How to Answer "What's Your Greatest Weakness?" in Job Interviews

Should you play it safe? Or should you speak the truth? Here’s how to answer this question the right way.

Have you ever been in a job interview or an icebreaker activity and stumbled upon the infamous question, “What’s your greatest weakness?”

It’s a tricky question to answer because you want to be honest, but you also don’t want to talk negatively about yourself.

Watch our video below to learn how to expertly answer the question: “What’s Your Greatest Weakness?”

Why Do Interviewers Ask About Your Greatest Weakness?

Before you can answer this question well, you need to understand why hiring managers ask it in the first place.

It’s not a gotcha. They’re not hoping you’ll disqualify yourself by admitting you’re chronically late or can’t work with others. The question serves several real purposes:

They want to assess self-awareness. Can you accurately evaluate your own performance? People who understand their limitations tend to seek help when needed, accept feedback, and grow faster. A 2025 industry report found that 76% of employers globally struggle to fill roles—they need people who can identify gaps and work to close them.

They’re testing honesty. The fake-positive answer (“I work too hard!”) tells them you’re willing to dodge uncomfortable truths. That’s a red flag for team dynamics and accountability.

They’re looking for growth mindset. How you talk about your flaws reveals how you handle setbacks. Do you blame circumstances? Make excuses? Or do you own the problem and take steps to improve?

As organizational psychologist Adam Grant writes: “When you have to address your weaknesses in a cover letter or an interview, it’s only natural to channel your inner Michael Scott: ‘I work too hard. I care too much.’ But obvious humblebrags won’t fool interviewers. Your goal is not to convince them that you’re flawless. It’s to show that you’re honest—and self-aware enough to see your blind spots and open to learning from your shortcomings.”

They’re evaluating fit. Some weaknesses matter more for certain roles. A sales position requires different strengths than an engineering role. The hiring manager wants to see if your particular growth areas will create problems in this specific job.

The bottom line: this question is less about your flaw and more about your character. Show them someone who knows themselves, takes responsibility, and keeps improving.

What Hiring Managers Really Want to Hear

Let’s get specific about what makes hiring managers lean forward versus mentally check out.

What Impresses Them

Specificity. Vague answers like “sometimes I struggle with communication” tell them nothing. Concrete examples like “I used to interrupt people in team meetings because I got excited about ideas” show genuine reflection.

Evidence of action. Naming a weakness is step one. Describing what you’ve done about it is what separates memorable candidates from forgettable ones. Tools you’ve adopted, courses you’ve taken, feedback you’ve sought—these details matter.

Appropriate stakes. The best weaknesses are real enough to be credible but not so severe they’d disqualify you. Missing deadlines occasionally is relatable. Missing every deadline is a deal-breaker.

A growth arc. Start with the problem, show the work, end with the progress. This narrative structure signals maturity and accountability.

Career coach Pamela Skillings explains: “A strong answer to the greatest weakness question is honest, reveals some self-knowledge, and ends on a positive note by showing what you’ve done to address the issue. You want the interviewer to walk away thinking, ‘This person knows themselves and is always improving.’”

What Makes Them Cringe

The humblebrag. “I’m too much of a perfectionist” or “I care too much about quality.” These aren’t weaknesses—they’re compliments dressed up in weakness clothing. Hiring managers see right through them.

The irrelevant confession. “I’m terrible at cooking” or “I can’t parallel park.” These dodge the question entirely and waste everyone’s time.

The disqualifying admission. If you’re interviewing for an accounting job, don’t say you struggle with attention to detail. If you’re applying to manage a team, don’t reveal that you hate giving feedback. Pick something real but not role-critical.

The excuse-maker. “I had a boss who never trained me properly” or “My last company didn’t give me the resources.” These answers shift blame and signal low accountability.

The non-answer. “I honestly can’t think of any weaknesses” suggests either poor self-awareness or unwillingness to be vulnerable. Neither is a good look.

The Two-Part Formula for Answering This Question

Here’s a structure that works across industries and experience levels. Career expert Alison Green recommends this approach: “The best plan of attack is a two-part answer. First, think seriously about your weak points. What have you struggled with in the past?”

Part 1: Name a Real Weakness

Pick something genuine that you’ve actually worked on. It should be:

• Real: Something you’ve genuinely struggled with, not a fake positive
• Non-essential: Not a core requirement of the job you’re applying for
• Improvable: Something you can demonstrate progress on
• Professional: Related to work skills or habits, not personal life

Script example: “One area where I’ve put in real effort is time management. Earlier in my career, I’d say yes to multiple projects without realistic estimates of how long they’d take. I’d end up scrambling to meet deadlines or delivering work that wasn’t my best.”

Notice what this does: it names a specific, common struggle without catastrophizing. The phrase “earlier in my career” signals this is something you’ve worked on, not a current crisis.

Part 2: Show Your Growth

This is where you demonstrate self-awareness in action. Describe:

• What you recognized about the problem
• Specific steps you took to address it
• Measurable results or improvements
• Ongoing commitment to growth

Script example: “I realized I needed systems, not just willpower. I started using time-blocking in my calendar and built in buffer time for unexpected requests. I also got better at asking clarifying questions upfront—‘When do you need this by?’ and ‘What does done look like?’—so I could give realistic commitments. Now I rarely miss deadlines, and when timelines shift, I communicate early instead of scrambling at the end.”

Career development specialist Lily Zhang advises: “When answering ‘What is your greatest weakness?,’ pick something that’s genuine but not essential to the role, and then spend most of your answer talking about the concrete steps you’re taking to get better. That way, you’re not just admitting a flaw—you’re demonstrating growth.”

Example Weaknesses and Full Sample Responses

Here are proven examples organized by weakness type, with complete scripts you can adapt.

Perfectionism (Done Right)

The wrong way: “I’m such a perfectionist that I hold myself to impossibly high standards.”

The right way: “I used to spend too much time polishing work that was already good enough. I’d revise presentations five times when two revisions would have been fine. This meant I sometimes delivered excellent work late, which isn’t actually excellent.

I’ve learned to ask myself ‘What does good enough look like here?’ before starting a project. For routine tasks, I set time limits. For high-stakes work, I still invest the extra effort, but I’m more strategic about where perfectionism actually adds value. My manager in my last role specifically noted in my review that I’d improved at delivering quality work on time.”

Public Speaking Nervousness

“Public speaking used to make me physically uncomfortable. In my first job, I’d avoid volunteering for presentations and would read directly from slides when I had to present.

I joined a local Toastmasters group and committed to presenting at least twice a month for six months. The practice helped, but what really shifted things was learning that nervousness and excitement produce similar physical sensations—so I started reframing my nerves as anticipation rather than fear. I still get a little rush before presenting, but now I genuinely enjoy it. I led a training session for 40 people last quarter and got strong feedback.”

Delegation Struggles

“I used to struggle with delegation. I’d think ‘It’s faster if I just do it myself’ and end up overwhelmed with tasks that should have been distributed across the team.

I realized this was actually holding my team back from developing skills and making me a bottleneck. I started with small delegations—tasks where mistakes wouldn’t be costly—and built up from there. I also worked on giving clearer briefs upfront so the work didn’t bounce back for revision. Now I actively look for opportunities to delegate, and I’ve seen team members grow into responsibilities I never would have handed off three years ago.”

Being Overly Critical of Own Work

“I can be my own harshest critic, which sometimes affects how confidently I present ideas. I’d second-guess myself in team meetings and hold back contributions that, looking back, would have been valuable.

I started seeking feedback proactively from colleagues I trust—asking them to tell me when they thought I was underselling an idea. I also began tracking when my contributions were well-received, which helped me calibrate my internal critic. I’m still thoughtful about what I share, but I no longer let self-doubt keep me quiet when I have something useful to add.”

Difficulty Saying No

“I used to have trouble saying no to requests, which meant I’d overcommit and either miss deadlines or deliver rushed work. I wanted to be helpful, but I was actually being less reliable.

I’ve learned to pause before agreeing to anything new. I’ll say ‘Let me check my current commitments and get back to you by end of day.’ This gives me time to realistically assess whether I can deliver quality work on their timeline. If I can’t, I’ll suggest an alternative timeline or help them find someone else. My colleagues have told me they actually trust my commitments more now because when I say yes, I mean it.”

Taking Criticism Personally

“Early in my career, I took feedback personally. Even constructive criticism felt like an attack, and I’d get defensive or withdraw.

I worked with a mentor who helped me see feedback as data, not judgment. She’d have me repeat back what I heard before responding, which gave me time to process rather than react. I also started asking for feedback more often on smaller things, which made it feel more routine and less high-stakes. Now I actively seek out criticism because I’ve seen how much faster I improve when I get honest input.”

Impatience with Slow Processes

“I can get impatient when processes feel inefficient. In my last role, I’d sometimes push to move faster without fully understanding why certain steps existed, which occasionally created friction.

I’ve learned to ask more questions before suggesting changes. ‘What happens if we skip this step?’ often reveals important context I was missing. I’ve also channeled that impatience into actually improving processes through the right channels—documenting inefficiencies, proposing solutions, and getting buy-in before making changes. My drive to optimize is still there, but it’s more constructive now.”

Overcommitting to Helping Others

“I have a tendency to drop everything to help colleagues with their problems, which sounds nice but meant my own work would slip.

I’ve established better boundaries. I block focus time on my calendar and protect it. When someone asks for help during those blocks, I’ll say ‘I can help you at 2pm—does that work?’ Usually it does, and they can make progress on their own in the meantime. I still help plenty, but it’s more sustainable.”

Job-Specific Weakness Examples

Different roles call for different considerations. Here’s how to adapt your answer for specific industries.

Sales Roles

Good weakness: “I used to struggle with follow-up. I’d have great initial conversations but lose momentum because I didn’t have a consistent system for staying in touch. I’ve since built a follow-up cadence into my CRM with reminders, and my close rate has improved as a result.”

Why it works: Follow-up is important in sales, but it’s a skill that can be systematized. This shows process improvement.

Avoid: Anything related to relationship-building, rejection sensitivity, or communication skills—these are too central to the role.

Engineering Roles

Good weakness: “I sometimes go too deep into technical implementation before stepping back to confirm I’m solving the right problem. I’ve learned to front-load more time on problem definition and stakeholder alignment before diving into code. It means fewer pivots later.”

Why it works: Shows technical enthusiasm but also business awareness and adaptability.

Avoid: Attention to detail, problem-solving, or collaboration issues—these are core to engineering work.

Nursing and Healthcare

Good weakness: “I used to have difficulty leaving work at work. I’d think about patients after my shift ended, which affected my rest and, eventually, my effectiveness. I’ve developed better routines for transitioning out of work mode—debriefing with colleagues before leaving, exercise after shifts, and letting myself fully unplug on days off.”

Why it works: Demonstrates empathy (caring about patients) while showing awareness of burnout risks and self-care strategies.

Avoid: Anything suggesting you rush, struggle under pressure, or have difficulty with emotional situations.

Management Roles

Good weakness: “I used to avoid difficult conversations, especially around performance issues. I’d give feedback that was too softened to be useful. I’ve worked hard on being more direct while still being supportive. I prepare specific examples before performance conversations now, and I’ve seen team members improve faster because they know exactly what to work on.”

Why it works: Direct feedback is crucial for managers, and acknowledging past struggles with it shows self-awareness.

Avoid: Delegation difficulties (core management skill), favoritism, or inability to make decisions.

Customer Service Roles

Good weakness: “I used to take upset customers’ frustrations personally, which would drain my energy over the course of a shift. I’ve learned techniques for staying calm and not absorbing negativity—deep breaths, reminding myself their frustration isn’t about me personally, and taking short mental breaks between difficult calls. I’m much more resilient now.”

Why it works: Emotional regulation is learnable, and this shows growth in a sustainable direction.

Avoid: Patience issues, communication struggles, or difficulty staying calm under pressure.

Project Management

Good weakness: “I have a tendency to want to solve problems myself rather than escalating them early. I’ve learned that early escalation isn’t admitting failure—it’s good risk management. I now flag potential issues to stakeholders while they’re still small, which gives us more options for resolution.”

Why it works: Shows ownership while demonstrating you’ve learned when escalation is appropriate.

Avoid: Organization issues, deadline management, or communication problems—these are too core to PM work.

Weaknesses to Avoid and Common Cliché Responses

Some answers are so overused or problematic that they’ll hurt more than help.

The Classic Humblebrags

These aren’t fooling anyone:

• “I’m a perfectionist” (without specific context)
• “I work too hard”
• “I care too much”
• “I’m too detail-oriented”
• “I’m too dedicated to my job”

Hiring managers have heard these thousands of times. They signal that you’re either not self-aware or not willing to be vulnerable.

The Irrelevant Dodge

• “I’m not good at cooking”
• “I can never find my car keys”
• “I’m terrible at sports”

These waste everyone’s time and suggest you’re avoiding the question.

The Disqualifier

Don’t mention weaknesses that are essential to the job:

• “I have trouble with deadlines” (for a project manager role)
• “I struggle with numbers” (for an accounting position)
• “I don’t like talking to people” (for a sales job)
• “I have difficulty accepting feedback” (for any role)

The Blame-Shifter

• “My last manager never gave me the training I needed”
• “I’ve had bad luck with disorganized companies”
• “I work best when left alone, but nobody lets me”

These suggest you externalize responsibility rather than owning outcomes.

The Non-Answer

• “I honestly can’t think of anything”
• “My weaknesses aren’t relevant to this role”
• “I’d have to think about that”

These suggest poor self-reflection or unwillingness to engage with the question.

How to Prepare and Practice Your Answer

Don’t wing this. Only 24% of candidates are happy with the interview process, and preparation is a major factor in feeling confident versus anxious.

Step 1: Make a Real List

Write down actual struggles you’ve had at work. Be honest with yourself. Consider:

• Feedback you’ve received in performance reviews
• Moments when you wished you’d handled something differently
• Skills you’ve actively worked to develop
• Patterns that have repeated across multiple jobs

Step 2: Filter for the Role

Look at the job description. What skills are absolutely essential? Cross anything on your list that overlaps with those requirements.

For a remaining weakness, ask:

• Is this specific enough to be credible?
• Have I actually worked on this?
• Can I describe concrete progress?

Step 3: Write It Out

Draft your full answer using the two-part formula. Read it aloud. Time yourself—aim for 60-90 seconds.

Step 4: Practice with Someone

Have a friend or family member ask you the question cold. Notice where you stumble. Refine.

Step 5: Prepare Variations

Some interviewers ask this differently:

• “Tell me about a time you failed”
• “What would your previous manager say you need to work on?”
• “What’s an area of professional development for you?”

Make sure your prepared answer can flex to these variations.

What If You Think You Don’t Have Any Weaknesses?

Some candidates genuinely struggle to identify weaknesses. This doesn’t mean you’re perfect—it usually means you haven’t reflected deeply enough or you’re resisting vulnerability.

Try these approaches:

Ask others. Send a quick message to two or three former colleagues: “I’m preparing for interviews and working on self-awareness. What’s one area you’d suggest I develop?” You might be surprised what you learn.

Review past feedback. Dig through old performance reviews or project retrospectives. What patterns emerge?

Consider what you avoid. Tasks you put off or delegate might point to areas of discomfort that could qualify as weaknesses.

Think about what you’ve improved. If you’re good at something now that you weren’t good at before, that earlier struggle counts as a weakness you’ve addressed.

Consider what frustrates you about others. Sometimes our pet peeves reflect our own tendencies. If disorganization in others drives you crazy, you might be rigidly organized in ways that create friction.

Alison Green notes: “A good job is one that capitalizes on your strengths. A great job is one that capitalizes on your strengths AND your weaknesses.” The goal isn’t to have no weaknesses—it’s to understand them well enough to work around them or grow through them.

Why Vulnerability Actually Works in Interviews

There’s a counterintuitive truth about interviews: a bit of authentic vulnerability can make you more likeable, more memorable, and more trustworthy.

Research on social dynamics shows that appropriate self-disclosure builds connection. When you share something real—including a genuine flaw—you signal that you’re not performing. You’re being human.

This doesn’t mean oversharing or being confessional. It means being honest within appropriate bounds. The candidate who says “I’ve worked hard on my public speaking because it used to terrify me” comes across as more relatable than the one who claims to have no weaknesses.

Social anxiety affects about 13% of Americans at some point in their lives, and interviews are high-anxiety situations by design. Interviewers understand this. A moment of honest vulnerability can actually put both parties at ease.

The Trust Connection

When you share a genuine weakness and describe how you’ve addressed it, you demonstrate:

• Integrity: You’re willing to be honest even when it’s uncomfortable
• Self-awareness: You can accurately assess your own performance
• Growth mindset: You see weaknesses as development opportunities, not fixed traits
• Confidence: You’re secure enough to admit imperfection

These qualities matter more to most hiring decisions than pretending to be flawless.

How to Handle the Awkwardness

Even with perfect preparation, this question can feel uncomfortable. Here are tactics for managing the moment:

Pause before answering. A brief pause suggests thoughtfulness. Rushing into your answer can seem rehearsed or anxious.

Maintain eye contact. Looking at someone while speaking creates connection and signals confidence, even when discussing something uncomfortable.

Keep your tone matter-of-fact. You’re describing professional development, not confessing crimes. Treat it neutrally.

Transition cleanly. After your answer, a brief “So that’s something I’ve put real effort into” signals you’re ready to move on.

Don’t dwell. Once you’ve answered, stop. Don’t keep adding qualifications or examples. Let your answer stand.

What to Do After You Answer

The question has a natural endpoint. After you’ve described your weakness and growth, the conversation should move on. A few notes:

Don’t revisit it. If the interviewer moves to a different topic, don’t circle back to add more context about your weakness. Let it go.

Connect to your strengths if asked. Some interviewers will pivot directly to “What’s your greatest strength?” This is intentional—they want to see how you balance self-criticism with self-confidence.

Note what they respond to. If the interviewer nods, says “that’s a good one,” or shares a similar experience, they likely appreciated your honesty. This is useful feedback for future interviews.

Your Greatest Weakness Takeaway

1. Answer honestly. Fake positives don’t fool anyone. Pick a real weakness you’ve actually worked on.
2. Use the two-part formula. Name the weakness specifically, then describe concrete steps you’ve taken to address it.
3. Match the weakness to the role. Avoid anything that’s core to the job you’re applying for.
4. Skip the clichés. “Perfectionist” and “I work too hard” are interview poison.
5. Show growth, not excuses. The arc from weakness to improvement is what makes your answer memorable.
6. Practice out loud. Write it, time it (60-90 seconds), and rehearse with another person.
7. Embrace the vulnerability. Honest self-disclosure builds trust and makes you more likeable.

The “greatest weakness” question doesn’t have to be dreaded. Approached with honesty and preparation, it’s a chance to show self-awareness, growth mindset, and genuine confidence. That’s what hiring managers are actually looking for.

Want more strategies for acing interviews? Check out our guide on 45 great questions to ask an interviewer or learn about the eight things you should never say in an interview.