In our extensive experience recruiting transformational leaders for nonprofits and associations with budgets large and small, one truth stands out: the candidate who understands the context of the job is more likely to get hired and is better positioned to succeed long-term.
Conventional interview advice for CEO-level candidates typically focuses on presenting impressive accomplishments and exuding confidence. But skills, experience, and charisma aren’t enough to land the job. You must demonstrate how you’re unique perspective will benefit this specific organization in ways that other candidates cannot.
Lock this in before you interview. If you’re not crystal clear on how to talk about your competitive advantage (the thing you do better than most) stop reading this and go check out our step-by-step Guide to Senior Executive Job Search. We developed the guide based on advice Staffing Advisors President Bob Corlett offers to CEO candidates. (It just happens to be fantastic advice for senior staff roles, too.)
Interviewing With a Search Committee: Dos and Don’ts
When it comes time to interview with the search committee, here are a few things we see too often and a few we don’t see often enough.
| → Do | × Don’t |
|---|---|
| → Answer the deeper question. Give answers that are better than the questions they ask. Read between the lines and ask yourself, “If they asked this question, what else might be true?” Then steer the discussion to the deeper issue. | × Don’t pivot every question to your strengths. Instead of using their questions as a springboard to share your achievements, focus on understanding their needs. This shows you’re interested in solving their problems, not just showcasing your skills. If you present your thinking and leadership style well, the committee will draw their own conclusions about your strengths. |
| → Look for patterns to identify key issues. If the committee asks multiple questions on a topic, it signals an underlying issue. Try to uncover it, “It sounds like you have some concerns around revenue generation—are you having issues with your business model? When did it work for you? How did you decide that it’s time to change?” Reference any relevant industry or sector trends. Ask around the room to see if committee members have different perspectives. You’ll take the conversation deeper, observe how the committee members align (or don’t), and get a sense of whether they are excited about new approaches or are looking for steady stewardship of the current state. | × Don’t ask generic questions that can be easily answered online. When the committee asks for your questions, start with the most strategic and ask to understand (not to pivot back to yourself). It’s a given that you’ve done research on the organization and what’s trending in their industry—every candidate is doing the same. Apply your own thinking to that research to develop questions that will make the search committee think about the work in new ways. |
| → Adhere to their structure. Stick to their process. Respect everyone’s time, including the candidates that come before and after you. Everyone involved in this process is busy and trying to make a high-stakes decision within a very limited timeframe. Push boundaries with the quality of your thinking, not by upending their process. | × Don’t rely on gimmicks to stand out. The search committee is looking for a highly competent leader to bring this organization into the next era—they don’t need a show. If your thinking about the work is solid and you can present it in a way that demonstrates your understanding of key issues and the competitive landscape, that’s all you need to impress. |
Go Above and Beyond in the Work Sample
Most CEO job interviews include a work sample. Treat this like a test run in the role. How you perform is the best predictor of whether you can drive impact. You’ll also get a feel for what it’s like to work with this board, if they are receptive to your point of view, presentation style, and leadership approach and if they’re likely to give you some running room when it’s time to put strategic ideas into action
Ideally, the committee will present a real business problem along with some background materials. Dig in and really show your strategic perspective—engineer an aha for the committee. They will remember it. (If you’re curious about the guidance we offer clients in developing effective work sample tests, check out this guide. We have included a few examples for CEO searches that may get your wheels turning.)
If you see a more generic work sample test like a 30-60-90-day plan, upload the assignment to a generative AI model like ChatGPT or Gemini so you can see what anyone with a computer could offer. Then make sure you show the committee the strategic lens that only you can offer.
A Look Behind the Scenes of a CEO Executive Search
Now for some lesser-known aspects of working with executive search consultants and search committees. Understanding these dynamics can help to reduce frustration or misunderstandings throughout the process.
Getting the Most From Your Search Consultant
Your search consultant can be a valuable ally, but not all consultants operate the same way. Here are a few topics candidates frequently ask about:
- Transparency about the process and timeline. Typical CEO searches take 4-6 months, but that can vary depending on the availability of stakeholders. Some firms provide detailed timelines, while others take a less predictable, step-by-step approach.
→ Practical takeaway: If the consultant doesn’t provide a clear timeline, ask directly: “What’s the timeline for this search, and who will be involved at each stage?” This will help you manage your preparation. - Where you stand compared to other candidates. CEO or executive director roles are intensely competitive. For a typical search, we’ll review several hundred resumes before selecting 25-50 candidates to interview. Although the vetting criteria is defined, the committee’s deliberations can steer the search in surprising ways. That means even if you meet all of the criteria, it is impossible to predict all the factors that will influence the final decision.
→ Practical takeaway: Run your own race—assume the competition is just as qualified as you and focus on how to set yourself apart. - The real essence of the role. At Staffing Advisors, we treat every CEO search like a consulting project, investing considerable time interviewing stakeholders to uncover the real challengs of the work and the larger business problem the organization needs to solve. And with authorization from the committee, we share as much of that information as possible with candidates so they truly understand the role. Other firms may vary in the depth of information they gather and are authorized to share.
→ Practical takeaway: If the search consultant is vague about the realities of the position and fails to communicate tangible goals, push for deeper insights by asking, “Can you share any strategic documents or information beyond what’s publicly available?”
The Unique Dynamics of a Search Committee
Search committees are completely different from a typical hiring team, so you must adjust your expectations. If this is your first time pursuing a CEO-level role, here are a few things to keep in mind:
- Search committee members have most likely never hired together before. Most committees are comprised of 4-8 people with widely differing views on the hiring process. Factor in individual priorities and agendas, and you get a complex, sometimes fragmented dynamic.
→ Practical takeaway: Go into your interview prepared to navigate multiple perspectives, giving equal weight and respect to everyone. Ask questions to clarify priorities and goals. Demonstrate that you can effectively manage unfamiliar group dynamics and be inclusive of differing points of view. - Committee members may not remember key details about you. There is often a long gap between when the committee selects candidates and when you interview. This group is interacting with several candidates while also managing their own high-profile day jobs. They may not have the time to review your resume thoroughly before you meet. And in follow-up discussions, they may not remember exactly what you previously discussed.
→ Practical Takeaway: Always provide adequate context for your responses. And help the committee connect the dots with callback references like, “As we touched on in our last conversation about [topic]…”
It’s Not Just About Getting Hired
The best CEO candidates aren’t just those with perfect resumes or the best presentation skills—they ask the right questions, identify what’s beneath the surface, and truly understand if the board’s vision, constraints, and readiness for change align with their own leadership approach.
Before you interview with a search committee, take a moment to ask yourself: “Am I here to get the job or to find the right organization where my leadership will make the most impact?” Make sure that every response you give, every question you ask, and every idea you propose gives them concrete evidence that you can drive the change they are looking for.
Learn More About the CEO Executive Search Process
- Curious about what else goes on behind the scenes during a CEO search? Explore our comprehensive Guide for Search Committees. If you’re preparing for a CEO role, the insider perspective could be invaluable.
- And if you find yourself on the other side of the hiring table as a search committee member, our CEO Search Committee Chair’s Checklist will help you maximize the committee’s time and effectiveness.