Here are some common interview mistakes:
• Failing to express oneself clearly. Often, because of anxiety and
wanting to say things perfectly, we try too hard and turn what
should be simple sentences into convoluted nonsense. Simple
language is always the most effective. Avoid trying to sound
knowledgeable by using jargon or complex sentences.
• Not being aware of one’s body language. Many interviewees succeed
in alienating the interviewer because they pay little or no
attention to their body language. Body language is an extremely
powerful communicator, and failing to use it effectively will
almost certainly put you at a significant disadvantage. Eye contact,
sitting position and facial expressions are all very important
aspects of interviewing, and need to be thought through before
the interview.
• Failing to control those nerves. Sometimes people allow their nerves
to get so out of control that they fail to establish rapport and
even forget their answers. Feeling anxious before and during an
interview is common. In fact, a touch of nerves can be a good
thing. But there is no need to be the victim of debilitating nerves.
As you read through this book, you’ll gradually learn how to
lessen your anxiety.
• Failing to give appropriate examples. Failing to give examples, or
giving inappropriate examples, will spell disaster. Before the
interview, it is important to think of relevant examples of what
you’ve achieved and how you went about realising those
achievements. Saying that you achieved something without
being able to back it up with specific examples will only get you
a rejection letter. Your examples need to be easy to understand,
follow a logical sequence and be relevant to the needs of the
employer. None of this happens without preparation.
• Trying too hard to please the interviewer. Whilst building rapport
and trust during the interview is critical, few interviewers appreciate
interviewees going overboard with their behaviour.
Obsequious behaviours are generally seen as a form of deceit and
carry little weight—in fact, they can undermine your efforts to
create trust.

(M. Sphiropoulos)