Insights

It might surprise some, but after more than 25 years in executive search, I still regularly hear examples of where even seasoned and accomplished candidates and leaders who interview very badly. Not from the candidates we’ve represented and worked closely with of course, but clients continue to tell us stories of such behaviours and mistakes that instantly raise concern, even in otherwise impressive people. My primary advice is if you accept an interview, treat it like an interview. Unless it is very explicitly an exploratory conversation, that said, I’d still take heed of these mistakes and avoid them. Never lose the opportunity to make a good impression or avoid making a bad one.

A recent Harvard Business Review article by Boris Groysberg and Robin Abrahams, “6 Red Flags That Keep Good Candidates from Getting Hired” captured this perfectly. Their research with hundreds of senior executives highlighted six recurring red flags that derail good candidates at the in-person stage of hiring. They echo many stories I’ve seen and heard.

If you are actively, or passively considering a career move or preparing for interviews, don’t let complacency, arrogance or busyness allow you to fall into one of these behaviours:

1.      Poor self-awareness

Senior candidates are expected to know themselves well, strengths, gaps, leadership style, and how they show up under pressure. Yet it’s remarkable how often people struggle to clearly articulate their own impact, or indeed have any 'self-awareness' at all. To not know yourself, the good and the less good, it's a poor leadership trait.

Overly rehearsed answers or name-dropping can be as damaging as vagueness. The most impressive candidates combine confidence with humility, owning both their achievements and their lessons learned. Owning your own mistakes. Everyone at a leadership level has made mistakes, if you haven’t, you’re either lying, or deeply lacking self-awareness.

2.      Lack of preparation

It should go without saying, but even for initial or introductory conversations, some basic preparation should have been done. Understanding the company, what it does and what problem it solves, its culture, challenges, and leadership dynamics is essential.

At a senior level, and for full interviews, this goes far beyond checking a website. It means understanding the market context, knowing the investors or board, and being ready to ask smart, informed questions. To not know the basics is a lack of respect and a poor show of character.

3.      Poor manners or lack of professionalism

Even small lapses can create a lasting impression: turning up late without apology, interrupting, dressing inappropriately, or treating “informal” interviews too casually. One of the mistakes that makes me cringe most, and says most about the individual, is candidates being rude, arrogant and offish with company employees, at security and reception in particular. I know many companies that check with all of those that have interactions with the candidate face to face on calls.

Professional courtesy matters, and so does presence. Listening well, showing composure, and treating every interaction as meaningful speaks volumes about how you’ll represent the business once in role, and about you as a person.

4.      Excessive self-interest

Ambition is healthy; entitlement is not. Asking about compensation, flexibility, or benefits too early, or framing questions only around personal gain, can raise red flags. We filter those who’s only criteria in a move, or interest in a role is purely financial. It’s important of course, from my experience on great candidates I’ve placed and worked with money is top three, but never the top motivator for a move.

Top-tier leaders balance self-awareness of their priorities with curiosity about how they can add value. Talk first about contribution, the value they can bring, the rest will follow naturally.  Any role presented via a search or recruitment firm should have been qualified that you are at least in the right ballpark with financial expectations and aspirations.

5.      Problematic relationships with past or present employers

Speaking negatively about a current or former employer never lands well. It signals potential attitude issues, arrogance and a lack of self-awareness, regardless of how justified your frustrations may feel.

Be honest about challenging experiences, but frame them around what you learned, not who you blame. A mature perspective shows professionalism, resilience, and emotional intelligence. Sometimes things don’t work, personalities clash, mistakes are made, the wrong jobs taken. Be honest.

6.      Job-hopping without context

In today’s market, frequent moves aren’t always a problem, but they do need a clear narrative. Hiring leaders want to understand your decisions and progression. Again, it’s rare to get to a senior level in your career without at least one mistake in the journey. Why did you make the move and what did you learn from the error?

If your career has spanned different industries, roles, or company sizes, connect the dots. Explain the logic behind each move and what you bring as a result. A coherent story builds confidence in your judgment.

Final thought

Interviews at a senior level aren’t about proving you’re qualified, that’s already largely assumed. Of course experience and knowledge need to be validated and demonstrated, but interviews are also very much about alignment, culture fit, authenticity, and clarity.

Regardless of how formal the interview or meeting is, in my experience, the individuals and candidates who stand out are those who demonstrate three simple qualities:

Clarity about their strengths, weaknesses and goals,

Courtesy in how they engage with others,

Coherence in how they tell their story.

The fundamentals of great interviewing haven’t changed, but at senior and executive level the stakes are higher. Small signals carry big weight, and impressions have a life beyond this interaction.

Before your next interview, take the time to reflect, prepare, and show up as the best version of yourself. Because even after 25 years in this industry, I still see these same six red flags, and others, still cost great people great opportunities.

The obvious start point to consider, when someone shows up for an interview or meeting with you, what do you expect from them. Simples!!

David Hunt