A customer interview is not a vote for the next feature. It is an opportunity to understand how a real task happens, what makes it difficult and how the person decides. If you only ask whether they would use your idea, politeness or enthusiasm can sound like evidence of demand.
Start with the decision that needs informing
Before writing questions, agree on the decision the team wants to make and the uncertainty preventing it. Gather topics in a neutral guide rather than a list to read mechanically. If the interview cannot change any choice, perhaps it does not need to happen yet.
Choose people with relevant experience
Define the task, context or recent experience someone needs to participate. Record how invitations were made and who may have been left out. Speak with more than one user type when circumstances differ. Do not claim a few conversations represent every customer or the size of a market.
Ask about events that happened
Ask participants to describe the most recent time they faced the task: what triggered it, what they did step by step, which tool they used, where they stopped and what happened next. Prefer “what did you do?” over “what would you do?” and “what was difficult?” over “would this solution help you?” Specific incidents provide context that general preferences cannot.
Do not defend your idea
If you present a prototype, explain what you want to observe and let the user explore. Do not explain every questionable choice before seeing how they understand it. When something is unclear, ask them to describe it in their own words. Note when your guidance or a previous relationship influenced an answer.
Record the event and interpretation separately
With permission, record as many important phrases as needed, but distinguish exactly what the person said from the team's conclusion. Code recurring patterns, exceptions and cases that contradict the first hypothesis. Do not turn the frequency of a phrase in a small sample into an estimate of the entire market's size.
Close the loop with a decision
After the conversations, write down which hypothesis was supported, which was challenged, what remains uncertain and the next small test. Connect findings with a product, communication or process change. Keep notes under restricted access and remove identifiable details unnecessary for the synthesis.
A good interview does not give the team certainty it does not have. It gives it clearer questions and a better next decision.
The interview guide and analysis framework are original DigitalNow methodology.