The Hiring Field Manual

Home › Field Manual › In the Room

FIG. 01

IN THE ROOM

NOTES, UPDATED JUN 11, 2026

What should I ask them when they say, 'Do you have any questions for us?'

By Chris Baldwin

Founder, Baldwin Blueprint
Updated June 2026

Study this sheet

THE FILM VERSION98 SEC

NARRATED
CAPTIONED

Save as PDF

01 "ANY QUESTIONS?" ? interview them back it's scored FIG. 01

CH-09 0.1 CH 09

01 "ANY QUESTIONS?" ? interview them back it's scored FIG. 01

CH-09 0.1 CH 09 02 "ANY QUESTIONS?" ? interview them back it's scored FIG. 01
CH-09 0.2 CH 09 03 "ANY QUESTIONS?" ? interview them back it's scored FIG. 01
CH-09 0.3 CH 09 04 "ANY QUESTIONS?" ? interview them back it's scored FIG. 01
CH-09 0.4 CH 09 05 "ANY QUESTIONS?" ? interview them back it's scored FIG. 01
CH-09 0.5 CH 09 06 "ANY QUESTIONS?" ? interview them back it's scored FIG. 01
CH-09 0.6 CH 09 07 "ANY QUESTIONS?" ? interview them back it's scored FIG. 01
CH-09 0.7 CH 09 08 "ANY QUESTIONS?" ? interview them back it's scored FIG. 01
CH-09 0.8 CH 09 09 "ANY QUESTIONS?" ? interview them back it's scored FIG. 01
CH-09 0.9 CH 09 10 "ANY QUESTIONS?" ? interview them back it's scored FIG. 01
CH-09 0.1 CH 09

SHORT ANSWERAsk questions that show you've already started solving their problems, not just learning about the company. Focus on how your unique skills will contribute to their specific goals, using details from the job posting and your resume to frame your inquiries. Your questions should reveal your strategic value, not just your curiosity.

That moment at the end of an interview, when they turn the tables and ask, "Do you have any questions for us?" can feel like a pop quiz. Most anxious job seekers just want to get through it, but this is actually your final, best chance to show them you're the solution to their problems. I promise, you can turn this moment into a powerful demonstration of your value.

ONE LINE EACH Who I am The proof What I want next say it in one breath

FIG. 02I used to ramble when someone asked what I did. Now I keep three lines ready: who I am, the proof, and what I want next. When all three stack into one breath, people remember you.

01 How do I show I've already started thinking about their problems?

Frame your questions around specific challenges or goals mentioned in the job posting or throughout the interview, demonstrating you’re already in problem-solving mode for them. This shifts you from interviewee to potential partner, showing you’re not just looking for a job, but for impact. You’re not asking what they do; you’re asking how you can help them do it better.

For example, if the posting mentions expanding into a new market, you might ask, "I noticed the posting highlighted a push into the APAC region. What specific metrics are you tracking for success in that expansion over the next 12 months, and how do you see this role directly contributing to those early wins?" This tells them you read the posting, you understand their strategic direction, and you're already thinking about measurable outcomes. It's a much stronger signal than, "What's the team culture like?" I want you to make every question a mini pitch for your specific skills.

Should I ask about the 30/60/90 day plan?

Asking about the 30/60/90 day plan is a smart move, but only if you frame it to show how you'd execute your own plan, not just hear theirs. This question can reveal critical expectations and allow you to align your prepared 30/60/90 day plan from your Baldwin Blueprint with their vision. It's about demonstrating initiative and foresight.

Instead of "What would my 30/60/90 day plan look like?" try, "Based on our conversation about [specific challenge or project], what would be the top one or two priorities you'd want someone in this role to tackle and deliver measurable results on within their first 90 days?" This invites them to share their critical needs, and you can then connect those needs to your own Experience Accelerator and 30/60/90 day plan, which your Blueprint helps you build from the actual job posting. It shows you're not just waiting for instructions; you're ready to hit the ground running with concrete contributions.

Four rooms, four scorecards Manager Peer Partner Skip level JUDGMENT CRAFT TEAMWORK GROWTH answer the real scorer

FIG. 03An interview loop is not one test, it is four. Each person in the room is measuring a different thing: the hiring manager scores judgment, the peer scores craft, the cross functional partner scores collaboration, and the skip level scores trajectory. Speak to what each one is actually grading. Build this for your role.Paste a real posting, get the 12 page plan. First draft free.Start free

03 What's a question that shows I'm thinking long-term?

A question that shows you're thinking long-term connects your potential contributions to the company's broader strategic goals, positioning you as an investment, not just a hire. This demonstrates ambition and a desire to grow with the company, making your candidacy more compelling. It’s about signaling that you see a future with them.

Consider asking, "Beyond the immediate responsibilities, what are the biggest strategic shifts or initiatives this team expects to navigate in the next 18 to 24 months, and how does this role evolve to support those changes?" This shows you're looking beyond the immediate tasks and are interested in the trajectory of the company and your potential role within it. It's a question that conveys seriousness about your career and their future, which hiring managers appreciate. It pushes past the tactical and into the strategic, which is where true impact lies.

THEY ASK Any questions for us? YOU ASK Where do projects stall before they ship? this is the interview too

FIG. 04The questions you ask are part of the interview, not a polite afterthought. When they ask if you have questions, skip the perks and ask about the real work: what success looks like in 90 days, where projects stall, who owns the roadmap. The questions you ask reveal how you think, so make them sharp.

04 Is there anything I should absolutely NOT ask?

Avoid asking questions that are easily answered by a quick search of the company website or questions solely focused on benefits, salary, or vacation time at this stage. These types of questions signal a lack of preparation or a self-serving focus, detracting from your professional image. Your final questions should reinforce your value, not raise doubts.

I also tell people to avoid asking questions that are overly generic or could apply to any company, like "What do you like most about working here?" While it's okay to build rapport, your final questions are for demonstrating strategic fit. Save the generic questions for networking calls, not the interview's closing act. Most prep advice is useless because it tells you to ask what you want to know, not what *they* need to hear. Your Baldwin Blueprint helps you identify their core needs directly from the job posting, so your questions can be laser focused on those.

How do I ask a question that makes me stand out?

Ask a question that directly references a detail from your resume or the job posting, then connect it to a strategic signal or an Account Map insight from your Baldwin Blueprint. This type of question makes you memorable because it's specific, personalized, and demonstrates deep preparation. It shows you've done your homework and

What should I ask them when they say 'Do you have any questions for us

Sign up free to see the listing