Latest / Interview Prep with Fexingo: Behavioral Questions, Case Studies, and Hiring Manager Insights / How to Answer the Tell Me About a Time You Received Feedback Question
Transcript
- Lucas: Luna, I want to start with a number — according to a 2024 survey from the corporate training firm VitalSmarts, roughly 70 percent of professionals say they have at least one piece of critical feedback they avoid giving because they're worried about the other person's reaction. Luna: And I bet that number is even higher when the feedback is going up — from a junior person to a senior one. Lucas: Exactly. But here's what's interesting — that same survey found that when people do give the feedback, the receiver's career trajectory improves measurably. So today I want to talk about one of the most common — and most revealing — behavioral questions: 'Tell me about a time you received feedback.' Luna: This one always makes candidates nervous because it feels like a trap. You're supposed to show you're coachable, but you don't want to admit you messed up badly. Lucas: Right. And a lot of people give safe, forgettable answers. They pick something like 'I was told my emails were too long' and then they just say 'so I made them shorter.' It's fine, but it doesn't tell the interviewer anything about who you are. Luna: What's a better example then? I want something I can picture. Lucas: Let me give you a real case. I worked with a supply chain analyst — let's call her Priya — who was up for a promotion to senior analyst. Her manager told her that her weekly inventory reports were technically accurate, but they were so dense that the plant managers stopped reading them. They were eight pages of tables. Luna: Oof. So the feedback was: you're doing all this work and nobody's using it. Lucas: Exactly. And Priya's first instinct was defensiveness — she'd spent a lot of time on those reports. But she took a beat, thanked her manager, and then asked a really good follow-up question: 'What's the one thing I could change that would make the biggest difference?' Luna: That is a pro move. Because it shows you're not just accepting feedback — you're trying to understand the priority. Lucas: The manager said: 'Give me a one-page executive summary with the top three risks and a recommendation. Keep the detail in an appendix.' So Priya did that. The next week, the plant managers started responding. Within a quarter, she had a reputation as someone who could translate data into action. Luna: Okay, so what's the STAR template for this? Let's break it down step by step. Lucas: Situation: 'In my role as a supply chain analyst, I was responsible for weekly inventory reports for three plant managers.' Task: 'My manager told me that the reports were too long and weren't being used.' Action: 'I asked clarifying questions, then redesigned the report into a one-page summary with an appendix.' Luna: And the result should be measurable. 'Within a quarter, plant manager engagement with the reports increased by 40 percent, and I was put forward for a senior role.' Lucas: That's a strong result. But I want to add a layer. Interviewers aren't just listening for the structure — they're listening for your emotional response. Did you get defensive? Did you blame anyone? Did you shut down? Luna: So the best answers include a line about your internal reaction. Something like: 'Honestly, my first thought was that I'd been working hard on this. But I took a breath and reminded myself that the goal was impact, not effort.' Lucas: That's exactly right. Because the question isn't really about the report — it's about whether you can separate your identity from your work. Can you hear something hard without collapsing? Luna: I want to push back a little. Priya's example is about technical feedback — the report was too long. But what if the feedback is about your behavior? Like, 'You came across as dismissive in the meeting.' Lucas: That's harder, because it feels personal. But the same principles apply. You still need to show that you listened, you reflected, and you adjusted. The difference is that the action step might involve a conversation or a change in how you communicate. Luna: Do you have a good example of that? Lucas: I do. A product manager I know — his name is David — was told by his peer that he interrupted people during strategy sessions. His first reaction was surprise, because he thought he was just being enthusiastic. But instead of defending, he asked for specifics. He and his peer agreed on a signal — if he started interrupting, she'd tap her pen. Luna: That is so specific. I love that. And it shows he was willing to be vulnerable in front of a colleague. Lucas: Right. And that's the kind of story that sticks with a hiring manager. It shows self-awareness, humility, and a systematic approach to improvement. You're not just saying 'I got better at listening' — you're showing the mechanism. Luna: Let's talk about what not to do. What are the biggest mistakes candidates make on this question? Lucas: First: they pick feedback that's too trivial. 'My boss told me to use a different font.' That doesn't tell me anything about your ability to grow. Second: they pick feedback that's too catastrophic — 'I was told I was going to be fired.' That raises red flags about judgment. Third: they don't take ownership. They say 'my manager misunderstood my approach' or 'the team wasn't aligned.' Luna: So the sweet spot is feedback that's substantive but not career-ending. And you own it completely. Lucas: Exactly. And I'll add one more thing: don't use an example where the feedback was about a skill you genuinely lack for the role you're applying for. If you're interviewing for a data analyst job, don't talk about how you were told your SQL skills were weak. Luna: That's a great point. Choose an example that's relevant but not disqualifying. Something like communication style, or report structure, or meeting facilitation. Lucas: Before we wrap, I want to offer a little framework. When you're preparing for this question, think of three tiers of feedback: task-level — 'your report needs more analysis'; behavior-level — 'you tend to dominate the conversation'; and value-level — 'you don't seem to prioritize quality over speed.' The deeper the level, the more impressive your answer — but also the riskier. Luna: So most people should stick to task or behavior. Value-level feedback is hard to address in a single story without sounding like you had a fundamental flaw. Lucas: Exactly. And I think one of the reasons this question is so common now — I see it in almost every interview guide I read — is that companies are increasingly hiring for learning agility. They want people who can take feedback and get better. If you can demonstrate that in a five-minute answer, you've already shown them a key competency. Luna: If today's episode helped you think through how to frame a feedback story — or any other behavioral answer — the show stays ad-free because of listener support. You can find us at buy me a coffee dot com slash fexingo. It's a small way to keep these episodes coming. Lucas: Yeah, and we really do read every message. It's great to know what's working. So, to wrap up — the core takeaway: when you answer 'tell me about a time you received feedback,' focus on the emotional agility first, then the concrete change, then the measurable result. If you hit all three, you'll stand out. Luna: And practice it out loud. Record yourself. The first version always sounds too rehearsed or too vague. Revise until it sounds like you. Lucas: Good advice. Next time, we'll tackle a question that a lot of people dread: 'Tell me about a time you had to give difficult feedback to someone else.' That's a whole different set of challenges. Luna: I'm already nervous. See you then.