Almost every interview ends with the same question:
“Do you have any questions for us?” Many candidates, relieved that the interview is nearly over, reply, “No, I think you’ve covered everything.”
Don’t miss this opportunity. The questions you ask can demonstrate curiosity, preparation, and genuine interest in the role. A thoughtful question or two can leave a strong final impression, provided you’re not asking something you could have answered with a quick look at the firm’s website.
Quick answer
Always have two or three genuine questions ready. Good ones show real interest and help you evaluate the role, for example, about the kind of work a junior actually does, how learning and feedback happen, or what the interviewer enjoys about the team. Avoid questions answered on the website, and avoid leading with pay and leave in an early round.
Why this moment matters
Your questions are the last thing the interviewer hears, and they signal how seriously you’re taking this. “No questions” reads as low interest or low effort. A thoughtful question does two things at once: it shows you’ve genuinely engaged, and it helps you work out whether this is the right place, because an interview is a two-way decision, even if it doesn’t always feel like it.
Good questions to ask
About the work:
- What does a typical week look like for a junior in this team?
- What kind of work would I be trusted with early on?
- What does the team look for in someone who does well here?
About growth:
- How does feedback and learning usually happen for juniors?
- How do people typically develop and progress in this practice?
Personal / genuine:
- What do you personally enjoy most about working here / in this practice?
- What’s something you wish you’d known when you started in this area?
These are genuine, easy to ask, and hard to answer generically, which makes for a real conversation rather than a box-tick.
YLCC ACTION STEP: Prepare three questions before every interview and keep one in reserve in case the others get answered during the conversation. Tailor at least one to something specific about the firm or the practice; that’s the one that lands.
PLEASE DON’T DO THIS: Don’t ask questions that are already answered on the firm’s website, such as “What does your firm do?” It suggests you didn’t prepare. Avoid leading with questions about salary, leave, or perks in an early-round interview. Those conversations usually happen later in the hiring process. And don’t say, “No, I don’t have any questions.” Even if the interviewer has covered most of what you wanted to know, ask one thoughtful question, for example: “You’ve answered many of my questions already, but I’d love to know what you enjoy most about working with this team.” It’s a simple way to end the interview on a positive, engaged note.
Reading the room
Match your questions to who’s interviewing you and the stage. With a partner or senior advocate, ask about the work and the practice. With HR in a later logistics round, practical questions about the role, timeline or next steps are fine. And if genuinely everything was covered, it’s okay to say so briefly and still ask one light, genuine question rather than forcing three.
FAQs
- How many questions should I ask? Two or three is plenty. Prepare a few extra in case some get answered earlier.
- Is it bad to have no questions? Yes, it reads as low interest. Always have at least one genuine question ready.
- Can I ask about salary and leave? Better to hold those for later rounds or the offer stage; don’t lead with them early.
- What’s a safe, strong question? “What does a junior actually work on early here?” or “What do you enjoy most about this team?”, genuine and hard to answer generically.
- What if all my questions were already answered? Say so briefly and ask one reflective question, like what the interviewer enjoys about the work.
