9 Interview Questions You Should Practice, No Matter What Role You're Applying For and how to Reply (ideas).
Many people prepare for interviews by asking the wrong questions or focusing on irrelevant topics. That's why I'm going to share a series of the most common questions and my experience with how candidates answered them.
I truly hope this helps someone, just like my other posts did.
1- Tell me about yourself: This is one of the most underrated but crucial questions, usually asked at the beginning of the interview to set the tone for the conversation.
2 -Why do you want to work here? This tells the company if you've actually looked into the company and researched what it does. You don't need to see the financial statements, but it is important that you understand how the company operates and what it does.
3 -Tell me abut a time you solved a difficult problem: This is a question that takes you a bit to explain your responsibility in a situation and what you did to reverse it:
This is the perfect time to use the numbers you've put on your CV or what you've practiced with a website that helps you practice interviews.
Example:
"In one project, we had an app generating AI images, but there was no proper control over usage. Users could trigger transformations without limits, which created cost and security risks.
My responsibility was to design a safer flow.
I added user tracking, connected transformations to user accounts, and planned a credit-based system linked to purchases. I also separated the frontend logic from backend validation so users couldn't bypass limits easily.
The result was a clearer system, lower risk, and a better base for monetization.”
4 - What are your strengths and weaknesses? In this question what the interviewer is interested in is your self-awareness, do not talk about perfection and PLEASE do not say that you are a perfectionist person.
Example:
"One of my strengths is that I move fast from idea to execution. I'm comfortable building MVPs, testing flows, and improving based on what works.
For example, when I work on an app, I don't wait until everything is perfect. I build the core flow first, test it, and then improve the parts that matter most.
A weakness I'm working on is that sometimes I want to solve too many things at once. To improve, I now break work into smaller tasks and define the main goal before coding.”
5 - Describe a time you failed and what you learned: This question says more about your mental maturity and how you face conflict or problematic situations. Please, in this DO NOT SEEK TO BLAME OTHERS, but if you do try to think about what you learned from all this.
Example:
"In one project, I focused too much on building features before validating the marketing side. The product worked, but I hadn't spent enough time thinking about acquisition, positioning, and who the first users would be.
I learned that building the product is only part of the job. Distribution matters from day one.
Since then, I try to define the target user, the value proposition, and the growth channel before investing too much time in development.”
6 - What would you do in your first 30 days here?: This question is especially relevant in Startups where a person who moves quickly and is dynamic is a value asset and what you can contribute, they also want you not to be afraid of stressful situations that you will undoubtedly find in Startups.
Example:
“In my first 30 days, I would focus on three things.
First, I'd understand the product, the users, the codebase, and the team's priorities.
Second, I'd talk with teammates to understand how decisions are made, what problems repeat, and where the bottlenecks are.
Third, I'd aim to ship something useful early, even if it's small. My goal would be to build trust, learn the system, and start contributing without slowing the team down.”
7 - How do you handle feedback?: This is important for you to say that at all times you are a person who does not take feedback badly, think that you are going to work with a team and that the skills are taught, but the attitude is difficult to falsify.
Example:
"I try to treat feedback as information, not as criticism. First I listen and make sure I understand the point. Then I ask questions if something is unclear.
After that, I turn it into a concrete action. For example, if someone tells me a feature is hard to understand, I don't just defend the implementation. I look at the flow, the user experience, and the reason behind the feedback.
“I care more about improving the result than being right.”
8 - Tell me about a time you disagreed with your manager or team: In this one, don't be afraid to explain too much, you have to show structure but you also have to show respect towards your manager. For no reason do you think of criticizing your manager, even if you have had the worst manager in the world. Use data if possible.
9- Any questions for us?: NEVER say "no questions." This part is crucial for a successful interview. Try to ask a series of questions that always leave a good impression. Here are a few:
"What does success look like for this role in the first 3 months?"
"What are the biggest technical or product challenges the team is facing right now?"
"How does the team decide what to build next?"
"What kind of person usually performs well on this team?"
"What would be the first problem you'd like me to help solve?"
I hope this post helps many of you in your job search.
Accounting Vs Industrial Eng Vs Dentistry
23M, father of one. Currently have a CS degree but don’t enjoy it anymore, and can’t even get a job.
So i’m looking to go back to school for one of the 3:
I would like to study something that will pay me a lot, stable/security, future proof (A.I too), give me good WLB, Ability to work anywhere, Ability to start a business
Accounting seems the safest but boring (around 2-3 years to get my masters and CPA I’d say )
IE also pretty good and versatile but it’s an engineering degree so won’t be easy (Around 2 years depending on whether i go back for 2nd bachelors or a masters)
Obviously dentistry pays the most and i’m interested in diagnosing and treating oral pathology, but is it really worth the long grind? (1-2 years for prereqs + DAT + 4 years of dental school + 300-500k debt for a potential 500k - 1M+ salary once you own multiple practices)
Jobadvisor
Here's a structured breakdown across the criteria you care about most, then a visual summary:
Accounting (CPA) is genuinely the easiest path given you already have a degree. 150 credit hours + passing 4 CPA exams gets you licensed. Starting salaries are modest (~$55–75k), but senior/manager roles, CFO tracks, or going into public accounting with your own firm scale well. AI is disrupting routine bookkeeping, but high-level advisory, tax strategy, and audit judgment are more resilient. WLB is solid outside of busy season. The "boring" factor is real and worth taking seriously — burnout from work you find dull is underrated.
Industrial Engineering is arguably the most versatile engineering degree. It bridges operations, supply chain, healthcare systems, manufacturing, and management consulting. The "AI-proof" case is strong because IE is fundamentally about optimizing systems, and someone needs to design and oversee those systems. The problem: getting from a CS degree to an IE master's in 2 years is doable but requires catching up on manufacturing/operations fundamentals. The salary ceiling is lower than dentistry but you can hit $100–150k+ in senior roles or consulting without a decade of school.
Dentistry is the highest-reward but also highest-risk path. The numbers you cited ($300–500k debt, 5–6 years out, $500k–1M+ at practice ownership) are real — but the ownership scenario takes another 5–10 years of building after graduation. General dentistry solo owners average closer to $200–300k. The multi-practice $1M+ scenario requires business acumen, risk tolerance, and a decade of grinding. AI in dentistry is growing (diagnostics, imaging) but the manual clinical work is hard to automate. If you're genuinely drawn to diagnosing oral pathology, that interest matters a lot — but make sure it's the work itself, not just the income ceiling.One thing worth flagging as a father: the dentistry path means 5–6 years of school debt while your kid is young. That's not a dealbreaker, but the financial pressure + time-away-from-family combination during dental school is something a lot of people underestimate. IE or Accounting gets you earning in 2–3 years.
My honest take:
Your CS degree is actually a hidden asset for IE. Operations research, simulation, and process optimization all increasingly involve software and data — things you already understand. The "not easy" concern about an engineering degree is valid, but you're not starting from zero. It has the strongest AI resilience of the three, a reasonable timeline, and the versatility to pivot into consulting or start your own operations/efficiency business.
Dentistry is worth it only if you're genuinely drawn to clinical work — not just the income ceiling. The debt at 23 with a child is manageable but real, and the $1M scenario is a best case, not a median case.
Accounting is the safety play, but given you're already leaving a field you found unstimulating, it's worth asking whether you'd feel the same about tax prep in year 3.
I have the layoff list
Has anyone been in a situation like this, how did it go with your co-worker/close friend in the end?
My co-worker who is also my closest friend. We’ve worked together for 8 years. We hangout outside of work. We’ve both shared and supported each other during tough times (personally & professionally). Especially, when home life was spreading into worklife, we cried and complained, but we worked strategically well together.
She’s on the list.
She knows I’m getting the list, because I told her I was, not thinking she’d be on list.
I feel like I need to tell her.
Jobadvisor
This is a heavy burden to carry. It’s one thing to handle a layoff list as a professional; it’s entirely another when that list contains the person who has been your "work-wife" or "work-husband" for nearly a decade.
Because you’ve already told her you were getting the list, the silence between now and the official announcement is going to feel deafening to both of you.
Before you make a move, here is a breakdown of the reality of this situation and how it usually plays out.
1. The Professional Risk (The "Cold" Truth)
I hate to be the bearer of bad news, but from a strictly corporate standpoint, telling her is a fireable offense.
Legal & Compliance: Most companies consider layoff lists highly confidential "Insider Information." Leaking it can result in you being added to the list or terminated immediately for cause, potentially costing you your own severance or reputation.
The "Leak" Factor: Even if she is your best friend, people react unpredictably to trauma. If she gets angry and confronts a manager before they are ready, or if she mentions that "you told her," your career at that company is likely over.
2. The Friendship Dilemma
You feel like you’re betraying her by staying silent, but consider this: Giving her the news early doesn't change the outcome; it only changes the timeline of her pain.
If you tell her now, she spends the next 24–72 hours in a state of anxious limbo, unable to officially act, while you risk your livelihood.
If you don't tell her, she might feel a brief moment of "Why didn't you warn me?" when it happens. However, true friends usually understand the "I couldn't say anything or I’d lose my job too" defense once the initial shock wears off.
3. How to Navigate the "Middle Ground"
If you absolutely cannot stay silent but don't want to get fired, you have to be incredibly subtle.
Manage Expectations: If she asks, "Am I on it?" and you can't lie, don't say "Yes." You can say, "I’ve seen the list and I’m honestly devastated by what’s happening. I’m not allowed to discuss names, but we should definitely grab a drink/dinner tonight."
The "Vibe" Shift: Usually, friends can read each other. If you stop talking about the future of the company and start talking about "How much I value our friendship regardless of where we work," she will likely get the hint without you explicitly breaking your NDA.
Prepare the Aftermath: Instead of breaking the news now, prepare to be her absolute rock the second she is officially notified. Have her resume ready to review, have your network contacts lined up, and be ready to walk out the door with her that day.
Personal Perspective
In most cases where people "leak" the list to a friend, the friend is grateful for the heads-up, but the stress it puts on the person who shared the info is immense.
My advice: Don’t give her the list. Give her your presence. If she asks directly, tell her you can't talk about the list, but look her in the eye. She’s known you for 8 years; she will see the answer in your face. That gives her the "warning" without you leaving a paper trail of professional suicide.
New uniform doesn’t fit AT ALL
I just got hired at a fine dining restaurant as a server, where all female servers are required to wear the dress that the restaurant gives them.
I have no problem wearing a company uniform, other than the fact that the dress they gave me is about 6 sizes too big and long.
I am extremely short and due to that I have a very small frame. They didn’t have the size I needed so they gave me the smallest one they had in stock, which is gigantic on me and almost goes down to my ankles.
The dresses are supposed to be knee-length and fit slightly relaxed around the bodice, but not super loose. I feel like I look absolutely ridiculous and unprofessional— not to mention I don’t look uniform with the other women— and it is making me feel extremely embarrassed and uncomfortable.
I’m not sure what to do because I don’t have the time or money to get it tailored before training starts (not even sure if that’s allowed anyway), and I don’t know how to sew myself, but I am required to wear this item.
What should I do?
Jobadvisor
That sounds incredibly stressful, especially when you’re trying to make a great first impression at a new job. Feeling like you’re "swimming" in your clothes doesn't exactly scream "fine dining professional," so your frustration is completely valid.
Since you're in Minnesota [MN], there are specific ways to handle this that protect your professional reputation and your wallet.
1. Immediate Action: Communicate with Management
Do not try to "make it work" quietly. If you show up in a dress six sizes too big, management might assume you didn't care enough to speak up.
Be Direct and Professional: Send an email or text to your hiring manager or the floor manager immediately.
The Script: "I’m very excited to start training! I wanted to flag a concern regarding the uniform provided. The smallest size in stock is significantly too large for my frame (it is ankle-length rather than knee-length), which I’m worried compromises the professional standard of the restaurant. Is there an option to order a smaller size, or would the restaurant prefer to cover the cost of professional tailoring?"
2. Know Your Rights (MN Labor Laws)
Minnesota has specific rules regarding uniforms that are in your favor here:
The Cost of the Uniform: Under MN law, an employer can only deduct the cost of a uniform from your wages if it doesn't bring you below the minimum wage. However, many fine dining establishments provide them for free.
Maintenance & Alterations: Generally, if an employer requires a specific, branded uniform that requires professional tailoring to meet their "look," they should be the ones facilitating that. If they demand you "fix it" on your own dime, it may be a labor violation if it eats into your required earnings.
3. The "Emergency" Fix (No Sewing Required)
If you have to wear it for your first shift before a solution is reached, do not use safety pins (they can tear the fabric and look tacky). Instead, try:
Hem Tape: You can buy "iron-on" or "peel-and-stick" hem tape at any drugstore (CVS/Walgreens) or Target for under $10. It allows you to shorten the dress temporarily without sewing.
A Discreet Belt: If the dress allows, a thin black belt can help cinch the bodice so it doesn't look like a sack.
Fashion Tape: Use double-sided fashion tape to keep the shoulders or neckline from slipping.
4. The Diversity & Inclusion Angle
Since you mentioned D&I, it’s worth noting that a "one-size-fits-most" approach to uniforms can sometimes border on discriminatory if it fails to accommodate different body types (including petite frames). You don't need to lead with this, but if they are dismissive, it is a point of leverage: "I want to ensure I’m representing the brand's image as accurately as my colleagues, but the current stock doesn't accommodate my size."
Suggested Next Step
Check your employee handbook or offer letter. Does it mention a "Uniform Allowance" or a specific policy for alterations? Most high-end restaurants have a contract with a local tailor for exactly this reason.
Asking my employee about retirement plans
I have an employee who is in her mid 70s and she is just not good at her job. She has been on my team for about three years and I have given her moderate performance reviews because she does the basic functions of the job, but there is a lot of babysitting still. At this point I need someone who can take initiative and can be more self sufficient (I have told her this and included it in her goals for this year. I plan to give her needs improvement at the next review.
I want to ask her when she plans to retire because if it’s soon I don’t want go through the whole process of putting her on a performance improvement plan and terminating based on that. She’s a very nice lady and I don’t want to embarrass her, but I need someone I can count on and don’t feel the need to micromanage to ensure things run smoothly. I’d like her to leave on her own terms. I have asked her things like what is your three year plans to try and get a sense of whether retirement is even on her radar and she did not take the bait. She said just to continue to grow in her role. She also made a comment one time that most people think at her age she should be retired and be a lady of leisure lol. Help!
Jobadvisor
This is a classic management tightrope walk. You want to be kind and respectful of her tenure and personality, but you also have a department to run.
However, I have to give you a "manager-to-manager" heads-up: Asking an employee specifically about their retirement plans is one of the fastest ways to land in a human resources or legal nightmare.
In many jurisdictions, specifically mentioning retirement to an older employee can be interpreted as age discrimination or "constructive discharge." If you move toward termination after asking about retirement, she could argue she was pushed out because of her age, rather than her performance.
Here is how to handle this effectively while protecting yourself and the company.
1. Pivot from "Retirement" to "Performance"
Since she didn't "take the bait" on the three-year plan, she has signaled that she views herself as a long-term employee. You must stop trying to guess her exit date and start managing the reality of her current output.
The Trap: Hoping she retires saves you from the "mean" work of a Performance Improvement Plan (PIP).
The Reality: If she has no plans to leave, you are stuck with sub-par performance indefinitely.
The Fix: Treat her like a 30-year-old who isn't meeting expectations. If she needs "babysitting," that is a performance gap, regardless of her age.
2. Use the "Needs Improvement" Review Honestly
You mentioned giving her a "Needs Improvement" rating. This is actually the kindest thing you can do for her because it provides clarity.
Be Specific: Instead of saying "be more self-sufficient," say "I need you to complete Task X from start to finish without me checking in three times. Currently, I am spending Y hours a week managing your specific workflow, which isn't sustainable for this role."
The Standard: Hold her to the same standard as everyone else. If the role requires initiative, and she doesn't have it, the "Needs Improvement" is factually accurate.
3. Let Her Bring Up the "Terms"
If you deliver a firm, honest performance review and set clear PIP milestones, she may realize on her own that the job has become more demanding than she likes.
The Conversation: "These are the requirements for the role to move forward. I want you to succeed, but I need to see these specific changes by [Date]."
The Choice: Often, when faced with the rigors of a formal PIP, employees (of any age) may choose to resign or retire rather than go through the stress of the process. This allows her to leave on her own terms without you ever mentioning her age.
4. Consultation is Key
Before you have the "Needs Improvement" conversation:
Talk to HR: Tell them the performance issues are persistent and you are moving toward a formal corrective action.
Document everything: Keep a log of the "babysitting" moments—times you had to step in, errors made, or lack of initiative.
Summary of Best Practices
| Don't | Do |
| Ask "When are you retiring?" | Ask "What are your professional goals for the next year?" |
| Hint that she is "too old" for the pace. | State that "The role requires X level of independence." |
| Avoid the PIP to be "nice." | Use the PIP to be fair and provide a clear path. |
| Assume she has a financial safety net. | Assume she needs this job as much as any other employee. |
The Bottom Line: If you manage the performance, the retirement issue usually solves itself. If she is struggling to meet the goals, she will either step up, or she will decide that "lady of leisure" life looks a lot more attractive than a performance plan.