Interviewing someone shouldn’t feel like speed-dating — certainly not from either person’s perspective. Yes, you want to know if they can do the job, but the secret is just as much about making a “connection.”
Here are some practical ways to try to get it right, plus a few red flags to watch for along the way.
Stiff introductions make the start of any conversation very uncomfortable. Walking into an interview is already like stepping onto a stage for the candidate, so don’t make it worse by opening with the delivery of Ben Stein in Ferris Bueller’s Day Off (“Bueller…Bueller…anyone…Bueller?”). Warmth and a smile, small talk, or just a simple, “Glad you could make it today,” is very comforting. Those few seconds set the tone for the whole conversation.
On the other hand — if they respond with zero engagement, virtually no eye contact, one-word answers, or a vibe like you’ve just interrupted their mid-morning nap, that may signal trouble fitting into a collaborative team.
Starting by letting them know about the process also eases some tension. Imagine going to the dentist and you’re not sure whether you’re getting a cleaning or a root canal. That’s what a vague interview can feel like. Be fair and set expectations right from the start. That means letting them know how long it’ll take, what kinds of questions you’ll ask, and whether they’ll meet anyone else. Clarity relaxes people and makes them more likely to show you who they really are.
On the other hand — if they look annoyed or impatient when you explain that process, they may struggle with structure or feedback once on the job.
A lot of interviewers treat the process as their personal TED Talk. The candidate didn’t show up to hear your dissertation regarding the best times to take lunch or the company’s riveting history of logo redesigns. It’s always best to ask open-ended questions and then stop talking. I remember from my days in research doing focus groups and one-on-ones that the goal is not to fill the silence. It’s okay for someone to pause and think. Don’t try to fill that moment. People open up when they feel heard, and you’ll learn a lot more if you let them take their time and fill the space first.
On the other hand, if their answers are always vague, rehearsed to the point of sounding robotic, or they consistently dodge specifics, you may not be getting the real, honest story.
Try to discuss more than just the job description. Their resume tells you what they’ve done, but not who they are and what makes them tick. Ask about a project they’re proud of, what kind of work environment or team members bring out their best, or even what excites them outside of work.
Be careful here, as some HR departments don’t want you to go into personal lives—you may open doors that should stay closed, at least for now. Hobbies are innocuous enough, and you may see someone light up about a hobby a lot more than from a rehearsed “greatest strength” speech.
On the other hand, if they can’t point to any project they’re proud of, people they admire, or every story somehow paints them as a victim, it may signal a lack of accountability.
You obviously want to be professional, but staying human is important. Nobody wants to talk to a robot in a suit. If your candidate is overly nervous, acknowledge it. We’ve all been in their shoes, so consider sharing a quick story. That doesn’t mean you have to overshare anything about your college band-nerd days. It just means being approachable enough to remind them they’re talking to a real person versus a drone sent down from HR.
On the other hand, if they’re overly casual to the point of disrespect, like checking their phone mid-interview or talking badly about past employers, wrap things up, because professionalism might not be on their high-priority list.
Pay attention to body language. Words tell part of the story, but someone’s body language fills in the gaps. Eye contact, leaning in, and nodding (not nodding off) are the little signs that show engagement. Don’t forget your own posture as well. Looking bored or sneaking a peek at your phone is the fastest way to tell a candidate that you couldn’t care less.
On the other hand—arms crossed the entire time, constant fidgeting, or staring at the floor might just be a lot of nerves, but if it never lets up, you may be looking at confidence or self-esteem issues.
Above all, no matter how you feel, end things on a respectful, positive note and close things the same way you started—like a human being. Thank them sincerely, explain the next steps, and leave them with a clear sense of where things go from here and what to expect. Even if they’re not the right fit, they’ll walk away with a good impression of you and your company, and they’ll talk about it.
On the other hand — if they show zero curiosity at the end and have no questions about the role, the team, or the company, it may suggest they’re not interested or invested.
Candidates often come in feeling like they’ve been escorted into a police station interrogation room. When you drop the script and show some personality and respect, you’ll get better insights.
On the other hand — if they bring their mom, run like hell and hide!
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Bob Lawrence writes weekly columns on radio leadership and business. He most recently served as market manager for MacDonald Broadcasting in Saginaw, Michigan. Throughout his career, Bob has held virtually every position in the business over his 40+ year career, from being on-air in Philadelphia, San Diego, and San Francisco to programming legendary stations including KHTR St. Louis, KITS Hot Hits and KIOI (K101) San Francisco to serving as the head of all programming for Saga Communications and working for the Radio Advertising Bureau. Before landing his current role, Bob helped lead Seven Mountains Media’s cluster in Parkersburg, WV/Marietta, OH. He can be reached by email at BGLawrence@me.com.
Bob also honed his research skills over ten years as Senior VP of Operations at Broadcast Architecture, eventually launching his own research company and serving as President/CEO of Pinnacle Media Worldwide for 15 years. Bob spent five years as VP of Programming for Saga Communications before joining New South Radio in Jackson, Mississippi as GM/Market Manager. Prior to joining Seven Mountains Media, Bob served as General Manager for the Radio Advertising Bureau, overseeing its “National Radio Talent System”.
