Most HVAC interviews are decided faster than most candidates realize. In commercial and industrial HVAC hiring, the first minute sets the tone, and one question quietly eliminates more strong resumes than any technical miss: being asked to change or improve something about your working style.
This is not a trick question. It is not a personality test. It is not an invitation to sabotage yourself. In hiring rooms for mechanical contractors, facilities groups, OEMs, and large service providers, this question exists for one reason: to expose whether someone is self-aware, coachable, and safe to manage.
In senior HVAC roles especially, the wrong hire does not fail because they lack technical knowledge. They fail because they resist feedback, dismiss process, or believe they have already “made it.” This question is designed to catch that before it becomes expensive.
What the interviewer is really testing
When an HVAC hiring manager asks a variation of “If you could improve one thing about your working style, what would you change?”, they are evaluating humility and awareness, not weakness. They want to know whether you can identify friction in your own performance and whether you know how to correct it.
Candidates who cannot answer this question are a serious red flag. In real-world HVAC operations, people make mistakes. They miss documentation. They communicate poorly between service and install. They fail to adapt to new technology, software, or compliance standards. If someone believes nothing about their approach needs improvement, they are almost guaranteed to resist training and corrective feedback later.
That resistance shows up quickly on the job. The technician or manager becomes defensive when corrected. They dismiss standard operating procedures. They quietly undermine leadership decisions. Over time, they become unmanageable. Experienced HVAC leaders have learned this the hard way, which is why this question carries weight.
Why senior HVAC professionals struggle with it
Ironically, the further someone advances in their HVAC career, the harder this question often becomes. Directors, VPs, senior project managers, and lead technicians can speak fluently about systems, budgets, controls, and leadership frameworks. Ask them about their own behavior, habits, or soft skill gaps, and many stall.
This is dangerous territory in an interview. Long pauses or “nothing comes to mind” responses signal a lack of reflection. In commercial HVAC environments, where teams must adapt to new refrigerants, AI-driven diagnostics, evolving safety rules, and tighter client expectations, adaptability is non-negotiable.
What makes an acceptable answer
A strong answer follows three rules. First, it is real. Not fake humility. Not “I work too hard” or “I care too much.” Second, it is professional. It does not create doubt about your reliability or integrity. Third, it includes a plan. Identifying an issue without explaining how you address it is incomplete.
For example, saying you tend to overtalk in client or coordination meetings can be legitimate if you explain how you recognized it and what you are actively doing to improve listening, pacing, and response discipline. The same applies if you tend to be too quiet, too detail-focused, or too quick to jump into problem-solving without alignment.
In HVAC specifically, good examples often tie to communication, planning, documentation, delegation, or time management. These are the areas where strong technical people commonly struggle and where improvement actually matters on the job.
What not to say
Avoid answers that sound rehearsed or dishonest. Hiring managers hear them constantly. Statements that frame a strength as a weakness do not demonstrate self-awareness. They demonstrate avoidance. Also avoid personal issues that could raise legitimate concerns about reliability or professionalism.
The goal is not to appear flawless. The goal is to appear aware, responsible, and actively improving.
Why this question can cost you the offer
There are very few interview questions that experienced HVAC leaders will use as an automatic disqualifier. This is one of them. Not because the answer must be perfect, but because the inability to answer at all predicts future problems with alarming consistency.
In commercial and industrial HVAC, mistakes are expensive. Downtime costs money. Safety incidents carry liability. Clients expect accountability. Employers need people who can take feedback, adjust, and improve without ego.
If you cannot identify one thing you are working on improving, the interviewer has no reason to believe you will accept coaching once hired.
The preparation that actually matters
You do not need a polished speech. You need honest reflection. Identify one real behavior you have already decided to improve. Be ready to explain what triggered that realization and what actions you are taking. Keep it grounded. Keep it relevant to work. Speak plainly.
This preparation matters more than most candidates realize. Big HVAC opportunities are rare, especially at the commercial and industrial level. When they appear, the difference between getting hired and getting passed over often comes down to moments like this.