By Nancy Mwacharo
The Evolution of Interview Skills Over a Career
It is that time of the year when most professional bodies are carrying out elections for council members. The selection process for these leadership roles mirrors high-level executive interviews, where the focus shifts from academic qualifications to strategic vision, leadership capabilities, and the ability to influence and inspire. Just as career interviews evolve over time— from early-stage assessments based on potential to later-stage discussions centered on achievements—council member elections demand a similar shift in approach. Candidates must not only present their pastaccomplishments but also articulate a compelling vision for the future. This article explores how interview skills develop over a career and how they align with the selection process in professional body elections.
The Early Career Interview: Focus on Potential
Fresh graduates stepping into the job market often find interviews nerve-wracking. At this stage, the focus is primarily on academic qualifications, technical skills, and the potential to learn and grow within an organization. Interviewers assess candidates based on:
- Their ability to articulate their knowledge.
- Problem-solving skills in hypothetical situations.
- Enthusiasm and cultural fit within the company.
These interviews tend to be structured, with clear-cut questions assessing whether the candidate meets the job’s technical and academic requirements. The main challenge for job seekers at this stage is the lack of practical experience, making itnecessary to rely on internships, projects, and soft skills to stand out.
Mid-Career Interviews: The Experience Factor
As professionals progress in their careers, interviews begin to focus less on potential and more on what they have accomplished. At this stage, the following aspects take precedence:
- Demonstrated experience in handling complex tasks and projects.
- Problem-solving abilities in real-world scenarios.
- Leadership experience, even in non-managerial roles.
The interview dynamic shifts from answering standard questions to engaging in discussions
about one’s career achievements. Employers are now interested in how a candidate has applied their skills, how they have contributed to past organizations, and how they can bring value to the prospective employer. Professionals at this stageshould focus on showcasing measurable results, such as revenue growth, process improvements, or successful team leadership.
Senior-Level and Advisory Positions: A Strategic Conversation
At the senior level, interviews evolve into high-level discussions rather than structured assessments. Those applying forexecutive or advisory roles are no longer evaluated solely based on technical expertise but on their strategic insight,leadership skills, and industry influence. Key discussion points in these interviews include:
- Leadership philosophy and vision for the organization.
- Experience in managing teams, mentoring junior employees, and fostering growth.
- Conflict resolution and decision-making skills in challenging situations.
This is precisely the level of assessment that elections for council members fit into. Candidates must demonstrate their ability to influence decision-making at a strategic level, manage governance issues, and advocate for policies that benefitthe broader professional body. Elections for council members are not about technical proficiency alone—they require a blend of experience, vision, and leadership.
The Complexity of Selection: Choosing the Right Candidate
As interview skills evolve, so do the challenges faced by those conducting the interviews. Employers, recruiters, and professional bodies must navigate complex considerations when selecting candidates for key positions. This complexitybecomes even more pronounced in elections for council members within professional organizations. Just as in corporatehiring, electing leaders requires an evaluation of:
- Strategic Vision vs. Practical Execution – Some candidates may have impressive ideas, but can they implement them effectively?
- Experience vs. Fresh Perspectives – Organizations must balance the need for seasoned professionals with the infusion of new, innovative thinking.
- Leadership and Influence – Beyond personal achievements, candidates must demonstrate the ability to inspire, mentor, and guide others.
- Ethical Standing and Reputation – A leader’s credibility and trustworthiness play a significant role in their selection.
Similar to an executive hiring process, council member elections require voters (the interviewers in this case) to assess not only qualifications but also interpersonal dynamics, ability to collaborate, and long-term strategic fit within the organization. The challenge for interviewers and voters alike is to move beyond scripted responses and determine who can truly deliver in a leadership role.
The Role of Influence in Interviews
If you’re offered an interview, there’s more advice about techniques to master and pitfalls to avoid. These include dressingappropriately, arriving at the right time, making small talk, using humor effectively, and so on. And while a single misstep may take you out of the running, a flawless performance doesn’t guarantee you’ll land the job. The challenge is to convince the employer that you’re credible, reliable, agreeable, and fit the organization’s culture. In essence,
you need to “connect” with the interviewer interpersonally. This process can be unpredictable and highly subjective.
Fortunately, the successful use of influence tactics in initial job interviews was the subject of a study conducted by Chad Higgins of the University of Washington and Timothy Judge of the University of Florida. Their research focused on twokey influence tactics: ingratiation and self- promotion.
- Ingratiation involves displaying behaviors that conform to the desires of others. For example, an ingratiatingapplicant might agree with the opinions of a recruiter during an initial interview. This, in turn, may cause the recruiter to assume they share similar beliefs and attitudes, making the applicant more attractive to the recruiter—who would then express a more favorable assessment of the applicant.
- Self-Promotion is defined as asserting one’s competencies and qualities to the interviewer. Self-promotion should also have a positive effect on interviewers, as organizations want to hire individuals who are capable of performing the job. Furthermore, when applicants offer similar academic training and work credentials, self- promotion may help distinguish them from competitors.
The Power of Likability
Likability, whether in an interview or in your day-to-day life, is a big deal. It influences hiring decisions, professionalrelationships, and leadership effectiveness. Candidates who can strike a balance between competence and likability oftenhave a higher chance of success. A well-liked leader or candidate is more likely to gain support, foster teamwork, and build positive work environments.
Mastering self-monitoring, ingratiation, and self-promotion is crucial not only in job interviews but also in elections for professional bodies. Candidates vying for council membership must be able to present themselves as agreeable andvisionary while also demonstrating their capabilities in leadership and governance. The ability to blend personal likability with professional competence often determines who wins the role.
Conclusion
Just as career interviews evolve from proving technical abilities to demonstrating strategic leadership, so too do elections for council members. These elections are more than just an assessment of qualifications—they are about vision, influence, and governance. Council members play a crucial role in shaping the direction of professional bodies, makingthe selection process as rigorous as a senior executive interview. Ultimately, candidates who understand the nuances of leadership, strategic decision-making, and interpersonal influence stand the best chance of being elected. Whether in the boardroom or at the ballot box, success hinges on the ability to inspire trust, articulate a clear vision, and connect with stakeholders at a deeper level.
Nancy Mwacharo is an accountant and governance champion in Taita Taveta County.
