‘What drives you insane at work?’: A crowd-sourced marketing interview

Marketing agencies are perhaps the perfect example of that phenomenon: groups of people with diverse skills who only get paid if someone wants to pay for access to those skills. The upshot? Getting the right people is a sink-or-swim matter.

All of which puts some pressure on the art of the interview. How, in 30 minutes, can you really get to the heart of a person? We asked leading marketers from The Drum Network for their go-to questions.

Caroline McAniff, head of people and culture, Atomic: What drives you insane in your workday?

“A little unconventional maybe, but this question can solicit candid feedback. The wording invites extreme or even exaggerated responses. I’ve heard everything from the ‘mountain out of a molehill’ response to quite pointed examples of interpersonal frictions, incompatible personalities or simply ‘pet peeves’. The answers give insight into candidates’ personality, coping measures, and sense of maturity in resolving workplace frustrations. You get clues as to how well that individual might handle working with others in the team, the type of work or stresses of the role, as well as an understanding of how they’ll fit within the culture of the agency.”

Renae Shaw, head of people, Search Laboratory: Tell me quickly, without too much thought, what three words would your last boss use to describe you.

“The question is useful in itself – but here’s the kicker: follow up immediately with ‘And what three words would your best friend use to describe you?’ I typically ask this towards the middle or end of the interview, once candidates are feeling a little more relaxed. It can be a great question to further break the ice, and it can elicit some really interesting information. The second question catches people off guard, provoking a less polished but very human answer that helps you learn more about the candidate on a personal level. Sometimes the answers are polar opposites of one another, which can lead into interesting explorations.”

Chelsea Hall, head of people, Tomorrow Group: Thinking about your career to date, what is one failure that has really stuck with you and why?

“This is a great question to assess someone’s self-reflection and self-awareness. We’re looking for growth, learning from mistakes, honesty and vulnerability. I love to see people take a moment to really think about this and give a meaningful response, going deep. You can get so much out of this answer to understand what is important to them and what they value most about themselves. It’s also a much more probing question than just asking ‘what’s one of your weaknesses’, where everyone has been trained to ‘turn a weakness into a strength’.”

Jake Third, managing director, Hallam: How many times a day do a clock’s hands overlap? And, how many haircuts happen in the UK every year?

“The most important thing to look for in a candidate is character. Character always wins over skill, which can be taught. While there are many situational interview questions to uncover character, the real test is how people respond under pressure. On the surface, these questions test conceptual thinking, but that’s not why we use them. In the heat of the moment, an arrogant (or perhaps self-centered candidate) shows their cards by becoming frustrated, perhaps blaming the interviewer or the question. We look for people who take a moment to absorb the information, think through things logically, keep a cool head, and possibly even look to collaborate with those on the interview panel. The exact answer isn’t what I’m looking for; even if someone goes way off, having the humility to admit they have made mistakes and speak openly about what they have learned, demonstrating a growth mindset, is way more interesting. Pressure can help identify non-team players.”

Rose Watkins Jones, people partner, Impression: What types of people do you find the hardest to work with and how would you overcome this difference?

“It’s well researched that, according to some, self-awareness and emotional intelligence are twice as important to success in the workplace as technical skills and IQ. Answering this question relies on a degree of internal self-awareness that the most well-rounded candidates will be able to demonstrate. It’s important that our successful candidates know their strengths and can identify their opportunities for growth. In an environment where adaptability is paramount, understanding how to work best with different personalities and working styles, from colleagues to clients, is an important marker of a successful hire.”

Wes Morton, chief executive and founder, Creativ Strategies: What questions do you have about our business or the role that I can answer?

“The best performers are not those with slick interview answers, but those who ask the best questions. Asking good questions demonstrates intellect, curiosity, and a self-starter attitude. My second-favorite question, by the way: a hypothetical scenario with no right answer. ‘You’re seated at a bar or restaurant. Tell me the seat you pick and why’. This tells me a bit about how a person thinks, interacts with others, and whether they are an introvert or extrovert.”

Jo Humphreys, people manager, Propellernet: We all have some things we’re great at, and others we’re not so great at. For me, one thing I'm not so great at is [insert a personal example]. What’s one thing that you’d say you're not so great at, and how does that play out at work?

“There are a few reasons I love asking this question. Often, it doesn't matter too much what they say they’re not so great at, as long as it’s not a totally fundamental part of the role (if it is, that's good to know sooner rather than later). It also shows you that they can show vulnerability and be honest, and that they’re likely open to feedback and continuing professional development (CPD). Anyone who couldn’t think of a single thing they weren’t great at would be a red flag for me. The most talented people are usually the ones who know both their strengths and their weaknesses, and are actively looking to work on them. By sharing your own ‘not so good at’, it puts the candidate at ease too, and reminds them that you’re also a human.”

Em Brown, junior marketing executive, Cygnus: No covering letters, just self-made videos

“Before we even get to interview, we do something a little bit alternative for prospective employees. By asking them to create a video introducing themselves, we get a feel of their personalities, their confidence, and their willingness to do something out of their comfort zone. It’s also a great way to break the ice when they come in for interview. It creates a starting point for conversation, helping them feel at ease and ready to be grilled. My own video entry was one of the main reasons I obtained my role at Cygnus – I still have the bloopers to prove it.”