important information they are looking for from your response. The most important sections of your answer are the actions you took and the results.

Identify the top 3-5 most relevant stories

While you may be asked to tell more than 5 stories, you should absolutely identify what you think are the most relevant, relatable stories based on the job posting and what you know about the company.

Don’t memorize your answers

You don’t want your answer to sound robotic so don’t memorize your answer word for word. Instead, try remembering your answer as bullet points so your answer flows more naturally. Be sure to know what key skills or action verbs you’ll use while telling your story.

Practice out loud

Writing out your answers just isn’t the same as saying them out out loud. It’s important to practice your answers to make sure you’ll remember the flow to your answer. You want to practice it enough so it sounds natural.

Record your answers

Take your practice to the next level by recording your answers and then listen to how they sound. Just grab your phone or use your computer to record your answers and evaluate the strength of your answers.

Time yourself

We know that attention spans are short. This is true during interviews too. To help you deliver just the right amount of information, try and keep your answer around one minute. This means if you can’t complete your answer in under five minutes, you’ll need to cut information out. Trust me, it probably isn’t all that important to the interviewer. But if they want to know more details, guess what? They’ll ask a followup question.

Smile, relax and let your personality shine

Part of what makes you unique is your personality. Don’t be afraid to let it come out in your answers. And a smile is just icing on the cake. Research has shown that people who smile come across as more likable. And relax. The interview is just a conversation.

Not everyone’s a pro at interviewing

Keep in mind, there are many recruiters and hiring managers who have never been trained how to interview. No matter how experienced or trained they are (or aren’t) you don’t want that to impede the information you need to convey. You can always insert one of your stories to supplement your answer (even if you weren’t asked to cite an example).

Give it your all

During an interview, you have the opportunity to convince the interviewer that your experience and skills are what the employer needs for the role, so take every opportunity to make sure the interviewer knows the full extent of what makes you a good fit for the role.

Keep your answers positive

Always remember to keep your answers positive. Never blame co-workers or your manager or position them as doing something wrong. Additionally, don’t provide information about your mistakes or weaknesses that would cause the interviewer to question your abilities.

Additional Reminders About Behavioral Interviews

Be sure each story has a beginning, middle, and an end, i.e., be ready to describe the situation, including the task at hand, your action, and the outcome or result.
Always make sure the outcome or result reflects positively on you (even if the result itself was not favorable).
Be honest. Don’t embellish or omit any part of the story. The interviewer will find out if your story is built on a weak foundation.
Be specific. Don’t generalize about several events; give a detailed accounting of one event.
Vary your examples; don’t take them all from just one area of your life.

Behavioral interview questions shouldn’t catch you by surprise. If you anticipate them and take time to plan your answers to “tell me about a time when” questions, you’ll come across as qualified, capable and compatible. Your answers, in the form of STAR stories are what make you memorable.

Hannah Morgan speaks and writes about job search and career strategies. She founded CareerSherpa.net to educate professionals on how to maneuver through today’s job search process. Hannah was nominated as a LinkedIn Top Voice in Job Search and Careers and is a regular contributor to US News & World Report. She has been quoted by media outlets, including Forbes, USA Today, Money Magazine, Huffington Post, as well as many other publications. She is also author of The Infographic Resume and co-author of Social Networking for Business Success .

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Problem solving behavioral interview questions

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Case questions | Behavioral questions | Sample questions

Problem solving is a key set of skills tested in behavioral interviews. And most companies will test this in both behavioral *and* case interviews.

Cases interviews evaluate specific problem solving attributes: logic, focus, rigor, process .

Behavioral problem solving questions evaluate another: intuition, proactiveness, scrappiness, impact-oriented .

Intellectual & creative problem solving: Why both?

Problem scenarios that require intellect and technical skill are a critical aspect of the types of jobs you are likely applying for. That’s why case studies are incorporated into the hiring process. It’s a sure-fire way to test technical ability and skill in addition to how well someone may talk about a skill – i.e., “Can this candidate walk the talk in the way that we need them to?”

However, case-study-style problems do not represent the full reality of what it takes to excel in a role and add unique value to the company (which is what top companies want from their hires). There are problem-solving opportunities that occur in between assignments that can really move the needle for a team, a product line, and a business!

This duality in problem solving exists across Consulting, Product Management, Product Marketing, and Strategy & BizOps…among other fields and roles too.

Let’s dive in.

Problem solving through a case question

Not every role type will have case studies as part of the interview process, but most of the roles that we cater to in the RocketBlocks modules will.

Example case interview question #1: How would you improve the experience at Instagram for Content Creators?

As an open-ended case question, this one does not have a singular correct answer. What the interviewer looks for here is how well you would structure an approach to solving this problem well.

Let’s look at how a good response to this can exemplify each of the following attributes of an intellectual problem-solver:

Breakdown of how an intellectual problem solver approaches a case interview question.

By bringing these qualities to life through your case response, the more likely the interviewers will believe that you have what it takes to do the role exceptionally well.

Problem solving in behavioral interviews

Case interviews do not illuminate the problem-solving scenarios that show up more organically, in between discrete assignments and “business as usual”. Creative problem-solving is how you proactively bring an energy to the table that catalyzes positive change around you.

As you’ve probably figured out by now, these behavioral modules (i.e., Leadership, Collaboration, and Problem-solving) are not mutually exclusive. For example, being a great creative problem solver is oftentimes an attribute of a great leader. The “in-between” problem-solving is really what separates candidates from the pack. These moments can exist in so many different ways – both inside of a job in your professional life and outside of a job in your personal life. Both are fair game in answering behavioral interview questions, unless the interviewer is specifying on-the-job moments. Even in that instance, if your strongest example of exceptional instinct and impact was how you managed a family situation, you could run with that in an interview and be crafty in how you tie that back to how you approach things in your work.

Most likely, you have some great examples in the arsenal, even if you aren’t fully aware of it yet. Check out some examples of behavioral questions below and the response notes in the table to get the juices flowing.

Examples of problem solving behavioral questions:

Example question #1: tell me about a time you convinced leadership to take action on a specific problem that you identified in the organization., example question #2: tell me about a time you had to lead a project you knew very little about., example question #3: tell me about a time when you found a particularly innovative solution to a problem that your team or company was facing., example question #4: give an example of a project you worked on where the scope changed significantly. how did you handle it.

Let’s look at how responses to these types of questions bring out the attributes of a creative problem-solver:

Breakdown of how a creative problem solver approaches behavioral questions.

All of the attributes I highlighted within both intellectual and creative problem solving are a general guide. Thinking in this direction should help you bring out the best in your problem solving skills, and you may discover that you have unique attributes that have led to success in the past that aren’t mentioned here: make them shine! While intellectual problem solving is likely more tightly defined by the role and responsibilities, there are many ways you can exemplify creative problem solving, which is what makes these behavioral questions fun!

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Behavioral Interview Questions: 40 Common Questions and How to Answer Them

Klara Cervenanska ,
Updated November 20, 2023 14 min read

What's more stressful than a job interview? A behavioral job interview, brimming with behavioral interview questions that really make you sweat.

These aren't your standard questions like " Tell me about yourself " No, these questions take you on a deep dive into your past work experiences, challenging you to come up with real-life situations on the spot.

Though it might seem tough to prepare for these kinds of questions, there's good news. There are methods out there that can help you craft solid answers to almost any behavioral question thrown your way.

In this guide, we've put together everything you need:

the 30 most common behavioral interview questions, including 10 questions asked by big names like Amazon
sample answers that can guide your preparation
overview of the STAR method to help you ace any behavioral question

By the end of this article, you'll have the tools and confidence to tackle these tough questions and make a memorable impression in your next behavioral interview.

Click on a section to skip

What is a behavioral interview?

What are behavioral interview questions, 30 common behavioral interview questions, amazon behavioral interview questions, how to answer behavioral interview questions, star interview method, key takeaways: behavioral interview questions.

Have you ever walked into an interview thinking it's going to be the same old Q&A session, only to find yourself in the hot seat, recounting your entire work history?

Welcome to the world of behavioral interviews.

So, what exactly is a behavioral interview? A behavioral interview is a technique used by employers to understand how you've handled real-life situations in your past work experiences. It's based on the belief that past behavior is the best predictor of future performance.

Essentially, imagine an interview where the questions aren’t about what you can do, but about what you have done. It’s like the interviewer has a crystal ball, but instead of predicting the future, they want to take a deep dive into your past.

The idea is simple: your past behavior is the best predictor of your future performance.

These interviews can feel like a trip down memory lane, but it's not just about reminiscing. Each question is a key that unlocks a story about your skills, decision-making, and adaptability in real-life work situations.

It’s not just, “Do you work well under pressure?”

It’s more, “Tell me about a time when you had to work under extreme pressure.”

Behavioral interviews vs. situational interviews

When it comes to job interviews, behavioral and situational interviews are similar in that they both ask for complex answers, not just a simple 'yes' or 'no.'

In both types, you're not just listing your skills; you're demonstrating them through your answers. But here’s where they part ways: one looks back, and the other looks forward.

Now, let's break down the key differences:

Let's take a closer look:

Behavioral interview: Focuses on the past and asks questions about your actual experiences and actions in specific situations. For instance, you might be asked, “Tell me about a time when you had to meet a tight deadline.”
Situational interview: Concentrates on the future, using hypothetical scenarios to gauge how you might handle potential challenges. A common question could be, “What would you do if you faced an impossible deadline?”

One advantage of situational interviews is that they level the playing field. Employers can put all candidates in the same hypothetical situation and compare their answers.

This makes it easier to compare candidates directly because everyone's answering the same 'what if' question.

But remember, whether you’re reflecting on the past or predicting the future, the key is to show how your skills and mindset make you the right person for the job.

Behavioral interview questions are a favorite tool in an interviewer's kit. Why?

Because they reveal a lot more about you than your typical Q&A.

But how do employers come up with behavioral interview questions? It's not as random as it might seem. Employers often start with the key competencies and skills that are crucial for the job. They then craft questions that help them understand how candidates have demonstrated these qualities in real-life situations.

Why do they like asking them? Well, past behavior is a great predictor of future performance. These questions let employers peek into your professional history to see how you've handled challenges, solved problems, and worked with others. It's like a sneak preview of what you might bring to their team.

Let's dive into some key characteristics of behavioral interview questions:

Specificity. These questions are detailed. They don't want to know if you're good at something in general; they want a specific example of a time you demonstrated a skill or handled a situation.
Real-life situations. Expect to talk about actual events from your past work experiences. You’ll need to recall times when you solved problems, faced challenges, or achieved something significant.
Skill-focused. Each question targets a specific skill or competency, like teamwork, leadership, problem-solving, or adaptability. Your answers should highlight how you've effectively used these skills.
Open-ended. These questions don't have a right or wrong answer. They're designed to get you talking and sharing stories about your experiences.

Now that you're getting a handle on what these questions are all about, you might be wondering, "What kind of questions can I expect?"

Stay tuned for the next chapter, where we'll dive into the 20 most common behavioral interview questions – you might just find a few that you'll need to prepare for!

Navigating behavioral interviews can feel like a minefield, but knowing what to expect can make all the difference.

Here are 20 common behavioral interview questions, gathered from various reputable sources, like Yale University or University of Sydney .

Keep in mind, these questions are designed to get you to share detailed, specific examples from your past work experiences.

Tell me about a time when you had to work closely with someone whose personality was very different from yours. (Teamwork Question)
Describe a time when you had to interact with a difficult client or customer. What was the situation, and how did you handle it? (Customer Service Question)
Tell me about a time you were under a lot of pressure. What was going on, and how did you get through it? (Adaptability Question)
Give me an example of a time you managed numerous responsibilities. How did you handle that? (Time Management Question)
Tell me about a time when you had to rely on written communication to get your ideas across. (Communication Question)
Tell me about your proudest professional accomplishment. (Motivation Question)
What’s a project or accomplishment you’re proud of? (Top Behavioral Interview Question)
Tell me about a time you had an interpersonal conflict at work. (Teamwork and Collaboration Question)
Tell me about a time you had to tell someone no. (Communication Question)
Tell me about a time you led a project. (Leadership and Management Question)
Recall a time when you weren’t sure how to solve an issue. Walk me through how you resolved it. (Problem Solving Question)
Can you recall a high-pressure job situation from your past? (Personal Stress and Adaptability Question)
Tell me about a time when you exceeded expectations. (Success, Failure, and Self-Reflection Question)
Tell me about a time you had to work with someone with a very different work style than you. (Teamwork Question)
How do you handle setbacks at work? (Resilience Question)
Tell me about the last presentation you made. How did it go? (Communication Question)
What is the biggest challenge you’ve faced? How did you overcome it, and what did you learn? (Challenge Question)
How do you handle multiple and competing deadlines? (Time Management Question)
What do you do if you don’t understand the project assignment? (Problem Solving Question)
How do you handle a lot of stress or pressure on the job or in school? (Stress Management Question)
Tell me about a time you failed at work. (Resilience Question)
What personal traits make you stand out for this role? (Position-Specific Question)
Describe a situation in which you had to apply your skills to learn a new technology/ process. (Analytical Question)
Provide an example of a time when you offered an innovative solution to a difficult problem. (Creativity Question)
Tell me about a complex problem you solved—walk me through your thinking as you solved it. (Analytical Question)
What makes you a good team member? (Teamwork Question)
Describe a situation in which you were able to successfully convince someone to see things your way. (Communication Skills Question)
Describe a difficult situation that you feel you should have handled differently. What did you learn? (Management Skills Question)
Give me an example of how you demonstrate initiative. (Drive Question)
Tell me about a time when you provided outstanding customer service. What was the situation and what did you do? (Sample Behavioral Question)

Each of these behavioral interview questions targets specific aspects of your professional experience and skills. When preparing your answers, think about situations that best illustrate your abilities in these areas.

Remember, the key is to provide concrete examples that demonstrate your competencies and how they align with the role you're interviewing for.

Firstly, it's a well-known fact that Amazon takes its behavioral interviews seriously.

When you're preparing for an interview with this tech giant, expect to encounter a barrage of questions starting with “Tell me about a time you…”

These aren't just random inquiries; they are meticulously designed to probe your soft skills, aligning closely with Amazon's 16 leadership principles .

We've dived into the depths of Glassdoor data , where real people share their actual interview experiences, to bring you 10 real Amazon behavioral interview questions asked in various Amazon job interviews:

Tell me about a time when you had to leave a task unfinished.
Tell me about a time when you had to work with incomplete data or information.
Tell me about your most challenging customer. How did you resolve their issues and make them satisfied?
Tell me about a time when you invented something.
Tell me about a time when you had to work with limited time or resources.
Tell me about an unpopular decision of yours.
Tell me about a time when you realized a project needed changes.
Think about a time you received negative feedback. How did you deal with that?
Can you give an example of a time you exceeded expectations?
Tell me about a time when you gave a simple solution to a complex problem.

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Tackling behavioral interview questions can feel like crafting a compelling story.

You want to be clear, relevant, and leave your interviewer impressed.

Here's some tips on how to do just that:

Prepare a mental catalogue of situations. Before the interview, sit down and recall different situations from your past work experience. Create a mental library of scenarios you can draw from. This preparation will make it easier to quickly pull relevant examples during the interview.
Be specific. Think of a specific incident that clearly demonstrates your skills or how you handled a situation. For example, instead of saying, "I'm good at problem-solving," describe a particular problem you solved, how you approached it, and the solution you implemented.
Stay relevant. Tailor your stories to the job and align your examples with the job's requirements. If you're interviewing for a leadership role, focus on situations where you led a team or project successfully.
Keep it positive. Spin a positive yarn, even from a negative situation. Focus on what you learned or how you improved. For instance, if you talk about a conflict, emphasize how it was resolved and what it taught you about teamwork or communication.
Use STAR method. This is a handy tool for structuring your responses, and we'll explore it more in the next chapter.

Example question and answer

Question: "Tell me about a time when you had to work on a tight deadline."

Answer: Last year, in my role at XYZ Corp, we faced an unexpected deadline for a major project after a key team member became ill. I stepped up as the interim lead, quickly reassessing the workload and reallocating tasks based on each team member's strengths. I also established daily check-ins to track our progress and maintain open communication. Despite the time crunch, we successfully delivered the project on schedule. This experience reinforced the value of adaptability, clear communication, and teamwork under pressure.

The STAR interview method is a helpful framework for answering behavioural interview questions. It's well-established, widely used, and recommended by career professionals across various industries.

The beauty of the STAR method lies in its simplicity and effectiveness. It helps you structure your responses in a way that is both comprehensive and engaging for the interviewer.

Let's break down each component of this method:

S for Situation: Start by painting a picture of the context. Where did this situation occur? When did it happen? What were the key factors involved?
T for Task: Define your specific task/role or challenge in that situation. What were you responsible for? Were there any expectations placed on you? What was your objective?
A for Action: Describe the actions you took to address the task. What steps did you take to resolve or manage the situation? How did you approach the challenge? Who did you work with or coordinate?
R for Result: Conclude with the results or impact of your actions. What was the outcome? Did you learn anything? What was the impact on the team or company?

Clearly, the best way to understand the effectiveness of the STAR method is to see it in action. Let's walk through an example to demonstrate how each component comes together to form a coherent and impactful response.

Example answer using STAR interview method

Question: "Tell me about a time when you had to overcome a significant challenge."

Situation: "In my previous role at XYZ Inc., we faced a significant decline in customer satisfaction scores."
Task: "As the customer experience manager, it was my responsibility to identify the root causes and improve our service quality."
Action: "I initiated a customer feedback survey, analyzed the data to identify key issues, trained the team on new service protocols, and introduced a follow-up process for customer complaints."
Result: "Within three months, our customer satisfaction scores improved by 30%, and we regained our leading position in the industry satisfaction rankings."

Behavioral interview questions are not your typical interview questions. These require you to reflect on your past experiences and specific situations and on how they've shaped your approach to work challenges.

While behavioral interview questions are gaining popularity, traditional interview questions still dominate the landscape. Hence, don’t forget to prepare for other common interview questions like:

Why should we hire you?
Tell us about yourself.
Why did you leave your previous job?

Tools like Kickresume's Interview Questions Generator can also come in handy. This AI-powered tool tailors common interview questions to your industry and role, ensuring you're well-prepared for any interview scenario.

Finally, let’s not forget the cornerstone of your job application: your resume . The importance of having a well-crafted, job-specific resume cannot be overstated. The AI resume writer tool can generate tailored resumes with the help of AI in a few clicks so you don't have to spend your days crafting resumes.

FAQ: Behavioral interview questions

1. Describe a time when you had to interact with a difficult client or customer. 2. Tell me about a time when you had to work on a tight deadline. 3. Tell me about a time when you faced a significant challenge at work. How did you handle it? 4. Describe a situation where you had to work closely with a difficult colleague. 5. Give me an example of a time when you showed initiative at work. 6. Tell me about the last presentation you made. How did it go? 7. What’s a project or accomplishment you’re proud of? 8. Tell me about a time you had an interpersonal conflict at work. 9. Tell me about a time when you had to adapt to a significant change at work. 10. Think about a time you received negative feedback. How did you deal with that?

To prepare for a behavioral interview, reflect on your past work experiences and identify examples that showcase your problem-solving, teamwork, leadership, and adaptability skills. Practice articulating these experiences clearly and concisely, using the STAR method (Situation, Task, Action, Result) to structure your responses. Research the company and align your examples with their values and the job's requirements.

To answer behavioral interview questions effectively, use the STAR method: Start by describing the Situation , clarify your Task or role, detail the Actions you took, and conclude with the Result or outcome. This framework helps structure your response, ensuring it's clear and highlights your skills and problem-solving abilities in a concrete, relatable way.

While behavioral interview focuses on the past and asks questions about your actual experiences and actions in specific situations, situational interview concentrates on the future, using hypothetical scenarios to gauge how you might handle potential challenges.

Klara graduated from the University of St Andrews in Scotland. After having written resumes for many of her fellow students, she began writing full-time for Kickresume. Klara is our go-to person for all things related to student or 'no experience resumes'. At the same time, she has written some of the most popular resume advice articles on this blog. Her pieces were featured in multiple CNBC articles. When she's not writing, you'll probably find her chasing dogs or people-watching while sipping on a cup of coffee.

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Behavioral Interview Questions About Problem Solving

Introduction

Every job requires problem solving. Even if the job’s main focus isn’t creating solutions to obstacles, issues always occur that need to be addressed. Employers want to hire individuals who have developed a portfolio of problem-solving skills they can use to creatively resolve both known and unanticipated challenges as they occur. Key problem-solving skills hiring managers look for when interviewing a candidate include:

Analytical Skills
Attention to Detail
Resolve and Determination

Different jobs involve different types of problems. You can usually identify the types of issues you are likely to encounter in a new job by carefully reviewing the job posting to see what skills the employer requires. These skills will be related to the kinds of challenges they are hiring you to resolve. Knowing this will help you prepare to discuss your problem-solving skills during the interview.

This article will help you get ready for behavioral questions that help employers understand your problem-solving skills and the methods you use to get things done. Knowing how to correctly respond to this type of question will enable you to demonstrate your ability to help the organization achieve its objectives by overcoming issues and convince the interviewer you are the right candidate for the job.

Behavioral Questions

Questions about your problem-solving skills are a specific type of behavioral question. Behavioral questions explore how you handled situations in your past positions and indicate what you will do when faced with similar challenges in the future. You can identify behavioral questions when the interviewer starts the question with something like, “Tell me about a time …” or “What steps did you take …”

Questions About Problem Solving

The best way hiring managers can learn about how organized you are is to ask you questions about your previous experiences. These questions require you to create a story and relate it in a structured and clear fashion. Interviewers will note the skills you used to solve problems and overcome issues, how effective they were, and how you helped the organization achieve its objectives. They hope to hear that you have developed creative problem-solving skills that allow you to quickly resolve any issues and get back to your primary job.

How to Answer Questions Related to Problem Solving

Although many people include problem solving as one of the skills listed on their resume, they may not be prepared to discuss how they go about doing this if asked. Taking some time to review some of the major issues you resolved in your previous jobs and the steps or measures you used to do so will prepare you to talk about this topic. It would help if you focused on recognizing an issue, analyzing it, determining options to resolve it, and then choosing and executing the most effective solution. If you anticipate behavioral questions about problem solving and are prepared to answer them, you will find it easy to respond to these questions during an interview.

Look here for further training on how to answer commonly asked Technical Questions in a way that you will stand out to the interviewer.

Problem solving-related behavioral questions can best be responded to using the STAR format which helps you organize your response by creating a story related to the question.

The STAR format uses the following framework:

Situation – Briefly describe a situation related to the question. Ensure the situation you use describes a time you used your problem-solving skills to overcome a challenging issue.

Task – Summarize the task or goal you needed to achieve. Describe how you quickly identified a challenge and determined what steps were needed to create a solution to resolve it.

Action – Talk about the actions you took which resulted in a successful outcome. These actions should include analyzing the issue, creating innovative solutions, and implementing them.

Results – Discuss the results you achieved and the impact they had on the organization. Emphasize how your problem-solving skills and the creative solutions you developed contributed to the successful outcome and achievement of the goal.

When preparing for an interview, you should anticipate this type of question and have your STAR stories ready. The stories you relate should be relevant to the position for which you are interviewing so they resonate with the hiring manager. Preparing your stories in advance and rehearsing them before the interview will give you confidence. It will also enable you to respond to the interviewer’s questions by providing compelling stories and communicating them clearly and expertly.

Problem Solving-Based Behavioral Questions

Here are some examples of problem solving-based behavioral questions you can anticipate during an interview, the rationale behind them, and an example of how you can respond to them.

Question : Talk about a time when you came up with a new idea or approach to solve a recurring problem.

Explanation : It is not uncommon to encounter recurring problems on the job. These problems are issues that continue to crop up and are addressed by resolving the impact but not the cause of the issue. Organizations value employees who can resolve an issue by analyzing the root cause and eliminate it so the issue does not recur.

Example : “( Situation ) In my last job, every time we received a shipment, we first had to move inventory stored near the loading dock before we could unload the new materials. ( Task ) This required extra time and delayed the carrier while they waited for us to relocate the older inventory. ( Action ) After witnessing this several times, I determined the cause of the problem was that it took several days to rotate the new materials into production in order to free up the receiving area. I located some additional storage area within the manufacturing facility and created a system which processed and relocated the receivables within 24 hours of them being unloaded. This freed up the loading dock and made it available for subsequent shipments. ( Results ) Solving this issue reduced the amount of time the carriers spent at our facility by 50% which resulted in them offering us a 10% discount on our shipping costs.”

Question : Describe a time when you had to resolve an issue even though you didn’t have all of the information you needed.

Explanation : We are frequently asked to resolve an issue even though we don’t have all of the information we need. Being able to accomplish this requires creativity and innovation. Quickly analyzing the issue, creating a solution, and implementing it with minimal information are key problem-solving skills employers look for in new hires. You should have a STAR story prepared which demonstrates your ability to do this.

Example : “I rarely have all of the information required to analyze and resolve an issue. This has required me to develop skills for solving issues with less than perfect data. I was recently asked to determine why sales of one of our leading products had plateaued. The only information I had was the most recent quarter’s revenues, estimates of our competitor’s sales, and activity reports from the sales team. By analyzing this information, I determined the issue resulted from an overall flattening of demand for this type of product. I put together a plan in our marketing materials which would emphasize alternative uses for the product. Sales increased during the next quarter due to customers using the product for other purposes. We used this same strategy to increase revenues for the entire product line.”

Question : Talk about a time when you used good judgment and reasoning to solve a complex problem.

Explanation : Reasoning and judgment are two important problem-solving skills. Even with complete data, you still have to be able to make good decisions. Being able to illustrate this ability in your answer to such as behavioral question will demonstrate to the hiring manager that you are the right candidate for this role.

Example : “I pride myself on my decision-making skills. When working on a project in my previous job, my team and I were tasked with determining how to reduce the cost of operations without impacting the organization’s productivity. We brainstormed several alternatives, all of which resulted in cost savings but also reduced productivity. It occurred to me that if we used a hybrid of two of the solutions, costs would be reduced, but productivity would not be impacted. We recommended the solution to senior management who implemented it. This resulted in a 50% reduction in manufacturing cost and a slight increase in the organization’s productivity.”

Question : Can you talk about a situation in which you recognized a problem as a potential opportunity?

Explanation : Opportunities are often disguised as problems. Recognizing this and developing creative solutions that leverage the problem in order to take advantage of an opportunity will set you apart from other candidates interviewing for this position.

Example : “While working for a company which produced health foods, I noticed we were spending a great deal of money to dispose of a waste product which consisted primarily of cellulose. It occurred to me that we could probably do something to reduce the cost of disposing the waste. I researched cellulose and discovered it is used to make environmentally friendly disposable containers. I contacted the manufacturer of the containers and negotiated a contract for them to pay us for the cellulose. This more than covered our disposal costs and created a new source of revenue for the company. We also won an award for being a reen-certified producer.”

Question : Tell me about a time when you had to modify a project at the last moment due to unforeseen issues. How did you handle this?

Explanation : Even when you carefully plan and organize a project, unanticipated issues are likely to occur. Your ability to address and resolve them quickly so as not to impact the timeline or the project’s cost is an important skill. Being able to relate a story of how you did this in your previous work will help you succeed during an interview.

Example : “In my first job, one of the projects I was assigned to work on was organizing a team-building activity for our department. I created an event that involved a geomapping activity at a local theme park. The employees would be divided into teams to locate items throughout the park using clues and GPS devices. Several days before the activity was scheduled to be held, the park announced it had to close due to a strike. I quickly went to work, locating another venue and moving the activity to a professional sports facility. Not only did the employees enjoy having access to the stadium, but they were also able to meet some of the team’s players. This resulted in an ongoing relationship between the local NFL team and our company, and we used the facility for future events, including customer promotions and executive meetings.”

Additional Problem-Solving Questions

Have you ever identified a customer’s need and used a creative idea to satisfy it?

Talk about a time you discovered an error overlooked by a co-worker and how you took the initiative to resolve the issue.

Describe a situation in which you found a unique and creative way to overcome a difficult obstacle.

Tell me about the most innovative new idea you’ve come up with.

Describe a time when you anticipated a potential issue and proactively developed measures to prevent it.

Talk about a time when you faced a big obstacle to an important project and what you did to overcome it.

Give me an example of how you analyze information to make a business recommendation.

Please walk me through the steps you take to research a problem and create a plan to solve it, using an example from your previous work.

Can you describe a situation where you collaborated with colleagues to resolve an issue?

Tell me about the biggest work problem you had this year and how you solved it.

The key to nailing your interview – practice, practice, practice.

As with anything, practice makes perfect. The most common ways to practice are with in-person mock interviews or a list of questions. While these options are a great place to start, they can leave a lot to be desired.

Practicing with In-Person Mock Interviews and Question Lists

One way to get valuable interview practice is to set up in-person mock interviews. Unfortunately, they can be somewhat inconvenient. You have to find someone to conduct the mock interview, and schedule a meeting every time you want to practice.

Question lists offer a much more convenient way to practice interviewing. Unfortunately, they do little to recreate actual interview pressure. In a real interview you’ll never know what’s going to be asked and this is exactly what can make interviews so stressful.

Interview Simulators – The best of both worlds.

With interview simulators, you can take realistic mock interviews on your own, from anywhere.

My Interview Practice offers a simulator that generates unique questions each time you practice, so you’ll never see what’s coming. There are questions for over 120 job titles, and each question is curated by actual industry professionals. You can take as many interviews as you need to, in order to build confidence.

	List of Questions	In-Person Mock Interview	My Interview Practice Simulator
Questions Unknown Like Real Interviews
Curated Questions Chosen Just for You
No Research Required
Share Your Practice Interview
Do It Yourself
Go At Your Own Pace
Approachable

Our interview simulator uses video to record your responses, and recreates the pressure you would feel in a real interview. This also allows your to see how you perform and perfect your responses. You can then share your responses with colleagues and mentors so that you can get valuable feedback.

Check out My Interview Practice

Behavioral Interview Questions About Customer Service

Behavioral interview questions about failures.

7 Minute Read

Behavioral Interview Questions About Conflict Resolution

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20+ Behavioral Interview Questions and Answers

By Laura-Ann Burgess

Published: June 16, 2023

Interview Preparation

Laura-Ann Burgess

Writer & Career Coach

Behavioral interview questions have become increasingly common in today’s competitive job market. These questions are designed to go beyond assessing qualifications and experience to gain deeper insights into a candidate’s personality, skills, and potential fit within an organization. By evaluating past behavior with behavioral questioning, employers can predict future performance. That’s what makes behavioral interviewing so much more effective for businesses!

In this article, we’ll explore the significance of behavioral interview questions and provide a curated list of 20+ questions (with sample answers) to help you ace that next interview.

What are behavioral interview questions?

Behavioral interview questions evaluate how candidates have behaved in past circumstances as an indicator of their likely future performance. Unlike hypothetical questions, behavioral questions focus on concrete examples from your professional or personal history.

They allow hiring managers to assess your actions, behaviors and thought processes in real-life scenarios. Employers believe that past behavior is a reliable predictor of future behavior, helping them gauge your potential for success and cultural alignment within their organization.

The purpose of behavioral interview questions

Behavioral interview questions serve several important purposes during the hiring process.

Assess past performance: These questions evaluate how you have approached and handled situations in the past, providing insights into your abilities, decision-making skills, and problem-solving capabilities.
Predict job fit: Employers want to ensure they are hiring candidates who align with the skills and behaviors required for the position. Behavioral questions help assess your fit by examining your past experiences and accomplishments.
Evaluate soft skills : Behavioral questions provide insights into your interpersonal skills, communication abilities, teamwork, adaptability, and leadership potential. They help employers gauge your emotional intelligence and overall fit within the organization’s culture.
Promote authenticity: By drawing from real-life situations, behavioral questions allow interviewers to gain an accurate understanding of who you are as a candidate. They help differentiate authentic responses from rehearsed or fabricated ones.
Compare candidates: Behavioral questions provide a standardized approach for comparing candidates objectively. By asking each candidate the same or similar questions, employers can evaluate and compare their responses side by side.

Types of behavioral interview questions

Behavioral interview questions can be categorized into different types, each aiming to uncover various aspects of your skills and experiences.

There are hundreds of behavioral questions that might be asked, dependent on the role you’re applying for, the interviewer, and more.

For the sake of this comprehensive guide, let’s explore four primary categories of behavioral interview questions and provide five sample questions with answers for each category.

1. Situation-Based Questions

Describe a time when you faced a challenging deadline. how did you prioritize tasks and ensure timely completion.

Sample Answer:

“As a project manager , I faced a challenging deadline where I needed to deliver a complex design project before we closed for December. I broke down the project into smaller milestones, created a detailed timeline, and delegated responsibilities to team members. By closely monitoring progress, addressing roadblocks, and fostering collaboration, we successfully met the deadline.”

Share an experience where you had to handle a difficult team member or coworker. How did you approach the situation and resolve conflicts?

“I once experienced friction with a colleague when I was promoted to a position in the team that she had had in mind for herself. I initiated a conversation with the individual privately, actively listened, acknowledged their concerns, and worked together to find common ground. By facilitating team-building activities and open communication channels, we resolved conflicts and improved overall productivity.”

Tell me about a time when you had to adapt to a significant change at work. How did you approach the situation and ensure a smooth transition?

“During a major software system upgrade, I educated myself about the new system, organized training sessions, provided ongoing support, and communicated regularly about the progress and benefits of the change. By fostering a positive mindset and maintaining open lines of communication, we navigated the transition successfully.”

Describe a situation where you had to make a difficult decision with limited information. How did you approach the decision-making process, and what was the outcome?

“During a product development project, I was faced with a critical decision regarding the selection of a key feature, but I had limited information about customer preferences and market trends. I gathered available data, consulted stakeholders, weighed risks and benefits, and considered the impact on other projects and team members. Making an informed choice based on the available information, I prioritized the best interests of the company and achieved a successful outcome.”

Share an example of a project or initiative you led that did not go as planned. What were the challenges, and how did you handle them?

“I led a product launch that faced unexpected supply chain disruptions, leading to delays. I quickly identified alternative suppliers, coordinated with the production team, and communicated the revised timeline to stakeholders. By managing expectations and maintaining transparency, we minimized the impact and successfully launched the product.”

2. Problem-Solving Questions

Describe a time when you had to take the initiative to solve a complex problem. what steps did you take, and what was the result.

“When our customer service department experienced a high volume of complaints, I proactively analyzed the root causes, implemented process improvements, and provided additional training to the team. As a result, customer satisfaction increased by 20% within three months.”

Share an experience where you had to resolve a challenging technical issue. How did you approach the problem, and what was the outcome?

“When our company’s website experienced a critical functionality issue, I collaborated with the development team, conducted a thorough investigation, and identified the root cause. By implementing a solution and performing rigorous testing, we successfully resolved the issue, resulting in improved website performance and user experience.”

Tell me about a time when you had to find a creative solution to a problem. How did you approach the situation, and what was the impact of your solution?

“In a marketing campaign, our budget was significantly reduced. I brainstormed with the team and proposed an innovative social media strategy that leveraged user-generated content. By utilizing cost-effective methods and engaging our audience, we achieved a 30% increase in brand awareness within the limited budget.”

Describe a situation where you had to handle a dissatisfied customer or client. How did you address their concerns and ensure their satisfaction?

“I had an issue once with a customer who became heated regarding an order that was repeatedly filled incorrectly. I actively listened to the customer, empathized with their frustrations, and offered a solution tailored to their needs. By promptly resolving their issues and following up to ensure their satisfaction, I turned their negative experience into a positive one and retained their business.”

Share an example of a time when you had to work under pressure or meet tight deadlines. How did you stay focused and ensure the quality of your work?

“During a client presentation, unexpected technical difficulties arose. I remained calm, quickly assessed the situation, communicated the issue to the team, and identified a workaround. By adapting to the circumstances and maintaining composure, we successfully delivered the presentation and received positive feedback.”

3. Teamwork and Collaboration Questions

Describe a situation where you had to collaborate with a diverse group of individuals. how did you ensure effective communication and collaboration.

“In a cross-functional project with a number of diverse departments, I established regular communication channels, clarified roles and responsibilities, encouraged open dialogue, and recognized and respected diverse perspectives. By fostering an inclusive environment, we achieved successful collaboration and delivered the project on time.”

Share an experience where you had to work as part of a team to achieve a common goal. How did you contribute to the team’s success?

“As a member of a sales team, I actively participated in brainstorming sessions, offered creative ideas, and supported team members in implementing strategies. By leveraging our collective strengths and maintaining open communication, we exceeded our sales targets.”

Tell me about a time when you had to resolve a conflict within a team. How did you approach the situation, and what was the outcome?

“I was the leader of a design team, but two members seemed constantly to be in conflict. I organized a team meeting to address the conflict, allowed each team member to express their concerns, and facilitated a constructive discussion to find common ground. By promoting understanding and encouraging compromise, we resolved the conflict and strengthened team dynamics.”

Describe a situation where you had to delegate tasks to team members. How did you ensure clarity, accountability, and the successful completion of the project?

“As a project leader for a digital marketing team, I clearly communicated the project goals, individual responsibilities, and deadlines to team members. I regularly checked progress, provided support and resources when needed, and held team members accountable. By fostering a sense of ownership and providing guidance, we achieved successful project completion.”

Share an example of a time when you had to provide constructive feedback to a team member. How did you approach the situation, and what was the impact of your feedback?

“I once led a team on which one individual consistently failed to pull their weight. scheduled a one-on-one meeting with the team member, framed the feedback constructively, and highlighted specific areas for improvement. I also offered guidance and support to help them develop the necessary skills. By providing actionable feedback and mentoring, the team member showed significant growth and improvement in their performance.”

4. Leadership and Initiative Questions

Describe a situation where you took the initiative to implement a new process or improve an existing one. what steps did you take, and what were the results.

“Recognizing inefficiencies in our project management system, I conducted research, proposed a new software solution, and gained buy-in from key stakeholders. By leading the implementation process and providing training to team members, we streamlined our workflow, resulting in a 20% increase in project efficiency”.

Share an experience where you had to lead a team through a challenging project or task. How did you motivate and guide your team to achieve success?

“As a project leader, I once had to revise a complex project from which a significant portion of funding had been withdrawn. I established clear goals, communicated expectations, and provided continuous support and feedback to team members. By recognizing their contributions, fostering a positive team culture, and addressing challenges proactively, we successfully innovated to complete the project within the new budget and received accolades from stakeholders.”

Tell me about a time when you had to make a difficult decision that had a significant impact on your team or organization. How did you approach the decision-making process, and what were the outcomes?

“When our department faced budget cuts, I analyzed various cost-saving measures, consulted with team members, and made the difficult decision to restructure our operations. By communicating transparently, minimizing job losses, and reallocating resources strategically, we maintained productivity and achieved a 15% cost reduction.”

Describe a situation where you had to lead a team through change or transition. How did you manage resistance and ensure a smooth transition?

“During a company-wide rebranding initiative, I established a clear vision, communicated the rationale behind the change, and actively involved team members in the decision-making process. By addressing concerns, providing support, and celebrating milestones, we successfully navigated the transition and embraced the new brand identity.”

Share an example of a time when you mentored or coached a team member to help them achieve their full potential. How did you approach the mentoring process, and what were the outcomes?

“I identified a team member with untapped potential, provided guidance, and assigned them challenging projects to foster growth. I also offered constructive feedback, encouraged continuous learning, and supported their professional development. As a result, the team member gained new skills, took on leadership roles, and received a promotion within the organization.”

Tips for answering behavioral interview questions

Prepare by reviewing your past experiences and identifying relevant examples. According to a number of studies over the past decade, the use of storytelling techniques in interviews can significantly enhance candidates’ chances of success.
Use the STAR method (Situation, Task, Action, Result) to structure your answers.
Be specific and provide detailed examples to demonstrate your skills and abilities.
Highlight your actions and contributions in each situation.
Focus on positive outcomes and lessons learned from challenges.
Showcase your ability to collaborate, problem-solve, and take initiative.
Tailor your answers to align with the job requirements and company values.
Practice your responses to gain confidence and articulate your thoughts effectively.
Listen actively to the interviewer’s questions and provide concise and relevant answers.
Follow up with a thank-you note after the interview to express your appreciation.

Behavioral interview questions offer valuable insights into a candidate’s past behavior, allowing employers to assess their potential fit, problem-solving abilities , interpersonal skills, and leadership qualities .

By preparing well-crafted answers based on your experiences, you can demonstrate your capabilities and stand out during the interview process. Remember to provide specific examples, highlight your actions and outcomes, and showcase your ability to learn from challenges and successes.

With thorough preparation and confident delivery, you can ace your behavioral interviews and increase your chances of landing that dream role!

You are one of a kind, and offer a unique combination of strengths and skills to the roles you fill, all of which are a result of your past experiences and who you really are. Telling your story and sharing your truth during a behavioral interview is your one and only chance to shine–use it!

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Problem solving behavioral interview questions was originally published on RocketBlocks .

Case questions | Behavioral questions | Sample questions

Problem solving is a key set of skills tested in behavioral interviews. And most companies will test this in both behavioral *and* case interviews.

Cases interviews evaluate specific problem solving attributes: logic, focus, rigor, process .

Behavioral problem solving questions evaluate another: intuition, proactiveness, scrappyness, impact-oriented .

Intellectual & creative problem solving: Why both?

This duality in problem solving exists across Consulting, Product Management, Product Marketing, and Strategy & BizOps…among other fields and roles too.

Let’s dive in.

Problem solving through a case question (Top)

Not every role type will have case studies as part of the interview process, but most of the roles that we cater to in the RocketBlocks modules will.

Example case interview question #1: How would you improve the experience at Instagram for Content Creators?

As an open-ended case question, this one does not have a singular correct answer. What the interviewer looks for here is how well you would structure an approach to solving this problem well.

Let’s look at how a good response to this can exemplify each of the following attributes of an intellectual problem-solver:

By bringing these qualities to life through your case response, the more likely the interviewers will believe that you have what it takes to do the role exceptionally well.

Problem solving in behavioral interviews (Top)

Examples of problem solving behavioral questions: (Top)

Let’s look at how responses to these types of questions bring out the attributes of a creative problem-solver:

Back Next: Culture fit interviews

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December 15, 2022

The Problem-Solving Interview: 16 Questions for Better Hires

We’ve all been there. You hire the wrong candidate, resulting in wasted time, money and energy. You’ve learned the true cost of a bad hire the hard way. And you want to make sure your future interview process is as goof-proof as possible.

That’s where problem-solving interviews can change the game.

Though traditional interviews haven’t gone by the wayside, more companies are taking a practical approach when it comes to vetting candidates based on actual workplace scenarios.

Problem-solving interviews use questions that evaluate how candidates deal with difficult situations they may actually face in a given role. With scenario-based and behavioral questions for all of your problem-solving needs, consider this your totally bookmarkable resource to keep coming back to when prepping for candidate interviews.

Examples of problem-solving interview questions:

Tell me about a project where you had to manage a cross-functional team.
Describe a situation where you succeeded in motivating team performance.
What is the most creative idea or project you've generated in your current role?
In what ways have you encouraged your work team to be more innovative?
Have you ever improved project workflows based on your analysis?
Have you ever had a deadline you weren't able to meet? What happened?
Give an example of a time when you had to explain something complex to a frustrated client.
Talk about a time when you worked under extremely loose supervision. How did you handle that?

Help your hiring team get more out of your candidate interviews while still keeping things human for applicants. Breezy is the candidate-friendly applicant tracking system that includes custom interview guides so that every interviewer on your team knows exactly what to ask.

What's the buzz about problem-solving interviews?

Problem-solving interview questions occasionally go by other names.

From behavioral interview questions, scenario-based interview questions, or simply ‘second job interview questions’ — if you’re like most employers, you probably already have an unofficial term for the part of the hiring process where you really lean in and learn how a candidate might act in a given situation.

Whatever you call it, a problem-solving interview is essentially:

A behavioral interview asking questions that provide insight into how a candidate has dealt with challenging workplace issues in the past . The candidate’s answers often reveal their actual level of experience and potential to handle similar situations in the future.

To get a real flavor for what this type of interview will entail, and the types of problems and problem-solving skills we’re considering, we’ve compiled a go-to list of top examples of problem-solving interview questions. Feel free to adjust these questions, the problem-solving abilities and the potential problems these questions address to suit your specific role and employer brand .

15 examples of problem-solving interview questions

Each interviewing situation is unique. Questions for an entry-level position obviously won't get you very far with an executive-level candidate . Similarly the questions you ask for a technical role like software engineer are going to be far different from those you’d ask of a sales candidate.

Before you launch into any problem-solving interview, take time to match your questions to your open role. And remember, the more structured your interview process , the easier it'll be to make the right call.

Here are three of the most common problem-solving interview scenarios, plus our top questions for each.

Leadership roles

Question #1: Describe the most difficult team you've had to lead? What made it challenging? How did you go about overcoming the issues?

Why it works: Asking a candidate to rate the difficulty of working with others is a great way to see whether they throw their team under the bus or focus more on the problem/solution aspect of the question. A strong candidate will map out how they overcame the situation and prevented it from becoming a long-term issue within the company.

Question #2: What do you consider your proudest moment or greatest achievement in the workplace? What were the practical steps that got you there?

Why it works: Some leadership skills come naturally — but most require careful planning and the ability to take inspired action. A candidate who doesn’t just regurgitate their resume but gives actual insight into how they achieve the impossible is someone who's willing to think about process and the importance of why they're in a leadership position in the first place.

Question #3: Tell me about a project where you had to manage a cross-functional team to achieve a specific goal or outcome. How did you adapt your leadership style to achieve this objective?

Why it works: The ability to adapt is crucial for strong leaders. No single leadership style matches every work situation. Exceptional leaders know how to tune into their teams and adapt accordingly.

Question #4: Describe a situation where you succeeded in motivating your team to improve their performance. What actions were the most effective?

Why it works: Performance management is a tough nut to crack . You're looking for an executive candidate who has the right mix of diplomacy and energy to get the best work out of every employee.

Question #5: Describe a leadership role you've undertaken outside of work. Why did you choose to commit to this role? How did you benefit from it?

Why it works: Great leaders don’t leave their leadership hats in the office. Knowing your candidate takes on leadership roles in their community — be it volunteering, coaching or running a professional group — helps you get a better understanding of their leadership characteristics both within and outside of the office.

Creative roles

Question #1: What is the most creative idea or project you've generated in your current role? How was it received?

Why it works: Creativity can mean something completely different based on the role and organization — but a true creative will have a unique approach to problem-solving even if they aren’t interviewing for the role of Art Director. A candidate’s ability to take criticism will also shine through in this question.

Question #2: In what ways have you encouraged your team to be more creative and innovative?

Why it works: A truly creative person will help others think outside the box. How your candidate answers this question will give you insight into their teamwork skills and help clue you into how they apply their creativity at the strategic level.

Question #3: Every creative needs an outlet. What creative work do you like to do in your own time?

Why it works: Do those creative juices flow into other areas of life? If your creative candidate lights up when you ask about their hobbies and work outside the office, you know that same energy will flood into the workplace too.

Question #4: What tech tools do you use daily?

Why it works: Creatives tend to love tech and knowing how they keep their tech skills sharp gives you a glimpse into what strategies they'll bring to the table to help keep your company on the cutting edge.

Question #5: What do you think of our creative materials?

Why it works: If your candidate is truly invested in your brand, they probably did their homework. The right person will be eager to offer insight into your marketing, branding or other creative projects. Someone who shows up with their A-game and isn’t afraid to deliver their very own 'like it, love it, leave it' feedback is a keeper.

Technical roles

Question #1: Have you ever improved a project workflow based on your analysis? If so, how did you do this?

Why it works: If there's one thing every great techie should have, it's laser-precise attention to detail. You want a candidate who takes a proactive approach to optimizing workflows and doesn’t hang back hoping for someone else to step in and make things more efficient.

Question #2: Have you ever had a deadline you weren't able to meet? What happened? How did you handle it?

Why it works: In a fast-paced tech environment, deadlines can get pushed back due to things beyond your candidate’s control. If they own up to this and demonstrate that they know how to stay cool under pressure, it’s a good sign they can handle the heat.

Question #3: When you’re working with a large number of clients, it’s tricky to deliver excellent service to them all. How do you go about prioritizing your clients’ needs?

Why it works: Time management skills are crucial in technical roles. A candidate who's not only able to deliver the coding and programming goods but can also manage a tight schedule and full plate of internal and external client requests is a true unicorn.

Question #4: Give an example of a time when you had to explain something fairly complex to a frustrated client. How did you handle this delicate situation?

Why it works: Technical workers usually have their own jargon, but it’s important for your candidate to be able to convey their work to the everyday client or team member. If they can’t explain what they do in simple terms, this could be a red flag for any role with a client-facing or cross-departmental component.

Question #5: Talk about a time you worked under extremely loose supervision. How did you handle that?

Why it works: Many tech employees work remotely or with flex schedules. It’s important for your candidate to be a self-starter. Look for specific insights about the tactics and methods they use to manage their own schedule, meet deadlines and deliver on project expectations.

Questions #6 : What resources do you follow to stay current with changes in technology?

Why it works: Technical roles require candidates to stay current. It’s important to ask the candidate how they keep up with an. Because when you’re hiring for roles like SEO , IT coordinator or software engineer , they need to think outside the box (and into the future).

Red flags to look out for in your problem-solving interviews

While problem-solving interview questions’ answers can help best-fit candidates truly shine, they can also cast a harsh light on people who aren’t fit for the job.

Here are some red flags you should look out for, from possibly ok-ish to definitely not the right fit.

Vague (or nonexistent) answers 🚩

If the interviewee can’t remember a time they thought outside of the box or were challenged in the workplace or handled a stressful situation, it might mean they steer clear of tough situations and difficult decisions. So if they offer up a super vague answer with little to no specifics, try to ask follow-up questions to get some insight into their mentality.

Over-the-top uneasiness 🚩🚩

Problem-solving questions are designed to make candidates think critically about their work style, and being put on the spot like that is bound to be a little uncomfortable. But if candidates are so stressed they can’t give you a straight answer, it’s probably a sign that they don’t deal with pressure well.

Scripted responses 🚩🚩🚩

Candidates who give superficial responses are more likely to choose the easy way out instead of thinking critically about the best way to handle a scenario. Run-of-the-mill answers also show a lack of creativity. Go for candidates who analyze the situation and really dig into the issue at hand to come up with a more thorough answer.

Problem-oriented mindset 🚩🚩🚩🚩

The name says it all: problem-solving interview questions are about solving the problem, not dwelling on the difficulties. So if a candidate answering a problem-solving question seems too hung up on the issue at hand rather than how they rose above and dealt with it, they might not be the culture add you’re looking for.

Tips to ask the right problem-solving interview questions

A problem-solving interview is only as good as the questions you ask. So if you want to identify results-oriented candidates and analytical problem-solvers, here’s how to ask the right questions .

Use hypothetical scenarios with real-world applications

Don’t waste your time on unrealistic scenarios and improbable outcomes. Ask hard-hitting questions with real-life solutions.

Illuminate the candidate’s thought process

Ask questions that give insight into a candidate’s thought process. Pay special attention to how candidates approach a scenario, working through the problem step-by-step and arriving at a clear (and effective) solution. Oh, and keep an eye out for innovative perspectives!

Gauge team spirit

The best solutions are often collaborative ones. Ask questions about a situation that required a team effort, and pay special attention to how they characterize their colleagues and the collective decision-making process. You want candidates who are comfortable asking for help and have a knack for teamwork.

Know what you can (and can’t) ask

Some interview questions are awkward, others are straight-up illegal.

We know you're not out to violate anyone's rights, but even the most well-meaning hiring managers can end up asking lousy interview questions. How lousy, you ask?

These ones top our list of major no-nos:

“Tell me about your biggest weakness.”

Oh, you mean like the time I accidentally disconnected the server and left thousands of customers without service for hours? Get real. No one's going to reveal their Kryptonite during an interview. This question generates the most canned answers imaginable ranging from “I’m a workaholic,” to “I over-deliver and exceed expectations.” 🙄

“If a song described you, what would it be.”

Avoid this and any other overly abstract question asking a candidate to describe themselves in bizarre metaphors. Be direct. Relate the questions to the position and interviewee, not some over the top hypothetical about whether someone sees themself as a shark or a unicorn.

“Tell me about your [sexual orientation, relationship status, ethnicity, race, religion, political affiliation].”

One word: creepy. Oh, and: illegal. (Okay, that's two words but you get the idea...)

Fact is, any question that doesn't jive with the EEOC not only violates the candidate’s rights, it may also have you searching for a new career. Just don't go there.

Avoid the ‘gotchyas’ and keep your interview q’s focused on solving real problems

At the end of the day, no single thread of interview questions will work as a one-size-fits-all.

Human hiring requires human thinking. By analyzing and hand-selecting thoughtful questions, you can ensure a consistent interview flow with all candidates while avoiding generic replies and those dreaded awkward silences.

Just make sure they're interview questions that both you and your candidate can feel good about.

With Breezy’s modern recruitment platform, you can access over 400 free interview guides , schedule interviews with one click, and deliver a first-rate hiring experience candidates love.

Try it yourself totally free.

The Ultimate Interview Process: From Set-Up to Follow Up

The interview is the most complicated and most crucial part of the hiring process. Know you need to do better but don’t know how? Here’s everything you need to know.

The All-in-One Guide to Your Best Interview Process Yet

From screening resumes to sending an offer letter, here’s everything you need to structure and streamline your interview process.

Soft Skills? Hard Yes. Here's What to Look for in Your Next Candidate

Not sure which soft skills matter most? The truth is, it depends. Don’t miss this list of soft skills for the modern world of work, plus steps to find and hire candidates that fit the bill.

Behavioral Interviews Guide

I. Introduction
II. Common questions
Question types
I. Leadership
II. Collaboration
III. Problem solving
IV. Culture fit
I. Story selection
II. STAR method
III. Advanced tips
Final advice
I. Positive attitude
II. Playing offense
II. Day of prep

Problem solving behavioral interview questions

, Director at Gingko Bioworks, ex-BCG

Published: February 23, 2022

Case questions | Behavioral questions | Sample questions

Problem solving is a key set of skills tested in behavioral interviews. And most companies will test this in both behavioral *and* case interviews.

Cases interviews evaluate specific problem solving attributes: logic, focus, rigor, process .

Behavioral problem solving questions evaluate another: intuition, proactiveness, scrappyness, impact-oriented .

Both cohorts of qualities I listed above are valued in candidates and this is why there are two ways to test:

Case questions -> testing the more intellectual attributes
Behavioral questions -> testing the the creative problem solving attributes

Intellectual & creative problem solving: Why both?

Problem scenarios that require intellect and technical skill are a critical aspect of the types of jobs you are likely applying for. That’s why case studies are incorporated into the hiring process. It’s a sure-fire way to test technical ability and skill in addition to how well someone may talk about a skill - i.e., “Can this candidate walk the talk in the way that we need them to?”

This duality in problem solving exists across Consulting, Product Management, Product Marketing, and Strategy & BizOps…among other fields and roles too.

Let’s dive in.

Problem solving through a case question (Top)

Not every role type will have case studies as part of the interview process, but most of the roles that we cater to in the RocketBlocks modules will.

Example case interview question #1: How would you improve the experience at Instagram for Content Creators?

As an open-ended case question, this one does not have a singular correct answer. What the interviewer looks for here is how well you would structure an approach to solving this problem well.

Let’s look at how a good response to this can exemplify each of the following attributes of an intellectual problem-solver:

By bringing these qualities to life through your case response, the more likely the interviewers will believe that you have what it takes to do the role exceptionally well.

Problem solving in behavioral interviews (Top)

As you’ve probably figured out by now, these behavioral modules (i.e., Leadership, Collaboration, and Problem-solving) are not mutually exclusive. For example, being a great creative problem solver is oftentimes an attribute of a great leader. The “in-between” problem-solving is really what separates candidates from the pack. These moments can exist in so many different ways - both inside of a job in your professional life and outside of a job in your personal life. Both are fair game in answering behavioral interview questions, unless the interviewer is specifying on-the-job moments. Even in that instance, if your strongest example of exceptional instinct and impact was how you managed a family situation, you could run with that in an interview and be crafty in how you tie that back to how you approach things in your work.

Examples of problem solving behavioral questions: (Top)

Let’s look at how responses to these types of questions bring out the attributes of a creative problem-solver:

P.S. Preparing for behavioral interviews?

Get sample interview questions & example answers from PMs and consultants at Bain, Microsoft, BCG & more. Plus, guidance on how to structure your answers!

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41 Behavioural Interview Questions You Must Know (Best Answers Included)

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If you’re looking for the ultimate list of behavioural interview questions then you’ve come to the right place!

A recent study shows that tech startups contributed to the creation of nearly 1.6 million jobs in Australia between 2003 and 2014 . Clearly, the stats highlight the importance of tech startups and small businesses towards contributing to the net economic development of Australia.

Whether you’re looking to land a job with a big player or hoping to make a difference with a newer startup, you’re in demand.

The only thing standing between you and your dream job is the interview process. Tech startups usually split the interview process into different stages, which includes a phone interview as the first step, a behavioural interview as a second step, followed by more technical & group assessments (Refer to our article on How Top Tech Companies Hire Talent) . This article will focus entirely on the behavioural interviews, and what you need to do to ace them!

We’ll tackle 40 of the most common behavioural interview questions, but first let’s take a look at why companies ask them.

What’s the Point of Behavioural Interview Questions?

Is it a new form of torture? Are these questions asked to trip you up?

The purpose of behavioural interview questions is to understand who you are, how you think, and how you approach real world dilemmas. Your answers to these behavioural questions can help the interviewer gauge how you may (or may not) complement the current team.

While the goal of the interviewer is to learn more about you, your goal is to position yourself in the best possible light. Each of your answers should highlight one of the following themes:

Self-awareness
Self-reliance
A willingness to help another individual

That said, you should also keep your answers as realistic as possible. It’s a delicate balance between pride and humility. It’s a lot easier to keep that balance when you stay focused on one of the above themes.

The most common behavioural interview questions and answers

Let’s take a look at the six most common behavioural questions you may encounter during your interview, along with a plan for how to answer them below.

Describe a time when you disagreed with a team member. How did you resolve the problem?
Tell me about a time when you failed.
Give me an example of when you had to assume leadership for a team.
What is the most difficult/ challenging situation you’ve ever had to resolved in the workplace?
Tell me about a time when you disagreed with a supervisor.
How do you approach problems? What’s your process?

Also, most behavioural interview questions can be separated into groups:

Problem Solving

Working on a Team

Biggest Failures

Personal stress.

Now, let’s look at 8 of the most common questions from each group and a short description of the answering approach to use. We’ll look at examples of a few questions that may be relevant to tech startup interviews.

1. Give me an example of when you used logic to solve a problem

Answering Tip: Employ a Situation/ Task→ Action→ Result format.

2. Explain a time when you took the initiative on a project.

Answering Tip: Tempting as it may be to focus only on yourself, don’t forget to give credit to your team, too. Try to use examples where you went beyond your day role to take on extra responsibility.

3. Describe how you used your problem-solving skills to benefit a team or company.

Answering Tip: Demonstrate how you look for solutions for the greater good of the company. Not just solutions for your own good and your team’s good.

Bonus Example: According to Bosmat, Engineering Manager at Facebook , the best way to demonstrate your problem solving skills (particularly if you’re applying for a software engineering role) is to think aloud. The interview at Facebook for software engineering roles is part behavioural and part technical, and interviewers love to know how you think, so share your thought process openly, while using the tips the interviewers give you. Facebook also recommend familiarizing yourself with the company’s core values and vision, and joining their online talent community to network with hiring managers and other peers.

4. Tell me about a time when you used creativity to overcome a dilemma.

Answering Tip: Think about a way that you surprised yourself with an unexpected idea. Did you follow a ‘creative process’? Or was your creativity more spontaneous in the situation?

5. What’s the best idea you’ve come up with on a team-based project?

Answering Tip: Brainstorm at least three different ideas and be prepared to discuss one during your interview. Focus on the ones that had the biggest impact.

6. How do you approach problems? What’s your process?

Answering Tip: Focus on the approach you use to solve problems. How do you break them down into steps in order to solve them? What tools and techniques do you use to work through a problem?

7. Tell me about a time when you were consulted for a problem.

Answering Tip: The interviewer wants to know what you are known/remembered for among the people who know you. Do your friends come to you for relationship advice, professional advice or to brainstorm solutions? Do they ask you for places to visit around town? Think about what you know a lot about, and what your friends know & think about you too!

“We look for candidates who have a wider lens in understanding the impact of their own function, and most of all able to operate in a high growth environment with a desire to grow. ” Monica Watt, General Manager, Elmo Talent Learning

8. Name three improvements you made in your most recent position.

Answering Tip: Make a list so that you’re not stumbling over your words during the interview. Focus more on the result you achieved for this question, and have the ‘3 things’ ready to discuss.

Bonus Example: Think of a time when you’ve used an approach like Design Thinking Or Lean Startup methodology to come up with solutions to a problem. This demonstrates that you’re well versed in typical problem solving approaches used by advanced tech folks out there. Kevin Lee, Founder at PMHQ recommends asking clarifying questions and focusing on the end user, especially for Product Management Interviews at companies like Google . Who is it that you made the improvements for and why? What difference did your improvements make to your end users lives?

Working in a Team

9. have you ever worked with a team before.

Answering Tip: Don’t just answer “yes” or “no,” but also describe your role(s) within any team you’ve worked within. Explain the focus of your team, the objectives you had and give detail on the size and growth during your time in the role.

10 . Are you better at working with a team or working on your own?

Answering Tip: To answer that you’re a team player is almost always the right response.

11. Give me an example of when you worked well with a team.

Answering Tip: Make a list of these examples ahead of your interview so that you’re comfortable with these ideas. Focus on the times where you were able to deliver a business result, rather than just hanging out at the pub on a Friday.

12. What role do you assume when you work within a team?

Answering Tip: Although you may have assumed many different roles, focus on the one that showcases your skill set. Give a response that aligns with the current role you’re interviewing for

– for example, if the interview is for a leadership role then talk about your style in that capacity.

13. Have you worked on different types of teams? What was your favorite?

Answering Tip: Describe the benefit of each team you’ve worked within. Focus on the reasons why you enjoyed that team – if it was a personality and culture alignment, or you delivered an awesome project together, both work well.

14. What do you do if you disagree if another team member?

Answering Tip: Choose a time when you disagreed about a work-related issue, not a personal one, and explain how you tackled the case. Focus on your communication and negotiation skills. Try not to let your ego get in the way.

“ To play sports at a competitive level you need to have a competitive mindset, be a real team player, have discipline and be open to new ways of getting better. If someone has played top-level sports I often a see them striving for the same success in their role. ” James Bergl, Sales Director at Datto

15. Describe a time when you disagreed with a team member. How did you resolve the problem?

Answering Tip: Explain how you worked through the issue – show off your communication skills, it’s ok if you didn’t come out of the disagreement on top, your interviewer is looking for your ability to handle conflict.

16. Tell me about a time when you failed in a team project, and how you overcame it.

Answering Tip: Be honest and show how you can learn from failures. Don’t blame your team members for your failure, focus on the objective reasons that led to team failure and what you learned.

Bonus Example: Using examples of a time when you’ve participated in a Hackathon usually works well for questions like this, especially if you had a good idea and got some recognition for it. This is a time where you would’ve generated a lot of ideas in collaboration with a team, in a short span of time and solved lots of problems. A great way to demonstrate that you can work well with a team in a ‘tech’ environment while also generating positive outcomes for your team.

17. Tell me about a time when you failed.

Answering Tip: Everybody fails sometimes, and it shows humility to admit it. Always highlight the takeaway and what you learnt from the experience.

18: Have you ever made a mistake?

Answering Tip: Of course you have! Be honest and describe the mistake and what you learned from it. This can be a personal mistake you made and learned from. The interviewer is wanting to know more about your attitude towards how you handle mistakes.

19. Tell me about a big mistake you’ve made on the job and how you handled it.

Answering Tip: Choose a mistake from when you first started working on a job and describe your progression.

20. Tell me of a time when you didn’t meet your goals.

Answering Tip: Choose a story with an acceptable solution. It’s ok to not always meet your goals, as long as you had valid reasons and achieved something at the end.

21. What is your biggest regret at work?

Answering Tip: Keep it goal focused and don’t insert anything personal. The lighter you keep this, the better.

22. Are you someone who learns from failures?

Answering Tip: Describe why you enjoy feedback, even in the form of failures. Present failures as lessons.

23. Tell me about a time when you tried something risky and failed.

Answering Tip: Bring humor into it. This is a great way to also be honest and transparent about your failures!

24. Tell me about a decision that you’ve regretted and how you overcame it.

Answering Tip: Allow the interview to see your vulnerable side and your attitude towards overcoming bad decisions.

Bonus Example: Don’t be afraid to talk about your failures, as long as you can present them in a way that you learned something from them. Go to tech communities like “F**k Up Nights” where people tell stories about failure and get some ideas on how to frame your failures.

25. Give me an example of when you had to assume leadership for a team.

Answering Tip: Describe your initial uncertainty and how you were able to overcome it. What did you do to step up as a leader in the situation? Did you speak up? Did you facilitate?

26. Have you ever had to set goals for a team?

Answering Tip: Discuss how you set goals and which goals are the most important for you. Having an approach to set goals that’s easy to explain is great.

27. Give me an example of when you set a goal and how you achieved it.

Answering Tip: Describe how you go about setting goals. Make it sound as realistic as possible, and describe the specific actions you take to get there.

“ We ask a lot of situational type questions to uncover how they have dealt with particular scenarios in the past to gain insight into their approach. Our guiding light always comes back to our values. ” – AdRoll

28. Describe a time when you were able to motivate unmotivated team members.

Answering Tip: Focus on your team-building skill set. What do you do to inspire those around you?

29. Tell me of a time when you postponed making a decision.

Answering Tip: Tie it into professional event. Ensure the decision is about something that wasn’t too important.

30. Give me an example of when you delegated work across an entire team.

Answering Tip: Focus on how you’re able to see the unique skills of each team member.

31. How do you juggle multiple projects?

Answering Tip: Describe your process for handling multiple tasks at the same time.

32. Have you ever had to counsel a difficult team member? Tell me about that time.

Answering Tip: Pick a time when you had to deliver uncomfortable counsel to a team member.

Bonus Example: Here, you need relevant examples where you stood out for the right reasons as a leader. You need to demonstrate that you know when to lead, when to follow and how to pick the right reasons to strive for. Talk about a time when you’ve communicated a vision, led a team, fought for the right reasons, done something in service of others, or motivated and developed others.

33. Tell me about a time when you worked well under pressure.

Answering Tip: Make a list of three times and choose the best one. The more important thing is to talk about your mindset when you’re in a pressure situation. Are you mindful about the pressure you’re facing? Or do you just crumble under pressure?

34. What is the most difficult/ challenging situation you’ve ever had to resolved in the workplace?

Answering Tip: Include the takeaway. Ensure it’s a very challenging situation. Grab the interviewer’s interest by building a credible story around your experience.

35. How do you handle unexpected changes or challenges?

Answering Tip: Focus on your personal growth, your attitude towards change, your flexibility of mindset and your willingness to embrace change with an open mind.

36. Have you ever been lied about? How did you handle that situation?

Answering Tip: Describe a work-related situation. Was it a customer who lied to you about something? Or a colleague? How did you handle the situation? Ensure you reveal how you realized that you’d been lied to through the power of intelligent questioning.

37. Tell me about a time when you disagreed with a supervisor.

Answering Tip: Focus on an event with an amicable solution. Present your disagreement as a time for mutual growth.

“ Our industry is so dynamic, in such an early state of maturity and is so specialized that to excel the most important trait for us is a genuine thirst for knowledge, a true hunger to learn and an ability to think on one’s feet. ” – Accordant

38. Tell about a conflict at your job.

Answering Tip: Keep it focused on a work-related conflict, and what you learned from it.

39. Tell me a time when you had to work unexpectedly on your own.

Answering Tip: Describe how you were able to use existing skills or learn skills to work by yourself. Demonstrate that you are comfortable in your skin and can work independently when required.

40. Describe a time when you faced a block at work and how you solved it.

Answering Tip: Work through your process of resolving blocks.

Bonus Example: It’s effective to talk about strategies you use to manage stressful situations. What is your internal dialogue when you’re going through a stressful situation? How do you work through a stressful problem?

Here’s Your Take Away

When preparing for an interview, be sure that you come prepared. Use specific examples and be concise with your answers. Always tell the truth.

Another great tip is to really understand the company and have some solutions in mind. Great tech startups are looking for solution-oriented employees who help them increase revenues, decrease costs and save time. If you can prove with your examples and insights that you can do that, you’ll be in high demand!

If you're in employer branding it's also important to use behavioural interview questions to identify the kind of people who are most likely to excel in the role.

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More From Forbes

5 common situational interview questions and how to answer them.

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5 Common Situational Interview Questions and How to Answer Them

What is a situational interview question? In short, situational interview questions are hypothetical scenarios presented by interviewers to assess how candidates might handle specific work-related situations. Unlike behavioral questions that ask about past experiences, situational questions focus on potential future scenarios. These questions aim to evaluate a candidate's problem-solving skills, decision-making abilities, and overall fit for the role and company culture.

Situational interview questions typically begin with phrases like "What would you do if..." or "How would you handle..." They present candidates with hypothetical work scenarios and ask them to explain how they would respond. Interviewers use these questions to gauge a candidate's thought process, values, and approach to handling various workplace challenges.

Commonly Asked Situational Interview Questions

Hiring managers are notoriously inconsistent in the interviewing. In fact, a Leadership IQ study discovered that 62% of HR executives believe that their company’s hiring managers are inconsistent in how they interview candidates. That being said, however, there are still situational interview questions for which you should be prepared, and here are five of the more common questions:

How would you handle a situation where you're working on a tight deadline, but a colleague crucial to the project falls ill?
If you noticed a coworker struggling with their workload, how would you approach the situation?
What would you do if you disagreed with a decision made by your supervisor?
How would you handle a situation where a client is unsatisfied with your work?
If you were assigned a project you felt unqualified for, how would you proceed?

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While situational interview questions cover a wide variety of hypothetical scenarios, you can still use a structured approach like the SHER Method to formulate your answers effectively. The SHER Method stands for Situation, Hurdle, Endgame, and Reflection. Here's how you can adapt it for situational questions:

Situation : Briefly restate the hypothetical scenario presented in the question to show you understand the context.
Hurdle : Identify the main challenges or obstacles in the given situation.
Endgame : Describe the steps you would take to address the situation and achieve a positive outcome.
Reflection : Explain what you would learn from this experience and how it would inform your future actions.

With the SHER Method, you can provide comprehensive, well-structured answers that, in addition to directly answering the question, showcase your self-awareness and willingness to learn from experiences.

Now, let's explore each of the five situational questions in detail, including key points to include in your responses and why these questions are important in interviews.

1. How would you handle a situation where you're working on a tight deadline, but a colleague crucial to the project falls ill?

This question is frequently asked in interviews because it assesses a candidate's ability to handle unexpected challenges, manage time effectively, and collaborate under pressure. Employers want to see how you adapt to unforeseen circumstances while still maintaining productivity and meeting deadlines.

In your answer, it's crucial to discuss how you would first assess the impact on the project timeline and communicate effectively with all stakeholders, including your supervisor, team members, and the client if applicable. You should then talk about prioritizing tasks and considering reallocating resources to ensure the most critical aspects of the project are addressed. Developing contingency plans or identifying temporary replacements for your colleague's responsibilities is also important. Throughout your answer, maintain a positive and solution-oriented attitude, focusing on how to overcome the challenge rather than dwelling on the setback.

2. If you noticed a coworker struggling with their workload, how would you approach the situation?

In your answer, emphasize how you would show empathy and a willingness to help without being intrusive. Discuss how you might start by offering support and suggesting resources or strategies for managing their workload more effectively. Highlight the importance of collaboration, explaining how you would work together to find solutions that could alleviate their stress. If the situation persists or seems beyond your ability to assist, mention how you might consider involving a supervisor, but in a way that doesn't undermine your coworker's confidence or position. Your response should demonstrate your teamwork skills and ability to support colleagues professionally.

This question is important in interviews because it evaluates your teamwork skills, emotional intelligence, and proactive approach to workplace challenges. It also gives insight into your leadership potential and ability to support colleagues, which are crucial qualities in most work environments.

3. What would you do if you disagreed with a decision made by your supervisor?

Interviewers often include this question because it assesses your ability to handle conflict, communicate effectively with superiors, and maintain professionalism even when you disagree. It also gives insight into your critical thinking skills and how you balance respect for authority with your own judgment.

When answering this question, stress the importance of approaching the situation with respect for your supervisor's authority while also advocating for your perspective. Explain how you would first seek to understand the reasoning behind their decision. Then, describe how you would present your viewpoint professionally and respectfully, backing it up with data or evidence if possible. Emphasize your openness to compromise and alternative solutions, showing that you're not just disagreeing for the sake of it, but genuinely trying to find the best outcome for the team or project. Your answer should demonstrate your ability to handle disagreements tactfully and professionally.

Also try to avoid excessive negativity. For instance, the study " Words That Cost You The Job Interview " revealed that negatively-rated candidates were significantly more likely to use negative emotion words than their highly-rated peers.

4. How would you handle a situation where a client is unsatisfied with your work?

In your response, outline how you would start by listening attentively to the client's concerns without becoming defensive. Discuss the importance of taking responsibility for any mistakes and apologizing if necessary. Explain how you would ask for specific feedback to ensure you fully understand the issues. Based on this information, describe how you would propose concrete solutions to address the client's concerns. Mention that after implementing changes, you would follow up to ensure the client is satisfied with the improvements. Your answer should demonstrate your commitment to client satisfaction and your ability to handle criticism constructively.

This question is crucial in interviews as it evaluates your customer service skills, ability to handle criticism and problem-solving capabilities. It also demonstrates your commitment to quality work and client satisfaction, which are vital in many industries and roles.

5. If you were assigned a project you felt unqualified for, how would you proceed?

When answering this question, start by explaining how you would honestly assess your skills and knowledge in relation to the project requirements. Describe how you would identify specific areas where you need improvement and seek out resources for learning, such as courses, mentors, or relevant documentation. Emphasize the importance of communicating openly with your supervisor about your concerns and your plan to address them. Discuss how you would develop a strategy to acquire the necessary skills while working on the project. Your response should demonstrate your commitment to growth and your ability to rise to challenges.

This question is frequently included in interviews because it evaluates your self-awareness, willingness to learn, and ability to handle challenging assignments. It also shows how you approach professional development and whether you're proactive in addressing skill gaps, which are valuable traits in any evolving work environment.

By mastering these common situational interview questions and employing a tool like the SHER Method, you'll be well-prepared to showcase your problem-solving skills, adaptability, and alignment with the company's values. Remember, the key to acing these questions lies not just in your hypothetical solutions, but in demonstrating your thought process, willingness to learn, and ability to thrive in a wide variety of workplace scenarios.

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Interview Q & A
Common Interview Q & A

[2024] Top Common Questions for Behavioral Interviews in Leadership Roles

Prepare for leadership role interviews with our comprehensive guide on common behavioral questions. learn how to effectively answer questions about team leadership, decision-making, conflict resolution, and more. discover tips for showcasing your leadership skills and providing impactful responses..

Understanding Behavioral Interviews

Objectives of behavioral interviews.

Assess Leadership Skills : Evaluate your ability to lead teams, make strategic decisions, and drive results.
Evaluate Problem-Solving Abilities : Measure your approach to handling challenges and resolving conflicts.
Understand Communication Skills : Observe how effectively you communicate with team members and stakeholders.
Determine Fit for the Role : Gauge how well your experiences and skills align with the requirements of the leadership position.

Common Behavioral Interview Questions for Leadership Roles

1. describe a time when you led a team through a challenging situation, what the interviewer is looking for:.

Leadership Abilities : How you guided your team through difficulties and maintained morale.
Problem-Solving Skills : The strategies you used to overcome challenges.
Results and Impact : The outcomes of your leadership efforts and the lessons learned.

How to Approach:

Use the STAR Method : Structure your answer using the STAR (Situation, Task, Action, Result) method.
Highlight Key Actions : Focus on the specific actions you took to lead the team effectively.
Discuss Outcomes : Share the positive results of your leadership and any feedback received.

2. Tell Me About a Time When You Had to Make a Difficult Decision

Decision-Making Process : How you approached the decision-making process and considered different factors.
Risk Management : Your ability to assess risks and make informed choices.
Outcome and Reflection : The results of the decision and any insights gained.
Explain the Context : Provide background on the decision and its significance.
Detail Your Process : Describe how you evaluated options and made the decision.
Reflect on Lessons : Share what you learned from the experience and how it influenced your future decisions.

3. Give an Example of How You Managed a Conflict Between Team Members

Conflict Resolution Skills : How you handled interpersonal conflicts and facilitated resolution.
Communication Strategies : Your approach to addressing the conflict and mediating between parties.
Impact on the Team : The effect of your conflict management on team dynamics and productivity.
Describe the Conflict : Provide details about the nature of the conflict and the parties involved.
Explain Your Approach : Outline the steps you took to resolve the conflict and the communication methods used.
Highlight the Resolution : Discuss the outcome and any improvements in team relationships.

4. Describe a Project You Managed From Start to Finish

Project Management Skills : Your ability to plan, execute, and deliver projects successfully.
Leadership and Team Coordination : How you managed the team and resources throughout the project.
Challenges and Successes : The obstacles encountered and the achievements of the project.
Outline the Project : Provide an overview of the project's goals, scope, and significance.
Detail Your Role : Describe your responsibilities and how you managed the project's different phases.
Discuss Outcomes : Share the results of the project and any recognition or feedback received.

5. Tell Me About a Time When You Had to Influence Others

Influencing Skills : Your ability to persuade and motivate others to achieve goals.
Approach and Techniques : The methods you used to influence others and the challenges faced.
Results and Feedback : The impact of your influence and any feedback received from others.
Explain the Situation : Describe the context in which you needed to influence others.
Detail Your Approach : Outline the strategies you used to persuade and gain support.
Share Results : Discuss the outcomes and any positive changes resulting from your influence.

6. Give an Example of How You Developed and Mentored Team Members

Mentorship Skills : Your approach to developing and supporting team members.
Impact on Team Development : How your mentorship contributed to the growth and performance of your team.
Feedback and Outcomes : The results of your mentorship and any feedback from mentees.
Describe the Mentoring Effort : Provide details on how you identified and supported team members' development needs.
Explain Your Approach : Discuss the methods you used for mentoring and coaching.
Highlight Successes : Share the achievements of your mentees and any improvements in team performance.

7. Tell Me About a Time When You Had to Adapt to Significant Changes

Adaptability : Your ability to adjust to changes and manage transitions effectively.
Problem-Solving : How you addressed challenges that arose from the changes.
Leadership During Change : The role you played in guiding your team through the transition.
Explain the Change : Describe the nature of the change and its impact on your role and team.
Detail Your Response : Outline how you adapted to the change and managed any associated challenges.
Discuss the Outcome : Share how the situation was resolved and any positive effects of your adaptation.

Tips for Answering Behavioral Interview Questions

1. use the star method.

Situation : Set the context by describing the situation or problem.
Task : Explain your role and responsibilities.
Action : Detail the actions you took to address the situation.
Result : Share the outcomes and impact of your actions.

2. Be Specific and Detailed

Provide Examples : Use specific examples from your past experiences to illustrate your answers.
Highlight Key Actions : Focus on the actions you took and their direct impact.

3. Showcase Leadership Qualities

Demonstrate Impact : Highlight how your actions led to positive outcomes and benefited your team or organization.
Reflect on Lessons Learned : Share insights gained from your experiences and how they have shaped your leadership style.

4. Prepare for Common Questions

Practice Responses : Prepare and rehearse answers to common behavioral questions relevant to leadership roles.
Use Real-Life Examples : Draw from actual experiences to make your responses more authentic and compelling.

5. Stay Calm and Composed

Manage Nerves : Stay calm during the interview and take a moment to collect your thoughts before answering.
Communicate Clearly : Speak clearly and confidently, ensuring your responses are well-organized and focused.
behavioral interview questions
leadership interview questions
behavioral interview preparation
leadership roles
common interview questions
leadership skills assessment
interview strategies
answering behavioral questions
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This paper is in the following e-collection/theme issue:

Published on 1.8.2024 in Vol 11 (2024)

This is a member publication of University College London (Jisc)

Behavior Change Techniques Within Digital Interventions for the Treatment of Eating Disorders: Systematic Review and Meta-Analysis

Authors of this article:

Pamela Carien Thomas 1 , BA, MSc ;
Kristina Curtis 2 , BA, MSc, PhD ;
Henry W W Potts 3 , BA, MSc, PhD ;
Pippa Bark 4 , BSc ;
Rachel Perowne 2 , BSc, MSc ;
Tasmin Rookes 5 , BSc, MSc ;
Sarah Rowe 1 , BA, MEd, PhD

1 Department of Epidemiology & Applied Clinical Research, Division of Psychiatry, University College London, London, United Kingdom

2 Department of Clinical, Educational and Health Psychology, University College London, London, United Kingdom

3 UCL Institute of Health Informatics, University College London, London, United Kingdom

4 UCL Cancer Institute, University College London, London, United Kingdom

5 UCL Research Department of Primary Care and Population Health, University College London, London, United Kingdom

Corresponding Author:

Sarah Rowe, BA, MEd, PhD

Department of Epidemiology & Applied Clinical Research

Division of Psychiatry

University College London

6th Floor, Wings A and B, Maple House

149 Tottenham Court Road

London, W1T 7NF

United Kingdom

Phone: 44 0207 679 9000

Email: [email protected]

Background: Previous systematic reviews of digital eating disorder interventions have demonstrated effectiveness at improving symptoms of eating disorders; however, our understanding of how these interventions work and what contributes to their effectiveness is limited. Understanding the behavior change techniques (BCTs) that are most commonly included within effective interventions may provide valuable information for researchers and developers. Establishing whether these techniques have been informed by theory will identify whether they target those mechanisms of action that have been identified as core to changing eating disorder behaviors. It will also evaluate the importance of a theoretical approach to digital intervention design.

Objective: This study aims to define the BCTs within digital self-management interventions or minimally guided self-help interventions for adults with eating disorders that have been evaluated within randomized controlled trials. It also assessed which of the digital interventions were grounded in theory and the range of modes of delivery included.

Methods: A literature search identified randomized controlled trials of digital intervention for the treatment of adults with eating disorders with minimal therapist support. Each digital intervention was coded for BCTs using the established BCT Taxonomy v1; for the application of theory using an adapted version of the theory coding scheme (TCS); and for modes of delivery using the Mode of Delivery Ontology. A meta-analysis evaluated the evidence that any individual BCT moderated effect size or that other potential factors such as the application of theory or number of modes of delivery had an effect on eating disorder outcomes.

Results: Digital interventions included an average of 14 (SD 2.6; range 9-18) BCTs. Self-monitoring of behavior was included in all effective interventions, with Problem-solving , Information about antecedents , Feedback on behavior , Self-monitoring of outcomes of behavior , and Action planning identified in >75% (13/17) of effective interventions. Social support and Information about health consequences were more evident in effective interventions at follow-up compared with postintervention measurement. The mean number of modes of delivery was 4 (SD 1.6; range 2-7) out of 12 possible modes, with most interventions (15/17, 88%) being web based. Digital interventions that had a higher score on the TCS had a greater effect size than those with a lower TCS score (subgroup differences: χ 2 1 =9.7; P =.002; I ²=89.7%) within the meta-analysis. No other subgroup analyses had statistically significant results.

Conclusions: There was a high level of consistency in terms of the most common BCTs within effective interventions; however, there was no evidence that any specific BCT contributed to intervention efficacy. The interventions that were more strongly informed by theory demonstrated greater improvements in eating disorder outcomes compared to waitlist or treatment-as-usual controls. These results can be used to inform the development of future digital eating disorder interventions.

Trial Registration: PROSPERO CRD42023410060; https://www.crd.york.ac.uk/prospero/display_record.php?RecordID=410060

Introduction

The current eating disorder (ED) treatment model is falling short for patients [ 1 ], with a significant majority of people with EDs failing to get help [ 2 ]. This may be due to limited access to services [ 3 ] and the stigma and shame associated with their condition [ 4 ]. EDs have the highest mortality of any psychiatric disorder [ 5 ], and they may be long-lasting and may cause physical, emotional, and neurobiological damage if left untreated [ 6 ]. The COVID-19 pandemic has further compounded the problem, with a surge in urgent referrals and increased waiting time in an already underresourced system [ 7 ]. Action is urgently required to address this treatment gap [ 8 ]. A promising strategy that can improve access to evidence-based treatments is the development and implementation of digital interventions. Digital interventions refer to the use of digital technologies, such as mobile apps, websites, or virtual reality, to deliver health care or behavioral interventions.

Advantages of digital interventions include the ability to reach many people at minimal or no additional cost per person, and they can be used at an individual’s convenience, at home, anonymously, and at a self-suited pace [ 9 ]. Shame and stigma may make people with EDs more likely to engage in digital interventions to achieve improvements in their symptoms [ 10 , 11 ], and evidence demonstrates that the demand for self-guided digital interventions is growing among people with EDs [ 11 ]. While digital self-management interventions are not the only solution to address the existing service gap, they can broaden the dissemination of evidence-based treatments and help more people get support for their condition [ 12 ].

Digital interventions for EDs have shown promising evidence in treating ED symptoms [ 13 - 15 ] with results sustained, or even improved, at follow-up [ 16 ]. However, our understanding of how these interventions work and what contributes to their effectiveness is limited [ 17 ], restricting the potential effectiveness and impact of digital ED interventions. It is widely recognized that digital health interventions should incorporate evidence-based methods and behavior change theory into their development [ 18 ]. Theory represents the accumulated knowledge of the mechanisms of action (MOAs; mediators) and moderators of change as well as the a priori assumptions about what human behavior is and what the influences on it are [ 19 ]. Using behavior change theory in designing digital health interventions may help pinpoint the factors influencing the target behavior, referred to as MOAs in behavioral science. These MOAs, such as knowledge and beliefs, are pathways through which interventions can impact behaviors. Designers can then connect these MOAs to practical elements called “behavior change techniques” (BCTs), which play a crucial role in transforming disordered behaviors into healthier target behaviors. While there are some dissenters regarding such systematization of practice, arguing for the importance of variability, there is general agreement of the value of better descriptions of interventions for clarity and replication [ 20 ]. This systematic approach has been applied in the development of effective digital health interventions in areas such as the treatment of addictive disorders, physical activity, and weight loss [ 21 , 22 ], as well as in more clinically oriented interventions, such as diabetes management [ 23 - 25 ]. Specific BCTs have been linked to improved clinical outcomes [ 26 - 28 ] and are a useful means of describing active components within complex digital interventions [ 29 ]. The integration of specific BCTs may optimize digital ED treatment interventions, helping achieve significant symptom improvement by addressing those factors (eg, food avoidance, dietary restriction, and body image concerns) that influence common ED behaviors (eg, bingeing and purging).

This review aimed to gain insights from previous randomized controlled trials (RCTs) as to which BCTs may contribute to the effectiveness of digital ED interventions [ 30 ]. It focused on RCTs as they have the highest possible level of evidence compared to other study designs and can be used to make causal inferences [ 31 ]. It also assessed whether the interventions were grounded in theory, given that theory is a “necessary precursor to the development of effective interventions” [ 32 ].

We hypothesized that interventions that specifically targeted the behavioral and psychological aspects of ED via the use of relevant BCTs would be more likely to improve ED outcomes. We also hypothesized that the interventions informed by theory were more likely to be effective. Having multiple modes of delivery (eg, apps, video, and audio) may be associated with enhanced treatment outcomes [ 15 ] based on the idea that the diversity offered by multimedia formats might facilitate effectiveness through an enhanced and more engaging user experience [ 33 ].

Our specific research questions were as follows:

Which BCTs are most frequently included in digital interventions for the treatment of EDs that have been evaluated in RCTs? Which BCTs are most frequently associated with effective interventions?
Are included BCTs informed by theory?
Which modes of delivery have been adopted to deliver the BCTs?
Was there evidence to suggest that specific BCTs, or related factors, moderated the intervention effect size?

Search Strategy

The searches were completed across the following databases between April 1, 2023, and June 30, 2023: MEDLINE (Ovid), Embase, PsycINFO, CINAHL, Emcare (Ovid), CENTRAL, Web of Science, and Scopus. The protocol was registered in the PROSPERO database (CRD42023410060). These findings are reported in accordance with the PRISMA (Preferred Reporting Items for Systematic Reviews and Meta-Analyses) guidelines [ 34 ]. The search strategy was developed based upon previous similar systematic reviews of digital interventions and EDs [ 15 , 35 ] and in consultation with a specialist librarian at University College London. The search strategy included 2 main concepts based on EDs and types of digital intervention (web based or smartphone). It included a combination of Medical Subject Headings (MeSH) terms and free-text terms. The search was adapted for each database. A Cochrane RCT filter was applied to the search results within relevant databases [ 36 ]. Full details of the search strategy can be found in Multimedia Appendix 1 .

The first reviewer (PT) initially screened all titles and abstracts for the first phase of the review, and a second reviewer (PB) screened a random 9.98% (375/3758) of the results within Covidence (Veritas Health Innovation). Both reviewers independently screened 100% (79/79) of articles in the final full-text screening stage. Results were compared, and any discrepancy was resolved by discussion. There was a good to excellent degree of interrater agreement (initial screening: κ=0.92 and final screening: κ=0.720).

Study Selection

Eligible studies were selected by applying the inclusion and exclusion criteria ( Textbox 1 ).

Inclusion criteria

Adults in general population
Self-management interventions and guided self-help interventions for individuals
Included study participants who meet subthreshold and threshold criteria for an eating disorder
Stand-alone digital intervention with minimal or some therapist support
Outcome measure using the Eating Disorder Examination Questionnaire (EDE-Q)
Randomized controlled trials

Exclusion criteria

Interventions aimed at <16 years old
Intervention aimed at health care professionals
Intervention specific to relapse prevention and aftercare
Intervention specific to eating disorder prevention
Intervention aimed at obesity and weight management
Telemedicine or teleconferencing
Augmentation therapy (app as an add-on )
Digital intervention with intensive levels of supplementary therapist support
Group cognitive behavioral therapy; group therapy
Technologies that have been superseded (ie, CD-ROM, vodcast, and SMS text messaging)
Interventions that used mobile phones but did not involve apps (eg, were based solely on SMS text messaging or emails)
No clear description of the intervention design (not possible to code for behavior change techniques)
Qualitative studies
Feasibility and acceptability studies as well as pilot studies
No clear outcome measures (using the EDE-Q)

Data Extraction

The primary researcher (PT) extracted and coded the data for included studies, including author, year, country of origin, study and participant characteristics (number of participants, age, gender, ethnicity, diagnosis, inclusion and exclusion criteria, and dropout rates), and intervention characteristics (intervention description, therapist involvement, BCTs, modes of delivery, duration of treatment, follow-up, and key outcomes). Outcomes data for all the studies were independently extracted by 2 reviewers (PT and TR). Results were compared, and any disagreements were resolved by discussion. Where key data were missing, study authors were contacted for the missing information. A cutoff period of 4 weeks was provided.

Outcome Measures

The Eating Disorder Examination Questionnaire (EDE-Q) [ 37 ] was used as the primary outcome measure of interest, given that it is the National Institute for Health and Care Excellence “gold standard” measure of ED psychopathology and was used as the primary outcome measure in most of the included RCTs. It includes frequency data on key behavioral features of EDs in terms of number of episodes of the behavior (including bingeing and purging), making it a suitable outcome measure for this review [ 38 ]. Where reported, changes in the number of objective binge episodes (OBEs) after treatment were examined for consistency, providing complementary data on intervention effectiveness.

BCT Coding, Modes of Delivery, and Theory Coding Scheme

Each study was assessed for the presence of each of the 93 BCTs using the BCT Taxonomy v1 [ 30 ], assessing the number of BCTs in each digital intervention and the frequency of each BCT in the sample overall. The BCT Taxonomy is a hierarchically organized, common language tool for the classification of the active ingredients [ 30 ] required to bring about change in an intervention. The validity of this approach has been well established, and its reliability and value have been consistently demonstrated across multiple areas since its inception [ 39 - 41 ].

The modes of delivery used within each of the interventions to deliver the BCTs was assessed using relevant components from the Model of Delivery Ontology v2 [ 42 ]. If the modes of delivery were changed during the course of the study, the modes of delivery included within the initial study design were coded, as these were appropriate for the outcome measures used.

An adapted version of the theory coding scheme (TCS) [ 43 ] was used to evaluate the theoretical basis of the included studies. These adaptations were made in consultation with an experienced behavior change scientist (KC), on the basis that the coding scheme was originally developed for use in a different context and some of the criteria were not relevant. Hobbis and Sutton [ 44 ] justified the case for cognitive behavioral therapy (CBT) as an addition to the Theory of Planned Behavior–based interventions; hence, it was considered a valid theoretical basis when used to inform intervention design. All studies were independently coded against these frameworks by 2 reviewers (PT and RC), with any discrepancies resolved by discussion involving a third reviewer (KC). This meant the BCTs were double-blind coded by 2 reviewers across all studies. These results were compared, with a third reviewer involved where necessary to resolve any discrepancies. A briefing document was provided to the second reviewer in advance of coding, which included definitions and examples of BCTs, to ensure reliability. The coding was completed in 2 stages, with the second reviewer coding approximately 30% (5/17) papers first. The coding was compared between the 2 reviewers to identify any inconsistencies in applying the BCT framework, aiming to maximize consistency when reviewing the remaining 70% (12/17) of the papers.

For interventions to be included in the follow-up, they had to be assessed at least 8 weeks after the postintervention period. This time frame allows for a reasonable evaluation of sustained treatment effects and avoids coinciding posttreatment and follow-up evaluations across different studies.

Data Synthesis

The associations between BCTs and intervention effectiveness were analyzed. A brief narrative synthesis was used to organize and present the data within the text, with a summary of the information extracted from each study, including outcomes reported, BCTs, and other items provided in tabular form.

Frequency counts of the most commonly used BCTs were conducted for both all interventions and effective interventions , and the results were compared. The effectiveness of an intervention was determined by a statistically significant effect ( P <.05) on ED behavior change (as measured by the EDE-Q 6.0). In studies with an active comparator, the pre-post outcome data for the intervention arm were examined independently to assess efficacy. These results were then considered in the context of the study design and compared with similar waiting list (WL) control studies. BCTs were considered effective if they were identified in at least 75% (13/17) of effective interventions [ 18 ]. A further division of effective interventions was completed based on whether they were effective at postintervention or follow-up.

Meta-Analytic Procedure

The purpose of this meta-analysis was to pool data across RCT studies regarding the effectiveness of digital interventions compared to waitlist control or treatment-as-usual (TAU) controls at postintervention and follow-up time points to explore what might be contributing to the overall effect sizes, primarily the contribution of any particular BCT. Studies with an active control group, such as face-to-face (F2F) therapy, bibliotherapy, another digital intervention, or day patient programs, as well as studies with missing (EDE-Q total) outcome data were excluded from the meta-analysis.

As a first stage, the meta-analysis procedure calculated pooled estimates of effect sizes (differences in EDE-Q total scores) at postintervention and follow-up time points for waitlist and TAU RCTs and presented these results as forest plots (using RevMan v. 5.4, The Cochrane Collaboration). Effects were based on means, SDs, and sample sizes reported within the studies. The primary outcome was EDE-Q behaviors (dietary restraint, weight concern, shape concern, and eating concern). As the included studies were RCTs, baseline values were not adjusted for across studies, as they would be expected to be similar across treatment and control groups. Due to substantial heterogeneity among the studies, which varied in design (eg, duration of treatment and level of therapist involvement), a random-effects model was used to estimate the weighted pooled effect for each outcome. This approach accounts for the distribution of the true effect across individual studies [ 45 ]. The I 2 statistic was used as a measure of heterogeneity, describing the percentage of variation across studies that was due to heterogeneity rather than chance [ 46 ]. Heterogeneity >60% was considered substantial [ 47 ] and suitable for subgroup analyses. Given that the EDE-Q primary outcome measure was continuous, the mean difference (MD) was used to describe the pooled outcome effects and the overall effect size ( z -statistic) alongside its P value. Sensitivity analysis was completed to check for consistency of the effect size, and publication bias was explored using funnel plots ( Multimedia Appendix 2 [ 13 - 15 , 48 - 56 ]).

It was then possible to complete subgroup analyses to identify whether there was evidence for any BCTs acting as moderators of effect size. A shortlist of BCTs were identified upfront according to the transdiagnostic theory of EDs by Fairburn et al [ 57 , 58 ]. This was to avoid post hoc analysis of multiple BCTs, which would increase the likelihood of finding significant results through chance. If any of these prespecified BCTs were identified in >75% of effective interventions, they were included in the subgroup analyses: 2.2. Feedback on behavior , 2.3 Self-monitoring of behavior , 2.4 Self-monitoring of outcome(s) of behavior , 4.2 Information about antecedents , 7.7 Exposure , and 11.2 Reduce negative emotions . Additional related concepts were also explored, including mode of delivery (<5 vs ≥5 out of 12 possible sessions), TCS (high vs low), degree of therapist support (none or minimal vs some), and duration of therapy (<8 weeks vs ≥8 weeks). These factors were considered as they could contribute to heterogeneity and impact effect size.

Risk-of-Bias Assessment

The revised Cochrane Risk-of-Bias tool for randomized trials was used for assessing risk of bias in RCTs with studies assessed against 6 domains [ 59 ] ( Multimedia Appendix 3 [ 43 ]). Risk-of-bias analysis was completed for all articles by PT, with over 20% (4/17) of the articles also being independently assessed by a second reviewer (TR). Disagreements were resolved via discussion. There was a high level of interrater agreement (interrater reliability [IRR]=0.9).

Included Studies

A PRISMA flow diagram ( Figure 1 ) represents the literature search. A total of 17 RCT studies were identified for inclusion in this review.

Of the 17 RCT studies identified, 12 (71%) included a WL comparator (or TAU), with 5 (21%) having active controls.

General Study Characteristics

The 17 studies included 12 (71%) parallel arm trials, 4 (24%) multiple-arm studies [ 13 , 48 , 49 , 60 ], and 1 (6%) cluster RCT [ 50 ]. Of these, 12 (71%) studies included active treatment compared to a WL control, informational control, or TAU, while 5 (29%) studies compared active treatments to other interventions, including F2F treatment [ 16 ], day patient care [ 61 ], and other digital treatment interventions [ 51 , 62 , 63 ].

A total of 9 (53%) studies included all or nearly all female participants (>95%); 5 (29%) studies included 5% to 10% male participants, and 2 (12%) studies included >10% male participants. Ethnicity was not mentioned in 12 (71%) of the 17 studies, with 2 (12%) mentioning nationality but not ethnicity and only 3 (18%) providing any ethnic breakdown. Mean age ranged from 22.1 years [ 50 ] to 43.2 years [ 16 ] across studies, with participants aged between 17.3 and 55.5 years. The total number of participants overall was 5254, with 1956 included in the meta-analysis (WL and TAU studies only). Inclusion and exclusion criteria were highly variable, with some studies having clear diagnostic criteria that had to be met, excluding participants with comorbidities or with previous experience of inference-based CBT, while others permitted individuals to participate without meeting any diagnostic criteria, provided they were aged >16 years and had access to the internet. One study allowed participants to receive other forms of psychological, medical, or other treatment for their ED, whether in the digital intervention treatment arm or control condition [ 52 ].

The studies took place in North America (2/17, 12%) [ 50 , 62 ], Europe (11/17, 65%; Switzerland, Germany, Sweden, Austria, and the Netherlands) [ 13 , 15 , 16 , 48 , 49 , 52 - 55 , 64 , 65 ], and Australia or New Zealand (4/17, 24%) [ 14 , 51 , 60 , 63 ]. The included studies are listed in Multimedia Appendix 4 [ 13 - 16 , 48 - 55 , 60 - 65 ].

Summary of Intervention Types and Outcomes

The ED diagnoses included 6 studies focusing on binge eating disorder and binge eating symptoms [ 15 , 16 , 51 , 52 , 60 , 63 ], 3 studies on bulimia or eating disorders not otherwise specified [ 13 , 64 , 65 ], and 8 studies concerning individuals with any ED symptoms [ 14 , 48 - 50 , 53 - 55 , 62 ]. The studies included a number of different interventions ( Multimedia Appendix 5 [ 13 - 16 , 48 - 55 , 60 - 65 ]), with the most common being Salut BED or Salut BN (5/17, 29%) [ 13 , 15 , 16 , 64 , 65 ], Break Binge Eating or Break the Diet Cycle (4/17, 24%) [ 14 , 51 , 60 , 63 ], and Featback (2/17, 12%) [ 48 , 49 ].

Studies included internet and mobile-based digital interventions, frequently including messaging or email feedback or prompts. A total of 2 studies focused specifically on an app [ 14 , 62 ], 4 studies included blended internet and smartphone interventions [ 50 , 51 , 60 , 63 ], and 11 studies were internet-only interventions. Interventions lasted between 4 weeks and 12 months, with 11 interventions lasting ≤8 weeks and 6 interventions lasting >8 weeks [ 13 , 15 , 48 - 50 , 53 ]. Interventions varied in the number of modules, ranging from 4 to 11, which resulted in differences in the amount of content provided and allowed for varying timescales to complete these modules.

Only studies with digital interventions with no or relatively minimal levels of therapist support (eg, weekly emails) as well as interventions with some therapist support were included. This resulted in 4 studies with no therapist involvement [ 14 , 48 , 49 , 62 ], 7 studies with minimal therapist involvement [ 13 , 15 , 51 , 52 , 54 , 60 , 63 ], and 6 studies with some therapist involvement [ 16 , 50 , 53 , 55 , 61 , 64 ].

Outcome measures were most commonly the EDE-Q, although other measures such as the number of OBEs were also frequently reported. Dropout rates at postintervention measurement were between 6.7% and 58% for the digital intervention. They tended to be higher in the interventions with minimal or no support conducted in a community setting, such as those in which participants signed up and participated via an internet service [ 14 , 48 , 49 , 51 , 62 ]. However, design characteristics such as feedback on behavior or feedback on outcomes of behavior also seemed important [ 51 ].

The details of the digital interventions within the 17 studies, including their constituent BCTs, are described in Multimedia Appendix 5 .

Study Outcomes at Postintervention and Follow-Up

A total of 11 (92%) of the 12 RCTs that compared a digital intervention to a WL or TAU control demonstrated a significant improvement in ED outcomes (as measured by the EDE-Q) for the digital intervention over the control condition at postintervention, except for the study by Aardoom et al [ 48 ]. The WL and TAU control studies that reported the number of binge eating episodes at the postintervention time point (11/12, 92%) [ 13 - 15 , 48 , 49 , 51 , 53 - 55 , 60 ] also reported a significant reduction in OBEs compared to the WL and TAU control condition. All WL and TAU studies that reported follow-up data (9/12, 75%) reported a significant reduction in ED outcomes (EDE-Q total and OBEs) compared to the control condition, including the study by Aardoom et al [ 48 ].

When the control condition was an active comparator, of traditional F2F treatment [ 16 ] or a day patient program [ 61 ], participants in the active comparator arm performed considerably better than the digital intervention at the postintervention time point, but results were comparable at follow-up in both studies. Where the active comparator was a similar digital health intervention, either broader in terms of functionality [ 51 ] or consisting of interactive versus static content [ 62 , 63 ], there were no significant differences observed in EDE-Q total outcomes or secondary outcome measures at the postintervention time point (and no follow-up data).

BCTs in Effective Interventions

A total of 38 (41%) out of 93 BCTs were identified across the clinical content of the interventions ( Table 1 ). The mean number of BCTs per intervention was 14 (SD: 2.57, range 9-18). The following BCTs were reported in >75% (13/17) of effective interventions: 2.3 Self-monitoring of behavior , 1.2 Problem-solving , 4.2 Information about antecedents , 2.2 Feedback on behavior , 2.4 Self-monitoring of outcomes of behavior , and 1.4 Action Planning . 7.7 Exposure and 11.2 Reduce negative emotions , which had been predicted to be important, were identified 56% (9/16) and 38% (6/16) of effective interventions, respectively. 5.2 Behavioral practice/rehearsal (10/16, 63%), 13.2 Framing/Reframing (10/16, 63%), and 7.1 Prompts/Cues (9/16, 56%) were present in >50% of effective interventions, suggesting they may also be important in supporting ED behavior change. The IRR was high (IRR=0.84).

BCTs were not identified from the following BCT categories in the taxonomy: 6. Comparison of the behavior , 14. Schedules consequences , or 16. Covert learning . Only 3 studies included a component from the 10. Reward and Threat category, the 10.4 Social Reward component.

Evaluation of eating disorder studies	[ ]	[ ]	[ ]	[ ]	[ ]	[ ]	[ ]	[ ]	[ ]	[ ]	[ ]	[ ]	[ ]	[ ]	[ ]	[ ]	[ ]	AI (n=17), n (%)	EI (at post intervention; n=16), n (%)
2.3 Self-monitoring of behavior	✓	✓	✓	✓	✓	✓	✓	✓	✓	✓	✓	✓	✓	✓	✓	✓	✓	17 (100)	16 (100)
1.2 Problem solving	✓	✓	✓	✓	✓	✓	✓	✓	✓	✓	✓	✓	✓	✓		✓	✓	16 (94)	15 (94)
4.2 Information about antecedents	✓	✓	✓	✓	✓	✓	✓	✓	✓	✓	✓	✓	✓	✓		✓	✓	16 (94)	15 (94)
2.2 Feedback on behavior	✓	✓	✓	✓	✓			✓	✓	✓	✓	✓	✓	✓	✓		✓	14 (82)	13 (81)
2.4 Self-monitoring of outcomes of behavior	✓				✓	✓	✓	✓	✓	✓	✓	✓	✓	✓	✓	✓	✓	14 (82)	13 (81)
1.4 Action planning	✓	✓			✓	✓	✓	✓	✓	✓	✓		✓			✓	✓	12 (71)	12 (75)
8.1 Behavioral practice or rehearsal	✓		✓			✓	✓	✓		✓			✓		✓	✓	✓	10 (59)	10 (63)
13.2 Framing or reframing	✓	✓				✓	✓	✓	✓	✓			✓		✓	✓		10 (59)	10 (63)
7.1 Prompts or cues				✓		✓	✓	✓	✓	✓	✓	✓		✓				9 (52)	9 (56)
7.7 Exposure	✓	✓	✓	✓			✓		✓				✓		✓		✓	9 (52)	9 (56)
3.2 Social support (practical)	✓		✓	✓	✓							✓		✓	✓		✓	8 (47)	7 (44)
4.1 Instructions on how to perform the behavior				✓	✓		✓	✓	✓	✓			✓	✓				8 (47)	7 (44)
5.1 Information about health consequences					✓		✓		✓		✓	✓		✓	✓	✓		8 (47)	7 (44)
2.7 Feedback on outcomes of behavior									✓		✓	✓	✓	✓	✓		✓	7 (41)	6 (38)
3.1 Social support (unspecified)	✓		✓									✓	✓	✓		✓	✓	7 (41)	6 (38)
8.2 Behavior substitution				✓				✓		✓	✓				✓	✓		6 (35)	6 (38)
11.2 Reduce negative emotions				✓				✓		✓			✓		✓		✓	6 (35)	6 (38)
8.4 Habit reversal				✓		✓		✓		✓			✓					5 (29.4%)	5 (31.3%)
5.6 Information about emotional consequences					✓				✓			✓	✓	✓				5 (29)	4 (25)
8.3 Habit formation				✓			✓						✓			✓		4 (25)	4 (25)
9.3 Comparison of future outcomes	✓		✓			✓			✓									4 (25)	4 (25)
1.1 Goal setting (behavior)				✓	✓	✓												1 (18)	3 (19)
1.3 Goal setting (outcome)				✓	✓	✓												1 (18)	3 (19)
9.2 Pros and cons	✓		✓			✓												1 (18)	3 (19)
12.4 Distraction								✓		✓			✓					1 (18)	3 (19)
15.4 Self-talk	✓	✓											✓					1 (18)	3 (19)
3.3 Social support (emotional)				✓								✓		✓				1 (18)	2 (13)
5.3 Information about social and environmental consequences												✓		✓	✓			1 (18)	2 (13)
10.4 Social reward						✓						✓		✓				1 (18)	2 (13)
5.4 Monitoring of emotional consequences	✓		✓															2 (12)	2 (13)
15.3 Focus on past success				✓		✓												2 (12)	2 (13)
15.1 Verbal persuasion about capability												✓		✓				2 (12)	1 (6)
1.5 Review behavioral goal						✓												1 (6)	1 (6)
1.7 Review outcome (goal)						✓												1 (6)	1 (6)
1.9 Commitment				✓														1 (6)	1 (6)
2.1 Monitoring of behavior by others without feedback											✓							1 (6)	1 (6)
4.4 Behavioral experiments		✓																1 (6)	1 (6)
13.4 Valued self-identity				✓														1 (6)	1 (6)

a Carrard et al [ 15 ] (2011), Ruwaard et al [ 13 ] (2013), de Zwaan et al [ 16 ] (2017), Strandskov et al [ 55 ] (2017), Wyssen et al [ 52 ] (2021), Tregarthen et al [ 62 ] (2019), Linardon et al [ 63 ] (2022a), Linardon et al [ 51 ] (2022b), Linardon et al [ 60 ] (2021b), Linardon et al [ 14 ] (2020), Melisse et al [ 53 ] (2023), Rohrbach et al [ 49 ] (2022), Fitzsimmons-Craft et al [ 50 ] (2020), Aardoom et al [ 48 ] (2016), Jacobi et al [ 54 ] (2012), Högdahl et al [ 61 ] (2023), Wagner et al [ 64 ] (2013).

b AI: All interventions.

c EI: Effective interventions.

Follow-up data (>8 weeks after postintervention) was available for 9 (53%) out of the 17 studies. In 2 of the studies, there was no data available for the control condition because participants received the intervention. However, since the outcome effects at postintervention were sustained at follow-up, these studies were still included in the analysis [ 13 , 52 ]. A total of 2 studies included an active comparator [ 16 , 61 ], showing improvements on the EDE-Q for the digital intervention arm at postintervention that were sustained or improved at follow-up; hence, they were included in the analysis. This analysis ( Table 2 ) resulted in the following BCTs being identified in effective interventions at follow-up (in >75% of interventions): 2.2 Feedback on behavior, 2.3 Self-monitoring of behavior , 2.4 Self-monitoring of outcomes of behavior , 4.2 Information about antecedents , and 1.2 Problem-solving (these all were the same at the postintervention time point). The BCTs of 3.2 Social support (practical) , 3.1 Social support (unspecified) , and 5.1 Information about health consequences were more evident in the interventions that were effective at follow-up compared with the postintervention time point. These may be important in sustaining positive outcome effects; however, these findings are based on a small number of studies.

Definitions of the most common BCTs (included in at least 9/17, >50% of interventions), with examples of how they were implemented within the interventions, are included in Multimedia Appendix 6 .

Evaluation of eating disorder Studies	Carrard et al [ ] (2011)	Ruwaard et al [ ] (2013)	de Zwaan et al [ ] (2017)	Wyssen et al [ ] (2021)	Rohrbach et al [ ] (2022)	Fitzsimmons-Craft et al [ ] (2020)	Aardoom et al [ ] (2016)	Jacobi et al [ ] (2012)	Högdahl et al [ ] (2023)	Effective (at follow-up; 9 studies had follow-up data), n (%)
2.3 Self-monitoring of behavior	✓	✓	✓	✓	✓	✓	✓	✓	✓	9 (100)
1.2 Problem solving	✓	✓	✓	✓	✓	✓	✓		✓	8 (89)
2.2 Feedback on behavior	✓	✓	✓	✓	✓	✓	✓	✓		8 (89)
4.2 Information about antecedents	✓	✓	✓	✓	✓	✓	✓		✓	8 (89)
2.4 Self-monitoring of outcomes of behavior	✓			✓	✓	✓	✓	✓	✓	7 (78)
3.1 Social support (unspecified)	✓		✓		✓	✓	✓		✓	6 (67)
3.2 Social support (practical)	✓		✓	✓	✓		✓	✓		6 (67)
1.4 Action planning	✓	✓		✓		✓			✓	5 (56)
5.1 Information about health consequences				✓	✓		✓	✓	✓	5 (56)
7.7 Exposure	✓	✓	✓			✓		✓		5 (56)
8.1 Behavioral practice or rehearsal	✓		✓			✓		✓	✓	5 (56)
13.2 Framing or reframing	✓	✓				✓		✓	✓	5 (56)

Theoretical Basis

Nearly all studies (16/17, 94%) reported some level of theoretical basis to their intervention design ( Multimedia Appendix 3 ). Of those that did mention a theoretical basis, CBT and the transdiagnostic theory of EDs were most frequently reported [ 31 , 57 ], sometimes in combination with other theoretical approaches, including acceptance commitment therapy (ACT) and dialectical behavior therapy [ 51 , 52 ]. The description of this theoretical basis was often minimal within the studies; however, these approaches are generally well understood and accepted within ED treatment, and further literature was often referenced [ 57 ] to support their use.

Of the 17 studies, 13 (77%) mentioned a target construct as a predictor of behavior (eg, emotional regulation and body image concerns) and designed interventions that targeted these constructs to change ED behaviors. A total of 13 (77%) of the 17 studies reported how theory or predictors were used to select or develop BCTs. However, this was not often done explicitly; instead, interventions typically listed features alongside their theoretical constructs (eg, emotional regulation—access to an emotions tracker and body image concerns—an exercise to break avoidance patterns). Only 4 studies used theory or predictors to tailor interventions to participants [ 53 , 55 , 62 , 63 ] based on their specific eating-related concerns.

Modes of Delivery

The mean number of modes of delivery per intervention was 4 (SD: 1.6, range 2-7) out of 12 possible modes ( Multimedia Appendix 3 ). All interventions included textual information, after which the most common mode of delivery was website (15/17, 88% of studies). Mobile apps were included in just 6 (35.3%) of the 17 studies. Of the 6 studies, 4 (24%) included both website and app modes of delivery [ 50 , 51 , 60 , 63 ] and 2 (12%) were app only [ 14 , 62 ].

Video and audio modes of delivery were identified in only 18% (3/17) and 29% (5/17) of the apps, respectively, suggesting rather limited use of multimedia functionality within the interventions, with a greater reliance upon textual information. In 47% (8/17) of the studies, an at-a-distance mode of delivery involving human interaction was included. This typically involved therapists providing weekly feedback on behaviors and assignments delivered via SMS text messaging (10/17, 59%) or email (9/17, 53%). Email was also used to check-in with participants to ensure engagement with the intervention. Although phone was used in 24% (4/17) of the interventions, this was usually only if the user was not engaging in the service at risk of dropout, rather than being part of the service.

It should be noted that Fitzsimmons-Craft et al [ 50 ] changed their study design after 1 year, based on performance in the first year, from a web-based intervention to an app-based intervention. Given that the outcomes at 1 year were used in the analysis, the app mode of delivery was not coded.

Risk of Bias

Most studies (15/17, 88%) reported an adequate method of randomization, frequently including computer-generated randomization sequence, although assessors were not always blind to treatment allocation. Most studies (16/17, 94%) reported adequate blinding of outcome assessment, either through the use of web-based self-report outcome assessments or through F2F or phone assessments, in which assessors were blind to treatment allocation. No studies reported blinding participants to the digital intervention, which would have been difficult to achieve. However, none discussed how this lack of blinding might have biased the self-reported outcomes.

The domain where studies scored lowest was in terms of missing outcome data (13/17, 77% studies), which was due to the relatively high attrition rates across studies. Some studies deviated from their analysis plan, including alternative statistical methods in their analysis [ 49 ]. Although these may have been justified, they introduced some concerns in how those studies had been analyzed and the data that were reported. There was also selective reporting of the results in 5 (29%) of the 17 studies, which put them at a higher risk of bias ( Multimedia Appendix 3 ). When a subgroup analysis was conducted between studies with low or some concerns regarding bias and those at high risk of bias, no significant differences in outcomes were observed ( Multimedia Appendix 2 ).

Results From Meta-Analysis

We used the MD of EDE-Q total scores as the primary estimate of effect size for each intervention. A total of 10 studies were included with WL or TAU control with EDE-Q outcome data at the postintervention time point. Although 12 studies had a WL or TAU control, one study was excluded due to missing outcome data on the dietary restraint subscale [ 60 ] and another was excluded as the control group was given the intervention at 4 weeks; hence, the study comparison at the postintervention time point was against 8 weeks versus 4 weeks active treatment [ 52 ]. The pooled effect sizes for the comparison between digital ED interventions and WL or TAU control groups was moderate and statistically significant in favor of the treatment group for ED psychopathology (MD=–0.57, 95% CI –0.080 to –0.39; Z =4.77; P <.001). Heterogeneity was high ( I 2 =77%), making it sensible to conduct subgroup analyses ( Figure 2 ).

Sensitivity analysis was completed by removing studies one at a time to consider the impact on effect size, but this did not change the results significantly. There was no clear evidence of publication bias based on a relatively even distribution of studies around the summary estimate line ( Multimedia Appendix 2 ).

It should be noted that while data used for this meta-analysis did not demonstrate statistical significance for the studies by Jacobi et al [ 54 ] or Carrard et al [ 15 ], when baseline values were adjusted for (as in the original papers), outcomes significantly favored the interventions compared to the control at the postintervention time point in both studies ( P <.001). Therefore, the interventions were considered to be effective at the postintervention time point. Baseline values were not adjusted for within the meta-analysis based on the assumption that randomized controlled studies should not have baselines differences.

Moderator and Subgroup Analyses

A total of 6 moderator analyses were conducted to investigate differences in EDE-Q total pooled effect size according to the presence or absence of BCTs in digital interventions. None of the subgroup analyses of BCTs explained any of the heterogeneity of effect sizes across the studies, suggesting that there were other factors that explained this heterogeneity (refer to the example in Multimedia Appendix 1 ). Heterogeneity within BCT subgroups was also moderate, confirming that there were likely to be other factors explaining this variability.

Digital ED interventions that had a higher score on the TCS had a greater effect size than those with a lower TCS score ( Figure 3 ). Subgroup analyses showed that interventions that were more highly grounded in theory (high TCS mean=–0.86, 95% CI –1.06 to –0.66; I 2 =37%) were significantly more effective than those that had a low theoretical basis (low TCS mean=–0.36, 95% CI –0.61 to –0.11; I 2 =56%; subgroup differences: χ 2 1 =9.7; P =.002; I ²=89.7%; Multimedia Appendix 2 ). This was the only statistically significant moderation effect that emerged from the subgroup analyses.

There were no significant differences across other subgroup analyses. All subgroup analyses are presented in Multimedia Appendix 2 .

Only 5 studies with WL and TAU control included EDE-Q outcome data at follow-up (>8 weeks) [ 15 , 48 , 50 , 54 ]. The results were significant, with reduction in ED psychopathology favoring the treatment arm (MD=–0.33, 95% CI –0.049 to –0.18) and an overall effect size of z =4.27 ( P <.001). There was no heterogeneity ( I 2 =0%; Figure 4 ).

A total of 2 studies were considered high risk of bias, and the remaining 3 studies had some concerns due to missing data and selective reporting of the study data; hence, these data should be interpreted cautiously. Given the limited number of studies with outcome data at follow-up (and lack of heterogeneity), subgroup analyses were not completed.

Principal Findings

There is good evidence to support the efficacy of digital interventions (mainly websites) for people with mild to moderate EDs, with 16 (94%) out of the 17 studies demonstrating efficacy at the postintervention time point, strengthening findings from previous reviews [ 15 , 35 , 56 , 66 ]. Effects appear to be maintained at follow-up, with some studies demonstrating continuous reduction in bingeing and purging symptoms with effect sizes similar to those observed in F2F treatment [ 16 , 61 ]. There were few studies on smartphone-based interventions ( apps ); hence, data on their effectiveness as self-management tools, or as guided interventions, remain limited, and further research is required.

Interventions included an average 14 (SD 2.6; range 9-18) BCTs, which compares favorably with other reviews of digital behavior change interventions [ 67 , 68 ], demonstrating that existing interventions already incorporate BCTs to help change ED behaviors. Across the various interventions reviewed, there was a high level of agreement regarding BCTs that were included, which were Self-monitoring of behavior , Self-monitoring of outcomes of behavior , Information about antecedents , Problem-solving skills , and Feedback on behavior . These are in line with the principles of CBT-ED and the transdiagnostic theory of EDs by Fairburn [ 57 ]. Other CBT-ED–related BCTs of Exposure , Cognitive restructuring , and Reducing negative emotions also ranked moderately highly, although there may be an opportunity to integrate these techniques further within digital interventions based on their relevance in treating patients with EDs. While Prompts or cues were present in just 56% (9/16) of effective interventions, these techniques may be important to facilitate user engagement within digital interventions [ 69 ], which is important if these interventions are to be effective for a greater number of people by reducing dropout rates.

Some effective interventions (3/16, 19%) included additional techniques that are often used in therapy, such as Distraction and Pros and cons ; however, there was insufficient evidence to evaluate if these helped contribute to intervention effects. There were no BCTs in the categories of Comparison of the behavior , Scheduled consequences , or Covert learning across the digital ED interventions, and Reward or Threat techniques were rarely used. There is an opportunity to explore how these could be used, potentially learning from other areas of digital health behavior change and testing some of these techniques with potential users. At follow-up, it seemed that social support may be important in supporting a sustained outcome effect [ 15 , 48 , 50 ], achieved through personalized feedback, encouragement, and practical advice provided within the intervention. This enabled users to achieve greater self-awareness, improved coping skills, greater accountability, and the development of a more supportive social network to assist them in their recovery.

There was no indication that individual BCTs were responsible for differences in outcome effects. This may have been due to the limited number of studies, the small numbers of participants, other factors accounting for the heterogeneity, and the similarity of digital intervention characteristics. It is also because of the study designs, which did not facilitate direct comparison of intervention components across studies. A different approach to design involves using a factorial RCT guided by the Multiphase Optimization Strategy [ 70 ], which enables the simultaneous evaluation of multiple variables (eg, BCTs and modes of delivery) and their interactions, without the need for a large sample size. Most studies used CBT-based internet interventions (and some used the same or similar interventions, eg, Salut BN or Salut BED and Break Binge Eating); hence, it could be that there was insufficient variability in the BCTs across studies, making it difficult to detect an association between the most commonly reported BCTs and treatment outcomes. It is also most likely that a combination of BCT inclusion, dose, mode of delivery, and theoretical basis may be important for intervention effectiveness alongside other key design characteristics. Further studies are required to better understand how these factors interact to achieve their effects.

Nearly all studies (16/17, 94%) referred to a theoretical basis for their intervention design; however, they differed to the extent to which theory had been rigorously applied. Most interventions (16/17, 94%) were based on CBT, informed by the transdiagnostic theory of EDs by Fairburn [ 57 ], although some interventions also incorporated techniques from ACT and dialectical behavior therapy [ 51 , 55 ]. Interventions that were informed by theory seemed to have a greater effect size within the meta-analysis, consistent with what was hypothesized. They were designed to target those specific MOAs (eg, dietary restraint, body image concerns, and emotional dysregulation) that have been identified as important in changing ED behaviors. However, this result should be interpreted with caution due to the small number of studies, other factors that could explain this result, and the remaining heterogeneity within these subgroups requiring further explanation.

The mean number of modes of delivery per intervention was 4 (SD 1.6, range 2-7) out of 12 possible modes, with a heavy reliance upon textual information and a limited use of audio and video to deliver the BCTs. Nearly half of the interventions (8/17, 47%) included some degree of human interaction, delivered at a distance ; however, there was no evidence that therapist involvement moderated effect size. There was also no evidence that an increased number of modes of delivery moderated any outcome effect. A key finding was that 2 (12%) of the 17 interventions were app only, suggesting that we require more evidence on app-only approaches with no or minimal therapist support. At the time of this review, the technology used across interventions was relatively homogeneous; hence, we focused on modes of delivery to capture differences in how the interventions were delivered. As technology evolves, it may be important to consider the type of technology used, such as artificial intelligence, as an additional moderating factor.

Comparison With Prior Work

These results strengthen findings from previous meta-analyses, which provide initial evidence for the effectiveness of digital interventions for reducing ED symptoms [ 15 , 35 , 71 , 72 ]. Loucas et al [ 66 ] found small effects in their review of internet-based treatments for EDs (n=20), but with the inclusion of more recent studies, small to moderate effects have consistently been demonstrated, with some participants showing significant improvement in ED behaviors at postintervention [ 53 ] and at follow-up [ 15 ].

Results are consistent with a previous systematic review of mobile health (mHealth) interventions for EDs [ 73 ] that concluded that mHealth interventions, either as a self-management tool or complementary to F2F therapy, had limited support. Previous qualitative research has highlighted the promise of such interventions, with high levels of interest in mobile apps and level of acceptability [ 11 , 74 ], although the number of RCTs that demonstrate efficacy remains limited [ 14 , 62 ]. Specific advantages have been identified by patients and clinicians, such as better supporting the real-time logging (food and mood), tracking and feedback to users, reminders to increase adherence to the intervention [ 17 ], and the opportunity for just-in-time interventions when an individual may be an elevated risk of engaging in an unhealthy behavior (eg, purging) [ 75 ]. Research to translate these ideas into effective ED apps that have a place in treatment is still ongoing.

Although this study found that increased levels of multimedia within the digital interventions did not mediate intervention effects, previous research [ 15 ] did find that studies with increased use of multimedia channels (audio, video, etc) were associated with greater improvement in ED symptoms. Barakat et al [ 76 ] performed a more robust analysis of multimedia channels, analyzing data from surveys returned by the study authors and incorporating additional components such as quizzes and homework, which provided a more detailed and accurate reflection of multimedia inclusion, despite including a range of study designs. Their findings need to be replicated by including more recent RCTs, especially given that they included older studies, some of which were based on now-obsolete technologies (ie, CD-ROM and vodcasts). Interactivity alone is unlikely to meaningfully affect key outcomes in internet-based interventions; instead, it will likely be a combination of interactivity and other design characteristics, such as the quality of intervention content, personalization, persuasive design, or therapeutic alliance principles [ 7 ], which are important determinants of outcomes. It could also be that certain populations, such as those with neurodiversity (eg, autism spectrum disorder [ 77 ]), benefit more from increased levels of multimedia within digital interventions.

We only included studies using an RCT design, which has not been the case in previous reviews [ 15 , 35 ]. This is the first study to systematically review the BCTs within digital ED interventions, providing greater insights and a more comprehensive picture to inform intervention design and evaluation. Studies that included blended interventions or high levels of therapist support were excluded to allow a thorough analysis of the BCTs within digital interventions and how these may be specifically contributing toward symptom improvement. This study evaluated the effect of BCTs, modes of delivery, and theoretical underpinning on intervention outcomes quantitatively as well as narratively to enable a rigorous evaluation of the data. A large number of databases were searched to ensure that all relevant studies are included in this review, and we found 9 studies that were not included in previous similar reviews. This study has furthered our understanding of how to develop effective digital interventions, providing an opportunity to develop new or improved mHealth interventions for EDs that have the potential to be effective.

Most participants in these studies were recruited from within a community setting; hence, they should be reflective of those with ED in the population who may not currently be getting help from clinical services. This is especially important given the significant increase in demand for ED services since the pandemic [ 7 ] and a sustained move to the use of more digital services.

Limitations

Only 10 studies were suitable for inclusion in the meta-analysis, restricting the power required to detect significant moderating effects of BCTs. Some studies included a small number of participants; hence, it might be underpowered to demonstrate significant differences compared to control groups or significantly affect the meta-analytic findings due to low weight. CIs in several of the studies were relatively large, limiting the ability to find significant results across the pooled studies.

Given that the meta-analysis only examined differences in effect sizes between the digital interventions and control at postintervention and follow-up without including baseline values, it did not assess whether the observed differences were clinically meaningful. In addition, use of the EDE-Q may not have provided a clear picture of all changes in ED behaviors, as not all compensatory behaviors are adequately covered by the EDE-Q [ 78 ]. For example, it is possible that participants replaced purging with nonpurging compensatory behavior, such as excessive physical exercise, dieting, and fasting. Studies using self-reported measures of outcomes may not have accurately reflected actual outcomes being subject to self-reporting bias.

Dropout rates in some of the studies was high, varying from 6.7% to 58%. Although studies typically assessed differences in baseline characteristics between those who completed and those who dropped out and typically found minor or no differences, the proportion of participants across who did not complete treatment and provide postintervention assessments is a significant limitation.

We did not have access to the interventions; hence, the BCT coding was based on descriptions of interventions that were available in the public domain (ie, journal publications, supporting information, etc) and some discussion with authors. Studies often did not go into much detail about the theoretical basis upon which the interventions were developed; hence, we were limited in terms of the information that could be coded. While there was a high level of IRR (IRR=0.83), there was an element of subjectivity in how the BCT Taxonomy was interpreted and applied. The theoretical coding scheme used was abbreviated for the purposes of this review and has not been externally validated. There was limited follow-up data; hence, it was not possible to evaluate the effectiveness of the interventions over the longer term (nor complete subgroup analyses). Some BCTs may have helped specific user populations, but studies did not report on outcomes for specific populations, limiting our understanding of what worked for whom. While it is helpful to categorize interventions based on their BCTs, the BCT Taxonomy v1 may be inadequate for identifying all active ingredients that might be contributing to the effectiveness of an intervention, such as those included within ACT.

Further Work

Further research is needed to evaluate the effects of specific BCTs and combinations of BCTs to identify which are most crucial for improving outcomes in digital interventions for EDs. This research should also explore who benefits most from these techniques and which modes of delivery are most effective. A factorial experiment would allow different combinations of BCTs to be tested to see which combinations, as well as the effect of different modes of delivery, are the most effective [ 70 ]. Greater consistency in RCT design would be helpful to maximize the learnings that can be gained as to what is effective, as there continues to be considerable heterogeneity across study designs. Existing digital programs for EDs typically involve numerous strategies, techniques, or modules designed to target a range of behavior change mechanisms, such as restrictive eating, mood dysregulation, body image concerns, and low self-esteem deficits [ 16 , 50 ]. Therefore, further research is required into how to tailor interventions to better meet the needs of individual patients or user clusters [ 79 ]. Receiving intervention content that is not relevant to a user’s symptom profile may lead to issues with motivation, engagement, and dropout [ 80 ]. One way in which this could be explored is via bandit trials, which are a type of adaptive intervention design that allow for personalized treatment allocation based on individual responses. Treatment outcomes across the different intervention options could be evaluated, with a further analysis to determine which treatment options are most effective for which individuals.

The BCT Taxonomy v1 has since evolved into an ontology [ 81 ], which could be applied to help identify any additional techniques, such as in ACT, which may not have been accounted for in this review. We did not analyze the dose of BCTs by coding the frequency of each BCT within interventions. This decision was made to avoid adding an additional layer of complexity to this review. Further research could explore whether there is an optimal dose for BCTs.

There is some evidence to suggest that some specific BCTs may improve the user experience and adherence to treatment, which could be explored via further qualitative research, including the way in which BCTs are translated in an intervention. It also may be worthwhile to get user feedback on those BCTs that have rarely been incorporated into digital ED interventions to establish if they may be beneficial to users. This should include those that are commonly used within therapy but are not widely implemented within digital interventions. Further work is required to understand how to leverage the benefits of mobile apps, such as enabling real-time data capture and the opportunity for just-in-time intervention [ 75 ] at the point of need.

These studies included minimal or no therapist support. The study by Aardoom et al [ 48 ] suggests that self-guided interventions can be effective with automated feedback, while some therapist involvement improves user satisfaction. In depression and anxiety, studies show that treatment programs with some level of guidance are more effective compared to those without some level of guidance [ 82 , 83 ]. More work is required to understand what level of support is optimal, how it benefits users, and the cost-effectiveness of additional support [ 84 ]. Research into what level and type of therapist interactions are sufficient to develop any therapeutic alliance within digital ED interventions requires further study, given that therapeutic alliance has been shown to be positively associated with treatment outcome in both F2F treatment [ 85 ] and internet-based treatment [ 86 ]. This includes research into the use of artificial intelligence chatbots and how they might support the establishment of an alliance [ 87 ].

There remains a lack of studies of digital ED interventions involving older people, men, and those belonging to sexual and ethnic minority groups [ 17 ]. There is evidence to suggest that ethnicities may have differing requirements from an ED intervention, and these populations may also be less likely to access treatment [ 72 ]. It is important that these groups are represented in future research on digital health interventions in EDs from the outset [ 35 ] to support the design and development of more accessible and inclusive digital interventions.

Further research is required to understand exactly where these interventions should fit in the treatment pathway to complement the work of ED therapists and health care professionals in this field. It is crucial that this research is translated into real-world interventions to offer more evidence-based apps to people with mild to moderate EDs [ 88 , 89 ]. However, it is important to recognize that these apps may not be suitable for everyone and that health care professional support may still be necessary at some stage.

Conclusions

There is increasing evidence for the effectiveness of digital interventions for the treatment of people with mild to moderate EDs, with improved outcomes at postintervention and sustained outcomes at follow-up time points. Effective digital ED interventions mostly used the same specific BCTs, informed by theory; however, there was no evidence that any 1 BCT contributed to improvements in ED behaviors. However, the presence of self-monitoring in 100% of effective interventions suggests that it may be important for enabling ED behavior change. There seems to be an opportunity for further refinement of BCTs within digital interventions to improve intervention effectiveness by applying learnings from what works in therapy and conducting factorial experiments.

The interventions that were informed by theory and where theory had been applied to identify mechanisms of change and select specific BCTs within the intervention had better outcomes. There was no evidence that increasing the number of modes of delivery had an impact on effect size. There were few studies that evaluated digital apps, indicating potential for the development of higher-quality, evidence-based apps to enhance access to treatment. Future interventions should be grounded in theory targeting those specific mechanisms of change which are important for improving individuals’ ED behaviors.

Acknowledgments

The authors would like to thank William Henderson of University College London Library Services for his assistance in developing the search terms and reviewing the search strategy.

Authors' Contributions

PCT, KC, and SR conceived and designed the review question and search strategy. PCT ran the searches; did the data extraction, quality appraisal, and narrative synthesis; and led the write-up of the manuscript. PB, RP, and TR were independent raters for the screening, data extraction, coding, and quality appraisal stages. HWWP provided input into the design of the meta-analysis and reviewed the findings. All authors have seen and commented on the final version of the manuscript.

Conflicts of Interest

PCT is an honorary eating disorder researcher at Thrive Mental Wellbeing. PCT has received no funding for this project. HWWP has paid consultancies with Thrive Therapeutic Software and Flo Health. He supervises PhD students with relationships with Better Points Ltd, Patients Know Best and AstraZeneca.

Search strategy.

Supplementary subgroup analyses from the meta-analysis.

Results of the theory coding scheme, modes of delivery, and risk-of-bias analyses.

Summary of the study characteristics.

Summary of the interventions including behavior change techniques and modes of delivery.

Most common behavior change techniques, definitions, and implementation examples.

PRISMA checklist.

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Högdahl L, Levallius J, Björck C, Norring C, Birgegård A. Personality predicts drop-out from therapist-guided internet-based cognitive behavioural therapy for eating disorders. Results from a randomized controlled trial. Internet Interv. Sep 2016;5:44-50. [ FREE Full text ] [ CrossRef ] [ Medline ]
Loucas CE, Fairburn CG, Whittington C, Pennant ME, Stockton S, Kendall T. E-therapy in the treatment and prevention of eating disorders: a systematic review and meta-analysis. Behav Res Ther. Dec 2014;63:122-131. [ FREE Full text ] [ CrossRef ] [ Medline ]
Antezana G, Venning A, Blake V, Smith D, Winsall M, Orlowski S, et al. An evaluation of behaviour change techniques in health and lifestyle mobile applications. Health Informatics J. Mar 2020;26(1):104-113. [ FREE Full text ] [ CrossRef ] [ Medline ]
Roberts AL, Fisher A, Smith L, Heinrich M, Potts HW. Digital health behaviour change interventions targeting physical activity and diet in cancer survivors: a systematic review and meta-analysis. J Cancer Surviv. Dec 2017;11(6):704-719. [ FREE Full text ] [ CrossRef ] [ Medline ]
Alkhaldi G, Hamilton FL, Lau R, Webster R, Michie S, Murray E. The effectiveness of prompts to promote engagement with digital interventions: a systematic review. J Med Internet Res. Jan 08, 2016;18(1):e6. [ FREE Full text ] [ CrossRef ] [ Medline ]
Collins LM, Murphy SA, Strecher V. The multiphase optimization strategy (MOST) and the sequential multiple assignment randomized trial (SMART): new methods for more potent eHealth interventions. Am J Prev Med. May 2007;32(5 Suppl):S112-S118. [ FREE Full text ] [ CrossRef ] [ Medline ]
Aardoom JJ, Dingemans AE, Spinhoven P, van Furth EF. Treating eating disorders over the internet: a systematic review and future research directions. Int J Eat Disord. Sep 2013;46(6):539-552. [ CrossRef ] [ Medline ]
Sonneville KR, Lipson SK. Disparities in eating disorder diagnosis and treatment according to weight status, race/ethnicity, socioeconomic background, and sex among college students. Int J Eat Disord. Jun 02, 2018;51(6):518-526. [ FREE Full text ] [ CrossRef ] [ Medline ]
Anastasiadou D, Folkvord F, Lupiañez-Villanueva F. A systematic review of mHealth interventions for the support of eating disorders. Eur Eat Disord Rev. Sep 2018;26(5):394-416. [ CrossRef ] [ Medline ]
Linardon J, Shatte A, Tepper H, Fuller-Tyszkiewicz M. A survey study of attitudes toward, and preferences for, e-therapy interventions for eating disorder psychopathology. Int J Eat Disord. Jun 02, 2020;53(6):907-916. [ CrossRef ] [ Medline ]
Juarascio A, Srivastava P, Presseller E, Clark K, Manasse S, Forman E. A clinician-controlled just-in-time adaptive intervention system (CBT+) designed to promote acquisition and utilization of cognitive behavioral therapy skills in bulimia nervosa: development and preliminary evaluation study. JMIR Form Res. May 31, 2021;5(5):e18261. [ FREE Full text ] [ CrossRef ] [ Medline ]
Barakat S, Maguire S, Smith KE, Mason TB, Crosby RD, Touyz S. Evaluating the role of digital intervention design in treatment outcomes and adherence to eTherapy programs for eating disorders: a systematic review and meta-analysis. Int J Eat Disord. Oct 2019;52(10):1077-1094. [ CrossRef ] [ Medline ]
Fairburn CG, Bailey-Straebler S, Basden S, Doll HA, Jones R, Murphy R, et al. A transdiagnostic comparison of enhanced cognitive behaviour therapy (CBT-E) and interpersonal psychotherapy in the treatment of eating disorders. Behav Res Ther. Jul 2015;70:64-71. [ FREE Full text ] [ CrossRef ] [ Medline ]
Berg KC, Peterson CB, Frazier P, Crow SJ. Convergence of scores on the interview and questionnaire versions of the Eating Disorder Examination: a meta-analytic review. Psychol Assess. Sep 2011;23(3):714-724. [ FREE Full text ] [ CrossRef ] [ Medline ]
Sadeh-Sharvit S, Kim JP, Darcy AM, Neri E, Vierhile M, Robinson A, et al. Subgrouping the users of a specialized app for eating disorders. Eat Disord. 2018;26(4):361-372. [ CrossRef ] [ Medline ]
Andersson G, Estling F, Jakobsson E, Cuijpers P, Carlbring P. Can the patient decide which modules to endorse? an open trial of tailored internet treatment of anxiety disorders. Cogn Behav Ther. 2011;40(1):57-64. [ CrossRef ] [ Medline ]
Marques MM, Wright AJ, Corker E, Johnston M, West R, Hastings J, et al. The behaviour change technique ontology: transforming the behaviour change technique taxonomy v1. Wellcome Open Res. 2023;8:308. [ FREE Full text ] [ CrossRef ] [ Medline ]
Spek V, Cuijpers P, Nyklícek I, Riper H, Keyzer J, Pop V. Internet-based cognitive behaviour therapy for symptoms of depression and anxiety: a meta-analysis. Psychol Med. Mar 2007;37(3):319-328. [ CrossRef ] [ Medline ]
Andersson G, Cuijpers P. Internet-based and other computerized psychological treatments for adult depression: a meta-analysis. Cogn Behav Ther. 2009;38(4):196-205. [ CrossRef ] [ Medline ]
Rohrbach PJ, Dingemans AE, Evers C, van Furth EF, Spinhoven P, Aardoom JJ, et al. Cost-effectiveness of internet interventions compared with treatment as usual for people with mental disorders: systematic review and meta-analysis of randomized controlled trials. J Med Internet Res. Jan 05, 2023;25:e38204. [ FREE Full text ] [ CrossRef ] [ Medline ]
Martin DJ, Garske JP, Davis MK. Relation of the therapeutic alliance with outcome and other variables: a meta-analytic review. J Consult Clin Psychol. Jun 2000;68(3):438-450. [ CrossRef ] [ Medline ]
Knaevelsrud C, Maercker A. Internet-based treatment for PTSD reduces distress and facilitates the development of a strong therapeutic alliance: a randomized controlled clinical trial. BMC Psychiatry. Apr 19, 2007;7:13. [ FREE Full text ] [ CrossRef ] [ Medline ]
Beatty C, Malik T, Meheli S, Sinha C. Evaluating the therapeutic alliance with a free-text CBT conversational agent (Wysa): a mixed-methods study. Front Digit Health. 2022;4:847991. [ FREE Full text ] [ CrossRef ] [ Medline ]
O'Leary T, Torous J. Smartphone apps for eating disorders: an overview of the marketplace and research trends. Int J Eat Disord. May 17, 2022;55(5):625-632. [ CrossRef ] [ Medline ]
Graham AK, Fitzsimmons-Craft EE. Accelerating the research-to-practice translation of eating disorder apps and other digital interventions: commentary on O'Leary and Torous (2022). Int J Eat Disord. Nov 2022;55(11):1635-1638. [ FREE Full text ] [ CrossRef ] [ Medline ]

Abbreviations

acceptance commitment therapy

behavior change technique

cognitive behavioral therapy

eating disorder

Eating Disorder Examination Questionnaire

face-to-face

interrater reliability

mean difference

Medical Subject Headings

mobile health

mechanism of action

objective binge episode

Preferred Reporting Items for Systematic Reviews and Meta-Analyses

randomized controlled trial

treatment as usual

theory coding scheme

waiting list

Edited by J Torous; submitted 20.02.24; peer-reviewed by E Neter, H Oh, R Hawkes; comments to author 09.05.24; revised version received 23.05.24; accepted 25.05.24; published 01.08.24.

©Pamela Carien Thomas, Kristina Curtis, Henry W W Potts, Pippa Bark, Rachel Perowne, Tasmin Rookes, Sarah Rowe. Originally published in JMIR Mental Health (https://mental.jmir.org), 01.08.2024.

This is an open-access article distributed under the terms of the Creative Commons Attribution License (https://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work, first published in JMIR Mental Health, is properly cited. The complete bibliographic information, a link to the original publication on https://mental.jmir.org/, as well as this copyright and license information must be included.

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The Case for College in the Era of Online Learning

Robert Walker

In-person education provides valuable experiences, opportunities, and skills that can’t be replicated online.

Does pursuing a college education still make sense in the age of online learning and AI — when we have access to information for free via the internet? The problem with this question is that it frames college as an information gatekeeper, misunderstanding much of its value. For many, higher education institutions offer more than that: a transformative journey where students can network and develop transferable soft skills that require teamwork and repetition. You can maximize your college experience by leaning into these opportunities while simultaneously staying up to date with the latest technological trends. By being agile, networking vigorously, cultivating problem-solving skills, and seeking learning opportunities in the real world while in school, you can prepare yourself for a successful career.

Today, we have access to more information than ever before. YouTube and TikTok can provide us with in-depth learning opportunities for free — from professional development tips to AI tutorials . In more recent years, large language models like ChatGPT and Gemini have shown they can answer almost any question that comes to mind with an increasing level of accuracy .

RW Robert Walker is the director of high school admissions at University of Advancing Technology. Walker has over 12 years of in-depth experience in recruitment and technology, has a genuine passion helping others achieve their educations dream,s and holds advanced degrees in technology leadership and cyber security.

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Quantum information theorists are shedding light on entanglement, one of the spooky mysteries of quantum mechanics

Professor of Physics, Elizabethtown College

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William Mark Stuckey does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.

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The year 2025 marks the 100th anniversary of the birth of quantum mechanics . In the century since the field’s inception, scientists and engineers have used quantum mechanics to create technologies such as lasers, MRI scanners and computer chips.

Today, researchers are looking toward building quantum computers and ways to securely transfer information using an entirely new sister field called quantum information science .

But despite creating all these breakthrough technologies, physicists and philosophers who study quantum mechanics still haven’t come up with the answers to some big questions raised by the field’s founders. Given recent developments in quantum information science, researchers like me are using quantum information theory to explore new ways of thinking about these unanswered foundational questions. And one direction we’re looking into relates Albert Einstein’s relativity principle to the qubit.

Quantum computers

Quantum information science focuses on building quantum computers based on the quantum “bit” of information, or qubit . The qubit is historically grounded in the discoveries of physicists Max Planck and Einstein . They instigated the development of quantum mechanics in 1900 and 1905, respectively, when they discovered that light exists in discrete, or “quantum,” bundles of energy.

These quanta of energy also come in small forms of matter, such as atoms and electrons, which make up everything in the universe. It is the odd properties of these tiny packets of matter and energy that are responsible for the computational advantages of the qubit.

A large machine with several layers of electronics.

A computer based on a quantum bit rather than a classical bit could have a significant computing advantage . And that’s because a classical bit produces a binary response – either a 1 or a 0 – to only one query.

In contrast, the qubit produces a binary response to infinitely many queries using the property of quantum superposition. This property allows researchers to connect multiple qubits in what’s called a quantum entangled state. Here, the entangled qubits act collectively in a way that arrays of classical bits cannot.

That means a quantum computer can do some calculations much faster than an ordinary computer. For example, one device reportedly used 76 entangled qubits to solve a sampling problem 100 trillion times faster than a classical computer.

But the exact force or principle of nature responsible for this quantum entangled state that underlies quantum computing is a big unanswered question. A solution that my colleagues and I in quantum information theory have proposed has to do with Einstein’s relativity principle .

Quantum information theory

The relativity principle says that the laws of physics are the same for all observers, regardless of where they are in space, how they’re oriented or how they’re moving relative to each other. My team showed how to use the relativity principle in conjunction with the principles of quantum information theory to account for quantum entangled particles .

Quantum information theorists like me think about quantum mechanics as a theory of information principles rather than a theory of forces. That’s very different than the typical approach to quantum physics, in which force and energy are important concepts for doing the calculations. In contrast, quantum information theorists don’t need to know what sort of physical force might be causing the mysterious behavior of entangled quantum particles.

That gives us an advantage for explaining quantum entanglement because, as physicist John Bell proved in 1964 , any explanation for quantum entanglement in terms of forces requires what Einstein called “spooky actions at a distance.”

That’s because the measurement outcomes of the two entangled quantum particles are correlated – even if those measurements are done at the same time and the particles are physically separated by a vast distance. So, if a force is causing quantum entanglement, it would have to act faster than the speed of light. And a faster-than-light force violates Einstein’s theory of special relativity .

Many researchers are trying to find an explanation for quantum entanglement that doesn’t require spooky actions at a distance, like my team’s proposed solution.

Classical and quantum entanglement

In entanglement, you can know something about two particles collectively – call them particle 1 and particle 2 – so that when you measure particle 1, you immediately know something about particle 2.

Imagine you’re mailing two friends, whom physicists typically call Alice and Bob, each one glove from the same pair of gloves. When Alice opens her box and sees a left-hand glove, she’ll know immediately that when Bob opens the other box he will see the right-hand glove. Each box and glove combination produces one of two outcomes, either a right-hand glove or a left-hand glove. There’s only one possible measurement – opening the box – so Alice and Bob have entangled classical bits of information.

But in quantum entanglement the situation involves entangled qubits, which behave very differently than classical bits.

Qubit behavior

Consider a property of electrons called spin. When you measure an electron’s spin using magnets that are oriented vertically, you always get a spin that’s up or down, nothing in between. That’s a binary measurement outcome, so this is a bit of information.

Two diagrams showing electrons passing through magnets. The top diagram shows one on top and one below the electrons' path. The electrons are either deflected up or down, as indicated by the split paths, after passing through the magnet. The bottom diagram shows two magnets, one on the left and one on the right of the electrons' path. The electrons are either deflected left or right, as indicated by the split paths, after passing through the magnet.

If you turn the magnets on their sides to measure an electron’s spin horizontally, you always get a spin that’s left or right, nothing in between. The vertical and horizontal orientations of the magnets constitute two different measurements of this same bit. So, electron spin is a qubit – it produces a binary response to multiple measurements.

Quantum superposition

Now suppose you first measure an electron’s spin vertically and find it is up, then you measure its spin horizontally. When you stand straight up, you don’t move to your right or your left at all. So, if I measure how much you move side to side as you stand straight up, I’ll get zero.

That’s exactly what you might expect for the vertical spin up electrons. Since they have vertically oriented spin up, analogous to standing straight up, they should not have any spin left or right horizontally, analogous to moving side to side.

Surprisingly, physicists have found that half of them are horizontally right and half are horizontally left. Now it doesn’t seem to make sense that a vertical spin up electron has left spin (-1) and right spin (+1) outcomes when measured horizontally, just as we expect no side-to-side movement when standing straight up.

But when you add up all the left (-1) and right (+1) spin outcomes you do get zero, as we expected in the horizontal direction when our spin state is vertical spin up. So, on average, it’s like having no side-to-side or horizontal movement when we stand straight up.

This 50-50 ratio over the binary (+1 and -1) outcomes is what physicists are talking about when they say that a vertical spin up electron is in a quantum superposition of horizontal spins left and right.

Entanglement from the relativity principle

According to quantum information theory, all of quantum mechanics, to include its quantum entangled states, is based on the qubit with its quantum superposition.

What my colleagues and I proposed is that this quantum superposition results from the relativity principle , which (again) states the laws of physics are the same for all observers with different orientations in space.

If the electron with a vertical spin in the up direction were to pass straight through the horizontal magnets as you might expect, it would have no spin horizontally. This would violate the relativity principle, which says the particle should have a spin regardless of whether it’s being measured in the horizontal or vertical direction.

Because an electron with a vertical spin in the up direction does have a spin when measured horizontally, quantum information theorists can say that the relativity principle is (ultimately) responsible for quantum entanglement .

And since there is no force used in this principle explanation, there are none of the “spooky actions at a distance” that Einstein derided.

With quantum entanglement’s technological implications for quantum computing firmly established, it’s nice to know that one big question about its origin may be answered with a highly regarded physics principle.

Quantum mechanics
Quantum physics
Quantum computing
Albert Einstein
Theory of relativity
Entanglement
Quantum theory
Quantum information science

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Behavioral Interview Questions About Problem Solving
9. Tell us about a time when you identified a potential problem and resolved the situation before it became a serious issue. Sample answer to show you can identify problems and solve them. 10. Give a specific example of a time when you used good judgment and logic in solving a problem. Sample to show how you use logic to solve work problems.
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Behavioral questions about problem-solving. Behavioral questions ask for specific situations from your past in which you displayed a certain behavior. Based on it, recruiters hope to predict how you'll perform in the future. Tell me about a time when your team faced a problem and you helped to find a solution.
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MIKE'S TIP: When you're answering this question, quantify the details. This gives your answer critical context and scale, showcasing the degree of challenge and strength of the accomplishment. That way, your answer is powerful, compelling, and, above all, thorough. 2. Describe a time where you made a mistake.
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2. Tell me about a time when you faced an unexpected challenge at work. Tip: For this question, you'll want to choose a specific example from your work history to demonstrate your ability to be flexible while solving problems. To stay focused, you can use the STAR method to answer this question.
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Tip: Focus on how you managed stress and prioritized tasks effectively in a time-sensitive situation. 2. Decision Making. Give an example of a tough decision you had to make. Tip: Discuss the process you followed and your critical thinking skills rather than just the result. 3. Adaptability.
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Problem-solving interview questions show how candidates: Approach complex issues. Analyze data to understand the root of the problem. Perform under stressful and unexpected situations. React when their beliefs are challenged. Identify candidates who are results-oriented with interview questions that assess problem-solving skills. Look for ...
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Behavioral questions about problem-solving and decision-making. Describe a situation where you had to make a tough decision with limited information. Tell me about a time when you solved a complex problem at work. Can you share an instance where your initial solution to a problem didn't work, and what did you do? ...
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They also proved their problem-solving skills by devising a plan where both people could contribute to the project through their unique strengths. For a detailed guide on all behavioral questions related to teamwork, check out How to Answer Teamwork Interview Questions (Tips and Examples). Sample STAR answer to a question about problem-solving
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In any case, just make sure to wrap up your story with a nice summation so that the interviewer knows what they were supposed to learn from it. In other words, tell your story and then tell them what to think about it. "I did this to solve the problem, so in general, this is the process I use for solving problems.". 4.
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The next best thing is to ask you to describe how you've solved a problem. Behavioral questions are designed to help interviewers learn how you would respond to a specific situation and how you solve problems to achieve successful results. ... Give an example of when you took full responsibility for solving a problem only to find out that you ...
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Problem solving is a key set of skills tested in behavioral interviews. And most companies will test this in both behavioral *and* case interviews. Cases interviews evaluate specific problem solving attributes: logic, focus, rigor, process. Behavioral problem solving questions evaluate another: intuition, proactiveness, scrappiness, impact ...
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Problem-solving skills are a set of particular skills to use in difficult, unexpected, or complicated matters that arise in the workplace. 4. Tell me about a time you made a mistake at work and how you moved forward from it. The key here is to focus on how you moved forward from the mistake, not the mistake itself.
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The purpose of behavioral interview questions . Behavioral interview questions serve several important purposes during the hiring process. They: Assess past performance: These questions evaluate how you have approached and handled situations in the past, providing insights into your abilities, decision-making skills, and problem-solving ...
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Examples of problem solving behavioral questions: (Top) Example question #1: Tell me about a time you convinced leadership to take action on a specific problem that you identified in the organization. Example question #2: Tell me about a time you had to lead a project you knew very little about. Example question #3: Tell me about a time when ...
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Problem solving is a key set of skills tested in behavioral interviews. And most companies will test this in both behavioral *and* case interviews. Cases interviews evaluate specific problem solving attributes: logic, focus, rigor, process. Behavioral problem solving questions evaluate another: intuition, proactiveness, scrappyness, impact ...
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Self-monitoring of behavior was included in all effective interventions, with Problem-solving, Information about antecedents, Feedback on behavior, Self-monitoring of outcomes of behavior, and Action planning identified in >75% (13/17) of effective interventions. Social support and Information about health consequences were more evident in ...
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Behavioral Interview Questions About Problem Solving

Basic Questions About how You Go About Problem Solving:

Specific Behavioral Interview Questions About Problem Solving:

1. Tell me about a situation where you had to solve a difficult problem. What did you do? What was the outcome? What do you wish you had done differently?

2. Describe a situation in which you recognized a potential problem as an opportunity. What did you do? What was the result? What, if anything, do you wish you had done differently?

3. What steps do you follow to study a problem before making a decision? Why?

4. Give me an example of a time you discovered an error that been overlooked by a colleague. What did you do? What was the outcome?

5. What problem solving strategies do you use to stay aware of problems and resolve them in your work area? Can you give me an example of how this has worked for you in your current role?

6. Describe the biggest work-related problem you have faced in the past 12 months. How did you handle it?

7. Can you tell me about a time where you have been caught unaware by a problem or an obstacle that you had not foreseen? What happened?

8. Tell about a time when you were able to develop a different problem-solving approach. What steps did you follow?

9. Tell us about a time when you identified a potential problem and resolved the situation before it became a serious issue.

10. Give a specific example of a time when you used good judgment and logic in solving a problem.

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1. Can you tell me about a time when you had to solve a challenging problem?

2. Describe a time where you made a mistake. What did you do to fix it?

3. If you identify a potential risk in a project, what steps do you take to prevent it?

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Problem-solving interview questions and answers

10 good problem-solving interview questions

1. Describe a time when you had to solve a problem without managerial input. How did you handle it, and what was the result?

Sample answer:

2. Give an example of a time when you identified and fixed a problem before it became urgent.

3. Share a situation where you predicted a problem with a stakeholder. How did you prevent it from escalating?

4. Describe a time when you faced challenges in doing your job efficiently. How did you overcome them?

5. Recall a time when you successfully used crisis-management skills.

6. How would you handle a new project with great revenue potential but potential legal implications for the company?

7. How do you determine when to solve a problem on your own or ask for help?

8. Describe a time when you faced a difficult situation at work that required critical thinking and decision-making under pressure.

9. Have you ever used intuition or prior experience to anticipate and address a problem effectively? Provide an example.

10. Share an example of a project or task that initially seemed overwhelming. How did you approach it, and what strategies did you use to ensure successful completion?

Why you should ask candidates problem-solving interview questions

Tips to assess problem-solving skills in interviews

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The STAR Interview Method: How to Answer + Examples

What Is the STAR Method?

How to Create Answers Using the STAR Method

Sample answer using the STAR method

STAR Method in Action: Sample Questions and Answers

Sample STAR answer to a question about problem-solving

Sample STAR answer to a question about leadership

Sample STAR answer to a question about communication

Sample STAR answer to a question about initiative and ownership

How to Prepare STAR Answers Before the Interview

Reflect on your past

Common Mistakes to Avoid

Missing the point

Focusing on the wrong story

Not preparing ahead of time

The STAR Interview Method: Popular Opinion vs. Expert Advice