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Job interviews are the fortune cookies of hiring—vague and often misleading. But companies keep using them, despite research suggesting that typical job interviews are mostly unreliable predictors of future job performance, because they give hiring managers the illusion of insight, and a convenient way to validate gut instinct with zero data.
It’s not that all interviews are useless; some formats, like structured behavioral interviews with scoring rubrics, including AI-based scoring algorithms that match responses to actual outcomes and future performance, can be moderately predictive. But the typical unstructured interview? Oftentimes, it conveys the illusion of predictability by allowing hiring managers and interviewers to unleash their biases and subjective preferences during the interview, and then reactivate those same biases during their job performance ratings and evaluations of those candidates, once they become employees. It’s mostly a personality contest masquerading as a talent evaluation.
The candidates who perform best in interviews are often the ones with the most confidence, charisma, and charm. Unfortunately, these traits are also the calling cards of narcissists, Machiavellians, and the occasional smooth-talking psychopath. What passes for “leadership gravitas” can often be ego dressed in a blazer.
In fact, studies show that narcissists are more likely to be seen as competent in interviews—especially by less experienced, trained, or qualified interviewers who confuse bravado with ability.. So how do you stand out in an interview without sounding like you’re auditioning for a TED Talk titled “Why I’m Amazing (and You’re Lucky I’m Here)”?
Here are five science-based recommendations:
1. Quantify your brilliance instead of announcing it
It’s one thing to say you’re “a strong leader.” It’s another to say you managed a team that increased revenue by 35% in under a year during a hiring freeze. Guess which one gets remembered? Vague self-praise triggers skepticism. Data builds trust. Candidates who provided specific behavioral examples—especially with measurable outcomes—are generally rated significantly higher in competence and hireability. Swap generic lines like “I’m results-oriented” for “I led a cross-functional team that reduced churn by 28% in Q3.” And when you do this, resist the urge to sound smug. If your data is good, it speaks for itself. No need to add a drumroll. Continue reading