Want to nail that board interview? New research from executive search and leadership consultancy firm Heidrick & Struggles Australia identifies how aspiring directors can impress the panel.
Stepping into your first board interview can be daunting. The goal is not to detail how you would run the business, but to show the hiring leads how you would guide its stewardship.
A board interview is more about showing you have asked the right questions, shaped long-term outcomes or balanced risk with opportunity.
Make the mental shift
For first-time director candidates, it’s important to show you understand a board interview is not about demonstrating operational excellence. It’s 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 governance, risk and long-term value creation. Move beyond thinking too much about past achievements and 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’ll shift the way you present yourself — from operator to strategist.
Undertake thorough research
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 demonstrate a holistic lens by connecting topical issues 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.”
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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.
Balance humility with confidence
Heidrick & Struggles 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.
He believes presence often carries as much weight as experience.
“Boards are assessing whether you can bring calm judgement, clarity and confidence to high-stakes discussions. This means presenting yourself as thoughtful, engaged and collaborative, rather than overly self-promotional.”
Avoid operational topics
Be wary of leaning too heavily on operational anecdotes that focus on day-to-day management rather than governance lessons.
“Boards are assessing how you think and how you would guide oversight,” says Kittle. “Our experience shows directors who succeed in the process are those who use examples to highlight their judgement, foresight and collaborative approach.”
Similarly, while the board values perspectives in fast-moving areas such as AI, they will prioritise strategic insight over technical details. Candidates should therefore focus on experiences that show how they asked the right questions, shaped long-term outcomes or balanced risk with opportunity.
“This shows boardroom readiness and an understanding of the distinction between governance and management,” says Kittle.
This article first appeared as 'Boardroom beginners' in the February/March 2026 Issue of Company Director Magazine.
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