You’re interviewing every day.
Most of what we’ve covered so far in previous posts has been general interview preparation. This post is for those of you already working in local government and applying to move up, or move over, to a new role.
Internal candidates often assume they have the advantage, and in some ways they do. But a few blind spots catch people again and again.
Three blind spots for internal candidates:
Assuming they already know your qualifications. Even if the panel includes your supervisor, respect the process. All of the panelists are required to score what you say in the room, not what they know about you from working together. It may feel strange to explain your experience to someone who sees your work every day, but that’s the process, and you still need to interview as though they don’t know you. Spell out the task or project, the result, and your role in it.
Proving you’re good at your current job instead of ready for the new one. This is the most common mistake I see in internal interviews. The panel isn’t gauging whether you do your current job well. They’re evaluating whether you’re the best qualified for the one you are applying for. If it’s a promotion, that means examples that show next-level work: leading a project, guiding others, making decisions with broader impact. If it’s a lateral move, show how your skills transfer to the new area and what you’ll bring from your current one. Either way, use numbers wherever you can (budgets, team size, timelines, results).
Under-preparing because the organization feels familiar. Outside candidates do hours of research because they have to. Internal candidates often skip it. Don’t make that mistake. Research the new role, how it differs from yours, and what the department needs from it right now, just as you would for any other interview.
What a strong answer sounds like:
Imagine Jordan Reyes, now a few years into the job as an analyst, applying for a senior analyst role and asked, “Tell me about a time you led others through a difficult project”:
“Last year our department had to consolidate three reporting processes before the budget cycle. I was asked to lead a small team of three analysts, even though I wasn’t their supervisor. I mapped the overlap, divided the work based on each person’s strengths, and set weekly checkpoints with department leads so nothing surprised them. We finished two weeks early, cut the reporting time by about 40 percent, and two of the three processes are now run by that team without my involvement.”
Notice what it shows: leadership without a title, specific numbers, and results that outlasted the project. That’s the language of a person ready for the next role.
You’re interviewing every day
For internal candidates, there’s one more thing to understand: the interview doesn’t start when you sit down at the table. People are forming opinions about you all the time, about your skills, your leadership, and whether you’re positive and hardworking. If you want to move up or move over, take on challenges with a positive attitude, and show strong teamwork, collaboration, and grit. That reputation is already in the room before you walk in.
And however the process goes, handle it with grace. You’ll likely be working alongside the panel and the other candidates afterward, and how you carry yourself matters well beyond this one decision.
Insider tip: Before the interview, ask yourself: if the panel knew nothing about me, would my answers still make the case? If not, add the detail.
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