How to avoid the five most common board interview mistakes

Having interviewed thousands of board candidates, here are the five most common interview mistakes I have experienced and continue to observe. Whilst some of these issues may seem obvious, I am still surprised by how many candidates do not prepare for them. Here’s what they are and how to avoid them.

5 common Board Interview mistakes

#1 Lack of preparation

The most common board interview mistake I experience is being underprepared. So, if you haven’t heard me say it already – preparation is absolutely key to a successful interview. My previous article covers this in detail, including how to prepare for a board interview and the research you conduct.

#2 Over-answering or under-answering

The second biggest interview mistake is when candidates talk too much. This is usually because they are nervous, or they assume they won’t be appointed unless they disclose to the interview panel everything they have ever done. Over-answering is not in itself a deal-breaker, but it does affect your appointability, particularly when there are a number of qualified candidates.

Board meetings occur infrequently, scheduled only a few times each year. As such, each meeting follows a formal time-limited agenda. When board members contribute, it is important that they do so succinctly to communicate their point effectively. Over-answering during your board interview does not provide the confidence that you can do this. Read the room and look for non-verbal cues. For example, if you see the interviewer or other panel members, stop taking notes or put down their pen. This is your cue to stop talking. 

Another poor board interview practice is under-answering questions. These candidates assume panel members have memorised the content of their board application, so they fail to provide detailed responses. Not only can they come across as aloof or arrogant, but they also fail to provide confidence that they are not a risk or take the opportunity to separate themselves from the other candidates. So, essentially, assume the panel members have not read your application when responding. Ensure you provide examples of what you have achieved and why it was successful. You also need to come across as informed and engaged.

You can avoid over- and under-answering by preparing for each of the 6 types of interview questions you are likely to be asked. Also, by using the STARLA method to answer questions (a structured framework for answering behavioral interview questions by detailing a specific, relevant experience to demonstrate competencies. It extends the traditional STAR technique (Situation, Task, Action, Result) by adding Learning (L) and Application (A), ensuring a comprehensive, reflective, and future-focused response.

#3 Presenting poorly

55% of one’s first impression is influenced by your personal presentation and nonverbal communication. A candidate’s chances of appointment can be negatively affected by certain personal traits. Traits such as poor posture or ill-chosen attire can negatively affect the outcome of a board interview. Many might say that this should not matter. However, if you consider how important reputation is for the Chair and the recruiting individual/organisation, you will understand why it counts more than you might think. If your clothing reflects negatively, you risk damaging the reputation of those who might appoint you and the organisation you wish to represent. If this is the case, they simply can’t recommend you to be appointed. 

As an example, one of the boards I was recruiting for interviewed a woman who wore a dress with revealing cleavage. It led to a comment from one of the (female) board members about the appropriateness of her outfit. In another example, I interviewed a gentleman who had clearly lost significant weight. He looked fit, but his old suit (now too big) swamped him. It meant he was less recommendable than other equally qualified candidates because he presented poorly. Rightly or wrongly, in a competitive environment, for both these scenarios, this was enough for the panel to select someone else. 

#4 Not listening to the question

Here’s my standard opening question: “Tell me about yourself and what synergies you see between what you have done or are doing and what is required for this role?” How many people do you think don’t tell me about the synergies, and instead rehash their CVs? Almost all of them. Right off the bat, they are not in a good place. 

To avoid this, simply pause before answering. Take a couple of seconds to process the question. It is an interview, not a race, and actually seeing someone with enough confidence to hold some silence is very impressive.

Asking stupid questions is almost as damaging. Whilst some might say there is no such thing as a stupid question, this is not the case in a formal interview environment. At the end of the interview, you’ll be asked: “Do you have any questions for us?” Some people think that if they say no, they will lose an opportunity to stand out. I disagree. I think not asking questions is a great way to stand out. For example, you might say ‘Thank you for your time. Having spoken to X, researched the organisation and the role, spoken to past NEDs, and carried out some mystery shopping, I think I have a good understanding of the opportunity, so I don’t have any questions. However, should this opportunity progress as part of my due diligence, I will likely have some questions in the future.” 

To counter this approach, it would be amiss of me not reference a study that found that candidates who ask thoughtful questions are rated higher on engagement and long-term fit. Note the word ‘thoughtful’, if you ask questions, you could have found through research elsewhere. 

#5 Not evidencing your success

Details are important as they provide comfort and evidence of success. Too many people claim they are good at what they do, but when pushed to provide evidence, they appear like a deer in the headlights. They are stunned and can’t think of what to say. To prevent this from happening, you must prepare with a mental list of 2-3 explicit examples of successes you have had, ideally at board level. But “How do you evidence individual success at board level when you were part of a group decision-making body?” It is actually not as difficult as it sounds. Look at it this way. Either: 1. Think of the reasons you were appointed to the board, and did you deliver on those reasons? 2. If you were to ask the Chair for a pay rise (of course, you wouldn’t), what would be the reason for that increase? 3. Consider how your tenure on the board can be associated with the growth, profitability, or increasing the impact of the organisation. 

So what should you focus on in a board interview?

Board interviews are not about proving you have the necessary skills and experience. You were selected for the interview because you already meet those basic criteria. It’s crucial to understand this.

Instead, your focus should be on demonstrating your unique value proposition:

1. Fit: Show how well you align with the organisation’s culture and mission.
2. De-risking: Instill confidence and minimise perceived risk in your potential appointment.
3. Compelling Necessity: Make it impossible for them not to appoint you.

The wrong perspective leads to focusing on convincing the board that your skills and experience are valuable, rather than demonstrating that you are valuable.

To succeed, highlight the added value you will bring, specifically:

• The valuable relationships you possess or can access.
• Your deep engagement with the industry and sector.
• Your genuine passion for the company and its purpose.

Your interview goal is not to convince them you can do the job—that’s already established—but rather that you must be appointed.

Help is at hand

Board interviews are challenging. If you want more guidance on how to be successful in this regard, we offer a step-by-step guide to finding board vacancies, writing applications, securing interviews, and being appointed in the Board Search Training Series, included as part of our (tax-deductible) Executive package.

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