Building a high-performing team is the cornerstone of any ambitious business. At RETN, we set out to create a nine-figure company, and after doubling our revenue to nearly $80 million in five years, that goal is within reach. The secret? Exceptional people. Our engineers, sales, and support staff all share a deep desire to grow and achieve outstanding results. To keep our network strong, we are meticulous about every hire—no matter the role. Over the years, I’ve refined three simple interview questions that help us spot the candidates who will truly drive our success. This how-to guide will walk you through each question, explaining why it matters and how to interpret the answers. By the end, you’ll have a reliable framework to build your own high-performing team.
What You Need
Before you start interviewing, gather these essentials:
- Job description – A clear outline of responsibilities, required skills, and culture fit.
- Candidate resumes and applications – Review them beforehand to note any red flags or intriguing points.
- Interview panel – Ideally one hiring manager and one team member for different perspectives.
- Privacy setting – A quiet room or virtual session where the candidate feels comfortable opening up.
- Notebook or digital tool – To record key observations without breaking eye contact.
The 3-Step Interview Process
Step 1: Ask “Why did you leave your first real job?”
This question reveals a candidate’s core motivations and work preferences. People leave jobs for many reasons: lack of learning, desire for faster growth, better compensation, or simply boredom. None of these reasons are inherently bad—what matters is alignment with your role. For example, a candidate who left because they felt unchallenged might thrive in a fast-paced startup. Conversely, someone who left because of constant chaos might prefer a structured environment.
Why it works: Turnover is expensive. The average cost to replace an employee has jumped to over $45,000 (up from $37,000), not counting lost momentum during search and training. By understanding what energizes and frustrates a person before you hire, you avoid costly mismatches.
How to evaluate: Listen for the “why” behind the move. Is it aligned with your company culture? If your role requires wearing many hats, a candidate who left a monotonous job for variety is a good fit. If your role is highly structured, you want someone who left because they craved clearer processes.
Step 2: Ask “What do you know about our company?”
Many applicants use a “spray and pray” approach—sending hundreds of generic applications. These candidates aren’t interested in your company; they just want a better salary or title. They’re also likely to leave as soon as a quicker opportunity appears, even if it harms their long-term growth.
Why it works: A candidate’s level of research (or lack thereof) is incredibly telling. Those who have done their homework will reference your products, recent news, or industry reputation. The best candidates go beyond surface-level facts and ask insightful follow-ups—for example, not just “What’s your flexible working policy?” but “How does your team handle cross-timezone collaboration?”
How to evaluate: Look for genuine curiosity. Exceptional candidates will have taken time to understand your mission and challenges. If they can’t name one thing about your company, they haven’t invested in the opportunity—and probably won’t invest in your team.
Step 3: Ask “What questions do you have about our operations or team?”
This is the ultimate test of engagement. While most candidates ask about perks or your personal satisfaction, top performers are curious about the nuts and bolts of how the business runs. They might ask about decision-making processes, growth opportunities, or the biggest challenges the team faces. This shows they’re thinking long-term and want to contribute meaningfully.
Why it works: The quality of a candidate’s questions reveals their depth of interest and analytical mindset. Someone who asks “How do you measure success for this role?” is more invested than someone who asks “When do I get promoted?” It also indicates whether they’ll challenge the status quo constructively—a key trait for high performers.
How to evaluate: Encourage them to ask anything. Note if their questions are about your operational hurdles or how they can add value. If they only ask about vacation days, proceed with caution. If they inquire about your strategic direction or team dynamics, they’re likely a keeper.
Tips for Closing the Hire
- Look for consistency – A candidate who nails all three questions but fails a practical test may still be a risk. Use these questions as a screening tool, not the sole decision-maker.
- Listen for growth mindset – Candidates who mention learning, improvement, and resilience are more likely to thrive in a high-performance culture.
- Don’t overvalue the “best on paper” candidate – Skills can be taught; attitude and alignment cannot. The person who didn’t go to a top university but shows deep curiosity may outperform a polished resume.
- Involve your team – Have a future colleague sit in on the interview. They often catch subtle cultural mismatches you might miss.
- Trust your gut – If something feels off, it probably is. A great hire is like adding rocket fuel to your team; a poor one is a brake.
By consistently applying these three questions—Why did you leave your first job?, What do you know about us?, and What questions do you have?—you’ll dramatically improve your chances of selecting candidates who will not just fill a seat, but elevate your entire team. Strong hiring builds strong businesses. Start tomorrow.