Interviewing for leadership roles requires more than checking off qualifications.
It’s about finding someone who can elevate your team, challenge assumptions, and deliver meaningful results.
Yet most hiring processes are outdated.
They tend to reward confidence over competence and rehearsed responses over genuine insight.
Whether you’re hiring a senior executive or a team lead, your goal is to identify a candidate with the vision, skills, and personal qualities to lead your organization forward.
That doesn’t happen by accident—it takes careful preparation, thoughtful questions, and clear evaluation criteria.
Start with a strong job description that reflects more than responsibilities.
It should communicate your company’s vision, missions, values, and strategic priorities.
Define the success factors for the role, and be specific about the experience, education, and personal characteristics that matter.
From there, gather as much relevant data on the candidate as possible to support objective decision-making.
Reducing reliance on instinct helps you avoid unconscious bias.
If you’re committed to hiring exceptional leaders, a more sophisticated approach to interviewing is essential.
Understand the Role and Requirements
Before conducting interviews, thoroughly understand the requirements and responsibilities of the leadership role you’re hiring for.
Clarify the specific success factors, skills, experience, and personal attributes that are essential for success in the position.
This will enable you to tailor your questions and evaluation criteria to assess candidates accurately.
The Interview is a Two-Way Street
Candidates aren’t the only ones being evaluated—you are, too.
Top talent has options, and they’re assessing you just as much as you’re assessing them.
I believe a good interview should feel like a dynamic conversation, not an interrogation.
It’s about seeing how a candidate thinks, not just what they’ve done.
I like to start with an honest and well-defined job description that goes beyond generic expectations.
It should reflect your company’s values, strategic priorities, and challenges—not just a laundry list of qualifications.
Then, I make sure to go beyond the surface with the interview process.
Ask Better Questions
Design a set of thoughtful and relevant questions that will provide insights into candidates’ leadership capabilities, decision-making processes, and problem-solving skills.
Ask about their past experiences, challenges they’ve overcome, and accomplishments they’re proud of.
Focus on behavioural questions that prompt candidates to provide specific examples of their leadership in action.
Too many interviews follow the same predictable script.
“Tell me about a time when…” questions are fine, but they’re not enough.
If you really want to gauge a candidate’s leadership ability, ask questions that reveal their instincts, thought processes, and adaptability:
Always give candidates room to ask questions.
I’ve noticed that a lack of curiosity can also be a warning sign—great leaders ask great questions.
Gauge Strategic Thinking and Vision
Assess candidates’ strategic thinking abilities and their vision for the future of your organization.
Inquire about their long-term goals, plans for driving growth and innovation, and their approach to navigating complex business environments.
Look for candidates who demonstrate a forward-thinking mindset and the ability to anticipate and adapt to change.
The Hidden Impact of Cognitive Load and Decision Fatigue
Here’s something I find most hiring managers overlook: the human brain is terrible at making consistent judgments over time.
Research shows that as interviews progress, decision fatigue sets in.
Candidates seen in the morning are often rated more favourably than those in the afternoon.
To counteract this:
If you don’t account for cognitive load, you risk making hiring decisions based on when—not how—someone performed in an interview.
It is so important to prepare by taking a breath before you begin an interview.
Ground in your body.
Interviews Should Be More Than Just Talking
Resumes and rehearsed answers only tell you so much.
I’ve found that the best interviews incorporate real-world challenges:
These methods cut through the noise and give you a clearer sense of a candidate’s ability to think critically and lead under real conditions.
Leadership Style and Cultural Fit
Forget the old-school “cultural fit” approach that results in hiring the same types of people over and over.
What you really want is cultural contribution—leaders who add new perspectives, not just blend in.
To assess this:
I find that involving cross-functional leaders in the interview process can help ensure you’re evaluating candidates from multiple angles, rather than just through the lens of a single department.
Conclusion: Rethink What Success Looks Like
Hiring isn’t about finding someone who “checks all the boxes.”
It’s about finding someone who can grow into the role, evolve with your organization, and bring fresh ideas to the table.
If you focus too much on past experience, you’ll miss out on high-potential candidates who could be your next game-changer.
Evaluate candidates’ leadership styles, communication skills, and ability to inspire and motivate others.
Look for candidates who demonstrate integrity, empathy, and a collaborative approach to leadership.
Assess their fit with your organization’s culture, values, and strategic objectives to ensure alignment with your team and company goals.
The best leaders aren’t just executors—they’re visionaries, problem-solvers, and culture-builders.
Your job as an interviewer isn’t to find someone who fits a mold, but someone who can help redefine it.
Stay tuned!
Blog written by Catherine R. Bell of The Awakened Company.