Every board interview is at least a little different. Some are very formal with the entire board in attendance, whilst others are more relaxed in a coffee shop with just the Chair or a headhunter. Regardless, having interviewed thousands of board candidates, I know there are six types of interview questions you should expect in a board interview. Whether interviews make you nervous or not, you can significantly increase your chances of success by knowing what they are and how best to respond to them. Here’s what to expect and some advice on how to tackle each of them.
6 types of Board Interview questions
To begin with, in no particular order, here are the six types of questions that you should expect when preparing for your board interview:
- General questions about you, your background, motivation for the role, and that universal question – Why do you want this role?
- Questions about your Governance Style – what sort of non-executive are you – your approach to interacting with the board and Chair.
- Questions about your Skills and Commercial Acumen, and why they are of value at board level.
- Questions about the Research you have done in preparation for the interview – demonstrating you understand what they do, why they do it, and the challenges they face.
- Questions covering the Administration – ensuring you understand the remuneration structure, the terms of appointment, and the next steps.
- Finally, they will likely give you a chance to Ask questions of your own.
How to respond to these board interview questions
Below is guidance on how to respond to each of these question types.
General Opening Board Interview Questions
It is essential that you make a good impression on this opening question. You must demonstrate that this opportunity is something you are passionate about and that you have the skills and experience to contribute effectively. If you did your research, this should be easy to accomplish.
My standard opening question to all candidates is, “Can you briefly tell us a little about yourself and what synergies exist between your current or past experience and that which is required by this board?” Of course, you won’t get this question exactly, but you will get one just like it.
Whilst it seems reasonably easy to provide a response, I am regularly surprised by how many people tell me their life stories, as if I have not read their board CVs. Rather than tell me why they should be appointed. This sort of question is an invitation to impress. It is your chance to articulate your research, your passion for the role and organisation, and how your background and experience make you appointable.
Governance Style Questions
There is an array of questions you could be asked here. However, the panel’s underlying intention is to determine how you will interact with the Chair, other NEDs, and internal and external stakeholders. What they really want to know is whether you are going to risk their reputation – that of the organisation or the Chair. They want to know how much of a team player you are, if there is a chance you will go off-reservation, or butt heads with other NEDs?
In all governance-related questions, my advice is to tread carefully and always err on the side of reverence for the Chair – emphasise a desire to be led by them. Having said that, if you have a strong opinion on a matter, you should always stress that as a NED. As NED, it is your role to speak your mind, knowing that you are also responsible for mitigating risks.
Executive Skills and Commercial Acumen
To address these sorts of questions effectively, it is essential that you are really clear about your value at board level. The answers to these questions should have been addressed in your opening pitch.
When asked questions about your technical experience, you need to recognise that these questions are not about whether your executive skills are appropriate because, if they weren’t, you would not be asked to attend the interview. Instead, the questions are really about whether you know how your skills and experience are relevant at board level and to this board. The operative word here is board. This is your chance to demonstrate how you will apply your executive skills to deliver results for the board and to demonstrate your ability to apply that knowledge effectively.
Questions About the Organisation
Because you carried out in-depth research, these questions should be relatively easy to answer. They may be framed in various ways. Regardless, responding to them requires drawing on your online and in-person research. Taking this approach is incredibly powerful.
Conversely, if you have not done your research, you will find it difficult to separate yourself from others being interviewed. In fact, you should expect not to be appointed. These types of questions are that serious!
Administrative Questions
Most administrative questions focus on managing the risk of your potential appointment or avoiding a failed appointment. My favourite question here is “If offered the role, would you accept it?”
You may also get asked questions about remuneration and potential conflicts of interest. The first topic is less likely to occur. However, should it arise, I recommend you state that you would be happy to discuss remuneration if offered the appointment.
Regarding conflicts of interest, this is not a topic that can be avoided. If you have a conflict (real or perceived), it must be addressed, and you must be prepared to explain why it is not a conflict.
The Opportunity to Ask Questions
Towards the end of the interview, you will usually be given the opportunity to ask any questions you may have for the interview panel. Unfortunately, many candidates feel obliged to ask something. In my experience, these responses add very little to the overall value of their candidacy and often risk the opposite.
It is, therefore, my advice not to ask questions – not yet anyway. If you have done your research sufficiently, it is unlikely that you will have any quality questions. If you haven’t done your research, you risk asking questions that the panel believes serious candidates should already know the answers. This can negatively impact your interview.
Here is the perfect way to end a board interview. Thank you for the opportunity to meet you all today. I have researched your organisation in depth, spoken to your clients and other past NEDs, and engaged with your services. As such, I don’t have any questions for you at this time. However, should I be offered the role then, I would certainly like the opportunity to do further due diligence and ask some detailed questions.
Still feeling overwhelmed by board interview questions?
Regardless of the context or who is there, it is still a situation in which decisions will be made as to your suitability and, therefore, appointability. For this reason and many others, many fear board interviews. If this sounds like you, you are then in good company. But it does not need to be that way. Mock board interviews are an excellent way to prepare for any interview. I conduct this with my Non-Executive Director Program clients, whom I mentor 1:1 through the entire board search and appointment process. It is also covered in the Board Search Training Series, part of the Executive Membership offered by Board Direction. Oh, and you can purchase the service as a one-off, too.
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About the Author
David Schwarz is CEO & Founder of Board Direction – Australia’s leading board advertising and non-executive career support firm. He has over a decade of experience of putting people on boards as an international headhunter and a non-executive recruiter and has interviewed over one thousand non-executives and placed hundreds into some of the most significant public, private and NFP roles in the world.
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