Is there something about you that would make it difficult to get along with you?

Where answers to this question lose points

Our scorer marks every answer on three parts. For each of the 48 applicants who finished this question on Confetto, we took their first scored answer and counted the part that scored lowest.

• Structure: a clear order and a clear point24 of 48

Confetto data as of November 8, 2026. A part is shown only when 20 or more applicants share it. Answers where two parts tied are not counted toward either. We never show anyone's answers or details.

What this question tests

• Communication
• Personal growth

How to structure your answer

1. Answer (20 seconds). The answer opens with a direct admission that discomfort with uncertainty can make the applicant overly directive. It explains the interpersonal cost, others may feel their judgment is not trusted when the applicant offers solutions before asking whether input is wanted.
2. Moment (45 seconds). A crisis line shift provides a specific example of the applicant interrupting a newer volunteer's debrief with unsolicited advice while a supervisor was already supporting her. The volunteer's feedback exposes the gap between intending to help and actually making someone feel heard.
3. What it changed (30 seconds). The applicant apologizes without defending their intentions and recognizes that patience with callers was not consistently extending to coworkers. They now let others finish, ask whether listening or advice would help, and check whether advice is theirs to give, while acknowledging that the impulse persists.
4. Looking ahead (15 seconds). The closing connects this ongoing work to becoming a doctor whose colleagues feel comfortable thinking aloud. It makes tolerating uncertainty without taking over the conversation the practical goal, rather than claiming the difficulty has been completely resolved.
5. Common pitfalls. Framing the difficulty as simply being too helpful would turn an honest admission into a humblebrag. Blaming the newer volunteer for reacting negatively, or describing the incident without concrete changes in behavior, would weaken the answer's accountability and reflection.

Example answer from Confetto

Example answer from Confetto. Not a real applicant's answer.

Yes. When I’m uncomfortable with uncertainty, I can become overly directive, and that can make people feel that I don’t trust their judgment. I sometimes move into problem-solving before asking whether someone wants my input.

I saw that during a Saturday evening shift as a crisis line volunteer. A newer volunteer was talking through a difficult call with our shift supervisor afterward. Before she finished explaining what had happened, I suggested questions she could have asked and pointed to a section of our resource guide. She went quiet, and later told me, “I needed a minute to talk, not another person reviewing my call.” That was uncomfortable to hear, especially because I had thought I was being helpful. But I had interrupted her debrief and assumed I understood what she needed.

I apologized without explaining away my intentions. That conversation showed me that the patience I practiced with callers wasn’t always carrying over to my coworkers. Now, during debriefs, I let the person finish and ask, “Do you want me to listen, or help think through options?” I also check whether advice is mine to give, particularly when a supervisor is already supporting someone. I still catch myself preparing a solution while someone is speaking, so this remains something I actively work on.

As a doctor, I want colleagues to feel comfortable thinking aloud around me, and that means learning to tolerate uncertainty without taking over the conversation.

Use it for its structure. Interviewers can tell a memorized script, so tell your own story.

Keep going

• Tell me about yourself.
• What are your greatest strengths and weaknesses?
• Describe a time when you received feedback that was difficult to hear. How did you process it, and what changes did you make as a result?
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