I'm curious, what do you think is a "good" answer?

Because, from the interviewer standpoint, here's what such questions are about. Prepare to have your mind blown, maybe.

1. Hiring is by far the most stressful, unpredictable, career-destroying part of a manager's job. And that's as an employee, if that's your business (founder, entrepreneur) you're scared shitless that a mistake may plain and simple ruin your business, and you along with it (not just financially, the stakes are much higher when it's your company).

So the 'soft' questions are attempts to weed out 'problems'. Get this through your head: when interviewing, experienced managers are not "selecting the best" but rather "avoiding the worst". And these questions... they're crapshots in the dark — “how the hell am I supposed to know if this person is OK/normal or a piece of work?” It's even more blurry from the interviewer's side. So they just try to get a 'feel' for it, intuitively.

Your answer? It does not really matter (specifics, context, etc). The real question is: are you 'normal'? Are you honest / reliable / well-adjusted / not too weird / not too aggressive / not too whatever makes life difficult for everyone (starting with you). It's really just that. (anyone who claims drawing psych profiles from interviews is basically BS'ing or a trained clinical psychologist, and don't fall for HR stuff, they're so full of their 'methods' because they know it's just super-human to judge people accurately).

2. What are the risks of a bad hire? Well, whatever they are, you are responsible if you signed that person in. You, the manager, will face the consequences — it's your team, your doing, your mistake. HR, if it exists, is usually just there to fit some bean counter + legal requirements. They won't feel the heat. You will, daily.

People lose their job over bad hires. They fail their mission. It's a stupidly high-stake decision given what little means are at their disposal — which is why some companies begin to think about it and adopt really different processes where they onboard you progressively and judge in very real terms, real work, real collaboration, if you're a fit or not.

3. The ugly truth of hiring is that we hire the people we like. Period. Full stop.

We hire the people we like. It's proven by countless psych studies. Whether you're aware of that or not does not make a difference — you can only select for what you think is right, and what is right is: 1. candidate can do the job and 2. I (thus others) can work with candidate on a daily basis. This kind of sentiment is not about skill, history, it's about being able to share a cup of coffee without feeling awkward, being able to disagree about a technical point and still come out together as a team on the other side once a decision's been made by whoever's in charge — might be none of you in the interview room, c-execs and whatnot.

So as a candidate, the worst answers you can give are anything that doesn't help to ease your interviewer's fears. Anything that doesn't tell them in so many words: "don't worry, rest assured I keep my cool, I'm reasonably balanced, I don't hit people or yell, I won't ruin your company/division/team." That's really all we can try to ask before the fact. So whatever the question —hard, soft— ask yourself: what are they afraid of? And your answer should simply solve for that. It's that simple. Convince me I'm not making a mistake by taking you in. Convince me I'm not a fool for trusting you.

If you pass in that regard, and your skills match the job, then you'll get hired — unless someone had a better human contact with the interviewer(s), in which case skills don't matter much, it's all about feeling comfortable with each other.

Remember this, a famous saying in management / entrepreneur circles: “You can always train someone (to meet whatever skill is required), but you can't change them (personality likely won't change).” Hence why “we hire a person, not a profile.”

Most managers would rather hire someone really nice and train them for 3 months before they're operational, rather than make a bet on a weirdo — whatever their expertise. The obnoxious genius is just about the worst choice you can make, whereas a great personality will always be an asset provided we can elevate their skill, and/or pay them less until they acquire the desired skillset.

4. About 'honesty'. Honesty isn't sarcasm: nobody expects you to marry the company, not even the interviewer thinks that for themselves (and founders / entrepreneurs are not clueless about job hoping these days). The '5 years' question isn't about that. It's precisely screening for the "great personality but training required" cases: if we hire you, will you be willing to evolve, to learn, to get better and meet our needs, our standards of quality?

Thus anything that says: "I see myself getting better" is a good answer. Anything that says: "I don't care / I just do this to eat and pay the bills / I have no interest whatsoever in improving myself or my work" will get you rejected (unless that's what they're looking for, to exploit you until you burn out, in which case you should see yourself to the door for your own sake).

Just my 2cts, from a management / consulting standpoint.

Remember: those people on the other side of the table have much, much more at stake than you or any candidate; you may get hired or not (so you either win a job or lose nothing) while they risk losing their own job / mission and the upside if they succeed is only to continue said mission with no perturbation. It's a much more daunting proposition for them, and yet they have to go through it and ultimately make a choice. If they take too long, budget might slip through their hands. It's a jungle for managers out there.

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Bonus: Now let me tell you what's even worse to go through than a bad hire as a manager: firing someone. Some people literally fall in depression over this. Quit their job, even. It's a drag. It's really hard. You can't imagine how horrible it feels unless you've been there. Hence why you'd rather do it as little as humanly possible, and that means not screwing up the hiring process, which itself is very much imperfect...

I hope this gives you confidence that, however you want to see it, you very much have the easy part as a candidate. There are very few bad answers if you're honest enough about who you are (again, specifics, contexts, made-up stories, who cares as long as it tells the truth about you), which is the whole point. Know this: "courage" etymologically means "telling your truth with all your heart". It's about vulnerability. Courageous people, who know to show some vulnerability, are those we can trust because we can 'feel' them, for real, we know who they are. The "mistakes" question is partly just that: tell us you're human. Tell us you make mistakes. Tell us you learn from those. Tell us you didn't know better, not always, but you know more today than you did yesterday. Then, we can relate. We can trust you with our mistakes. We can grow together. We can count on you to support us.

And I know, I know it's not like that in every company, far from it. But it should. And there are plenty of very 'normal' people like that. They may not have the words to spell it like I do here — I just read a lot so I have these words now, from much smarter / more experienced people. Now, so do you.

If you go into interviews thinking "I'll reassure them, I'll show them they can trust me, because I'm worth it, because I'm reliable, because people can count on me, because fuck I'm likeable!" then I assure you: you're 50% in already. Compared to all the others who will try to hide who they are, in fear that they might not get liked, well guess what: don't know, don't care, won't take a chance. Next.

All the world needs is you at your best, you becoming better, growing, sharing, caring, empowering. These are the true rock stars. And make no mistake: nobody's born this way. All those who became that pretty much engineered it. It's the truth in "fake it 'till you make it", it's not actually fake but rather "play the part as best you can", i.e. elevate yourself to this ideal vision of you you have in mind. Before you know it, it's not a vision anymore, it's become real, the real you. Great managers and entrepreneurs know that, they only wish you knew it too, so we can start working together tomorrow. Today. Yesterday. Where have you been all this time without us? ; )