Closing skills are the abilities needed to finalize deals, secure commitments, and drive decisions to completion. According to the Sales Management Association, professionals with strong closing abilities consistently achieve 25-30% higher performance than their peers. These skills combine persuasion, timing, negotiation, and emotional intelligence to move prospects from consideration to commitment.

Effective closing skills are essential across multiple roles beyond just sales. Project managers need to secure stakeholder buy-in, leaders must gain commitment to initiatives, and even individual contributors benefit from the ability to gain agreement on their proposals. The best closers don't rely on pressure tactics but instead build value, address concerns proactively, and create natural momentum toward decisions.

When interviewing candidates for closing skills, focus on past behavior rather than hypothetical scenarios. Structure your questions to uncover specific examples of how candidates have successfully closed deals or secured commitments in the past. Pay attention to their preparation process, how they handled objections, their ability to create urgency without being pushy, and their adaptability in various closing situations. The best candidates will demonstrate a thoughtful, strategic approach to closing rather than relying solely on charisma or aggressive tactics.

Before diving into specific interview questions, consider reviewing Yardstick's comprehensive guide to structured interviewing to ensure you're following best practices throughout your assessment process.

Interview Questions

Tell me about the most challenging deal you've ever closed. What made it difficult, and how did you ultimately secure the commitment?

Areas to Cover:

• Specific obstacles that made the deal challenging
• The strategy the candidate developed to overcome these obstacles
• How they identified and addressed decision-maker concerns
• Their persistence and adaptability throughout the process
• The specific closing techniques they employed
• The timing of when they asked for commitment
• Lessons they learned from this experience

Follow-Up Questions:

• What signals told you it was the right time to ask for the commitment?
• How did you prepare for potential objections before the closing conversation?
• What alternative approaches did you consider before choosing your strategy?
• How has this experience shaped your approach to closing difficult deals since then?

Describe a situation where you lost a deal at the closing stage. What happened, and what did you learn from that experience?

Areas to Cover:

• The specific circumstances surrounding the lost opportunity
• Warning signs they might have missed
• Their reflection on what went wrong
• How they handled the rejection professionally
• Changes they made to their closing approach afterward
• How they applied these lessons to future situations
• Their resilience and ability to learn from failure

Follow-Up Questions:

• Looking back, what were the early warning signs that this deal might not close?
• What would you do differently if you could approach this situation again?
• How did you maintain the relationship after losing the deal?
• Have you ever been able to revive a similar situation after initially losing it?

Tell me about a time when you had to close a deal with multiple stakeholders who had different priorities. How did you navigate this complexity?

Areas to Cover:

• Their approach to understanding each stakeholder's needs and concerns
• How they built consensus among different parties
• Techniques used to address competing priorities
• The strategy for identifying the ultimate decision-maker(s)
• How they maintained momentum through a complex process
• Their communication strategy across different stakeholders
• The outcome and how they secured final commitment

Follow-Up Questions:

• How did you identify the most influential stakeholders in the decision process?
• What techniques did you use to align competing interests?
• How did you handle stakeholders who were resistant to moving forward?
• What would you do differently in a similar situation in the future?

Give me an example of when you needed to create urgency to close a deal that was stalling. How did you approach this without being pushy?

Areas to Cover:

• Signs they recognized that indicated the deal was stalling
• Their strategy for creating legitimate urgency
• Value propositions they emphasized to motivate action
• How they balanced persistence with relationship preservation
• Specific techniques used to move the process forward
• Their timing and judgment regarding when to push vs. when to wait
• The outcome and customer's reaction to their approach

Follow-Up Questions:

• How did you determine that creating urgency was necessary in this situation?
• What value-based reasons did you provide to encourage a decision?
• How did you ensure the customer didn't feel pressured or manipulated?
• What have you learned about creating urgency that you apply to current situations?

Tell me about a time when you had to completely change your closing strategy midway through a sales process. What prompted the change, and how did you adapt?

Areas to Cover:

• The signals that indicated their original approach wasn't working
• How quickly they recognized the need to pivot
• The process they used to develop an alternative approach
• How they communicated the shift to relevant stakeholders
• Their flexibility and creativity in developing new solutions
• The effectiveness of the new approach
• Lessons learned about adaptability in the closing process

Follow-Up Questions:

• What were the first signs that your original approach wouldn't work?
• How did you decide on the specific alternative approach to take?
• What feedback or information guided your strategy shift?
• How has this experience influenced how you plan closing strategies now?

Describe a situation where you used data or specific evidence to overcome objections during the closing process.

Areas to Cover:

• The specific objections they encountered
• How they had prepared data/evidence in advance
• Their process for presenting information persuasively
• How they connected evidence directly to customer concerns
• Their ability to translate complex information into value
• The stakeholder's response to their evidence-based approach
• The outcome of the situation

Follow-Up Questions:

• How did you anticipate what evidence would be most persuasive?
• What was most effective about how you presented the information?
• Were there any objections that were particularly difficult to address with data?
• How do you prepare evidence-based responses for common objections now?

Tell me about a time when you had to negotiate terms at the final stage of closing a deal. How did you ensure both sides felt good about the outcome?

Areas to Cover:

• The specific points of negotiation
• Their preparation process for the negotiation
• Techniques used to find mutual value
• How they balanced firmness with relationship preservation
• Their listening skills during the negotiation process
• Their creativity in finding solutions to sticking points
• How they secured final agreement that satisfied both parties

Follow-Up Questions:

• What was your strategy for prioritizing which terms were negotiable versus non-negotiable?
• How did you determine what the other party valued most?
• What techniques did you use when negotiations became tense?
• What have you learned about effective negotiation during closing?

Describe your process for preparing to close an important deal. Walk me through your specific planning steps.

Areas to Cover:

• Their structured approach to closing preparation
• How they research and understand decision-maker priorities
• Their process for anticipating and preparing for objections
• How they determine optimal timing for asking for commitment
• Their preparation of supporting materials or evidence
• How they align internal resources to support the close
• Their approach to planning follow-up steps after the initial ask

Follow-Up Questions:

• How do you research decision-makers before closing conversations?
• What tools or resources do you typically use in your closing preparation?
• How do you mentally prepare yourself for high-stakes closing situations?
• How has your preparation process evolved as you've gained experience?

Tell me about a time when you closed a deal by focusing primarily on the relationship rather than traditional closing techniques.

Areas to Cover:

• How they built trust with the prospective customer
• Their approach to understanding deeper customer needs
• How they positioned themselves as a trusted advisor
• Ways they demonstrated value beyond the transaction
• Their patience and long-term perspective
• How they ultimately secured commitment
• The quality and longevity of the relationship afterward

Follow-Up Questions:

• What specific actions helped you build trust with this customer?
• How did you know a relationship-focused approach would be more effective than traditional closing techniques?
• What challenges did you face with this approach, and how did you overcome them?
• How do you determine when to use a relationship-focused approach versus a more direct one?

Give me an example of when you recovered a deal that seemed lost during the closing stage. What did you do to turn it around?

Areas to Cover:

• The circumstances that led to the deal appearing lost
• How they identified the core issues blocking the close
• Their strategy for re-engaging the prospect
• New value or information they introduced
• How they rebuilt momentum toward a decision
• Their persistence and resilience throughout the process
• The ultimate outcome and lessons learned

Follow-Up Questions:

• What was your first step after realizing the deal was in jeopardy?
• How did you rebuild trust or interest after the initial setback?
• What was different about your approach the second time around?
• How long did the recovery process take, and how did you maintain momentum?

Tell me about a time when you closed a sale by helping the customer see value that they hadn't previously recognized.

Areas to Cover:

• How they identified hidden or unrecognized value
• Their approach to communicating this value effectively
• How they connected value to specific customer priorities
• Techniques used to help the customer internalize this value
• Their use of questions versus statements in this process
• The customer's response to this new perspective
• How this discovery facilitated the closing process

Follow-Up Questions:

• What clues helped you identify this unrecognized value?
• How did you customize your value message for this specific customer?
• What techniques did you use to help the customer quantify this value?
• How has this experience influenced how you communicate value to prospects now?

Describe a situation where you had to close a deal with a highly analytical or skeptical decision-maker. How did you adapt your approach?

Areas to Cover:

• How they identified the decision-maker's analytical style
• Their preparation of detailed information and evidence
• How they modified their communication style
• Their patience with a potentially longer decision process
• Techniques used to establish credibility with this type of buyer
• Their approach to addressing detailed questions and concerns
• The outcome and effectiveness of their adapted approach

Follow-Up Questions:

• How did you recognize this person's analytical decision-making style?
• What specific evidence or data points proved most persuasive?
• How did you balance providing detail without overwhelming them?
• What have you learned about closing deals with analytical decision-makers?

Tell me about a time when you needed to walk away from a deal during the closing stage. How did you make that decision?

Areas to Cover:

• The red flags or issues that emerged during the closing process
• Their process for evaluating whether to continue pursuing the deal
• How they consulted with colleagues or managers about the situation
• Their analysis of long-term value versus short-term gains
• The professionalism with which they handled the withdrawal
• How they communicated their decision to the prospect
• The aftermath and whether they maintained a relationship

Follow-Up Questions:

• What were the specific warning signs that led to your decision?
• How did you weigh the potential revenue against the identified issues?
• How did you communicate your decision internally and to the prospect?
• Looking back, was this the right decision, and would you approach it differently now?

Give me an example of when you closed a complex deal with a very long sales cycle. How did you maintain momentum throughout the process?

Areas to Cover:

• The specific challenges of the extended timeline
• Their strategy for keeping the prospect engaged
• How they built incremental commitments throughout the process
• Their approach to staying top-of-mind during quiet periods
• How they managed internal expectations during the extended process
• Their persistence and patience throughout
• How they ultimately brought the deal to closure

Follow-Up Questions:

• What techniques were most effective for maintaining momentum?
• How did you handle periods where the process seemed to stall?
• What milestones or smaller commitments did you establish along the way?
• How did you manage your own motivation during this extended process?

Tell me about a time when you successfully closed a sale by challenging the customer's thinking rather than simply agreeing with their stated needs.

Areas to Cover:

• How they identified an opportunity to provide new perspective
• Their approach to challenging constructively without being confrontational
• The insights or expertise they brought to the conversation
• How they built credibility before offering the challenge
• The customer's initial reaction and how they managed it
• How this approach differentiated them from competitors
• The outcome and impact on the closing process

Follow-Up Questions:

• How did you know this customer would be receptive to being challenged?
• What specific insights did you share that changed their perspective?
• How did you deliver your challenging perspective in a way that built rather than damaged trust?
• How do you decide when to challenge versus when to align with a customer's stated needs?

Frequently Asked Questions

Why should I use behavioral questions instead of asking candidates to role-play a closing scenario?

While role-plays can be valuable, especially for sales roles, behavioral questions reveal how candidates have actually performed in real situations rather than how they might perform in a hypothetical one. Past behavior is the best predictor of future performance. That said, a comprehensive assessment might include both behavioral questions and a role-play exercise for positions where closing skills are critical. Learn more about designing effective role-play interviews.

How many of these questions should I include in a single interview?

For a typical 45-60 minute interview, select 3-4 questions that best align with your specific role requirements, allowing time for thorough follow-up questions. Quality of discussion is more important than quantity of questions. The goal is to get detailed examples and probe deeply rather than cover many questions superficially.

How can I tell if a candidate is exaggerating their closing abilities?

Look for specificity and consistency in their answers. Strong candidates will provide detailed examples with clear outcomes, specific strategies, and lessons learned. Ask for metrics where appropriate (close rates, deal sizes, etc.) and listen for nuance in their responses. Be wary of candidates who only share successes without any failures or learning experiences.

Should I evaluate closing skills differently for non-sales roles?

Yes. While the fundamental ability to drive decisions and secure commitments is valuable across roles, the context and techniques may differ. For project managers, focus on how they secure stakeholder buy-in. For leaders, examine how they gain commitment to initiatives. For technical roles, explore how they advocate for their solutions. Adapt your follow-up questions to match the relevant closing context for each position.

How do I evaluate closing skills for candidates with limited work experience?

For entry-level candidates, broaden your definition of closing experiences beyond professional sales. Ask about fundraising activities, persuading groups in academic settings, or securing commitments for volunteer projects. Focus more on their thought process, preparation, and learning agility than on sophisticated closing techniques that come with experience.

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