This essay, told from the perspective of a conversation with Noah Berk, the co-Chief Executive Officer of Aptitude 8, has been carefully edited to preserve clarity while relaying the key insights he shared. Berk, who resides in Columbia, Maryland, leads Aptitude 8, a consultancy recognized as one of the foremost technical partners within HubSpot’s ecosystem. Aptitude 8 specializes in the sophisticated implementation and deployment of HubSpot’s platform on behalf of diverse clients, ensuring organizations can maximize the software’s potential.
Berk explained that when an applicant reaches the stage of interviewing with him directly, it typically represents the final step of the hiring process. By this point, he has already established a systematic outline of qualities and attributes that he is paying close attention to. His goal during these conversations is not only to confirm whether the individual aligns with the technical needs of a position but also to determine if this person would be a strong cultural fit within the firm. At the same time, he uses the interview to communicate expectations clearly to candidates, ensuring they have a transparent view of the role and the organization before moving forward.
A central value Berk emphasizes is the relentless pursuit of personal learning and the cultivation of curiosity. In his words, the trait that truly distinguishes a promising candidate from the rest is an eagerness to educate themselves continually. He points out that in today’s market—where information can be hastily reproduced through AI-driven tools—it has become alarmingly common for professionals to rely on regurgitated responses rather than develop original thinking about their careers and the paths they wish to pursue. For Berk, the gold standard is a candidate who demonstrates intellectual curiosity: someone who reads extensively, who seeks knowledge actively, and who exercises the habit of consistent learning.
He shared a particular experience that stood out across his extensive career in interviewing. Before serving as a co-CEO, Berk had already evaluated thousands of potential employees while working as a recruiter, and in his current executive role, he has personally interviewed hundreds more. Among all of these encounters, one stands out vividly in his memory because of the surprising originality of a simple but profound question a candidate posed. Rather than asking about routine company matters or position details, the candidate leaned forward and inquired, “What are you reading?”
This unexpected question caught Berk’s attention immediately. It revealed more than idle curiosity—it reflected an awareness that understanding what a leader is reading could provide insight into the organization’s mindset, values, and direction. It suggested that the candidate was not focused solely on their own potential benefits or career outcomes but was genuinely curious about the intellectual framework shaping company culture and future strategy. At the time, Berk happened to be reading *The Culture Code* and simultaneously revisiting *Traction: Get a Grip on Your Business*. Because of this, the question felt like a direct shortcut to his current mental state, inviting him to share his intellectual influences and thereby opening a deeper conversation.
Interestingly, Berk himself often reciprocates by asking prospective candidates the very same question about what they are reading. As he explained, the purpose is not to judge whether someone is reading a conventional business book or a work directly tied to professional development. Instead, he is simply interested in whether they are dedicating time to exercise their critical thinking abilities. The choice to pick up a book—whether serious nonfiction or lighthearted fiction—reflects discipline, curiosity, and the willingness to engage the mind in more demanding ways than passive consumption of content, such as endlessly scrolling through social media platforms. Reading, in his view, is an active choice, and many overlook its importance precisely because easier alternatives exist.
Berk contrasted this insightful question with what he considers weak or ineffective ones. For instance, he mentioned that one of the most common questions interviewers hear is, “What is the culture like here?” He regards it as unproductive because no company representative is going to respond with a negative portrayal of organizational culture, regardless of the truth. Such broad and generic questions are unlikely to yield useful insights and may even suggest a lack of deeper preparation.
He also flagged another misstep candidates frequently make when they reach the final interview stage, often with a senior leader. Many assume they no longer need to ask questions because they have already received answers in previous rounds. In reality, this is the worst possible approach, because different interviewers often provide varying perspectives, nuance, and depth. Thoughtful repetition of questions not only demonstrates thoroughness but also opens opportunities to gather more complete and accurate information.
Berk strongly advises candidates to invest effort in pre-interview research. In practice, this means reviewing what a company’s leaders are posting on LinkedIn, reading recent press releases, and piecing together the challenges and opportunities currently occupying leadership’s attention. From this preparation, applicants should come equipped with five to seven substantive questions that convey genuine curiosity and seriousness about the position. For example, a thoughtful candidate might ask about the unusual leadership structure at Aptitude 8: “What does it mean to be co-CEOs? How do you and your cofounder make decisions together? What motivated you to adopt this dual-leadership model?” Such questions leap beyond surface-level interest and are only possible when a candidate has done their homework.
Reflecting back, Berk noted that while the candidate who asked the memorable reading question ultimately was not hired—the decision came down to other factors among a slate of excellent applicants—the exchange nevertheless left a lasting impression on him. Their question conveyed character, thoughtfulness, and above all, authentic curiosity. In highly competitive hiring situations, such moments of differentiation can be decisive. Even if curiosity does not guarantee an offer, it can tip the balance when candidates have comparable technical skills and experience.
As Berk summarized, today’s job market is exceptionally competitive, saturated with talented individuals who are vying for limited opportunities. To stand out, a candidate must demonstrate not just competence but also intellectual engagement and forward-thinking curiosity. When the final interview arrives, especially with a senior figure such as a department leader or executive, failing to prepare questions or simply offering generic ones can undermine an otherwise strong candidacy. On the other hand, a well-researched, thoughtful inquiry shows an applicant’s ability to connect, reflect, and participate in meaningful dialogue.
Ultimately, the lesson is clear: to succeed in high-stakes interviews, a candidate must not only display technical proficiency but also the intellectual hunger and authentic curiosity that drive long-term growth and alignment with an organization’s mission.
Sourse: https://www.businessinsider.com/ceo-reveals-best-job-interview-question-2025-8
