Tips for Interviewing Well

Interviewing Intentionally

I have had the privilege of sitting in on and participating in hundreds of interviews over the years, from entry-level roles to key executive roles in different firms. I have personally learned a lot, and here are some of my own reflections. Broadly speaking, I like to think about the interview as a simple conversation. Two parties— two people, getting to know the goals, skills, and personality of one other. Certainly, it is not just a cold screening process but rather a two-sided conversation, a dialogue. The best interview processes (including when the person doesn’t take the offer but is still happy they interviewed) take place when both sides’ main goal is not simply skills/job screening (though it is important), but rather building trust and alignment with the other person. This will lead to stronger relationships with people and, therefore, in the market.

“Ultimately, trust is not built on technical expertise alone, but on a combination of credibility, reliability, and intimacy.” (Paraphrased, The Trusted Advisor by David H. Maister, Charles H. Green, and Robert M. Galford)

Good companies care about the people that they hire, not just their skills but their attitudes and goals. Good construction professionals care about the company and the people they work for and represent. So it’s mutually beneficial to make that the main goal of the interviewing process rather than resume-matching job descriptions.

So, I am not sharing some amazing new concept. I just simply believe good reminders are a lifeline to success.
So here are a few of mine.

What Hiring Leaders in Construction Look For:

• Operational Awareness: Demonstrate your understanding of how jobs actually flow—budgeting, timelines, inspections, subcontractors, and client needs. These are the “hard skills” that are important, but not all important. Can you actually draft? Read plans? Budget? Do take-offs? Draw a set of plans? Manages subs? Give examples, talk about how you actually do the tasks.

• Ownership Mentality: Construction firms value people who run their lane with minimal supervision. Share examples of when you’ve taken the initiative and how you own your space. Doesn't matter the role, for executive assistants and for principals, owning the space that you are entrusted with is vital.

• Emotional Intelligence: Asking them questions about what's important to them, what the company’s goals are, and truly understanding them. Knowing when to be silent, ask questions, and when to talk. Your ability to read the people in the room is massively important for a number of practical reasons in a lot of positions.

• Communication: I just can’t simply state how important this one is. Can you anticipate bottlenecks and communicate effectively when issues arise? Do you reach out for help when you need it? Communicate to the team even when you don’t need help. Keeping everyone informed is a skill. That means keeping them prepared, which arms you and your team to do the best work you can.

• Organization: All positions from PE, architect, foreman, and Director need to be organized. It shows that you care. I’ll never forget being in a very important interview for a PM position with a $35M custom home project, and the CEO asked an opening question, “Did you make your bed this morning?” Everyone on the interview laughed…. But the yes or no answer to that question had a lot of information packed in it for the CEO.

• Culture Fit: Every construction company is a bit different, and learning the ethos and culture of each firm is a process. Do you align with them, and do they align with you?  Can you meet the standards of excellence or communication, etc, that they are looking for?  Will you enjoy doing so?  

Commonly Asked Interview Questions:

• Walk me through a project from start to finish. What was your role at each phase?

• How do you handle conflicts with subs, clients, or internal teams?

• Tell me about a time you had to adjust quickly when plans changed.

• What sort of projects have you done? What were the budgets? Complexities? How did you contribute or lead? 

• Who ran point with the client communications? What did that looks like?

• How would you handle a hard conversation or difficult person on the job?

Reminders:

• Be Real. Don’t oversell—convey what you can do and where you’re still growing. This is actually something most people respect in candidates. Knowing their weaknesses and areas where they are growing. Self-awareness and humility are very appealing to most great CEOs and companies.

• Be Curious. Ask questions about the company’s build process, team structure, or software stack. Being curious expresses a level of interest, but it also (if done well) really communicates knowledge in the industry. So in other words— ask good and conversationally relevant questions. 

• Be Specific. Use real professional examples. Talk about permit delays, budget pivots, or how you keep a project moving, what budgeting work you did, etc. Telling a story communicates a lot more than one thing about yourself, your organization, your values, and how you deal with people. It's much more effective than saying things like “I'm excellent at reading plans…” If you want to stick out ad be remembered in the interview process or just in the market. Don’t say what you can do. Do it, then convey those real examples to others in career storytelling.

Things to Look For & Ask:

• Leadership Style: How does the owner or project exec communicate when things go sideways? Is there clarity or chaos? How do they talk about the other employees, even the bad ones? Are they kind and understanding? Rude? Direct? Not direct enough?

• Team Dynamics: What does collaboration look like here? Is there mutual respect across field and office roles?

• Pace & Process: Is the environment proactive or reactive? What systems are in place to support execution? Do they have a process? How do they rely on software and tech to stay organized?

• Values in Action: Are craftsmanship, accountability, and honesty just things that they talk about because it sounds nice—or real parts of how the company operates? Look and ask for examples of how statements like “We care about excellence…” actually look like.

• Other: Project sizes? Project process? Budgets? Who does what on their team? What will you do exactly? Etc. Are you interested and prepared for what they are looking for?

A Few Key Takeaways

• It’s Mutual: You’re not just being evaluated—you’re evaluating them too.

• Show Alignment: Match your values, goals, and working style with the company culture.

• Be Specific: Use stories to highlight your contribution, thinking, and leadership.

• Own Your Growth: Be honest about where you’re strong and where you’re still growing.

• Ask Thoughtful Questions: It shows depth and helps you gauge fit.

• Watch for Flags: Disorganization, unclear leadership, or lack of respect across teams are worth noting.

• Look for Clarity + Chemistry: Skills matter—but chemistry and communication matter more.

Interviews aren’t about perfection—they’re about clarity.

Gabriel Johnson
Executive Construction Recruiter | Artisan Recruiting
(763) 244-2722
Gabriel@artisan-recruiting.com


READ ABOUT COUNTER OFFERS HERE.