Stepping into your first board interview can be daunting, because it is unlike an executive role interview. The goal is not to detail how you would run the business, but to show the hiring leads how you would guide stewardship at a board level.
Interpersonal skills are important because they show how you will be the right cultural fit. Be confident, but not overly self-promotional.
Avoid sharing anecdotes based on day-to-day operations — a board interview is more about showing you have asked the right questions, shaped long-term outcomes or balanced risk with opportunity.
1. Make the mental shift from an executive role interview
For first-time director candidates, it is important to show you understand a board interview is not about demonstrating operational excellence. It is about how you will contribute to collective oversight and stewardship.
“Preparation for a board interview must shift focus from ‘What I did’ to ‘How I think and what I govern,’” says Graham Kittle, managing partner of Heidrick & Struggles Australia.
“A board interview is not an executive job interview, it’s a strategic dialogue about risk, governance and long-term value creation. Move beyond thinking too much about past achievements into developing a clear understanding of the company’s strategic priorities, risks and governance challenges.”
He suggests going through your resume as you think about how you will shift the way you present yourself from operator to strategist.
2. Undertake thorough research
It goes without saying that preparation is key for any job interview. When it’s your first board role, ensure you do plenty of research on the company’s past and current performance.
“Really get into the details to truly understand the internal view — and also the view analysts and shareholders might have,” says Kittle.
Those who can demonstrate a holistic lens by connecting topical issues like AI, cybersecurity and ESG back to long-term strategy will be perceived as a high-value candidate.
“As we uncovered in our Board Monitor ANZ Survey, directors are increasingly expected to bring a perspective on emerging areas such as AI, cybersecurity and ESG,” says Kittle.
“Many candidates have impressive resumes, but the differentiator is how convincingly they connect their background to the organisation’s context — whether scaling internationally, navigating regulatory change or embedding sustainability.”
3. Articulate your governance value proposition
Before the interview, reflect on your personal governance value proposition. This is your unique lens, which complements existing board strengths. Being able to articulate it with clarity and confidence will set you apart.
“The strongest candidates frame their proposition in terms of impact — how their perspective enables the board to make better decisions, manage risk more effectively or capitalise on opportunities,” says Kittle. “This clarity signals your readiness to shift from operational execution to governance stewardship.”
He encourages candidates to link their experience directly to the challenges and priorities boards face today. For example, with 71 per cent of Australian directors reporting an increase in discussions on AI and emerging technologies, candidates with experience in digital transformation or data governance should explicitly connect those skills to long-term oversight needs.
4. Balance humility with confidence
Research shows Australian boards increasingly prioritise directors with strong interpersonal skills. The effectiveness of a board depends as much on constructive dynamics as technical expertise, so the cultural fit is vital.
“Candidates who strike a balance between confidence and humility, demonstrating their ability to both contribute and integrate into the collective, are far more likely to leave a lasting impression,” says Kittle.
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