Assessing Fit
Over the years, I’ve seen boards that hum with healthy debate, adapt quickly to change, and make courageous decisions together. I’ve also seen boards that become paralysed by entrenched positions, unspoken tensions, and directors who simply couldn’t work within the culture. They just don’t ‘fit’.
Too often, the difference comes down to the questions asked before someone joins the table. Nominating committees naturally focus on experience, industry knowledge, and networks. But if you don’t ask questions that uncover how a candidate thinks, adapts, and engages with others, you risk bringing on someone whose style and values simply don’t fit.
Here are three questions I’ve found surprisingly revealing in due diligence interviews with board candidates:
1. “Tell us about a time you changed your mind on an important issue—what happened?”
I’ve seen directors who could weigh new evidence and shift their position save boards from expensive mistakes. I’ve also seen those who refused to budge turn a healthy discussion into a battle of wills and egos. This question tells you how open a candidate is to new perspectives and whether they can adapt when the facts change.
2. “When have you been in the minority on a decision, and how did you handle it?”
Disagreement is inevitable. The danger comes when minority voices either go silent or keep fighting after the decision is made. I’ve seen both scenarios erode trust and stall progress. Asking this question shows you how a candidate balances speaking their truth with supporting collective decisions they may not agree with.
3. “If you could change one unwritten rule in a boardroom, what would it be?”
Every board has informal norms about how meetings run, who speaks when, and what’s left unsaid. The best directors notice these subtleties and work to improve them. Those who don’t can reinforce habits that exclude voices or slow decisions. This question reveals how a candidate sees culture and whether they’re willing to question the status quo.
The Bottom Line
A well-run board isn’t just about the right skills. It’s about the right fit. I’ve learned that asking the unexpected can prevent a lot of frustration and missed opportunities. The cost of getting it wrong isn’t just one difficult relationship, it’s the impact on the board’s ability to lead effectively.