Preparation for the interview is the factor that most often separates candidates who are invited for an interview from those who receive a job offer. It is not a question of talent or experience: it is a question of method.

In this guide, we look at how to prepare for a job interview in a structured way: from researching the company to tackling tricky questions, from managing nerves to the STAR method.

Before the interview: the research that makes the difference

A well-prepared candidate arrives at the interview already knowing these things about the company: its business model (how it makes money and for whom), its main products or services, recent news (acquisitions, new markets, results), the values stated on the website and on LinkedIn, and the profile of the recruiter or manager they will be speaking to.

This research serves two purposes. First: to tailor your answers so that they are relevant to that specific company, not generic. Second: to ask intelligent questions at the end of the interview — something most candidates overlook but which makes a great impression.

The STAR method for answering behavioural questions

Behavioural questions follow the pattern “Tell me about a time when…” or “How did you handle a situation where…”. They are the most common in structured interviews and the hardest to answer without a method.

The STAR method solves this problem with a four-part structure.

S — Situation: the specific context you were in. Not generic (“during my time at the company”) but precise (“in the second quarter of 2023, during the migration to the new CRM”).

T — Task: the task or objective you had to achieve. What you were asked to do, or what problem you had to solve.

A — Action: what YOU actually did. Not the team, not the company: you. This is the most important part and the one candidates often make too vague.

R — Result: the measurable impact of your action. A figure is always better than a generalisation: “reduced onboarding times by 40%” is more convincing than “improved the onboarding process”.

Tough questions: how to answer without winging it

Some questions stump almost every candidate. The most common ones.

“What are your weaknesses?” The answer that works describes a genuine area for improvement (not a made-up weakness), explains how you’re working on it, and, if possible, cites a result you’ve already achieved. “I struggled to delegate during the team’s rapid growth phases. I’ve worked on this by setting up weekly check-ins: I’ve increased delegation by 40% whilst maintaining quality.”

“Why do you want to leave your current job?” Always speak positively (what you’re looking for, not what you’re running away from), without criticising your current employer. The recruiter will use this answer to assess your professional maturity and your ability to communicate diplomatically.

“Where do you see yourself in five years’ time?” The recruiter doesn’t want to know your exact plans: they want to understand whether your ambitions align with the role and whether you have a clear career direction. You don’t need a precise answer: what’s needed is consistency with the position you’re applying for.

How to manage interview anxiety

Interview anxiety can be reduced through structured preparation: the better prepared you are for possible questions, the less the unexpected will unsettle you. Useful techniques.

Real-life simulation is the most effective. It’s not enough to imagine your answers: you need to say them out loud, preferably with someone acting as your interviewer and giving you feedback. The first time you say an answer out loud is almost always worse than the second — and the actual interview should be at least the third or fourth time you say it.

Cognitive reframing helps: the interview isn’t an exam where you risk failing; it’s a dialogue between two parties assessing one another. You’re assessing the company too. This shift in perspective reduces the feeling of one-sided judgement that causes anxiety.

Focus on results, not on the impression. Concentrating on ‘what I’ve actually done that’s concrete and measurable’ rather than on ‘what impression I’m making’ shifts the focus from anxiety to facts — and the facts are on your side.

The interview begins before you walk in

Logistical management is part of your preparation: arrival time (never be late, ideally 5–10 minutes early), attire consistent with the company culture (which you can gauge from employees’ LinkedIn profiles), materials to bring (printed CV, portfolio if relevant, notebook for notes).

If you need support with specific preparation for a role or a company, let’s work together.