The interviewer leans forward. “So, what would you say is your greatest weakness?”
Your palms sweat. Your mind races. You know “I’m too much of a perfectionist” sounds rehearsed. But what else can you say without sabotaging your chances?
If this scenario fills you with dread, you’re not alone. Research shows that only 2% of applicants are selected for interviews, yet 47% of recruiters reject candidates who give generic, unprepared answers to common questions like weaknesses. In the competitive UK job market of 2026, where every job advert receives an average of 340 applicants, your response to this single question can make or break your chances.
But here’s what most candidates don’t realise: the weakness question isn’t actually about your weaknesses. It’s about demonstrating self-awareness, growth mindset, and professional maturity. When you understand what recruiters are really assessing, you can transform this dreaded question into one of your strongest moments in the interview.
This comprehensive guide will show you exactly how to choose, frame, and deliver weakness examples that position you as a thoughtful, self-aware candidate whilst maintaining your credibility for the role.
Quick Takeaways: What You’ll Learn
Before we dive deep, here’s what this guide covers:
Understanding what recruiters actually assess when asking about weaknesses The Weakness Selection Framework for choosing appropriate weaknesses 15+ professional weakness examples with STAR method answers Common mistakes that instantly disqualify candidates A practical preparation template you can use today How to turn your answer into a demonstration of growth
Why Interviewers Ask About Weaknesses (And What They’re Really Assessing)
Let’s start by understanding the psychology behind this question. When UK recruiters ask “What’s your greatest weakness?”, they’re not trying to catch you out. They’re evaluating three critical professional competencies.
Self-awareness and emotional intelligence
67% of UK employers now consider soft skills such as adaptability, emotional intelligence, and problem-solving as critical as technical qualifications. Your ability to identify and articulate a genuine weakness demonstrates the self-reflection that underpins effective teamwork, leadership, and professional development.
Recruiters want to know: Can you accurately assess your own performance? Do you understand how your behaviour impacts others? Are you open to feedback?
Growth mindset and commitment to improvement
The follow-up to any weakness should always be what you’re doing about it. This reveals whether you’re someone who makes excuses or someone who takes ownership and actively improves. In the UK job market where 53% of employers had trouble recruiting suitable candidates due to lack of required technical skills, followed by mismatched attitudes or motivation, demonstrating your commitment to continuous learning sets you apart.
Cultural fit and role alignment
Perhaps most importantly, recruiters assess whether your weaknesses would fundamentally prevent you from succeeding in the role. An accountant who’s “terrible with numbers” won’t progress, but one who “sometimes gets too focused on details and needs to remember the bigger picture” shows awareness of a common occupational challenge.
This is why the same weakness can be a strength in one role and a dealbreaker in another. Understanding this context is crucial.
The Weakness Selection Framework: How to Choose the Right Weakness
Not all weaknesses are created equal in an interview setting. Here’s a proven framework for selecting weaknesses that work in your favour.
Step 1: Understand what’s off-limits
Never choose a weakness that’s a core competency of the role. Check the job description carefully. If you’re applying for a customer service position, don’t say you “struggle with patience” or “don’t enjoy helping people.” If you’re interviewing for a project management role, avoid saying you “can’t manage multiple priorities” or “miss deadlines.”
Similarly, avoid these automatic disqualifiers:
Character flaws (dishonesty, laziness, unreliability) Interpersonal problems (can’t work with others, poor communication) Legal or ethical concerns (any behaviour that could create liability) Irrelevant personal traits (“I’m scared of dogs” at an office job)
Step 2: Choose something genuine but manageable
The weakness should be real enough that you can speak about it authentically with specific examples, but not so severe that it raises serious concerns about your ability to do the job. Ask yourself:
Is this something I’ve genuinely worked on? Can I provide concrete examples of improvement? Does this show self-awareness without suggesting incompetence?
Step 3: Ensure it demonstrates growth potential
The best weaknesses are those you’ve already begun addressing. This allows you to tell a story of recognition, action, and improvement. Ideal weaknesses show you’re proactive about development rather than waiting for problems to escalate.
Step 4: Consider sector-specific expectations
Different UK industries value different qualities. In IT and technology roles, admitting you’re “working on improving public speaking skills” shows awareness that technical brilliance needs communication support. In healthcare and medical positions, acknowledging that you “sometimes take on too much because you want to help everyone” demonstrates care balanced with growing professional boundaries.
15+ Professional Weakness Examples (With STAR Method Answers)
Now let’s look at specific weaknesses you can adapt to your situation. Each example includes a STAR method structure (Situation, Task, Action, Result) to help you frame your answer compellingly.
For Analytical & Detail-Oriented Roles
1. Getting too focused on details
Situation: “In my previous role as a financial analyst, I noticed I sometimes got so absorbed in ensuring every figure was perfect that I lost sight of project timelines.”
Task: “I needed to balance my natural attention to detail with the reality that projects have deadlines and stakeholders need timely information.”
Action: “I started using the 80/20 principle, identifying which details were genuinely critical versus which were nice-to-have. I also began setting internal deadlines 24 hours before actual deadlines to give myself review time without compromising delivery.”
Result: “My manager commented that my reports remained highly accurate whilst my turnaround time improved by roughly 20%. I now consciously ask myself ‘Is this detail essential to the decision being made?’ before diving deep.”
2. Difficulty delegating
Situation: “Early in my career, I struggled to delegate tasks because I wanted to ensure everything was done to a specific standard.”
Task: “As I took on more responsibility, I realised this approach wasn’t scalable and was actually preventing my team from developing.”
Action: “I attended a workshop on effective delegation through my employer’s learning programme and implemented a new approach: clearly defining expected outcomes rather than dictating methods, and scheduling brief check-ins rather than micromanaging.”
Result: “My team members told me during reviews they felt more trusted and empowered. I’ve freed up approximately 5 hours weekly to focus on strategic work, and team output has actually improved because people bring their own strengths to tasks.”
For Client-Facing & Communication Roles
3. Public speaking anxiety
Situation: “Despite being confident in one-to-one client meetings, I found presenting to larger groups quite nerve-wracking.”
Task: “When I was promoted to account manager, client presentations became a regular requirement.”
Action: “I enrolled in a Toastmasters club, which meets fortnightly, and volunteered to present at smaller internal team meetings first. I also started recording myself to identify nervous habits.”
Result: “Whilst I still feel some nerves before big presentations, I’ve delivered three successful client pitches this year, one of which led to a £50,000 contract renewal. The preparation techniques I’ve learned have made a genuine difference.”
4. Impatience with slow processes
Situation: “I’m naturally quite driven and like to see things move forward quickly, which sometimes means I get frustrated when projects stall due to bureaucracy.”
Task: “I needed to find a way to channel my energy productively rather than becoming visibly frustrated, which wasn’t helping team morale.”
Action: “I started asking myself ‘What’s within my control right now?’ when facing delays. I also began using waiting periods to prepare next steps or tackle other priorities, rather than seeing them as wasted time.”
Result: “My line manager mentioned in my last review that I’d become much better at maintaining momentum even during slow periods. I’ve learned that showing patience externally whilst working proactively behind the scenes gets better results.”
For Collaborative & Team Roles
5. Difficulty saying no
Situation: “I’m genuinely enthusiastic about contributing to projects, which meant I sometimes took on more than I could realistically deliver at my previous employer.”
Task: “I realised this was creating stress for myself and occasionally disappointing colleagues when I couldn’t meet commitments.”
Action: “I implemented a simple system: before agreeing to anything, I now check my calendar and current workload, and I’ve learned to say ‘Let me check my schedule and get back to you’ rather than immediately agreeing. I also prioritise tasks using the Eisenhower Matrix.”
Result: “I’ve become far better at managing my workload. In my last performance review, my manager specifically mentioned improved reliability and follow-through on commitments. I still say yes to opportunities, but I’m more strategic about which ones.”
6. Struggling with ambiguity
Situation: “Early in my career, I found it quite uncomfortable when projects lacked clear parameters or when priorities seemed to shift.”
Task: “I needed to develop the ability to work effectively even when all the answers weren’t available upfront.”
Action: “I started actively clarifying what we knew versus what remained uncertain, breaking ambiguous projects into smaller defined tasks, and scheduling regular check-ins with stakeholders to confirm I was on the right track.”
Result: “I’ve become much more comfortable with uncertainty. In my current role, I recently led a project where the scope evolved significantly, and I was able to adapt the plan without becoming flustered.”
For Leadership & Management Roles
7. Wanting to maintain harmony
Situation: “I value positive working relationships, which initially made me avoid difficult conversations when team members weren’t meeting expectations.”
Task: “When I became a team lead, I realised that avoiding these conversations was unfair to both high performers and those who needed development support.”
Action: “I sought mentoring from a senior manager and learned to frame difficult conversations around support rather than criticism. I now address issues promptly using the SBI model (Situation, Behaviour, Impact) and always include a development plan.”
Result: “One team member who was underperforming told me after a conversation that they appreciated the honest feedback and clear guidance. Their performance improved significantly. I’ve learned that having difficult conversations early actually strengthens relationships.”
8. Being overly critical of my own work
Situation: “I hold myself to very high standards, which is generally positive, but I noticed I was sometimes creating unnecessary stress by focusing on minor imperfections rather than celebrating what went well.”
Task: “I needed to develop a more balanced perspective and recognise when work was genuinely good enough, rather than pursuing an unattainable perfect.”
Action: “I started keeping a ‘wins journal’ where I record achievements and positive feedback. I also set specific quality criteria at the start of projects, so I have objective measures rather than subjective perfection.”
Result: “My stress levels have decreased noticeably, and I’m actually more productive because I’m not endlessly revising work that was already fit for purpose. I still maintain high standards, but I’m more realistic about what each situation requires.”
For Technical & Specialist Roles
9. Explaining technical concepts in simple terms
Situation: “I’m very comfortable with technical detail, but I initially struggled to explain complex concepts to non-technical stakeholders in my software development role.”
Task: “I needed to improve my ability to translate technical language into business terms, especially when presenting to senior leadership.”
Action: “I started using analogies and visual diagrams, and I ask clarifying questions to understand stakeholders’ existing knowledge. I also volunteer to write documentation, which forces me to think about clarity.”
Result: “Stakeholder feedback has been very positive. In my last project, the finance director specifically thanked me for explaining the implications of our technical decisions in terms she could understand and present to the board.”
10. Lack of experience with [specific software/methodology]
Situation: “Whilst I have strong experience with most tools in my field, I haven’t yet worked extensively with [specific tool relevant to the role but not essential].”
Task: “I want to ensure I can contribute fully to the team as quickly as possible.”
Action: “I’ve already started an online course through LinkedIn Learning and have been working through practice projects. I’m also active in the user community forums.”
Result: “I’m making good progress and expect to have working proficiency within the next month. In the past, I’ve quickly mastered new tools when needed, such as when I learned [different tool] in just three weeks for a previous project.”
For Entry-Level & Graduate Roles
11. Limited professional experience in corporate environments
Situation: “As a recent graduate, my work experience has primarily been in retail and hospitality rather than corporate office settings.”
Task: “I want to ensure I adapt quickly to professional workplace norms and expectations.”
Action: “I’ve been actively researching workplace culture, completed a professional development course through my university’s careers service, and I’m always observant and willing to ask questions when I’m uncertain about protocols.”
Result: “During my internship, my supervisor mentioned how quickly I’d adapted to the team’s working style. I’m confident that my combination of enthusiasm and willingness to learn will allow me to develop the corporate skills alongside my existing strengths in customer service and communication.”
12. Overthinking decisions
Situation: “When faced with important decisions, I sometimes analyse multiple options so thoroughly that I delay making a choice.”
Task: “In fast-paced environments, I need to balance thorough consideration with timely decision-making.”
Action: “I’ve started setting decision deadlines for myself and using frameworks like pros-and-cons lists with weighted criteria. I also remind myself that in many situations, a good decision made quickly is better than a perfect decision made too late.”
Result: “During my placement year, I became noticeably better at making timely decisions. My supervisor commented that I’d developed a good balance between thoughtful analysis and practical action.”
For Career Changers
13. Limited direct experience in this sector
Situation: “I’m transitioning from [previous sector] into [new sector], so whilst I have strong transferable skills, I don’t have direct experience in this specific industry.”
Task: “I need to ensure I understand the nuances and context of this sector whilst leveraging my transferable expertise.”
Action: “I’ve been extensively researching the sector through trade publications, attending industry networking events, and connecting with professionals on LinkedIn. I’ve also completed a relevant short course through [institution].”
Result: “Whilst I’m still building sector-specific knowledge, I believe my fresh perspective combined with my proven skills in [area] will allow me to contribute meaningfully whilst continuing to learn. In my previous career change from [X] to [Y], I demonstrated I can quickly build industry knowledge whilst delivering results.”
Additional Professional Weaknesses
14. Needing time to build comfort with new people: Acknowledge you’re more reserved initially but build strong relationships once established, and you actively work on being more open earlier in new team settings.
15. Perfectionism that delays completion: Frame this around learning when “good enough” truly is sufficient, and the techniques you use to prevent gold-plating.
16. Taking constructive feedback too personally: Explain how you’ve worked on separating feedback about your work from feedback about your worth, and viewing criticism as development rather than judgment.
17. Limited experience managing others: For those stepping into first management role, acknowledge this truthfully whilst highlighting leadership experience through projects, mentoring, or team coordination.
Common Mistakes That Instantly Disqualify Candidates
Now that you know what works, let’s examine what definitely doesn’t. Avoiding these pitfalls is just as important as preparing good answers.
The disguised strength weakness
Saying “I’m too much of a perfectionist” or “I work too hard” is so overused that recruiters view it as a common interview mistake a lot of graduates make. Recruiters see straight through this. It suggests you’re either not self-aware enough to identify genuine weaknesses or you’re trying to game the question.
The dealbreaker weakness
Never mention a weakness that’s fundamental to the role. You probably won’t get far if you’re applying for an accounting job and your weakness is that you’re awful with numbers. Read the job description thoroughly and ensure your chosen weakness doesn’t directly contradict a core requirement.
The “no weakness” response
Everyone has weaknesses. Giving this answer either paints you as dishonest or deluded, and neither of those are positive traits. It also displays a critical lack of self-reflection and can easily come across as arrogant.
The irrelevant personal weakness
Unless you’re applying for a job working with animals, saying “I’m scared of dogs” tells the interviewer nothing about your professional capabilities and suggests you’re dodging the question.
The unprofessional weakness
Never joke about or mention weaknesses involving unreliability, dishonesty, anger management, inability to follow instructions, or anything that suggests you’d be difficult to work with. These aren’t quirky; they’re red flags.
The weakness without improvement
Simply stating a weakness without explaining what you’re doing about it suggests you’re either unaware of the importance of growth or unwilling to address issues. Every weakness needs an action plan.
The vague or generic answer
Very vague or general answers don’t give any relevant information. Saying “I could improve my communication” without specifics tells the interviewer nothing and suggests poor preparation. Always include concrete examples.
How to Structure Your Answer Using the STAR Method
The STAR method provides a proven structure for answering behavioural questions, and it works brilliantly for the weakness question. Here’s how to apply it:
S – Situation: Briefly set the context. Where did you notice this weakness? What were the circumstances?
T – Task: What did you need to do about it? Why did it matter?
A – Action: This is the most important part. What specific steps have you taken to address this weakness? Be detailed and concrete.
R – Result: What’s changed? Provide evidence of improvement, whether that’s feedback from managers, measurable outcomes, or your own assessment of progress.
Let’s see this in action with a complete example:
Question: “What would you say is your greatest weakness?”
Answer: “I’d say my greatest weakness is that I sometimes struggle to ask for help when I’m stuck on a problem. [State the weakness]
In my previous role as a junior analyst, I spent nearly two days trying to solve a complex data modelling issue on my own because I didn’t want to appear incompetent to my manager. [Situation]
I eventually realised that by not asking for help, I was actually being less efficient and potentially missing my deadline, which would reflect poorly on the whole team. [Task]
Since then, I’ve implemented a two-hour rule for myself. If I haven’t made meaningful progress on a challenging problem within two hours, I’ll reach out to a colleague or my manager for guidance. I’ve also learned to frame these conversations as seeking input rather than admitting defeat, which makes me more comfortable having them. [Action]
The difference has been significant. My manager mentioned in my last review that I’d become much better at knowing when to collaborate, and my problem-solving speed has improved because I’m learning from more experienced colleagues. I’ve also noticed that when I do ask for help, people are genuinely pleased to share their expertise. [Result]
I still value working independently, but I now understand that knowing when to seek support is actually a professional strength.”
Notice how this answer demonstrates self-awareness, takes ownership, shows proactive development, and provides evidence of improvement. That’s exactly what recruiters want to hear.
Tailoring Your Weakness to Different Interview Stages
Your weakness answer might need slight adjustments depending on where you are in the recruitment process.
During telephone or video screening
Keep your answer concise but complete. Screeners are often working through structured questions and multiple candidates. Aim for 60-90 seconds maximum. Focus on demonstrating self-awareness and improvement quickly.
During competency-based interviews
This is where the STAR method really shines. Interviewers expect detailed examples with concrete evidence. Prepare to spend 2-3 minutes on your answer and have follow-up examples ready if they probe deeper.
During final-stage or panel interviews
At this stage, you might be speaking with senior leadership or multiple stakeholders. They’ll be assessing cultural fit and long-term potential. Choose a weakness that shows strategic thinking about your professional development and how you’d grow in the role you’re applying for.
For assessment centres
If weaknesses come up during group exercises or presentations, be authentic but remember you’re being observed holistically. Show self-awareness in the moment (“I realise I’ve been talking more than listening”) and demonstrate flexibility to adjust.
Practical Preparation Template (Use This Before Your Interview)
Here’s a worksheet you can complete to prepare your weakness answer:
My chosen weakness:
[Write a concise statement of your weakness]
Why this weakness (must meet all criteria):
- Is it genuine and something I’ve actually worked on? Yes/No
- Is it NOT a core competency of the role? Yes/No
- Can I provide specific examples? Yes/No
- Does it demonstrate growth potential? Yes/No
STAR structure:
Situation (when/where did you notice this):
[2-3 sentences providing context]
Task (why did it matter/what needed to change):
[1-2 sentences explaining the impact]
Action (what specific steps have you taken):
[3-4 sentences detailing concrete actions – be specific!]
Result (what’s improved/what feedback have you received):
[2-3 sentences with evidence of progress]
Potential follow-up questions to prepare for:
- “Can you give me another example of this weakness?”
- “How recently has this weakness affected your work?”
- “What would you do if this weakness became an issue in this role?”
My 60-second version (for quick screening):
[Write a condensed version hitting the key points]
My 2-minute version (for detailed interviews):
[Write a full STAR response with rich examples]
How This Connects to Your Broader Interview Preparation
The weakness question doesn’t exist in isolation. It’s part of a broader assessment of who you are as a professional. Make sure you’re also prepared for:
Strengths questions (which should complement rather than contradict your weakness) Questions about why you want to work for the company Transferable skills discussions that show how your experience applies Examples of how you’ve overcome challenges in past roles
Your weakness answer should be consistent with the overall narrative you’re presenting about yourself. If you claim your weakness is “sometimes being too focused on detail,” but throughout the interview you’ve given vague, unfocused answers, that contradiction will be noticed.
Similarly, ensure your CV and your interview responses tell the same story. If your CV shows you managed a team of 12, don’t then say your weakness is “I’ve never managed anyone before” (unless you’re clarifying you managed peers rather than direct reports).
What to Do After You’ve Answered
Once you’ve delivered your weakness answer, read the room. If the interviewer nods and moves on, that’s fine. If they seem to want more information, be prepared with follow-up examples.
Some interviewers might ask “What’s another weakness?” This is actually a good sign as it means they were satisfied with your first answer. Have a second weakness prepared using the same framework. The second one can be slightly less significant than the first, as you’ve already demonstrated self-awareness.
If the interviewer seems concerned about your weakness, you can add: “I want to emphasise that this is something I’m actively working on and managing. I’m confident it won’t impact my ability to excel in this role, and I’d welcome your guidance as I continue developing in this area.”
Industry-Specific Considerations for UK Job Seekers
Different sectors have different expectations when it comes to weaknesses:
Finance and professional services
These sectors value precision and reliability. Good weaknesses to consider include communication style improvements, developing commercial acumen, or building sector-specific technical skills. Avoid anything suggesting carelessness with details or data.
Creative and marketing sectors
These fields appreciate innovation and self-direction. Consider weaknesses around structure and process (whilst showing you’re working on it), balancing creativity with commercial realities, or developing quantitative skills alongside creative ones.
Healthcare and social care
These roles require exceptional interpersonal skills and emotional resilience. Appropriate weaknesses might involve maintaining professional boundaries whilst still caring deeply, delegating tasks when caring for patients, or developing specific clinical skills. Never suggest patient safety or ethical concerns.
Technology and IT
Technical roles benefit from weaknesses that show you’re developing softer skills like communication, stakeholder management, or team leadership. Acknowledging limited experience with specific (non-essential) technologies can work if you demonstrate quick learning.
Public sector and education
These sectors often value collaboration and process. Weaknesses around adapting to ambiguity, being impatient with bureaucracy (whilst respecting its purpose), or developing sector-specific knowledge can resonate well.
Browse UK job categories to understand sector-specific expectations before your interview.
Real Candidate Success Stories
Understanding what works in theory is helpful, but seeing real results is more powerful. Here are some anonymised examples from UK job seekers who used this framework successfully:
Sarah, Graduate Management Trainee
Sarah was interviewing for competitive graduate schemes. Her weakness was “limited experience making decisions with significant financial implications.” She framed this by explaining how her student society role involved budgets under £1,000, but she was keen to develop commercial acumen for larger decisions. She outlined the financial management courses she’d completed and mentioned she sought out a mentor in finance. She received three offers from her five final-stage interviews.
James, Career Changer to IT
James was transitioning from teaching to software development through a coding bootcamp. His weakness was “still building confidence in my technical skills compared to computer science graduates.” He was honest that he was newer to coding but emphasised his proven ability to learn complex systems quickly (referencing how he’d mastered the national curriculum), his practical project portfolio, and his commitment to continuous learning. He secured a junior developer role at a respected UK tech company.
Priya, Senior Marketing Manager
Priya was interviewing for director-level roles. Her weakness was “I sometimes focus so heavily on execution that I need to remind myself to step back and think strategically.” She provided examples of implementing monthly strategy sessions, seeking executive coaching, and how her strategic thinking had measurably improved. The hiring panel appreciated her self-awareness at senior level and her proactive development. She was offered the role.
What these candidates had in common was authenticity, evidence of improvement, and confidence in their overall capabilities despite acknowledging genuine areas for growth.
Additional Resources for Your Interview Success
Mastering the weakness question is just one part of interview preparation. Continue building your confidence with these resources:
How to prepare for a job interview in the UK for comprehensive interview strategies Essential skills UK employers are seeking to understand what else interviewers assess Why you’re not getting interviews if you’re struggling to reach interview stage How to find a job in the UK quickly for broader job search strategies UK job application mistakes to avoid to ensure your application gets you to interview
For role-specific preparation, explore opportunities in Healthcare & Medical, IT & Technology, Finance & Accounting, Engineering, Marketing & PR, or browse all UK job categories.
Stay informed about the broader employment landscape with our guides to the UK job market in 2026, emerging UK sectors, and in-demand jobs.
Final Thoughts: Turning Anxiety Into Opportunity
The “weakness” question doesn’t have to fill you with dread. When you understand what recruiters are actually assessing and prepare using the frameworks in this guide, you can transform this moment into one that showcases your professionalism.
Remember: every successful professional has weaknesses. What distinguishes great candidates is the self-awareness to recognise these areas and the initiative to address them. By preparing authentically and thoughtfully, you’re not just answering a question. You’re demonstrating the kind of professional growth mindset that UK employers actively seek in 2026.
The next time an interviewer asks “What’s your greatest weakness?”, you won’t panic. You’ll see it for what it really is: an opportunity to show you’re exactly the kind of self-aware, growth-oriented professional they want on their team.
Ready to put this into practice? Use the preparation template above, practice your STAR response out loud, and approach your next interview with confidence. You’ve got this.
Explore the latest job opportunities across the UK and continue your career development journey with more career advice articles.
FAQs
What is a good weakness to say in an interview?
A good weakness is one that’s genuine but not a core competency of the role, demonstrates self-awareness, and shows you’re actively working on improvement. Examples include struggling with delegation, being detail-focused to the point of missing deadlines, difficulty with public speaking (if not essential for the role), or being impatient with slow processes. Always pair your weakness with specific actions you’ve taken to improve.
How do you answer “What are your weaknesses?” in a UK job interview?
Use the STAR method: state the weakness, provide context (Situation), explain why it mattered (Task), detail the specific actions you’ve taken to improve (Action), and share evidence of progress (Result). Keep your answer to 60-90 seconds for screening interviews and 2-3 minutes for detailed interviews. Be authentic, avoid disguised strengths like “perfectionism,” and never mention a core requirement of the role as your weakness.
What should you not say when asked about weaknesses?
Never say you don’t have any weaknesses, as this suggests poor self-awareness. Avoid disguised strengths like “I work too hard” or “I’m too much of a perfectionist,” which recruiters see as dodging the question. Don’t mention weaknesses that are core to the role (e.g., poor numeracy for an accounting position) or character flaws like dishonesty, laziness, or inability to work with others. Avoid irrelevant personal traits that don’t relate to professional capabilities.
Can you give examples of weaknesses that show growth mindset?
Yes. Examples include: difficulty delegating (you’ve learned to trust your team more), overthinking decisions (you’ve implemented decision-making frameworks), struggling with public speaking (you’ve joined Toastmasters), being too detail-focused (you’ve learned the 80/20 principle), difficulty saying no (you’ve developed workload management systems), or explaining technical concepts simply (you’ve practiced using analogies). The key is showing what you’ve done to improve.
Should your weakness be related to the job you’re applying for?
Your weakness should be professionally relevant but never a core competency of the role. It should relate to workplace skills generally rather than being so specific to the role that it raises concerns about your ability to succeed. For example, if applying for a project management role, don’t say you “struggle with organisation” or “can’t meet deadlines,” but you could say you’re “working on being more comfortable with ambiguity in project scopes.”
How honest should you be about weaknesses in interviews?
Be genuinely honest but strategic. Choose a real weakness you’ve actually worked on so you can speak authentically, but ensure it’s not so severe that it disqualifies you from the role. Honesty builds trust with interviewers, but remember this is still a professional setting where you’re showcasing your suitability for the position. The goal is authentic self-awareness, not confessional oversharing.
What if the interviewer asks for multiple weaknesses?
This often means your first answer was well-received. Prepare a second weakness using the same framework as your first, typically something slightly less significant. Ensure your two weaknesses don’t contradict each other or create a pattern of serious concerns. For example, you could mention both “difficulty delegating” and “sometimes being impatient with slow processes” as they both show drive, with your actions demonstrating you’re developing balance.
How do you show you’re working on your weakness?
Provide specific, concrete actions rather than vague statements. Instead of “I’m trying to improve,” say “I’ve enrolled in a public speaking course that meets fortnightly, and I volunteer to present at team meetings.” Include evidence of progress such as manager feedback, measurable improvements, or specific situations where you’ve successfully applied new approaches. The more detailed and recent your examples, the more credible your improvement story.
Is it acceptable to mention lack of experience as a weakness?
For entry-level or career-changing roles, yes, but frame it carefully. Specify exactly what experience you lack (e.g., “limited experience with corporate budgeting processes”) rather than being vague. Immediately follow with what you’re doing about it: relevant courses, transferable skills from other contexts, or research you’ve undertaken. Make it clear this is a temporary knowledge gap you’re actively closing, not a fundamental capability issue.
What weaknesses work best for graduate and entry-level interviews?
For graduates, appropriate weaknesses include limited professional experience in specific areas (whilst highlighting transferable skills), overthinking decisions (showing you’re learning to balance analysis with action), difficulty with public speaking (demonstrating you’re working on it), or being overly eager to contribute (showing you’re learning prioritisation). Avoid weaknesses that suggest poor fundamental skills like time management, reliability, or work ethic, as you have less track record to counterbalance these concerns.
Key Takeaways
The weakness question assesses self-awareness, growth mindset, and cultural fit rather than trying to catch you out. Understanding this transforms how you approach your answer.
Never choose a weakness that’s a core competency of the role. Always review the job description carefully and ensure your weakness doesn’t contradict fundamental requirements.
Use the STAR method to structure your answer: provide Situation context, explain the Task or why it mattered, detail specific Actions you’ve taken to improve, and share measurable Results demonstrating progress.
Avoid common mistakes including disguised strengths (“I’m too much of a perfectionist”), the “no weakness” response, dealbreaker weaknesses, or weaknesses without improvement plans.
Prepare at least two genuine weaknesses with detailed STAR responses, adjusting the length based on interview stage (60-90 seconds for screening, 2-3 minutes for detailed interviews).
Tailor your weakness choice to your sector and career stage. What works for a graduate in tech differs from what’s appropriate for a senior leader in healthcare or a career changer in finance.
Practice your answer out loud until you can deliver it naturally and confidently. The goal is authentic self-awareness, not a rehearsed script.
Your weakness answer should align with your overall interview narrative, CV content, and the professional image you’re projecting throughout the recruitment process.
Every weakness needs an action plan. Simply stating a problem without explaining how you’re addressing it suggests you’re either unaware of the importance of growth or unwilling to develop.
Authenticity paired with evidence of improvement is more compelling than a perfect answer. Interviewers want to see genuine self-reflection and proactive professional development.