10 Questions to Prepare Before a Board Interview

Drawing on insights from Nurole’s search professionals and members of the Enter the Boardroom Community, here are ten questions you should be prepared to answer before walking into any board interview. 

1. Why do you want to join this board now?

Boards use this question to test your understanding of the organisation - where it is now, where it wants to get too, and the blockers that stand in the way. 

There are a number of hidden questions within this: Why this organisation? Why this sector? Why at this stage of your career? How can you add value to this particular board? 

Strong answers are specific and deliberate. Weak answers sound like you simply want “a board role.”

2. What contribution will you make, given what you know about us?

You should be able to articulate how your experience maps onto their current strategic priorities, risks, growth ambitions and competencies around the board table. 

Generic leadership experience is not enough. You need to demonstrate relevance.

3. What is the role of a Non-Executive Director?

This question tests your understanding of the different nature of non-exec from exec roles. 

Boards want to hear a clear understanding of:

• Oversight vs operations (hands off; eyes on)
• Support and challenge
• Collective responsibility & decision-making 
• Long-term stewardship
• Financial and governance literacy 
• Ability to contribute to discussions beyond your core expertise

If your answer drifts into “rolling up sleeves” and operational delivery, you may signal that you haven’t fully made the mindset shift.

4. How should a board engage with executive management, and where can challenge go too far?

Challenge is essential. Overreach is destructive.

Boards are testing whether you understand:

• The boundary between governance and management
• The importance of psychological safety
• The chair’s role in managing board dynamics
• The risks of shadow executive behaviour

5. What are the warning signs that good governance is breaking down?

This is a pattern-recognition question.

Experienced boards look for candidates who can spot:

• Groupthink
• Information asymmetry
• Defensive executives
• Weak chair leadership
• Risk blind spots

6. What do you see as our key strategic considerations and sector challenges over the next five years?

Preparation shows.

Boards expect you to understand:

• Their current strategic position
• Industry headwinds and tailwinds
• Regulatory shifts
• Competitive pressures
• Emerging risks

Macro commentary is not enough. Insight must be tailored to the organisation in front of you.

7. What is your greatest success that is relevant to a non-executive role?

Boards are not asking for your biggest operational win. They want evidence of:

• Influencing without authority
• Strategic oversight
• Sound judgement
• Long-term impact

Your example should reflect board-level behaviour.

8. What is your greatest failure, and what did you learn from it?

Boards are assessing:

• Self-awareness
• Accountability
• Emotional intelligence
• Learning agility

The strongest candidates demonstrate genuine reflection, rather polished “strength disguised as weakness” answers.

9. Tell us why we should not hire you.

One NomCom member describes this as their most revealing interview question.

Almost every candidate is surprised by it, which is the point. 

This question tests:

• Composure under pressure
• Honest self-assessment
• Awareness of development gaps
• Understanding of the realities of the role

The best answers show thoughtful recognition of limitations, and how those limitations would be managed.

10. Do you have any concerns about joining this board, including conflicts or time commitment?

Boards want reassurance that:

• You have considered the time commitment realistically
• You are not overboarded
• You have thought through potential conflicts
• There will be no surprises post-appointment