Latest / Interview Prep with Fexingo: Behavioral Questions, Case Studies, and Hiring Manager Insights / How to Answer the Tell Me About a Time You Showed Initiative Question
Transcript
- Lucas: So today we're tackling one that sounds easy and then somehow turns into a rambling mess in the actual interview room: 'Tell me about a time you showed initiative.' Luna: Right, because everyone thinks they know what initiative means, but then they either undersell it or they come off like they're trying to do their boss's job. Lucas: Exactly. And I've got a concrete example that I think really captures the difference. I was talking to a friend who's a product manager at a mid-sized software company. In her first month, her manager gave her a vaguely worded task: 'improve our onboarding flow.' No metrics, no deadline, just that. Luna: Oh, the classic 'go do something' directive. That could go so many ways. Lucas: Right. And the way she handled it is a perfect model for an initiative answer. She didn't just start redesigning screens. She spent the first week talking to new users and support reps, mapped the drop-off points, and then came back to her manager with a short list of three specific changes ranked by expected impact. Luna: So she showed initiative by actually scoping the problem first. That's a smart move. Lucas: Exactly. And the kicker is, she didn't ask for permission to do the research. She just did it, because it was the obvious next step. That's the kind of autonomy hiring managers want to hear about. Luna: But how do you frame that in an interview without sounding like you're bragging? Or worse, like you're a loose cannon who doesn't check in? Lucas: That's the million-dollar question. And it's why the standard advice to 'use the STAR method' often falls flat. It's too rigid. You end up with a story that's technically structured but has no pulse. Luna: So what's the alternative? You're not saying ditch STAR entirely, right? Lucas: No, keep the bones. But the key is to focus on two things: the judgment call you made and the impact that followed. Most people tell you the situation and the action, but they skip the why. Why did you choose to act that way? What were the alternatives you considered and rejected? Luna: Ah, so you're showing the decision-making, not just the doing. Lucas: Exactly. Let's take my friend's story. She could have just jumped into a redesign. But she realized that would be guessing. So she used her first week to gather data. In an interview, she'd say: 'I saw that the onboarding flow had a forty percent drop-off after the third step, so I interviewed twelve users to find out why. They all said the same thing: the form asked for too much information too soon. So I proposed trimming it to three fields and adding a progress bar.' Luna: That's a clean story. You can see the initiative, but also the judgment. Lucas: And here's the thing: the actual result was a twenty percent increase in activation within a month. But even if it hadn't worked, the story is still strong because the approach was sound. Luna: That's a good point. Interviewers are looking for how you think, not just whether you succeeded. Lucas: Right. And that's why we're spending a full episode on this. It's not about having the perfect heroic story. It's about showing that you can operate with autonomy and good judgment. Luna: So what about the people who genuinely don't have a big example? Like they're early career, or they've been in a very structured role. Lucas: That's a great point, and it's the most common objection I hear. But you can find initiative in small moments. It doesn't have to be a company-wide process overhaul. Luna: Give me an example of a small moment that still works. Lucas: Sure. Say you're an assistant and you notice the weekly status report always takes two hours because someone has to manually compile data from three different spreadsheets. So you build a simple script that does it in ten minutes. That's initiative. You saw a problem, you used a skill you had, and you made the team faster. Luna: Okay, that's relatable. And it's not like you're showing off, it's just being helpful. Lucas: Exactly. And the impact doesn't have to be huge either. It can be 'saved the team two hours a week.' That's a concrete, measurable result. Luna: Right. And I think for early career folks, it's also about demonstrating you can work without constant supervision. That's what managers are really testing. Lucas: Absolutely. And that brings me to a pitfall I see a lot: people try to show initiative by taking on a project that's way outside their lane and then they step on toes. Luna: Oh, yeah. The overstepping trap. Lucas: Right. You don't want to come off like you're trying to do your manager's job or that you can't respect boundaries. The sweet spot is finding a problem that's adjacent to your role, not a replacement for someone else's. Luna: So how do you know if you're in the sweet spot? Any red flags to look for? Lucas: A good test is: would you be comfortable telling your manager about it proactively? If you'd be nervous or embarrassed, it's probably overstepping. Also, if you're duplicating someone else's work, that's a sign. Luna: That's a practical rule. I'm going to remember that one. Lucas: Good. So let's talk about how to actually structure your answer. You don't need a rigid formula, but there's a rhythm that works. Start with the situation, but keep it to one sentence. Then move to the moment you saw the opportunity and made a decision. Luna: So the emphasis is on the decision, not the background. Lucas: Exactly. Then describe the action you took, but make sure you mention why it was the right action at that time. And then the result, with a number if possible. But even if you don't have a number, you can say 'the team adopted it' or 'we saw a noticeable improvement in response time.' Luna: And what about the common mistake of listing multiple initiatives in one answer? Like, 'I did this, and then I did that, and also...' Lucas: Oh, that's a classic. It dilutes the impact. Pick one story and go deep. If the interviewer wants more, they'll ask. One well-told story beats five rushed ones. Luna: That makes sense. I've definitely been guilty of that in practice interviews. Lucas: We all have. And speaking of practice, I want to give you a way to prep for this question. Write down three stories from your work or even your personal life where you saw a problem and took initiative. Then for each one, write a single sentence that captures the judgment call you made. Luna: That's a great exercise. And I'd add: practice telling them out loud. Because the written version always sounds smoother than the spoken one. Lucas: Totally. And if you're looking for more help, we've got a whole back catalog of episodes on behavioral questions. But for today, the takeaway is: initiative is about judgment and autonomy, not just activity. Luna: And if this episode gave you a useful framework, the way we keep making these ad-free is listener support. If you want to keep that going, you can buy me a coffee at buy me a coffee dot com slash fexingo. Lucas: Yeah, it's a small way to say thanks and it keeps the lights on. No pressure at all. Luna: Right. And now, one more thing on initiative: I've noticed that some of the best stories actually come from situations where you had to push back on a directive. Lucas: Oh, interesting. You mean like when you disagree with a plan and you take the initiative to propose something better? Luna: Exactly. That shows real confidence. But it's risky, so you need to frame it carefully. Lucas: Give me an example of how you'd frame that. Luna: Sure. Say your manager wants to launch a feature on a tight deadline. You see that the data doesn't support it. Instead of just doing it, you run a quick analysis and present your findings, suggesting a smaller test first. That's initiative because you're not just following orders, you're adding value. Lucas: That's a strong story. It shows you're thinking about the business, not just your task. And it demonstrates courage, which interviewers love. Luna: Right. So the moral is: initiative isn't just about doing more, it's about doing the right thing. Lucas: That's the perfect summary. And that's what we want you to bring into your next interview.