A terrible interview experience

As I was exploring new opportunities in Writing, I interviewed with several companies. In each interaction, I was performing well, often reaching the final rounds with CEOs. What stood out to me in mo

As I was exploring new opportunities in Writing, I interviewed with several companies. In each interaction, I was performing well, often reaching the final rounds with CEOs. What stood out to me in most of those experiences was how, even when I missed something or had gaps, those leaders guided me, offered constructive feedback, and encouraged me to improve. That support made the process not just about evaluation, but also about growth. When I interviewed with a Bhopal, MP (Headquarters in US) based company for the same role, the first two rounds went smoothly. The HR and Bid Manager were genuinely supportive and seemed pleased with my skills and profile. I walked into the final CEO round with confidence, well-prepared for the discussion. But then, things shifted. At first, the conversation went well. However, as I began explaining one of my points, the CEO interrupted me mid-sentence with remarks like “Arree Baba” and dismissive taunts. This broke my flow, made me nervous, and hindered my ability to present myself clearly. I even noticed the HR and Bid Manager growing tense at the situation. Despite multiple attempts to explain my perspective, it felt as though my points weren’t being considered. Eventually, the CEO concluded with a remark that my answers were “junior-level”, something that struck me hard. Of course, with 25 years of leadership and industry expertise, the CEO’s depth of knowledge is far beyond mine. With three years of experience, I don’t yet have the same technical or strategic maturity. But that is exactly why I value mentorship and constructive guidance. Other CEOs I had interviewed with recognized this gap and chose to bridge it with feedback, helping me understand what I could do better. In this case, instead of taunts or dismissals, a word of direction would have made all the difference. A small suggestion or even a gentle pointer could have encouraged me to rise to the challenge, just as the HR and Bid Manager did throughout the process. This experience reinforced for me how much leadership style matters not only in how teams grow, but also in how future talent perceives a company. I truly appreciated the HR and Bid Manager’s support, but the CEO’s approach was the opposite of what I had come to expect from leaders who inspire growth. Am I right or is it just my overthinking?