When hiring, top firms like McKinsey value a candidate's ability to articulate a deliberate, logical problem-solving process as much as their past successes. Having a structured method shows you can reliably tackle novel challenges, whereas simply pointing to past wins might suggest luck or context-specific success.

When entering a new domain, don't feign expertise. Build trust faster by openly admitting "I don't know" and explicitly leaning on stakeholders for their subject matter knowledge. This positions you as a partner who values their expertise, rather than an outsider imposing solutions.

Executives often interview by recounting past achievements, a "rear-view mirror" approach. To win a board seat, candidates must adopt a forward-looking governance mindset. This involves asking thought-provoking strategic questions about the future, demonstrating they can operate as a peer from day one.

Senior leaders now value candidates who ask excellent questions and are eager to solve problems over those who act like they know everything. This represents a significant shift from valuing 'knowers' to valuing 'learners' in the workplace.

To gauge an expert's (human or AI) true depth, go beyond recall-based questions. Pose a complex problem with multiple constraints, like a skeptical audience, high anxiety, and a tight deadline. A genuine expert will synthesize concepts and address all layers of the problem, whereas a novice will give generic advice.

Instead of guessing a nominating committee's priorities, ask them directly. A powerful question is, "What was it about my background that made you want to interview me?" Their answer provides a cheat sheet to their key criteria, allowing you to tailor your responses to what they truly value.

When evaluating talent, the biggest red flag is "hand-waving." If you ask a direct question about their area of responsibility and they can't give a crisp, clear explanation, they likely lack true understanding. Top performers know their craft and can explain the "why" behind their actions.

Boards often default to replacing outgoing members with identical profiles, like a former CEO. An effective search professional must have the "intestinal fortitude" to challenge this, analyze the board's future strategic gaps, and propose candidates who fill those specific needs, which naturally surfaces more diverse talent.

For high-level leadership roles, skip hypothetical case studies. Instead, present candidates with your company's actual, current problems. The worst-case scenario is free, high-quality consulting. The best case is finding someone who can not only devise a solution but also implement it, making the interview process far more valuable.