Prepare For A Leadership Interview That Counts

The fastest way to derail a leadership interview is to treat it like a normal promotion chat. We open with the question that decides more careers than people want to admit: “Why do you want to be a leader?” Then Greg and I unpack what interviewers are really listening for in those first few minutes and how your answer signals maturity, motivation, and readiness before you’ve even covered your resume.

We also get practical about the modern reality of hiring: virtual interviews. When you’re on the phone or staring into a Zoom camera, you lose a lot of body language and every pause gets amplified. We talk through leadership presence you can control right now, including voice clarity, intentional wording, camera eye contact, and the small professionalism cues that communicate you take the responsibility seriously.

From there, we discuss what leadership actually is: a shift from technical execution to relationship-based work and accountability for other people’s success. We share ways to prove leadership without authority, what “strategic leadership” often signals about day-one expectations, and why listening and asking thoughtful questions at the end can separate strong candidates from passive ones. We also cover core competencies like emotional intelligence, trust building, and strategic thinking, plus red-flag behaviors like micromanaging and taking credit.

If you found this helpful, subscribe, share the show with someone prepping for a leadership role, and leave a review so more future leaders can find us.

Transcript

Why You Want To Lead

SPEAKER_00 0:13

Well, hello, and welcome to our podcast, Success, Secrets, and Stories. I'm your host, John Wondolowski, and I'm here with my co-host and friend, Greg Powell. Greg? Hey everybody. And when we put together this podcast, we wanted to put out a helping hand and help that next generation and help answer the question of what does it mean to be a leader? Today we want to talk about a subject that I think supports that concept. So this podcast is a little bit about the interviewing process. When you're interested in interviewing for a leadership position, what are the kind of things that are going to happen? And I want to start with just an idea that came from Steve Jobs. And he has a famous quote: if you want to make everyone happy, don't be a leader. Sell ice cream. Which is kind of the point. If you're going to make the decision to be a leader, there's more to it than what meets the eye. That question of why do you want to be a leader is usually always the first question. And it sounds simple, almost casual, yet it is one of the most important questions a candidate will face in the interview. How you answer it sets the tone for the entire interview, and in many cases determines whether the interviewer leans in in terms of interest or begins to quietly question your readiness. This discussion is aimed at two groups of people: individuals applying for a leadership role for the first time, and those that are already in an entry-level leadership position who are looking to move up to the next level. Now, the next level is often described as strategic leadership, and that's a shift that requires fundamentally a different mindset, a different skill set, and a different level of accountability. Leadership is not the kind of promotion that you apply for in the last minute. It's a decision that you prepare for, something that you want to make sure that you have all your tucks in a roll before you ask the very first question. So the first question is the question that matters the most. And I like Michael Jordan's quote of a leader can't make excuses. There has to be quality in everything that you do, off the court, on the court, in the classroom. What many candidates underestimate is how critical that first two or three minutes really are. You must be intentional, thoughtful in how you answer the first question. If you have the technical qualifications, uncertainty in your delivery can overshadow your experience. Greg?

Virtual Presence Without Body Language

SPEAKER_01 3:01

You know, from the human resources perspective, and I can definitely confirm this, I've asked this question hundreds of times, and the way a candidate answered it is incredibly revealing. Studies consistently show that people form assumptions about a person's competence, competence, and character within the first five to eight minutes of meeting them. Today there's an additional challenge. Interviews are increasingly conducted over the phone, on Zoom, or through other video platforms. These electronic formats limit nonverbal communication and amplify every hesitation, every pause, and every lack of clarity in your voice.

SPEAKER_00 3:38

If I can just interrupt for a second, there is nothing more challenging than trying to communicate a leadership potential using only your voice. Even more difficult is speaking into a small camera lens and treating it as though the person was sitting across the table from you. In virtual interviews, you cannot look at your mirror image on the monitor or the interviewer's image on the monitor. Assume the eye contact is related to the camera lens itself. Your ability to project, engage, the intent becomes a skill in itself. Leader's presence in a virtual environment is conveyed through tone and clarity of voice, the intention of the word choices that you use, facial expressions, posture, even your professional appearance. All these elements communicate how serious you are about the opportunity and how well you understand the expectations of a leadership role.

Preparation Beyond The Job Posting

SPEAKER_01 4:42

So leadership is not about the title. One of the most important misunderstandings about leadership is a belief that it's about a title, maybe a corner office, or even higher compensation. Leadership is a fundamental shift in responsibility. So from being accountable for your own work, the work you do, to being accountable for the success of others. That shift is not theoretical, it is both practical and emotional. It actually changes how you think, how you prioritize, and how you measure success. This is why preparation matters. An interview is not the time to read the job description for the very first time. You should already understand the industry the organization operates in, the organization's competitive position, their strength, its financial health and vitality and market reputation, and also the technical expectations of the role you're seeking. For example, if you're applying to manage an accounting department, you should expect questions related to forecasting, quality assurance, and regulatory compliance. Whether you hold a CPA certification or not is less important than how you explain your experience, how you make decisions, and how you demonstrate accountability is the same as a CPA would do.

SPEAKER_00 5:55

Yeah. And one of the most common questions candidates will hear how have you developed your leadership skills? And if you have ever led a team before, this is where preparation makes the difference. Leadership is not defined solely by direct authority. You can demonstrate leadership skills in a number of different ways, picking ownership of projects and being prepared to define those projects in detail. Talk about influencing peers and achieving better outcomes in terms of the organization. You've mentored others informally or formally, but that's still part of leadership. And being recognized by leaders for your initiative and someone that they can rely on. Be prepared to tell stories to demonstrate how you have led without authority. These examples are often more compelling than any formal title.

SPEAKER_01 6:57

So let's talk for a minute about what interviewers are really listed for. One of my favorite questions to ask candidates is what do you enjoy most about being a leader? Because that answer tells me whether they understand leadership as responsibility or merely the status of being a leader. Your stronger candidates talk about how they like developing others. They talk about mentoring and coaching team members. They talk about being accountable for decisions and accepting responsibility for outcomes. And they avoid things like interruptions and distractions. Make sure you turn off your phone during the interview. Right? Weak answers often focus or probe on authority, control, or personal recognition. And make sure you avoid prejudice, comments, or conversations. So let's pause here for a critical piece of advice. Because during the interview, you do want to speak from the heart, you want to speak from experience, you don't want to ramble, you don't want to speculate, you don't want to repeat negative questions, and you want to avoid industry jargon and cliches. An interview is not the time to criticize current or past leaders. It just isn't. Speaking negatively, it may feel relevant, but it really creates a damaging perception. Interviewers are not looking for critics, they're looking for problem solvers. So a true leader focuses on making transitions successful, improving systems rather than blaming people, taking ownership instead of finger pointing. Your role is to demonstrate enthusiasm, professionalism, and readiness, not frustration.

SPEAKER_00 8:26

That's so true. And you know, here's another skill that's really important for any candidate. Listen more than you talk. When an interviewer feels heard, they perceive you as cooperative, thoughtful, emotionally intelligent. This is especially important in terms of strategic leadership roles. Strong leaders ask qualifying questions. Let me say that again. Strong leaders ask qualifying questions. They seek the clarity before responding. And there is a noticeable difference between generic answers and responses that are tailored to the organization's actual needs. Listening allows you to do some really interesting changes to your conversation, understand the underlying challenges, frame relevant strategic responses, demonstrate engagement and curiosity.

SPEAKER_01 9:23

We're going to talk a little bit about strategic leadership and the five-year expectation, some key skills. When organizations ask for strategic leadership skills, they're usually looking for someone with at least five years of experience in the field. That is not an arbitrary amount of time. Strategic leadership often means immediate accountability, limited onboarding, that ramp up time, higher expectations for results. Strategic is often code words for you will be expected to perform from day one. Now is not the time to talk about challenges with accepting responsibility. It's not story time. Your comments should be directly related to how you have accepted accountability for your results and your team's results.

SPEAKER_00 10:06

And then the other part that I think is important is asking questions at the end of an interview. And this is your chance to set up a first impression. There's a Will Rogers quote that I really like. You will never get a second chance to make a first impression. So candids should actually practice or have some idea of what they want to talk about in terms of questions. And what I mean by asking the right questions is asking probably one of the more interesting ones that is in the back of everyone's mind whenever you're going through an interview. Why is this position available? If the previous leader was promoted or retired, the answer should be clear. If the person left under unfavorable circumstances, the responses will probably be vague. And while you shouldn't interrogate to ask any more questions in terms of what happened to the previous person in this role, understand the context can be revealed in terms of the insights of the organization in other formats.

SPEAKER_01 11:09

So tools like Glassdoor can provide additional perspective, but they should be used very carefully. They offer snapshots, not full pictures. As my daughter would say, that's one data point to add. Look for patterns rather than individual complaints. At its core, leadership is a shift from technical execution to relationship-based work. You are no longer hired solely for what you can do, but how well you can do of several things. Number one, how well you connect with people. Number two, how well you align teams with goals. Number three, how well you motivate others to perform. Managers tell people what to do, but leaders help people understand why the work matters.

SPEAKER_00 11:53

And also everyone considering leadership should be prepared to embrace discomfort. Leadership involves difficult conversations, conflict resolution, and in the interview, be prepared to give examples on how you've handled that type of meeting. Decisions made with incomplete information. Avoid discomfort is not an option. Growth happens in those moments.

SPEAKER_01 12:22

You know, John, leadership is as much about character as it is about results. Decisions always involve risk. What matters is how thoughtfully and ethically those decisions are made.

SPEAKER_00 12:36

And really, if you look at some of the questions they asked, they're going to be asking for some of the core competencies in terms of what a good leader has, a successful leader has. From my experience, there are three competencies consistently stand out in terms of good candidates. The ability to understand emotional intelligence. And what that means is your emotions and how that emphasizes others is really fundamental. Without trust, that kind of emotional intelligence is hard or sometimes just doesn't exist. The skills associated with trust building. Leaders must perceive to be honest, authentic, and transparent. A facade is quickly detected, and you'll ultimately fail. The third is strategic thinking. Strong leaders can articulate a vision that extends beyond the daily tasks and aligns with long-term goals.

SPEAKER_01 13:37

So let's talk a little bit about leadership behaviors to avoid. There are some very toxic leadership behaviors out there. So let's get into it a little deeper, because these are also considered red flags to listen for. Micromanaging tendencies, lack of trust in your teams, and taking personal credit for the team's accomplishments. True leaders know how to share credit and accept responsibility.

SPEAKER_00 14:01

And that really does bring up another core question that will come up. And they'll focus on candidates and how they handle difficult conversations. Avoiding performance issues is common in less experienced leaders, and that is not sustainable. Strong leaders address issues directly, respectfully, and definitely private when it's appropriate. Preparation for these kinds of conversations is essential. If you really can't think of a business example that you were involved in, try to give an example of what you've witnessed and describe how difficult those conversations were handled. And how you would improve or enhance on the conversation as they occurred. Note that the example or the story is fictional. The follow-up questions from the interviewer will expose the fairy tale quickly. If you haven't dealt with difficult conversations before, be honest and try to describe a personal approach to the situation that comes up. It is an important skill that an interview will ask, be prepared. And there's one important element that has to be part of your preparation. They're going to ask if you have any questions at the end of the interview. A leadership candidate should always have thoughtful questions prepared. Asking no questions, not having an input, suggests a lack of curiosity or strategic thinking. Your questions should demonstrate interest in the organization, an understanding of leadership challenges, and long-term thinking. How you finish the interview matters just as much as how it began.

SPEAKER_01 15:51

So you know, John, preparing for leadership starts today. So how do you prepare for that? You lead without authority. You seek mentorship and sponsorship. You develop communication, negotiation, and conflict resolution skills. And you must adopt a service mindset.

SPEAKER_00 16:15

The day you decide that you want to be a leader is the day you're prepared for this interview. That's when you begin.

SPEAKER_01 16:22

Leadership is often misunderstood as a destination rather than the discipline it is. And one of the central intentions of this discussion is to challenge that belief. The question, so you want to be a leader? Why? It's a diagnostic tool. It very quickly reveals motivation, maturity, and readiness. The deeper message is clear. Leadership is not a decision made at the moment of opportunity, but it's a commitment formed long before the moment arrives.

SPEAKER_00 16:56

So throughout this conversation, we're talking about leadership skills and the things that you need to demonstrate. The most important thing that you need to know is the reality of honest answers. And recurring theme is preparation. How leaders see the interviewer in terms of their appearance and their approach are all part of the persona of who you are that you're applying for this position. The biggest challenge will be in the virtual interviews. And if you're not prepared, you're not going to be successful. That's really the most important message we can get across.

SPEAKER_01 17:37

Another key intention is to dismantle the belief that leadership begins with authority. Many of the strongest indicators appear well before someone has direct reports. Leading projects, influencing peers, mentoring others, and owning outcomes without formidable power reflect the true essence of leadership. And that's called responsibility without entitlement. So by emphasizing this, the discussion encourages aspiring leaders to stop waiting for permission and start practicing leadership behaviors now. Preparation and intentionality are emphasized throughout. Interviews are framed not as transactions, but rather moments of mutual evaluation. Candidates who arrive unprepared, without understanding the organization, the industry, or role-specific challenges, what they're doing is signaling a lack of seriousness about the leadership position itself. Preparation demonstrates respect for the organization, the role, and the people who will be impacted by this leader's decisions.

SPEAKER_00 18:38

So it's important is it is not the time to open discussions in terms of what was wrong with the previous employment. Strong leaders acknowledge that there's a dysfunction, but they frame it with terms like how they could improve upon it and how they could do more in terms of accountability. Listening is also the other skill that you need to use in an interview and understand that you can read the interviewer and understand what works and what doesn't work. That's using the skill of listening and also being strategic at the same time.

SPEAKER_01 19:15

Strategic leadership is another recurring theme with deeper meaning than it first appears. When organizations seek strategic thinkers, they're all signaling urgency and immediate performance expectations. Strategic is not a compliment, it is a responsibility to make decisions with incomplete information. And guess what? You still have to deliver results. The discussion around asking thoughtful questions reinforces this point. The questions candidates ask expose their priorities, how they think about systems, and understanding of organizational dynamics. Saying I have no questions suggests passivity, not confidence.

SPEAKER_00 19:56

You know, just trying to pull this all together. This discussion is about teaching people how to pass an interview, but it's about helping individuals decide what they truly want and their responsibilities and leadership. And if so, how to prepare for that authentic, disciplined, sustainable approach in terms of being a leader. So when the question comes up, why do you want to be a leader? Ultimately it's your turn to speak about your goals and your expectations. The question, why do you want to be a leader, ultimately will turn inward. The most credible leaders are those who can answer it honestly, demonstrate it consistently, and live it long before anyone else is watching. So if you like what you've heard, I've written a book called Building Your Leadership Toolbox, and we talk about tools like this, and it's available on Amazon and Barnes and Noble and other sites. The podcast is what you've been listening to. Thank you so much. It's also available on Apple, Google, and Spotify. A lot of what we talk about is from Dr. Durst in his MBR program. If you'd like to know more about Dr. Durst, you can find out on SuccessGrowthAcademy.com. And if you'd like to contact us, please send me a line. That's Wando75 periodjw at gmail.com. And the music has been brought to you by my grandson. So we want to hear from you. Drop me a line. Tell me what's going on, what you like, and what you would like to hear about. It has always helped us to create content. Thanks, Greg. This was fun. Thanks, John. As always.

SPEAKER_01 21:44

Next time.

SPEAKER_00 21:45

Yeah.