Recently, I had the privilege of facilitating a series of CEO interviews, a process that never fails to inspire and humble me. Sitting across from accomplished leaders, hearing their stories, understanding their visions, and observing how they show up in high-stakes conversations is always a powerful reminder of what leadership really looks like in practice.
Each interview was unique, yet as I reflected on what made some candidates truly stand out, five qualities consistently rose to the surface. These weren’t about ticking boxes or giving ‘the right’ answers, they were more human, more nuanced, and ultimately, more impactful.
Here’s what I noticed:
The standout candidates didn’t show up trying to ‘perform’ or impress. They were grounded, present, and real. They spoke from a place of conviction, sharing their journey with honesty and clarity. They weren’t afraid to talk about their failures, turning points, or moments of doubt. In doing so, they demonstrated a high level of self-awareness, able to articulate both their strengths and where they were still learning or evolving.
This kind of authenticity is magnetic. It creates a sense of trust in the room because it’s not about perfection, it’s about presence. And when someone is truly present, they can engage in meaningful dialogue, not just deliver polished responses.
Walking the line between humility and confidence is no easy task. But the most impressive leaders managed to do just that. They shared their achievements with pride, but never crossed into arrogance. They acknowledged the role of others in their success, teams, mentors, partners, and showed a genuine appreciation for collaboration.
Their confidence wasn’t loud or forceful. It was quiet, steady, and grounded in experience. You could feel their capability, but also their openness to feedback, complexity, and the unknown. In today’s ever changing leadership landscape, that balance is not only rare, it’s essential.
Great candidates didn’t just list roles or titles. They told a story, a strategic, thoughtful narrative that connected their past experiences with the future they envisioned for the role. They painted a picture of how their skills, values, and leadership approach would contribute to the company’s growth, culture, and challenges ahead.
This narrative coherence was powerful. It demonstrated that they had done the work of integrating their experiences and could clearly articulate why they were uniquely positioned to step into the opportunity at hand.
Every exceptional candidate came prepared, deeply prepared. They knew the business, the context, the sector, and the challenges facing the organisation. They didn’t just regurgitate facts; they demonstrated insight. They asked sharp, thoughtful questions that showed a genuine interest and intellectual curiosity.
But what was just as impressive was their presence. They didn’t come across as over-rehearsed or robotic. They listened intently, adapted to the moment, and engaged in a real conversation. There’s something very compelling about a candidate who can balance rigour with spontaneity, who is clearly prepared, but still very much in the room.
It might seem like a minor detail, but humour, used appropriately, is a surprisingly powerful leadership signal. It reveals emotional intelligence, timing, and perspective. It lightens the atmosphere, humanises the conversation, and signals a leader who can navigate intensity with grace.
In these interviews, the candidates who were able to laugh at themselves, bring levity to a complex topic, or simply enjoy the moment often left the strongest impression. It reminded me that leadership isn’t just about gravitas, it’s also about warmth.
What struck me most about these five traits is that none of them can be manufactured overnight. They are developed over time, through deep self-reflection, experience, meaningful feedback, and a willingness to evolve.
When candidates showed up with these qualities, the energy in the room shifted. The interviewers relaxed. The conversation flowed. There was genuine connection. It became less of a ‘test’ and more of a shared exploration of what leadership could look like in this next chapter.
For those stepping into senior leadership interviews, here’s the invitation: don’t just try to be the candidate you think they want. Show up as the leader you already are.
Bring your story. Bring your curiosity. Bring your depth, your awareness, your readiness, and yes, your humour too.
What have you observed about standout and connected leadership in high-stakes conversations? Where have you brought vulnerability, insight or humour to an important discussion? Let us know in the comments or connect with us directly, we always welcome meaningful conversations.
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