ceo job interview presentation

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Presentations Matter for CEO Candidates 

Make the right impression by doing your research and embodying your vision.

Sponsored by DDJ Myers

Here’s the good news: The message embodied in you will be expressed whatever the modality or context—written format, verbal conversation, presentation or interview. You can speak coherently to what you deeply understand and have experienced. For instance, if you were asked questions about your expertise and career history, you’d likely be able to answer to a satisfying degree what jobs you’ve had, what actions you took, and what impacts you had on members, colleagues and staff.   Here’s the bad news: What is not deeply understood, researched or vetted is not embodied. If you do not have a level of familiarity with a topic, your lack of expertise, knowledge or vision will show up, especially in pressure situations. If you have not done your homework to an excruciating level, that lack of preparation can manifest as confusing, even conflicting, or—worst case—incoherent assessments and declarations for the future.

The higher you go up the leadership ladder, the more preparation matters. If you are getting ready for a CEO interview , glancing at the credit union’s call report and looking over peer-to-peer ratios are just a starting point. You need to connect the dots between the financials, operations, culture, competitors and marketplace. Look beyond the surface-level variables and ponder such fundamental questions as, “What are we trying to keep about our culture today (that drives our performance) that may need to shift in the future?” or “What’s the evolving role of the board in the future to ensure we stay successful?” 

Come back to your homework after your initial thoughts have percolated and take another swing at it. Come up with a coherent historical message that paves the way for a compelling future vision for the organization.

Only then can you start to embody your vision for the credit union. And by doing so, you’ll be more likely to withstand the pressure of a high-charged CEO interview—where, by design, we as executive search consultants help board members ask difficult questions. It’s their job to understand the talent in front of them at a sufficiently comprehensive level. It’s our job to make sure they get the best possible talent. It’s your job to present what you are made of and what you can do for the organization.

While our focus here is on CEO readiness and executive leadership, this dynamic plays out in everyday life, too. Recently a door-to-door salesperson stopped by our house. My sons, 9-year-old Marley and 3-year-old Calvin, and I opened the door and greeted our visitor. The gentleman immediately presented as nervous. That’s fine, I get it. He realized he was likely bothering a family in the middle of cooking dinner, but he still had a sales job to do. 

Unfortunately, that mission and message were not embodied. Instead, Marley later shared this response to his presentation: “Wow. That guy said ‘um’ a lot, and it was kind of distracting.” 

I’m not trying to call out this guy. Afterward, I felt bad that I didn’t offer to help him make a stronger pitch. To be honest, I saw the train rattling on the rails long before it jumped the tracks. What he was selling was fine, and I’m sure some people would benefit from it. But I’m not convinced that those who might be interested in the idea’s merit would take the interaction to the next stage based on his presentation--what he did and did not embody. 

My older son and I ended up turning this encounter into a teaching moment. I said something like, “You know how sometimes I ask you to pause and take a deep breath when you’re telling a story—and ask you to stop saying ‘um’?”

“Yeah,” Marley responded, and I saw the light spark in his eyes.

“Well, it’s because you’re not quite ready to deliver your message, and if you pause and think through the content that you want to say, your mom and I honestly are more ready—and willing—to listen!”

“Oh my gosh, dad! That makes so much more sense now!”

As our conversation continued, Marley and I agreed that it’s not really about the number of “ums.” It’s about being able to speak, present and converse in a manner that captures your audience's attention and getting them interested to go to the next conversation (e.g., 2nd round interviews). 

This reality is relevant for any leader in a multitude of circumstances. Not only do you need to know your audience, you need to know your message. Every time you speak up in a meeting, you are presenting something. Every time you ask a question, you’re presenting your level of curiosity and your understanding of a topic. And when you don’t ask questions, you might be presenting a lack of curiosity, engagement and thought to the matter at hand. 

One of the messages we emphasize with our CEO candidates is, “You’re going to make an impression no matter what. Put intention behind the impression you would like to make. In many cases the questions you ask will leave a greater impression than the answers you give.”

We’re not suggesting that you ask directors “What’s the meaning of life?”-type questions. We’re saying ask questions that are contextually relevant—that you may ponder as their next CEO. Maybe it’ll take you a year to figure out the answer, and it’ll likely take a number of board meetings to discuss and ideate. 

In sum, think about what you embody in these terms: You’re always presenting something. That something is what boards are considering hiring as their next CEO. They’re choosing the person who can deliver the future. Toward that end, your past experience may get you to the table for an interview, but it won’t win you the job. Hiring a CEO is the most important decision a board makes. By that logic, your presentation might be your most important and career-defining moment. 

Make it count and make it happen. #presentationsMATTER  cues icon

Peter Myers is senior vice president of CUESolutions provider for succession planning DDJ Myers Ltd. , Phoenix. Click the following links for more information on CEO succession planning and CEO readiness .

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Eight tips for your CEO job interview

How should you prepare if you’re going to be interviewed for an executive role? Early careerists get plenty of interview advice, but those at the top are left to their own devices, writes Jane Rankin for Management Today .

The author lists eight ways you can prepare for that all-important leadership role interview.

1) Be yourself. Authenticity is the most important leadership quality, says Rankin. Be honest and genuine, especially at interview.

2) Show off your research. Show that you know your stuff, but don’t just parrot the company’s literature. Start a conversation about the company’s successes and failures, or about recent policy and strategy.

3) Have an opinion. At this senior level, your interviewer is going to want to know what you think about the industry and its issues. Talk about the company’s rivals, peers and regulatory issues. Speak confidently and have an opinion. Be controversial, even, so long as you can back up what you think with fact.

4) Have a career plan. One of the big interview questions at senior level is: where do you want to be in five or ten years’ time and how do you plan to get there? Don’t be afraid to talk about where you need to improve, advises Rankin. Demonstrate that you continue to look upwards, even if you are already at or near the top.

5) Choose your words. Don’t let nerves get the better of you, warns Rankin. Don’t gabble and choose your words carefully.

Pensive silence isn’t always a bad thing at interview. If there are gaps in the conversation, don’t feel you have to fill them all, but on the other hand, don’t let awkward silences develop. Try to strike a balance.

6) Ask about corporate governance. The issue of governance is most important for publicly listed companies, says Rankin, but it still matters to other businesses. Ask the interviewer about governance and demonstrate how you ensured good governance in previous roles.

7) Have answers to all the standard questions. Rankin lists five questions that she says come up in every leadership role interview. She advises you prepare answers to the following:

• Why does this role excite you more than your current position?
• What has been the hardest challenge of your career and how did you deal with it?
• What is the toughest decision you have had to make?
• Describe a target or objective you have failed to meet and how you dealt with the failure.
• What do you want to achieve in your first 100 days to feel successful in your new role?

8) Show you can work in a team. Demonstrating that you can collaborate successfully in the boardroom tells your interviewer that you are capable of doing so in your new role.

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Elevating Your Interview with the CEO: Top Questions to Ask

Preparing for a ceo interview, essential questions to ask a ceo, what the ceo secretly expects from you, questions about the future of the company, wrapping up the interview.

Getting to ask questions to a CEO, especially when interviewing with the CEO, is a unique opportunity. Preparation is key. It’s not just about thinking about what the CEO might want to know about you. It’s also about having your own list of questions about the company, its culture, and the role. In the best-case scenario, this line of questioning may even spark a conversation (they might not be currently having) that the CEO needs to have with her or his executive team about their business decision environment and operating culture.

Kingsley Gate’s recent collaboration with the Financial Times shed light on a surprising trend in executive interviews. Our research found that 25% of senior executives – including C-level professionals who report directly to the CEO – were not explicitly asked to discuss, nor did they initiate a discussion around their approach to decision making throughout the interview process.

One of the critical responsibilities of senior executives, particularly those reporting to the CEO, is decision making. McKinsey estimates that executives spend 40% of their time on decision making.

Our research also reveals that when senior executives did engage in explicit discussions about decision making – encompassing scope, expectations, requirements, capabilities, and style – the overall job satisfaction increased by 1.4X.

Notably, 64% of executives who had such discussions expressed satisfaction with their jobs/roles, compared to only 45% of those who did not.

Proactively addressing the topic of decision making during your interview with the CEO not only demonstrates your readiness and capability to make crucial decisions in the new role but also underscores your business maturity and seniority. It emphasizes your awareness for alignment between your decision-making style and the organization’s business environment where these decisions will be made.

In the following sections, we’ll explore some key questions that can help an individual stand out when interviewing with a CEO.

Preparation is crucial to make a lasting impression on a CEO during an interview. One way to stand out is by asking good questions. In the upcoming sections, we'll discuss some tips and best practices that are key to preparing for your interview with the CEO.

For deeper insights into the responsibilities of a CEO, explore our Board & CEO Practice.

Researching the CEO

Understanding the CEO's background, achievements, and leadership style is pivotal in preparing for your interview. It offers a valuable perspective on the type of leadership they embody and their vision for the company.

Understanding the Company's Culture, Goals, and Challenges

Delving into the company's core values, mission, objectives, and the obstacles it faces can help tailor your questions during the interview.

Here are some tips on how to gather information and use it to your advantage:

• Conduct thorough research: Use reliable sources and gather as much relevant information as possible.
• Organize the information: Create a system to categorize and store the gathered data for easy access.
• Analyze the data: Look for patterns, trends, and insights that can help you make informed decisions.
• Apply the information strategically: Use the gathered information to develop plans, strategies, and actions that align with your goals.

Remember, information is power, and utilizing it effectively can give you a competitive advantage.

Formulating Your Questions

Formulating impactful, relevant, and thought-provoking questions is paramount to a successful CEO interview. Striking a balance between professional and personal inquiries can reveal a comprehensive picture of the CEO's vision and approach.

At Kingsley Gate , we have developed a deep understanding of the best questions CEOs find valuable, drawing from our extensive global and cross-functional experience as an executive search firm . We'll share some of these insights and examples in the following section.

1. What is your vision for the company's future?

This question helps you understand the CEO's strategy, direction, and long-term goals. A clear vision is critical to a company's success, and it can provide insights into the CEO's leadership and the firm’s decision-making environment and process.

2. How do you motivate your team and foster a productive work environment?

Unlocking the operating culture is key. This question unveils the decision-making styles that collectively define the organization's culture . Understanding how the CEO motivates teams and promotes productivity provides a nuanced view of the decision dynamics influencing the working atmosphere.

3. What are the biggest challenges facing the company, and how do you plan to address them?

Beyond problem-solving skills, this question illuminates the decision-making capabilities required to navigate challenges effectively. By delving into the CEO's approach to strategizing and contingency planning, we gain a profound understanding of the decision landscape that underpins the company's resilience.

4. How do you define success within your role as CEO?

Success, when viewed through the lens of the CEO, reveals personal and professional values. This question taps into the core decision-making principles that guide the leader. Understanding their key performance indicators and strategic objectives provides a comprehensive picture of the decisions that drive success.

5. Can you share a failure you've experienced in your role, and what you learned from it?

Beyond resilience and adaptability, this question uncovers the CEO's approach to learning from setbacks. It offers a realistic portrayal of the decision-making challenges inherent in leading a company. The insights gained extend beyond overcoming failures; they illuminate how past decisions shape future success.

6. As CEO, what are the most critical decisions you would need the person in this role to make?

Gaining the CEO's perspective on critical decisions and the decision-making culture provides valuable insights into the organization's strategic priorities.

7. How do you handle situations where a decision you made did not lead to the expected outcome?

This question explores the CEO's response to challenges that arise from tough decisions and their capacity for resilience and adaptability. It can provide insights into how they learn from their mistakes, take accountability, and make adjustments to their decision-making process in the future.

While preparing your questions for a CEO interview, it's equally important to anticipate questions the CEO might have for you. Remember, an interview is a two-way street, and the CEO will be forming their impressions of you, basis the answers you come prepared with.

Here are some questions the CEO might not explicitly ask, but will be looking for answers to:

1. What are your accomplishments, not daily activities, that you are most proud of?

Insight: The CEO is likely interested in understanding your significant achievements and contributions. This question helps them gauge your impact and the value you can bring to the company.

Suggestion: Prepare specific examples of projects or initiatives where you made a measurable impact and the decisions that led you to it. Discuss the challenges you faced and highlight the outcomes and benefits of your efforts.

2. What motivates/gets you up in the morning?

Insight: The CEO wants to know what drives and energizes you. This question aims to uncover your passion and commitment to your work.

Suggestion: Be genuine in sharing what inspires you. Whether it's personal growth, making a difference, or overcoming challenges, connect your motivation to how it aligns with the goals of the company.

3. How do you master small talk and why do you consider it important?

Insight: This question delves into your interpersonal skills and awareness. The CEO is likely interested in your ability to navigate social situations and build relationships.

Suggestion: Acknowledge the importance of small talk in building rapport and fostering a positive work environment. Share examples of how you've used small talk to establish connections and facilitate collaboration.

4. What do you know about the company and/or position?

Insight: The CEO expects candidates to have done their homework. Additionally, the CEO aims to evaluate decision readiness and potential, even assessing your approach to decision-making. This question assesses your level of preparation and genuine interest in the company.

Suggestion: Research the company thoroughly, including its values, recent achievements, and challenges. Connect this knowledge to your skills and how you can contribute to the company's success. Be prepared to showcase your decision-making acumen and discuss how your approach aligns with the company's goals and objectives.

5. What is your understanding of this company’s culture and what do you bring to it?

Insight: Culture fit is crucial for success within a company. The CEO wants to understand if your values align with the organization's culture.

Suggestion: Showcase your understanding of the company's culture and values. Emphasize how your work style, communication approach, and values align with what the company values.

Understanding the future trajectory of a company is invaluable in a CEO interview. This knowledge reveals the CEO's vision and strategic planning abilities and showcases your keen interest in the company's growth and success. Additionally, it provides a glimpse into the CEO's foresight and adaptability, which are essential in today's rapidly changing business environment. Here are some questions to ask the CEO that focus on the company's future:

1. What are the major growth plans for the company in the next 3-5 years, and how do you plan to achieve them?

This question will give you insight into the long-term strategies of the CEO and how they intend to drive the company's growth.

2. What challenges do you anticipate the company will face in the future, and how are you preparing for them?

This question will reveal the CEO's ability to foresee and prepare for potential obstacles and their contingency planning skills.

3. Where do you see innovation playing a role in the company's future?

This question will help you understand how the CEO views innovation and its importance in the company's growth strategy.

Remember, the hallmark of a great CEO is not only steering the company in the present but also effectively planning and preparing for the future. These questions will provide valuable insights into the CEO's ability to do just that.

Preparing for an interview with a CEO requires a combination of thorough research, effective communication, and a strong focus on showcasing your unique value. By following these strategies, you can increase your chances of making a lasting impression and securing that coveted executive-level position.

Closing the interview, thank the CEO for their time and valuable insights. Remember that interviewing with a CEO is an opportunity to not only demonstrate your qualifications but also your ability to connect on a personal level. Practice confidence, maintain a professional demeanor, and be ready to engage in meaningful conversations that highlight your compatibility with the organization's vision and values. With the right preparation and mindset, you can navigate the CEO interview with success and confidence.

If you need further guidance on leaving a lasting impression in interviews or harnessing the insights gained for your business, feel free to connect with us for a personalized consultation. Our expertise can help drive your business forward, fueling your success in the corporate world.

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Preparing for an Interview With the CEO: Tips and 5 Sample Answers

By Status.net Editorial Team on February 21, 2024 — 9 minutes to read

When preparing for a job interview with the CEO, keep in mind that the CEO is typically focused on the strategic direction of the company, so your interaction should demonstrate how your skills align with the long-term goals and vision of the organization.

• The CEO often expects a level of strategic thinking from potential candidates. This means you should be prepared to discuss how you can contribute to the company’s future success. It’s important to highlight your understanding of the industry and where you see the company fitting within it.
• Interview questions from a CEO will likely probe into your leadership abilities and how you handle challenges. For example, you might be asked, “Tell me about a time when you overcame a significant obstacle in a previous role.” Here, they’re looking to assess your problem-solving skills and resilience.
• You should also be ready to talk about your ability to innovate and drive change. CEOs value employees who can bring new ideas and perspectives. An example question could be, “How would you approach streamlining our current processes for better efficiency?” Your response should showcase your initiative and forward-thinking approach.
• Cultural fit is often a priority for CEOs. They may ask about how your values align with the company’s mission and ethics.
• Related: 110 Example Phrases: Preparing for a Job Interview With the CEO

Researching the Company

Before your job interview with the CEO, taking time to thoroughly understand the company you’re applying to is a top priority.

• List key products, services, and target markets for a detailed picture of the company’s operations. Look into recent press releases for the latest updates or milestones that can show you’re up-to-date and engaged with the company’s progress.
• Financial performance is another aspect to consider. Check out the investor relations section if it’s a public company, or look for news articles and analysis about their financial health.
• Your research should also extend to understanding the company culture. Employee reviews on platforms like Glassdoor or Indeed can give you a feel for the work environment, benefits, and potential areas for growth.
• Identify the company’s main competitors and understand how the company differentiates itself in the market. Having this knowledge demonstrates strategic thinking and shows that you’re aware of the industry landscape.

Answering Common Interview Questions

Discussing professional experience.

When you’re asked about your professional experience, it’s important to highlight specific achievements that align with the role you’re applying for.

Example Question: “Can you tell me about a time when you took the lead on a challenging project?”

Sample Answer: “At my previous job, I led a team to develop (…) within a tight deadline. By reorganizing our workflow and implementing daily check-ins, we launched the feature successfully and boosted user engagement by 15%.”

Describing Leadership Style

You should articulate your leadership approach in a way that shows adaptability and success in guiding a team.

Example Question: “How would you describe your leadership style?”

Sample Answer: “I view myself as a facilitative leader. For example, in my last role, I focused on empowering team members by clearly defining goals and providing autonomy, which resulted in an increase in team productivity by 20% over six months.”

Handling Conflict Resolution

Example Question: “Describe a situation where you had to resolve a dispute between team members.”

Sample Answer: “In one instance, I mediated a conflict between colleagues by listening to each side and facilitating a dialogue focused on finding common ground. This approach not only resolved the issue but also strengthened the team’s collaboration moving forward.”

Demonstrating Problem-Solving Skills

Example Question: “Can you give an example of a problem you solved at work?”

Sample Answer: “While working on a client project, I discovered a discrepancy in budget allocation that could have led to a 10% overspend. I promptly analyzed all expenses, reallocated resources, and presented a new budget proposal, which saved the project from overspending.”

Explaining Career Goals

Example Question: “Where do you see yourself in five years?”

Sample Answer: “In five years, I aim to be in a senior role where I can contribute to strategic decisions and mentor younger team members. This aligns with my commitment to continuous learning and my desire to take on more leadership responsibilities.”

Analyzing the Job Description

When preparing, make sure you identify key skills, experience, and competencies the company is seeking.

• Identify Key Responsibilities : Look for phrases like “you will be responsible for” or “your role involves” to pinpoint what you’ll be doing day-to-day.
• Spot Essential Skills : Keywords such as “requires,” “necessary,” or “must have” signal skills you must possess. These could range from “excellent communication” to “project management.”
• Note Desired Qualifications : Certifications or degrees often listed under “preferred qualifications” can hint at the ideal candidate’s background.
• Understand Company Values : Companies often embed their values in the job description. Words like “team player” or “innovative thinker” give insights into the company culture.

With these elements in mind, you can craft answers that echo the job description. For example, if the job requires “strong leadership in cross-functional teams,” prepare to discuss a time when you successfully led a diverse group to achieve a common goal.

Your ability to reflect the job description in your answers demonstrates that you’re well-aligned with the role’s requirements and the company’s ethos. This can significantly boost your chances of making a positive impression on the CEO.

Crafting Your Personal Story

When you’re preparing to meet with a CEO for a job interview, developing your personal story becomes a pivotal part of the conversation. Your personal story is the narrative that encapsulates who you are, your experiences, and why you’re a unique fit for the role you’re applying for.

• Start by identifying key moments in your professional journey that align with the company’s values and the position’s requirements. For example, if you’re applying for a leadership role, you might share a story about a time when you successfully led a project team under tight deadlines, explaining the strategies you used to keep your team motivated.
• You should also reflect on what motivates you professionally. Think about what drives your passion for the industry or position. Prepare a narrative that links your personal interests with the company’s mission. This could be a past project that ignited your interest in the field or a personal challenge that taught you skills applicable to the workplace.
• Practice telling your story. You want to sound natural, not rehearsed. You could practice with a friend, or record yourself to make sure you’re conveying your story with confidence and clarity. Your goal is to leave a memorable impression that sets you apart from other candidates.

Identifying Your Unique Value Proposition

Your unique value proposition (UVP) means identifying the specific benefits and value you bring to the company, which directly supports the organization’s goals.

• Start by reflecting on your past successes and instances where you made a significant impact. For example, if you’re a marketing expert, point out a campaign where you increased customer engagement by 40%. This shows your ability to drive results.
• Think about your skills and how they align with the company’s needs. Let’s say the company is looking to expand into international markets and you have language skills and a rich multicultural experience—highlight this as part of your UVP.
• You can create a succinct statement that encapsulates your value. For example, “I’m a resourceful sales strategist who has consistently exceeded targets by employing innovative techniques to capture emerging markets.”
• You can use anecdotes and metrics in your discussion with the CEO to demonstrate your achievements. For example, if you pioneered a cost-saving initiative, specify how much was saved over a certain period. This tangible evidence reinforces your UVP.

Developing Thoughtful Questions

When preparing to meet a CEO for a job interview, coming up with a list of questions can show your genuine interest in the position and the company. You want to craft questions that demonstrate your strategic thinking and alignment with the company’s goals.

• What are the company’s strategic goals and how does this position support them?
• What are the biggest obstacles the team/company is currently facing?
• What’s the typical career path for someone in this role?
• How does the company foster professional development and growth?
• How is performance typically evaluated?
• What do you enjoy most about leading this company?
• In what ways is the company looking to innovate?
• How does the company support work-life balance?
• How does the team handle conflicts or disagreements?
• Can you tell me more about the team I would be working with?
• How has the company changed over the last few years?
• What are the most immediate projects that need attention?
• How does the company approach risk-taking and failure?
• What differentiates this company from its competitors?
• How does the company incorporate diversity and inclusion in its daily practices?
• What’s the decision-making process like here?
• Can you describe a typical day or week in this position?
• How much collaboration is there among different departments?
• What’s the vision for the company in the next five years?
• How does the company plan to adapt to industry changes?

These questions serve to not only express your enthusiasm for the role and company but also to give you a better understanding of what to expect. They help you assess whether the position aligns with your career goals and values.

Frequently Asked Questions

What can i expect from a final interview with a company’s ceo.

Your final interview with a company’s CEO is likely to be more strategic and focused on the broader impact you could have on the company. Expect discussions on leadership style, company culture, and long-term vision. They may ask you how you see yourself contributing to the company’s success.

How should I present my long-term professional goals when interviewing with a CEO?

When discussing your long-term goals with a CEO, it’s important to align them with the company’s direction. For example, if your goal is to lead a team, you might say you’re eager to grow into a role where you can help shape the company’s future leaders.

In what ways can I demonstrate my understanding of the company’s vision and goals to the CEO?

Show that you’ve done your homework by discussing how your skills and experiences support the company’s objectives. If the company is looking to expand into new markets, you can share how your background in market analysis and customer research can aid in this growth.

What are some insightful questions I could ask a CEO during an interview to show strategic thinking?

Asking about challenges the company faces and how the role you’re applying for will be involved in tackling them can display your strategic thinking. Another good question could be about the company’s plans for innovation and how they balance it with sustaining the current business.

Can you suggest strategies for establishing a good rapport with a CEO during an interview?

Establishing rapport with a CEO might involve finding common ground through shared interests or industry observations. It’s important to maintain eye contact and show genuine interest in the conversation, which helps in building a connection.

What do CEOs typically look for in a candidate’s answers during a job interview?

CEOs often look for answers that indicate whether you’re a good cultural fit and can contribute positively to the company. They tend to favor responses that reflect your ability to think critically, solve problems, and adapt to changing business landscapes.

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15 Executive Presentation Interview Questions and Answers

Prepare for the types of questions you are likely to be asked when interviewing for a position where Executive Presentation skills will be used.

In today’s business world, the ability to give an effective presentation is a critical skill for any executive. If you’re interviewing for an executive position, you can expect to be asked about your presentation skills.

To help you prepare, we’ve compiled a list of common executive presentation interview questions and answers. Whether you’re being interviewed for a CEO, CFO, or other executive role, these questions will give you a chance to showcase your presentation skills and demonstrate why you’re the best candidate for the job.

• What do you understand by executive presentations?
• How can you create a compelling presentation that is also informative?
• What are the most important things your audience should take away from your presentation?
• Why is it so difficult to make an effective executive presentation?
• What’s the best way to start a presentation?
• How would you decide the right amount of words to use in each slide of your presentation?
• How easy or difficult is it to get distracted while giving a presentation? Do you have any interesting stories about how you came up with a great solution when presenting or what happened when you got distracted by something else entirely?
• Is there such a thing as too much information in a presentation?
• How do you decide which specific points and slides to include in your presentation and which ones to leave out?
• What type of data sources can be used for creating executive presentations?
• What tools do you use for developing executive presentations?
• What makes a good executive presentation?
• What makes a bad executive presentation?
• How does one go about planning their content for a presentation?
• How long do you think it takes to develop a high-quality executive presentation?

1. What do you understand by executive presentations?

This question is a great way to test your knowledge of the industry and how you can apply it. Your answer should include what an executive presentation is, why they are important and how you would prepare for one.

Example: “An executive presentation is when I present information to senior management or executives in my company. These presentations are usually more formal than other types of presentations because they involve higher-level employees who may have different opinions about certain topics. As such, I make sure that all of my facts are accurate and that I am presenting them in a clear and concise manner.”

2. How can you create a compelling presentation that is also informative?

Presentation skills are an important part of being an executive. Employers ask this question to see if you have the ability to create a presentation that is both interesting and informative for their audience. Use your answer to show them how you can use your presentation skills to make any event more engaging.

Example: “I always try to keep my presentations as visually appealing as possible. I find that using images, graphs and other visuals helps engage the audience and makes it easier for them to understand what I’m talking about. I also like to include plenty of humor in my presentations because it’s a great way to break up information and get people engaged. Humor is something everyone can relate to, so I think it’s a great tool to use during a presentation.”

3. What are the most important things your audience should take away from your presentation?

This question is a great way for the interviewer to assess your presentation skills and determine whether you can effectively communicate important information. Your answer should include two or three key points that you want your audience to remember, along with an explanation of why these points are important.

Example: “The most important thing my audience should take away from this presentation is how our company’s new product will help solve their problems. I believe it’s important to show them how they can use the product in their everyday lives and explain how it will make their jobs easier. Another takeaway point would be the benefits of using the product over other similar products on the market.”

4. Why is it so difficult to make an effective executive presentation?

This question is a great way to show your interviewer that you understand the challenges of presenting in front of an audience. It also allows you to explain how you overcome these challenges and make sure your presentation is effective.

Example: “It’s difficult to make an effective executive presentation because there are so many things to consider when creating one. You have to think about what information you’re going to present, how you’re going to present it and how you’re going to ensure everyone understands it. I find that by breaking down my presentation into smaller pieces, I can create more manageable presentations that are easier for me to manage and help others better understand the information.”

5. What’s the best way to start a presentation?

This question can give the interviewer insight into your presentation skills and how you start a meeting or event. Your answer should show that you know how to get people’s attention right away, which is an important skill for executives who need to make sure their employees are paying attention during meetings.

Example: “I always like to start my presentations with something fun or exciting to grab everyone’s attention. I find that if I don’t have their attention from the beginning, it’s hard to get them back. For example, when I was presenting at a conference last year, I started by asking everyone in the audience to stand up and stretch. This got everyone’s attention and made them more alert and ready to pay attention to what I had to say.”

6. How would you decide the right amount of words to use in each slide of your presentation?

Presentation skills are an important part of being an executive. Interviewers may ask this question to see how you use your presentation skills and determine the best way to present information in a clear, concise and organized manner. In your answer, explain that you would consider the audience’s reading level and attention span when deciding how many words to include on each slide.

Example: “I would first decide what I want my audience to take away from the presentation. Then, I would write out all of the points I wanted to make and organize them into logical groups. Next, I would create slides for each point and decide how much information I could fit onto each slide while still keeping it interesting and easy to understand. Finally, I would practice delivering the presentation with these new word counts.”

7. How easy or difficult is it to get distracted while giving a presentation? Do you have any interesting stories about how you came up with a great solution when presenting or what happened when you got distracted by something else entirely?

Interviewers ask this question to see how you handle distractions and whether you have any interesting stories about your past presentations. Your answer should show that you can overcome distractions, but also that you are willing to share a funny story with the interviewer.

Example: “I find it very easy to get distracted while presenting because I am so focused on what I’m saying. However, I always make sure to practice my presentation several times before giving it in front of an audience. This helps me remember all of the important points I want to make and keeps me from getting distracted by something else.”

8. Is there such a thing as too much information in a presentation?

Presentation skills are important for executives, and this question can help interviewers determine how you handle large amounts of information. Your answer should show that you know when to include a lot of details and when to keep things simple.

Example: “There is definitely such a thing as too much information in a presentation. I’ve seen many presentations where the presenter included so much data that it was hard to follow along. In these situations, I try to find ways to simplify the information or break up the presentation into smaller chunks. This way, people can digest the information more easily.”

9. How do you decide which specific points and slides to include in your presentation and which ones to leave out?

This question can help the interviewer understand how you prioritize information and make decisions during a presentation. Use your answer to highlight your critical thinking skills, ability to manage time effectively and organizational skills.

Example: “I start by creating an outline of all the points I want to cover in my presentation. Then, I decide which ones are most important or relevant to the audience. From there, I create a list of slides for each point and determine whether they need more than one slide. Finally, I organize the order of the slides based on importance and relevance.”

10. What type of data sources can be used for creating executive presentations?

This question is a way for the interviewer to assess your knowledge of presentation software and how you use it. It’s important to show that you know which data sources are compatible with different types of presentation software, as well as how to integrate them into your presentations.

Example: “There are many data sources that can be used in creating executive presentations. For example, I have experience using Microsoft Access databases, Excel spreadsheets and CSV files. These data sources are useful because they allow me to create tables and graphs within my presentations. This allows me to present information in an organized manner that makes it easy for executives to understand.”

11. What tools do you use for developing executive presentations?

This question can help interviewers understand your technical skills and how you apply them to the workplace. Use examples of tools you’ve used in the past, such as Microsoft PowerPoint or Keynote, and explain why they’re effective for developing presentations.

Example: “I use Microsoft PowerPoint because it’s a tool I’m familiar with and it has all the features I need to create professional-looking presentations. In my last role, I also had access to Keynote, which is Apple’s presentation software. I found that Keynote was more intuitive than PowerPoint when creating slideshows, so I learned how to use it to develop presentations on both platforms.”

12. What makes a good executive presentation?

This question can help interviewers assess your presentation skills and how you use them to create a positive impact. When answering this question, it can be helpful to mention the elements of an effective executive presentation that you have used in the past.

Example: “A good executive presentation should include relevant information, clear visuals and a strong message. I find that using these three components helps me make my points more effectively and ensures that my audience understands what I’m saying. In my last role, I presented quarterly financial reports to upper management. I made sure to include all important data, graphs and charts so everyone could understand our company’s performance. I also included a summary at the end of each report so people could quickly review the most important details.”

13. What makes a bad executive presentation?

Presentation skills are an important part of being an executive. Employers ask this question to make sure you know what a bad presentation looks like and how to avoid it. Use your answer to explain the most common mistakes people make when giving presentations. Explain that you will never make these mistakes yourself.

Example: “A bad presentation is one where the speaker doesn’t have anything interesting or relevant to say. I always make sure my presentations are packed with useful information for the audience. Another thing that makes a bad presentation is poor delivery. If someone’s voice is too quiet, if they’re reading from their slides or if they don’t use any hand gestures, then their presentation won’t be engaging. I am always prepared and confident when I give a presentation so I can keep the audience engaged.”

14. How does one go about planning their content for a presentation?

This question is an opportunity to show your expertise in the planning process of a presentation. It’s important to highlight how you plan content for presentations, including what steps you take and why it’s beneficial to do so.

Example: “I start by researching my topic thoroughly. I find that if I have a good understanding of the information I’m presenting, it makes it easier to organize my thoughts and create a logical flow for my presentation. Next, I write out all of my ideas on note cards or index cards. Then, I arrange them into a timeline based on when they should be presented. Finally, I practice my speech multiple times until I feel comfortable with my delivery.”

15. How long do you think it takes to develop a high-quality executive presentation?

This question can help interviewers understand how much time you spend on your presentations and the level of detail you put into them. Use examples from past experiences to show that you value quality over speed when it comes to creating a presentation.

Example: “I think it takes at least two weeks to develop a high-quality executive presentation, especially if I’m working with a team. In my last role, we had a tight deadline for an important presentation, so I worked with my team to create a basic outline in one day. Then, we spent the next week adding more details and making sure everything was perfect. We ended up getting positive feedback on our presentation because we took the time to make it as good as possible.”

15 Interdisciplinary Interview Questions and Answers

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How to prepare for the CEO role

Many aspire; few are chosen . Becoming a candidate for the CEO job takes preparation, persistence, and an understanding of the selection process. In this episode of the Inside the Strategy Room podcast, two McKinsey experts share advice from the world’s best CEOs on how to step up to the top job, based on their recent article . Carolyn Dewar co-leads our CEO Excellence practice and Vik Malhotra, former chair of McKinsey’s Americas region, focuses on counseling CEOs and boards. Carolyn and Vik are also co-authors, with Scott Keller, of the New York Times bestseller CEO Excellence . This edited transcript of their discussion is the latest episode in our ongoing series delving into the stages of the CEO journey, which most recently covered making a successful transition into the role . For more conversations on the strategy issues that matter, follow the series on your preferred podcast platform .

Sean Brown: What were the key takeaways from the CEO interviews you did for your book that could guide executives who hope to become CEOs themselves?

Vik Malhotra: The book is based on 67 interviews with outstanding CEOs, and coming out of these interviews, we tried to define what CEOs do as they lead. We boiled it down to six elements: setting the direction, aligning the organization, mobilizing through leaders, engaging the board, connecting with stakeholders, and managing personal effectiveness. These six things in themselves are not rocket science, but we discovered that great CEOs—and, by implication, great leaders—tend to perform all six of these responsibilities well. We didn’t find excellent CEOs who were great at setting the direction but less good at aligning the organization, for example.

That was one big insight for us. The second big insight was that they tended to be great integrators. I was struck by a comment from Microsoft’s Satya Nadella that being a CEO creates an “inflation symmetry problem.” As a CEO, you see more than anyone else in your organization or the people you report to, namely your board of directors. So, integration across the organization is critical.

The other big takeaway, which the book is fundamentally based on, are the mindsets that these great leaders bring to the role. With setting the direction, for example, the mindset of being bold is vital as it plays out in the strategic moves and resource allocation. This really came through in our conversation with Ajay Banga, who took Mastercard from $17 billion to $315 billion in market capitalization during his eight-and-a-half-year tenure as CEO. Ajay’s vision was very bold: he didn’t just want to go after the traditional credit card opportunity; his vision was to “kill cash,” and he brought that to life through new technologies, going after the debit card market, and the like. That boldness is important for aspiring CEOs as well. Around aligning the organization, the mindset of treating the soft stuff as the hard stuff is also a critical one and you see that in how great CEOs handle culture and talent. And on mobilizing through leaders, many of these great CEOs focused on the question, how do you create not just a team of stars but a star team?

Sean Brown: You’ve been interviewing CEOs for our podcast recently, and in your conversation with Stephen Schwarzman of the Blackstone Group , he made the comment that outstanding leaders are built, not born. Do you agree with that?

Vik Malhotra: I completely agree with Steve. It’s the old debate around nurture versus nature. At one level, great leaders come to the role with a certain drive, background, and education, but I think that’s a small part of the equation. For the most part, these CEOs built their skills over time. The eight or ten roles they held before becoming CEO prepared them to be bold in setting direction or to focus their energies on what only they could do in terms of their leadership models. Those are learned skills.

Sean Brown: Did the CEOs you spoke with point to specific things they wished they had known before taking on the role?

Vik Malhotra: Many of them said that they didn’t perform as well as they could have in year one, and much of that came down to time and energy management. The demands of the role were higher than they had expected. The second thing many pointed out was that on engaging the board and connecting with stakeholders, it’s hard to understand how to do that well until you are in the role.

Carolyn Dewar: I would add that even after serving as leaders of big P&Ls, geographies, or business units, the CEOs we spoke with consistently said the job wasn’t what they had thought it would be. More than two-thirds said that in hindsight, they were unprepared. And I think part of the reason so many spoke with us was the desire to share those discoveries with the next generation of leaders: “Here’s what I wish I’d known.”

The buzz of the honeymoon period wears off quickly, so if your motivation was to get the CEO job, not to have the job for an extended time, know that the buzz will wane. It’s truth serum time: ‘Do I want the job because I want to be picked and that will be validating for me?’ Carolyn Dewar

Layer on top of that the fact that 30 percent of CEOs today don’t make it past year three in the role. The scrutiny and expectations are so high that you need to hit the ground running. The responsibilities, especially around the board and external stakeholders, are unlike those in any other role. And it’s lonely. Who do you talk to? So we asked ourselves, how can we improve those incoming leaders’ odds of success? How do we help them feel more prepared and how do we make sure that the organizations they lead are receiving CEOs who are ready for the job? We wanted to imagine being several years out, so not about to step into the CEO shoes tomorrow or in the midst of the interview process. How should I get ready if I aspire to be a CEO candidate one day, or how do I help executives get ready if I support leadership development in my organization?

Sean Brown: Your article talks about four key dimensions of that preparation. What’s the first one?

Carolyn Dewar: Start by assessing your motivations and expectations. Do you understand what the CEO job is? Then, having researched all aspects of the role, if you still want it, why? This point about the motivation really came through in our conversations. Satya talked about the job being a 24/7 job, Mary Barra at GM talked about it being all-consuming, and while it allows you to have huge impact across multiple stakeholders, it’s also daunting. Several CEOs talked about how the buzz of the honeymoon period wears off quickly, so if your motivation was to get the job, not have the job for an extended time, know that the buzz will wane. It’s truth serum time: “Do I want the job because I want to be picked and that will be validating for me?”

When we asked CEOs how aspiring leaders can test their motivations, Bill Campbell, who’s had the top job three times (at Intuit, Claris, and GO Corporation) and is a sort of CEO whisperer, at least in the Bay Area, told us that many CEOs secretly think that the job right before CEO can be a better job, because with great opportunity comes huge responsibility. Ken Chenault, the former CEO of American Express, said, “If you want to lead, you have to be committed to serve.” Another CEO talked about how every night, he feels like he tucks in all his stakeholders before he goes to bed—his thousands of employees, the communities he operates in, the customers he serves. It’s the notion that you wake up every day thinking about the impact you can help drive through others and the importance of the decisions you’re making. This cannot be all about you. One CEO said that when he walks into the office in the morning, he looks at his chair and is conscious that he is occupying that chair for a brief period. Greg Case at Aon also noted that part of the reflection should be about the impact on your family and other people in your life. He said essentially, “You volunteer, but they’re conscripted.”

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Sean Brown: Did you see any differences between the male and female CEOs you interviewed in terms of their mindsets or areas of emphasis in preparing for the role?

Vik Malhotra: I would highlight one difference: the women CEOs were particularly distinctive on the responsibility to mobilize their teams and solve for the team psychology—and this is off a very high bar. They overinvested in these areas, thinking about the composition of their teams, how to motivate them, and what the teams worked on.

Sean Brown: Thank you. What’s the second piece of advice for aspiring CEOs?

Vik Malhotra: The second area is about elevating your perspective while boldly delivering results. Excelling in your current job is the best pathway to becoming a candidate for a CEO position, in your current organization or elsewhere. I can’t think of a CEO who was put into the role having done a mediocre job in their prior role. Mary Barra was terrific on this. She said, “Do the job you’re doing today like you’re going to do it for the rest of your life, because that means you’re going to invest in it and you’re going to make it better.”

Aspiring CEOs also need to expand their perspective on the future of the company and its industry. I always ask people who are keen to become future CEOs, “Have you written down where you believe the industry is going and where you think your institution fits into that world?” Write down where you would take this company if you were the CEO, because somebody will ask you that down the road. Can you get involved in cross-business or cross-industry initiatives that will elevate your view? Are you building a perspective on the stakeholders from this higher balcony?

The final piece is to continue to be bold, whether in the ambition for your own role or for the company. No one was ever incremental in their attitude and perspective prior to becoming CEO.

Sean Brown: External CEO hires can bring fresh eyes to the company and so more easily get that broader view. How can potential internal candidates get that external perspective?

Vik Malhotra: Let’s be clear: eighty percent of successful CEOs come from within their companies, but many of them think like outsiders. They ask themselves, “If a private equity company were to buy us, what would they do? If an activist were to come here, what thesis might they have?” It’s also useful to have your own board of directors of sorts—external constituencies that can push your thinking. They could be lawyers, bankers, consultants, friends, or colleagues from prior jobs who can serve as sounding boards.

Sean Brown: The third category of advice is to round out your profile with humility. What does that entail?

Carolyn Dewar: This is about building your skill set. If you ask people whether they are above average drivers, 80 percent will say yes. It’s the same with likability: something like 87 percent of people think they are in the top 10 percent of likability. We have built-in biases that we wouldn’t be doing what we’re doing if it wasn’t the right thing. So in your development path toward a CEO role, the first step should be to objectively assess your capabilities against what’s needed.

Brad Smith at Intuit used a horse-racing analogy: “The reason there are very few Triple Crown winners is because the Kentucky Derby is a very different track than the Belmont.” You need the right horse for the right track. Likewise, being a strong CEO doesn’t involve a generic set of skills. You have to be grounded in what the company needs of its next CEO. Given where the company is going, what skills does that CEO need, and are you a good fit for that profile? We often ask boards, CEO candidates, or even retiring CEOs, “What does the next era need to be about? Is it about growth, innovation, efficiency? And what does that imply for the knowledge, skills, experience, and character traits the next leader will need?” I love Vik’s provocation: write it down. “Given my thesis on the future of the business, what qualities would be critical for leadership to have and how do I stack up against them? Are there ones where I have proven skills? Are there areas where I have gaps and need to round out my experience?” You can engage others in the organization as well. If you know that you’re a CEO candidate, you could ask, “What experiences can we create to help me round out that last piece?”

Eighty percent of successful CEOs come from within their companies, but many of them think like outsiders. They ask themselves, ‘If a private equity company were to buy us, what would they do? If an activist were to come here, what thesis might they have?’ Vik Malhotra

One common gap is the external perspective. You would need your organization’s approval but joining the board of a private company or a not-for-profit would give you a chance to sit on the other side and hear the conversation when the CEO is out of the room. Several CEOs we spoke with said that experience made them realize that board governance is different from what they had expected. Also, if you came up through a certain function or business, try to get exposure to other parts of the company. If you have never attended or presented on an investor or earnings call, consider ways to get those experiences. This isn’t just about checking the boxes for the CEO job; these experiences can make you a better leader in your current role. Also, look for chances to practice operating on a bigger scale to gain that enterprise view Vik was talking about. It could be a stretch assignment or an enterprise-wide initiative you can co-lead that will help you build your chops in wielding a broader influence.

As you do all this, it’s important to not play politics by cutting down others or working the process. That will be transparent to the organization.

Sean Brown: The final dimension is understanding the selection process. Would this process be different for every organization?

Vik Malhotra: Yes, but a typical archetype, particularly for a competitive selection process, is the board of directors engaging an executive search firm. The firm will identify internal candidates and probably a few external ones. Understanding that process is critical to putting your best foot forward. Once you are part of the process, you have to articulate a bold vision for the company and how you as the next CEO could deliver against it. Sometimes you may worry about how your bold vision will resonate with the board or the current CEO because it questions some things the company pursued historically, so you have to walk a fine line. But you do need a bold perspective and you should be articulate and clear about it. Remember that in 2014 everyone assumed Microsoft would get an external CEO, but Satya came into that boardroom with a bold vision about where he wanted to take the company in cloud, gaming, and a number of other areas.

Carolyn Dewar: Being clear about your vision also helps you establish your mandate, so if and when you get the job, you are aligned with the board on what you will do. You don’t want to find yourself in a job that you are not excited about.

Vik Malhotra: The second dimension on which I would highlight putting your best foot forward is formulating crisp and compelling answers to anticipated questions. I’ve seen successful CEO candidates put a lot of time into this preparation, going through mock interviews with close advisers who pushed them on the answers and helped them prepare for the personal nature of some of the questions that could be asked.

The final piece is to remain true to your authentic self. At this point, we are who we are as leaders; we will not change our styles dramatically. The key to being your best authentic leader is to manage your energy during this process. It may take 12 to 18 months, so it can be draining.

Carolyn Dewar is a senior partner based in McKinsey’s Bay Area office. Vik Malhotra  is a senior partner based in the New York office. Sean Brown , global director of communications for the Strategy and Corporate Finance practice, is based in Boston.

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What CEOs Look For: 5 Things To Ace The Interview

Rather than laundry listing their accomplishments, candidates need to focus on what they can contribute to the job ahead, says Korn Ferry CEO Gary Burnison.

Chief Executive Officer

Gary Burnison is CEO of Korn Ferry and author of Lose the Resume, Land the Job.

Where you’re going is far more interesting to your next boss than where you’ve been.

Too many job candidates, though, focus on the rearview mirror, describing every detail of everything they ever did. As a CEO who has interviewed countless people, I can tell you that your next boss (whether in your current employer or a new organization) is most interested in your contribution to the journey ahead.

Here are the 5 things you must do to ace your next job interview.

Accomplishments, Not Activities: No one wants to know your job description. The hiring manager you’re meeting with (who probably scanned your resume for less than a minute) doesn’t want to hear about your day-to-day activities. Accomplishments, though, speak volumes not only about what you’ve done, but most important about what you bring to your new job. Prepare and rehearse specific examples and tell a brief story that shows how you’ve made a difference to your company and the customers it serves.

What Gets You Up in the Morning? Of all the qualities I’m looking for, motivation tops the list. I want to know what gets people excited about their work—their passion and hunger to make a difference. I can also tell you that most leaders aren’t looking for the smartest people. (A study found that those with the highest IQs aren’t necessarily the best hires, especially for a leadership position.) Rather, they are looking for savviness, culture fit, and authenticity. So ask yourself: what gets you up in the morning? Be able to showcase your motivation by talking about what you’re passionate about.

Connectivity-Master the Small Talk: When I interview someone, I always meet the candidate in the lobby or reception area, then take the person into the office kitchen. It’s not about getting coffee or water. I want to start in a familiar environment to help people relax so they can be themselves. (In an interview, authenticity rules!) We might stay there for ten minutes making conversation, but never about work. We’re getting to know each other, establishing rapport and connectivity. Whether your next interview includes a “kitchen chat” or you spend a minute or two with a “getting to know you question,” you need to be a master of small talk. Be comfortable giving short responses (30 seconds, maximum) about where you’re from or your family (which can mean anything from family of origin to your children). And, don’t be afraid to ask the same questions of the interviewer (although never “ go personal ” until the interviewer does). This give-and-take shows your comfort and confidence and sets the tone for a successful conversational interview. An interview, after all, is not a pop quiz—it’s a conversation between two people.

Know the Company and the Position: One of my favorite questions to ask early in the interview is, “So, tell me what you know about our company and the position you’re seeking?” It’s astounding how many people can’t give a straight answer to this one. You’ve got to prepare—read the company’s website, press announcements, earnings announcements (if the company is publicly traded), and analyst reports on the company or industry. Look up the LinkedIn profile of the person you’re meeting. You might find an interesting connection, e.g. having the same alma mater, a shared passion for sports or a social cause, or other common ground. (But don’t fake it—you can’t “pretend” that you belonged to the same fraternity/sorority and know the “secret handshake.”) Bottom line—do your homework!

Culture Fit: The more senior the position being filled, the more the interviewer will emphasize culture fit. Technical skills at a senior level are assumed—it’s all about fitting in and being able to lead and motivate others. Culture fit matters at more junior levels as well. Studies show that nearly half ( 46 percent ) of new hires fail within the first 18 months, largely because of cultural incompatibility. Understand what suits you best, from your ideal work environment to the type of boss you want to work for and learn from. The more you know about yourself, the better you can demonstrate fit to your prospective employer.

No, you can’t drive the interview. But with these five must-do tips you’ll be able to help steer the conversation to showcase your savviness, your hunger and drive, how well you fit with the culture, and your authenticity. You’ll navigate forward to what you bring to this new job, instead of staring in the rearview mirror.

A version of this article appears on Forbes.com.

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So, you’ve made it through the first round of interviews and have been invited back to present to the hiring panel; a standard interview format for senior-level roles where you demonstrate your knowledge and expertise, both in the subject area and in delivering presentations. This insight is designed to guide you through what you should include, what to avoid, and what to expect when presenting to high-level executives in an interview setting.

If you are vying for a senior executive role, it is critical to be able to accurately and effectively present information and pitch ideas.  The executive presentation is your chance to demonstrate your skills, but without appropriate preparation, it can also be your downfall. Executive presentations can be a nerve-wracking experience, but by following these tips, you will be well prepared and confident in your delivery, giving you a competitive edge.

Preparation, preparation, preparation

First things first, clarify whether the presentation permits visual aids (e.g. sides). Though this insight is intended to guide you through designing and delivering slideshow-based presentations, much of the advice is transferable to oral presentations too. If you are permitted to use visual aids, confirm the format they are to be presented in (e.g. Microsoft PowerPoint) and the facilities available (e.g. projector).

It is essential that you choose a mode of presentation that you can operate with ease. You can make the ideas flow better by keeping the work in a platform or programme that guides the entire process, from preparation to presentation. Failing that, Google Slides is a free web-based alternative.

Finally, know that the interview panel is going to be critiquing both the design and content of your executive presentation, so unless you have no choice, don’t leave your preparation until the night before. If you genuinely want the position, you must put in the time and effort to produce an informative and well-designed presentation that will help differentiate you from the competition. Ideally, you will put several hours of work into your presentation, have it proofread by a friend or supportive colleague, and then review it again having spent some time away doing something else (at least 3 hours). This gives you the chance to reread your presentation with fresh eyes, helping you spot any typos or inconsistencies while helping you judge flow.

Research the interview panel

As you are preparing your executive presentation, ask yourself the following questions:

• What topics are currently hot or particularly attractive in the industry?
• How much does the interview panel know about my choice of topic?
• Will any of my opinions, recommendations or views be unpalatable?

Devote some time to researching the individuals who will comprise the interview panel. If you are not sure, seek clarification from the person arranging your interview.  Once you know who the interviewers are, look them up on LinkedIn . What is their role? Recent accomplishments? You can also Google the individuals to see whether they have contributed to any media articles, press releases or hosted any events which could be indicative of their expertise. By getting to know your audience, you should be able to tailor your presentation to be of interest to them.

Knowing who is on the interview panel can help you predict what questions you could face during the Q&A session so you can prepare potential answers to these questions accordingly.

Keep it simple

When it comes to structuring your presentation, use the time-honoured structure outlined below:

• Introduction outlining what your presentation is about and the key themes covered.
• History, including the origins of the topic and the key milestones which shaped it.
• Benefits that arise from your topic, both current and projected.
• Drawbacks, both known and anticipated and how they can be mitigated.
• Best practice guidance, including how to achieve it and relevant case studies.
• Future, outlining trends and prediction for its evolution or demise.
• Conclusion with specific recommendations and introducing Q&A’s.
• Q&A session to respond to questions raised by the interview panel.

Always Aim for 20% of your presentation slides to be thought-provoking and challenging, and the remaining 80% to be insightful or informative. This is called the 80:20 rule.

Unless otherwise stated, you should aim for your presentation to last approximately 10 minutes, though always clarify with the hiring authority. Should your presentation finish early, then it can be assumed that there was not sufficient depth to your argument. Finish outside of the allotted time frame, and the hiring panel will question your preparation and delivery or even cut your short.

Don’t threat about the number of slides. Instead, apply the rule that each slide should represent one message or theme conveyed in 3-5 points. Like a billboard, each slide should be digestible at a glance,  so use as many slides as you need to clearly and concisely communicate your message throughout your presentations. You present details, the slide provides the outline.

Finally, ensure you research your topic and cite the sources used in shaping your argument. Use only credible sources; your work and the work of your colleagues and seniors are expected to go beyond simple opinions sourced from the internet. Peer-reviewed articles, publications from subject matter experts or articles from industry media outlets are an excellent place to start.

Keep it on brand

Here are a few design tips and tricks you can use to make an attractive, concise presentation:

• Design a simple and elegantly styled template .
• Use 2 or 3 dominant colours throughout the design.
• Keep to the same font and format throughout.

Adding the company logo to the top right or bottom right corner of each slide can be a nice touch and demonstrates professionalism. Likewise, when choosing colours, use the company website as your guide, noting the colours used for titles, headings etc. and replicating this in your design. The Colorzilla Chrome extension can help you pinpoint the colours used on an organisations website.

Finally, print the slideshow to circulate to each member of the hiring panel. If you need to convey lots of technical information, give the key facts in your presentation and prepare supporting documentation with additional information which references each slide. We would also strongly urge you to back up your work, either on a USB stick, on cloud storage such as Google Drive .

Executive Delivery

It is vital to be pumped and ready for the presentation on the day. Do whatever you must to put yourself in the right frame of mind, whether that be an early morning jog to release tension, a relaxing bath or even a Continental breakfast. Give yourself what you need to be at your best, but whatever you do, give yourself time. Time to get to the interview without fluster.

Now practice. By practising what you are going to say, you will be better prepared and less nervous. As an absolute minimum, you should be able to recall the order of the slides and the main points they contain without needing to reference them. This level of preparation pays dividends; by knowing your slides, you can give your audience 100% of your attention. You will also find that, in doing so, you have a higher probability of delivering your presentation within your allocated time slot as well as making it flow naturally; a win-win scenario.

As you stand up to deliver your presentation, bear in mind your audience. Senior executives are renowned for being a tough crowd. They are time poor, have full schedules and desire facts fast. They can be quite impatient or abrupt in their quest to obtain the information they seek, picking holes in your logic or requesting that you skip slides to satisfy their hunger for facts. Whatever the situation, always have supportive data to hand should you need it to expand upon a point further. Bear in mind that if you do, you may also need to skip slides to stay on schedule.

The key is to remain calm, alert and flexible. Although you are presenting information, it is helpful to think of this as a two-way conversation. Stay professional and maintain eye contact. This has the added benefit of allowing you to gauge the body language of the executives, which can help you decide whether to move on to the next point or elaborate further on the current one.

Finally, bear-in-mind that body language says more than words, so make an effort to avoid over animating your hands or feet. Remember, you are merely trying to share information. The interview panel is human too and that they are well aware that you are probably feeling a bit on edge. Just breathe and enjoy your moment as best you can. It is your time to shine.

After the executive presentation

Congratulations, you got through in one piece, but there are still a few things you can do not to improve your odds of success.

At the end of your presentation, request the email addresses of the interview panel so that you can email your presentation. You can use this email as an opportunity to:

• Thank them for their time.
• Highlight one/two key points from the conversation.
• Reiterate your interest in the role/organisation.
• Emphasise your skills and competencies.
• Clarify any points you did not answer sufficiently.

You should wait to receive feedback on your presentation and the outcome of the interview. However, if you haven’t heard anything back after a week, it’s appropriate to follow up by email. In the meantime, continue with your executive job search and read our insight: Post-interview Etiquette: A Guide for Senior Managers and Executives in the Life Sciences .

For more job search advice tailored to senior managers and executives…

• Read  How To Handle Compensation Questions During Interview: Tips For Life Science Executives .

* Fraser Dove International is a talent consultancy operating exclusively across the life sciences industry. While our roots lie in executive search, we provide more than the traditional recruitment services. Uniquely placed within the market, we have been providing cutting-edge talent solutions and insight to organisations at all stages of their journey – from start-up to established leaders – since 2013.

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Home Blog Presentation Ideas How to Give A Compelling Interview Presentation: Tips, Examples and Topic Ideas

How to Give A Compelling Interview Presentation: Tips, Examples and Topic Ideas

Interview presentations have now become the new norm for most industries. They are popular for sales, marketing, technology, and academic positions. If you have been asked to deliver one for your job interview presentation, prepare to build a strong case for yourself as a candidate.

Giving a general presentation is already daunting. But selling yourself is always the hardest. Spectacular credentials and stellar expertise don’t count much if you cannot present them clearly, which you are expected to do during your interview presentation.

So, let’s prime you up for the challenge. This post is action-packed with job interview PowerPoint presentation examples and will teach you the best way to do a presentation without stressing too much!

Table of Contents

What is an Interview Presentation?

What should an interview presentation look like, how to prepare for a job interview presentation: the basics, define your structure, what slides to include, how to come up with 15-minute interview presentation ideas, how to conclude your interview presentation, how to prepare for an interview: the final tips, what to do at the first interaction with the company elevator pitch for interview, presentation design tips, how to overcome presentation anxiety, tips on maintaining positive body language throughout the presentation, your final act.

An interview presentation, also known as a job interview presentation or interview portfolio, is a formal and structured way for candidates to showcase their skills, qualifications, and suitability for a specific job position during an interview. It goes beyond the typical Q&A format of interviews, allowing candidates to demonstrate their expertise through a prepared presentation. Employers commonly request interview presentations in various industries, such as sales, marketing, technology, academia, and management roles. These presentations serve several important purposes: assessing communication skills, evaluating cultural fit, measuring expertise, analyzing problem-solving skills, and observing presentation skills. While the specific format and requirements of interview presentations vary widely, candidates typically receive guidelines from the employer regarding the topic, duration, and any specific criteria to be addressed. In essence, an interview presentation is an opportunity for candidates to make a compelling case for their candidacy, showcasing their qualifications, experience, and suitability for the job. It requires careful preparation, effective communication, and the ability to engage and persuade the interview panel. A successful interview presentation can significantly enhance a candidate’s chances of securing the desired position.

Think of your interview presentation as a sales pitch.

Your goal is to convince the human resources team that you are the best candidate. The kick here is that you will present to a warm audience – you already impressed them enough with your resume to be called in for an interview. We recommend generating a strategy and presentation based on a 30 60 90 Day Plan .

Employers request interview presentations for a few simple reasons:

• To assess your communication and public speaking skills.
• To understand whether you are the right cultural fit for the company.
• To develop a better sense of how well-versed you are in the domain .

So, your first job is ensuring your presentation fits the criteria. Review the company’s job description again and jot down all the candidate requirements. Take the time to read about their company values and mission. Be proactive and ask precisely what you should cover during your presentation.

Most interview presentations will differ in content and style, but here’s a quick example to give you more context:

[ Use This Template ]

Before you get elbow-deep in designing that PowerPoint for a job interview presentation, do some scouting and reach out to the HR team with a few questions.

You want your presentation to be on-point and technically accurate, so ask your contact the following:

• How long should an interview presentation be? Fifteen minutes is the golden standard, though some employers may ask to cut it down to just 10 minutes or extend it to 20-25.
• Who exactly will be present? A conversational presentation would undoubtedly be welcomed by your peers and a team leader but may appear too casual for the senior managers or board of directors.
• Does the HR team have a particular agenda in mind? Ask some leading questions to understand what kind of skills/experience they want you to demonstrate. If needed, use a proper agenda slide to include your content.
• What’s the IT setup? Should you bring your laptop? Do you need an adapter to connect to their projector? What kind of presentation software have they installed – PowerPoint, Keynote, Google Slides?

Everyone appreciates clarity.

In fact, 89% of professionals state their ability to communicate with clarity directly impacts their career and income.

Your presentation should flow, not rumble. Make sure that your story is easy to follow and your key message is easy to digest, remember, and pass on. If you want people to retain your main points, opt for the following structure:

Source: this infographic was created with  3 Steps Editable 3D Ladder Infographic

Here’s an interview presentation example styled in this fashion.

What is: The company’s presence in the Middle East is low. Only 15% of revenues come from the top markets.

Why this matters: The UAE fashion market alone is expected to grow at a CAGR of 21% during the next five years.

What could be: I have helped my previous employer open a flagship store in Dubai, have a lot of industry contacts, and am familiar with the local legislature. Your brand can expect a 17% revenue growth within one year of opening.

You can find even more ideas for designing your presentations in this post .

The choice of slides will largely depend on whether you are asked to talk about yourself or present on some task that you will be required to do as part of your job (e.g., create marketing campaigns).

Most interview presentation templates feature the following slides:

• Opening Slide
• Quick Bio/Personal Summary
• Career Path
• Education timeline
• Key Skills and Expertise
• Case studies/examples of the problems you have solved at your past jobs
• Your vision for your future role.
• What exactly can you bring in as the candidate (we will come back to this one later on!)

Can’t figure out where to start? Check out our AI PowerPoint generator to create an entire interview slide deck in a couple of clicks, or just download a job interview template . Swipe down to learn from the either of the following job interview presentation samples.

Typically, a talent acquisition team will suggest broad interview presentation topics for you. For example, if you are applying for a sales position, they may ask you to develop a sales presentation for some product (real or imaginary).

Some employers will request a short presentation about you or your hobbies to understand whether you are a good “fit” for the team and share the company’s values. Remember this: your audience will be assessing your aptitude for the role, no matter which topic you were given.

In fact, the interviewers at this point don’t care that much about your experience and skills. They want to know how you can apply those to solve the company’s pressing problems – meet sales targets, improve ROI from social media marketing or help them earn more revenue.

Your job is to make an educated guess… predict the most wrenching problem, and pitch your “magic pill” during your interview presentation.

I know what you are thinking – but how do I find the right opportunity/problem to tackle?

Businesses across different industries pretty much struggle with the same generic challenges related to either of the following:

Your topic should clearly address one of these areas and offer a potential roadmap for solving some specific problem within it.

Let’s say that you are applying for a sales role. Clearly, you will want to tackle the “customer audience” set of problems. To refine your idea, ask yourself the following questions:

• Can you think of a new customer segment the company should target? Who are they, what do they want, and how you can help the company reach them?
• Do you have a network or experience to identify and pitch new clients?
• Can you think of new collaboration opportunities the company could use to attract a whole new niche of customers?

So a sample job interview presentation about yourself should include a series of Problem & Solution Slides , showing exactly how you will address that issue if the company hires you.

Here’s another PowerPoint presentation about yourself for job interview example worth using – incorporate a case study slide, showing how you have successfully solved a similar problem for your past employer.

Wrap up your presentation by laying out the key steps the company needs to take. Give an estimate of how much time it will take to tackle the problem, and what changes/investments should be made.

Your conclusion should tell this: “Hire me and I will solve this problem for you in no time!”.

Source: StockSnap

Dial-Up Your Power

Take a deep breath and strike a “power pose” before you enter the room.

According to her research, power posers performed better during interviews and were more likely to get hired. Another study also proved this theory: unaware judges gave major preference to the power-primed applicants. So yes, pep talks do work!

The first 30 Seconds Count The Most

What you do and say in the first 30 seconds will make the most impact. Psychological  research  shows that listeners form opinions about your personality and intelligence in the first 30 seconds of the interview. So be sure to start with a compelling opening, framing exactly how you want to be perceived.

Try To Appear Similar to the Interviewer

Lauren Rivera, a professor from Kellogg School,  came to the conclusion that interviewers tend to hire “people like them” .

Even the top human resource management folks fall for this bias and tend to base their evaluations on how similar a candidate is to them, instead of trying to decide whether the person’s skill set is ideal for the position. So to be liked, you will have to act relatable.

Back up your statements with facts

To deliver a presentation with a bang, you can make use of pre-analyzed facts to support your hypothesis. Make sure to do your homework, study the company and its competitive landscape, and do the professional work you would have done as a member of the company crew. At some point in your interview presentation, you go “off the script”, and pull out a bunch of documents, supporting your statements.

For example, you can give away a quick plan indicating a number of things the employer could do today to save money, even if they don’t hire you. Make sure to be meticulous; your work will speak for you. But giving away this work will show the employer your commitment, skills, and focus.

And that’s exactly how to make your job interview presentation stand out. Most candidates just ramble about their skills and past career moves. You bring specificity and proof to the platter, showing exactly what makes you a great hire fair and square.

Within a selection process, there are many interactions (interviews and dynamics) that you must successfully complete in order to be the next selected candidate. One of your objectives in this first interaction should be to generate a great first impression in the company. For this, we recommend using the Elevator Pitch for Interview technique.

The Elevator Pitch for Interview will allow you to present yourself in a solid and professional way in less than 60 seconds, in order to generate an outstanding first impression.

What is an Elevator Pitch for an Interview?

The Elevator Pitch is a condensed speech about yourself that aims to generate engagement in no more than 60 seconds. Entrepreneurs widely use this type of speech to persuade investors and job seekers in job interviews. Your Elevator Pitch for the Interview will generate a great first impression to the employer and be better positioned than other candidates. If your goal is to make a convincing presentation in a job interview, your Elevator Pitch needs to be well crafted.

How to Make an Elevator Pitch for an Interview

There are many ways and tips to make an excellent Elevator Pitch for a job interview. This section provides you with essential advice to make your interview more convincing.

Identify your target

You need to know to whom you are presenting yourself. Is it a recruiter? or an executive?. Your Elevator Pitch will change depending on the receiver.

Comprehend the needs of the hiring company

Make an advanced study about the search requirements for the job position. Identify your strengths. Highlight them. Demonstrate your experience. Identify your weaknesses. Show that you have a profile that seeks constant improvement

Create a clear, concise, and truthful Elevator Pitch

This point is critical. Your Elevator Pitch must be clear, concise, genuine, and impactful. Go from less to more. Generate a real hook in your audience. Try not to go off-topic or talk too much, and be brief in everything you want to say.

Speak naturally and confidently

If you can speak fluently and naturally, you can show a confident profile. Show you know what you are talking about and what you want.

Elevator Pitch Example for Job Seekers

This section illustrates an Elevator Pitch Example targeted to Recruiters. It will help you put together your own.

“My name is [NAME]. After graduating with a degree in Business Administration, I have spent the last five years accumulating professional experience as a Project Assistant and Project Manager. I have successfully managed intangible products’ planning, strategy, and launch these past few years. I was excited to learn about this opportunity in Big Data – I’ve always been passionate about how technology and the use of information can greatly improve the way we live. I would love the opportunity to bring my project management and leadership skills to this position.”

Ways to avoid common mistakes in your Elevator Pitch

Keep in mind the following points to avoid making mistakes in your Elevator Pitch for an Interview.

Don’t hurry to make your Elevator Pitch

The Elevator Pitch lasts approximately 60 seconds. Do it on your own time and naturally, as long as you make it clear and concise.

Do not always use the same Elevator Pitch for all cases

One recommendation is not to repeat the same Elevator Pitch in all your interviews. Make changes. Try new options and ways of saying the information. Try different versions and check with your experience which generates more engagement and persuasion.

Make it easy to understand

Articulate your pitch as a story. Think that the person in front of you does not know you and is interested in learning more about your profile. Don’t make your Elevator Pitch challenging to appear more sophisticated. Simply generate a clear and easy-to-understand narrative, where all the data you tell is factual and verifiable.

Don’t forget to practice it

Practice is the key to success. Your Elevator Pitch for Interview will become more professional, convincing, and natural with practice.

How to End an Elevator Pitch?

An essential aspect of ending an Elevator Pitch for an Interview is demonstrating interest and passion for the position. You have already presented yourself and established that you have the necessary background for the job. Closing with phrases revealing passion and attitude will help reinforce your pitch.

We recommend you use expressions such as:

“I have always been interested and curious about the area in which the company operates, and it would be a great challenge for me to be able to perform in this position.”

“I have been interested in moving into your company for a while, and I love what your team is doing in IT.”

“I would like to advance my career with an employer with the same values. I know that thanks to my profile and experience, I can make excellent contributions to your company.”

Keep It Visual: Use visuals like images, graphs, and charts to convey your points effectively. Visuals can make complex information more accessible and engaging. Consistency Matters: Maintain a consistent design throughout your presentation. Use the same fonts, color schemes, and formatting to create a cohesive look. Practice Timing: Be mindful of the allotted time for your presentation. Practice to ensure you can comfortably cover your content within the time limit. Engage the Audience: Incorporate elements that engage the audience, such as questions, anecdotes, or real-world examples. Interaction keeps the interview panel interested. Use White Space: Avoid cluttered slides. Use white space to create a clean and uncluttered design that enhances readability.

Presenting during a job interview can be nerve-wracking. Here are some strategies to overcome presentation anxiety:

• Practice: Practice your presentation multiple times, ideally in front of a friend or mentor. The more you rehearse, the more confident you’ll become.
• Visualization: Visualize yourself by giving a successful presentation. Imagine yourself speaking confidently and engaging the audience.
• Breathing Techniques: Deep breathing can help calm nerves. Take slow, deep breaths before and during your presentation to reduce anxiety.
• Positive Self-Talk: Replace negative thoughts with positive affirmations. Remind yourself of your qualifications and the value you bring to the role.
• Focus on the Message: Concentrate on delivering your message rather than dwelling on your anxiety. Remember that the interviewers want to learn about your skills and experiences.
• Arrive Early: Arrive at the interview location early. This gives you time to get comfortable with the environment and set up any technical equipment you use.

Maintain Good Posture: Stand or sit up straight with your shoulders back. Good posture conveys confidence and attentiveness. Make Eye Contact: Establish and maintain eye contact with your audience to show confidence and engagement. Use Open Gestures: Employ open gestures, like open palms and expansive arm movements, to convey enthusiasm and openness. Smile and Show Enthusiasm: Genuine smiles and enthusiastic facial expressions demonstrate passion and eagerness. Control Nervous Habits: Be mindful of nervous habits like tapping or fidgeting, which can distract your audience and convey anxiety.

Stop fretting and start prepping for your interview presentation. You now have all the nitty-gritty presentation tips to ace that interview. If you are feeling overwhelmed with the design part, browse our extensive gallery of PowerPoint templates and cherry-pick specific elements ( diagrams , shapes , and data charts ) to give your interview presentation the top visual appeal.

Here you can see some 100% editable templates available on SlideModel that could be useful for preparing an interview presentation.

1. Versatile Self-Introduction PowerPoint Template

Use This Template

2. Professional Curriculum Vitae PowerPoint Template

This a sample of PowerPoint presentation template that you can use to present a curriculum and prepare for a job interview presentation. The PPT template is compatible with PowerPoint but also with Google Slides.

3. Modern 1-Page Resume Template for PowerPoint

4. Multi-Slide Resume PowerPoint Template

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HR, Human Resources, Interview, Job, Resume Filed under Presentation Ideas

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Interview presentation preparation tips

The interview presentation is becoming more common in the hiring process. It gives employers a better overview of your general aptitude and provides you with an opportunity to showcase your skills, knowledge, and experience. But how should you prepare for an interview presentation? What should you include? What if it goes wrong?

4th Jun, 2021

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What is an interview presentation?

As you progress further in your career, particularly to executive level, you may be asked to give a presentation for interview. Perhaps you’ve been asked to conduct research and present your findings to a panel, complete a task and show how you approached it, put together a business plan and present your ideas, or even give a presentation about yourself and how you would excel in the role. Whatever you are presenting about, how you approach it should remain the same.

Many people find giving presentations intimidating, especially during an interview when you’re already nervous, but it’s something that you may have to do throughout your career – the sooner you tackle this skill, the better.

Why are you being asked to do a presentation for a job interview?

Many employers opt for a presentation-style interview as it gives a better overview of your general aptitude when compared to, or combined with, a traditional question and answer interview, like a competency-based interview . The interviewer is looking for proof that you can do the job and that you possess the required skills and traits.

Additionally, if you put time and effort into your presentation, this will highlight to the hiring manager that you are committed to the role and enthusiastic about joining the company. How many times have you been asked in an interview ‘Why do you want this position?’ or ‘What is it about this role that attracted you to it?’. They want to know how much you want this position, rather than just any position.

How to prepare a presentation for an interview

Where do you start? What should you include? The presentation is your opportunity to showcase your knowledge, experience, and communication skills as well as your organisational skills and diligence – so start with the job description and person specification and pick out key skills and traits that the company is looking for. Then you can prepare your presentation around what they want to see.

For example, if the business is looking for someone creative, pay great attention to the style of your presentation. If it is looking for someone who is a confident public speaker, spend more time perfecting your speech. If attention to detail is paramount in the role, double and triple check your spelling and grammar. This is a great starting point and gives you something to build your presentation around.

What to include in an interview presentation

Although you may be tempted to go all out and show your potential employer that you are committed to the job, don’t fall into the trap of creating a 30-slide presentation with reams of text. Try to keep each slide short and significant and aim for no more than 10 slides. This ensures the information you deliver is memorable and will help you to stand out from other interviewees. Some interviewers may even give you a specific amount of time for your presentation, make sure you factor this in and don’t go over the time limit – otherwise you may appear to have poor time management skills.

Another way to make sure your presentation engages hiring managers is to include a range of formats to help you illustrate your points. Include graphs, statistics, diagrams, video clips, and images to help break up large volumes of text and maintain the attention of the interviewers.

If you are conducting research as part of your presentation, include quotes from industry leaders and/or research pieces. This gives your points authority and demonstrates your commercial awareness.

You should also try to incorporate the company’s colours, fonts, or style in your presentation. This will show that you have done your research and highlights your brand awareness.

Finally, check your spelling and grammar thoroughly! Small mistakes can really undermine the content of your presentation.

Tips for presenting at the interview

Presenting is a skill which can be learnt. Even if you are not a confident public speaker, the more you practice, the better you will become.

Present confidently and enthusiastically - Remember to speak clearly, make eye contact, and use open body language.

Don’t just read the slides - There is nothing worse than watching a presentation where the presenter has their back to you the whole time just reading reams of text from their PowerPoint notes.

Try not to talk too fast - Make sure you breathe, and take your time.

Practice, practice, practice - Ensure you are well rehearsed so that you are familiar with the structure of your presentation and are able to deliver it smoothly. If possible, practice your presentation with family members or friends to get used to speaking in front of other people.

Arrive early to give yourself time to set up the presentation and settle any nerves - Get comfortable with PowerPoint and presentation equipment. Make sure you know how to work any projectors, screens, or remote controls before you begin to avoid any awkward stumbles or pauses.

Stay within the allocated time - If you have not been given guidance on length, aim for the 10-minute mark. Time your presentation when you are practising to make sure it will fit within the time limit. If you need to reduce the content of your presentation, cut out the least relevant or weakest points.

Be prepared to adapt - You may have practised your presentation in a certain way, but the interviewer might not respond accordingly. Be prepared to be interrupted by questions or further discussion unexpectedly.

Breathe and try to enjoy it - By relaxing, you will find yourself presenting better and, if you enjoy it, your interviewers will respond to that and be better engaged with what you are saying.

Tips for keeping the interview presentation simple

It can take a lot of work to make something simple, yet effective, and when it comes to interview presentations less is often more. Keep it short - As previously mentioned, try to keep each slide short and aim for no more than 10 slides in total.

One idea per slide - To make sure your presentation is clear and concise, each slide should represent a different point/idea you want to make.

Stick to the important bits only - If you don’t think it’s important enough to spend time on, don’t have it on your slide.

Use the 4x6 rule - Aim for either four bullet points with six words per bullet point, or six bullet points with four words per bullet point. This way, your slides won’t look too busy.

Minimal text - Instead of writing paragraphs of text, use bullet points and a minimum font size of 24.

What's better for your interview presentation? Cue cards or presenting from memory?

Should you use cue cards in your presentation for interview or try to present from memory?

The answer to this question depends on what you feel most comfortable doing. If you find that having cue cards will help ease your nerves and ensure that you don’t forget your speech, then there is nothing wrong with that.

However, if you choose to use cue cards, you should not rely too heavily on them. You shouldn’t stand in front of the interviewers and look down at the cards continuously, neither should you write your whole speech out on the cards and read directly from them. They are cue cards for a reason and should only give you prompts on what to talk about. If your interview presentation has a lot of statistics on, using cue cards to remember the figures if you are unable to memorise them all is an excellent strategy.

What to do when things go wrong

You can practice your interview presentation as much as possible, but something may still go wrong and it’s important to be prepared for this eventuality. Here are some things that could go wrong and how to deal with them: Technical issues

There is not a lot you can do to prevent technical issues, especially if you are using someone else’s computer. But there are ways you can prepare just in case. Ensuring you have access to multiple sources of your presentation is key. Email the file to yourself and the recruiter, bring a copy on a USB stick and printed handouts. This way you are covered if anything goes wrong with the file you’re intending to use.

Your mind goes blank

Even those who are pros at presenting can sometimes lose their train of thought and find that their mind goes blank. The key here is not to panic. If possible, take a bottle or glass of water in with you and use this chance to take a sip, breathe and try to relax. Then look at your presentation slide or your cue cards and pick up where you left off. It may be helpful to repeat the last point you made as saying it out loud could spark your memory for your next point.

You are asked a question that you don’t know how to respond to

If you have allotted time at the end of your presentation to allow the interviewer to ask any questions (which is recommended), don’t worry if someone asks a question that you are not sure on. It may be that the interviewer is looking to see how you respond to a challenging question, so how you react is often more important than the answer itself.

If you do not understand the question, ask the person to explain. There is nothing wrong with doing this and shows more confidence than just saying that you don’t know. If you understand the question but are not sure of the answer, then admit that you don’t have the full answer, provide what information you do have, and offer to come back to them at a later date with a complete answer.

10-minute interview presentation template

Below is a presentation for interview example. Use this as a baseline and adapt or reorder where appropriate based on the task you have been set by the interviewer. Slide 1 - Introduction – Reiterate the objectives you have been set and lay out the structure of your presentation so that the interviewers know what to expect. Slide 2 - About you – Detail your professional experience, skills and working style. Slide 3 - Company history – Give a brief summary of the company history, any milestones or awards. Slides 4-7 - Answering the brief – Give your responses to questions you’ve been asked to answer, the benefits and limitations of your suggestions. Slide 8 - Question and answers – Include a slide titled ‘questions and answers’ as a cue to pause for interaction. Slide 9 - Conclusion – Sum up the key points you have made, reach a decision, and explain your reasoning. Slide 10 - Personal achievements – End the interview on a high with a brief slide highlighting achievements that show how you will succeed in the role.

For more information on how to ace your interview, download our free guide, ‘ Getting the best from your interview: Candidate interview tips and tricks ’, or contact your local recruitment specialist today.

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Frequently Asked Questions

A job interview presentation is all about selling yourself. Be confident, speak clearly, and make eye contact with the interviewer. Don’t be afraid to promote yourself and highlight your achievements. This is your chance to really show the interviewer that you are capable and have the necessary skills to do the job. By putting time and effort into your presentation, you can show them how dedicated you are to the role and the company. For more information on how to ace your interview, download our free guide, ‘ Getting the best from your interview: Candidate interview tips and tricks ’.

Using cue cards can support you with your interview presentation, as long as you use them for their intended purpose. Do not write your entire presentation for interview out on cards and read from them word for word or constantly hold them in your hand and fail to make eye contact with the interviewer. Use them only to prompt you or for remembering key facts and figures. For more tips, read our article on ‘interview tips & questions’ .

If you have been sent a presentation brief that you do not understand – don’t panic. If there are words that you are not sure about, do some research and try your best to figure out what the organisation is asking of you. If you are still unsure, you could ask your recruiter as they may have seen this brief before and can give you an idea. If you are dealing directly with the hiring manager, then it may be worth checking that your interpretation of the brief is correct.

It is better to ask the question than present on something completely different to what the interviewer has asked. However, instead of saying to them that you don’t understand the brief and leaving it at that, tell them your understanding of it and ask if this is correct. This will show that even though you are unsure, you have taken the time to try to come to a conclusion yourself before asking for help. Download our free interviewing guide for more tips and advice.

How long your job interview presentation should last depends on what guidance you have been given. Thoroughly read the brief, as the recruiter or hiring manager may have specified the length of time you have for your presentation. If they haven’t given any indication, you should aim for 10 minutes, including time for questions and answers. For more tips on interviewing, read our article on ‘interview tips & questions’ .

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