The Top 10 Questions to Ask When Interviewing a NED Candidate

Introduction: Why NED Interviews Require a Different Lens

Appointing a non-executive director is not the same as hiring a senior executive. The NED does not run operations or manage teams; their role is to provide independent oversight, challenge management constructively, and guide the board on strategy and risk.

Yet many boards still approach NED interviews as if they were executive hires. The result is a focus on technical background or personality fit, rather than the qualities that matter most: independence, foresight, and sector-relevant insight.

This article provides boards with the ten most important questions to ask when interviewing NED candidates, along with guidance on what strong answers should demonstrate.

Question 1: How do you add value without stepping into management’s shoes?

Why it matters: The best NEDs understand the boundary between governance and execution.What to look for: Candidates who can explain how they influence strategy, shape debate, and provide challenge — without undermining management authority.

Question 2: Describe a time you influenced board strategy.

Why it matters: Boards need evidence of impact.What to look for: Concrete examples where the candidate’s input changed or strengthened strategic direction, ideally in high-stakes or complex situations.

Question 3: What do you see as the biggest risks for our sector over the next five years?

Why it matters: Forward-looking NEDs bring value beyond oversight.What to look for: Candidates who identify sector-specific risks (cyber, regulation, capital intensity, geopolitical shifts) and link them to governance responsibilities.

Question 4: How do you stay current on technology, regulatory and geopolitical trends?

Why it matters: Boards cannot afford outdated perspectives.What to look for: Evidence of structured learning, professional networks, and continuous engagement with emerging issues.

Question 5: How would you challenge management on a major capital project?

Why it matters: Telecoms, infrastructure and technology boards regularly approve billion-dollar investments.What to look for: Candidates who can probe assumptions, assess risk-adjusted returns, and balance strategic ambition with prudent oversight.

Question 6: What is your approach to cybersecurity oversight as a NED?

Why it matters: Cybersecurity is a board-level accountability issue.What to look for: Awareness of frameworks, the importance of metrics and reporting, and a recognition of the board’s role in incident readiness.

Question 7: How do you contribute to committee work?

Why it matters: Much of a NED’s impact happens in audit, risk, remuneration, or investment committees.What to look for: Practical experience and willingness to engage deeply in committee responsibilities.

Question 8: What red flags do you look for in management reporting?

Why it matters: NEDs must detect gaps or distortions in the information presented to the board.What to look for: Insight into financial, operational and risk reporting; examples of how they have challenged unclear or overly positive narratives.

Question 9: How do you approach disagreements or entrenched views in the boardroom?

Why it matters: Constructive challenge is central to the NED role.What to look for: Candidates who balance firmness with diplomacy, keeping the focus on governance and outcomes rather than personal conflict.

Question 10: What do you believe this board should be doing differently in the next three years?

Why it matters: This question surfaces insight, preparedness and cultural fit.What to look for: Candidates who connect their answer to strategy, risk and governance — and who show an ability to think beyond the obvious.

Interpreting the Answers: The Mark of a Strong NED

A strong NED candidate’s answers will:

• Link personal experience to board-level impact.

• Balance strategic vision with governance discipline.

• Show independence of mind without arrogance.

• Reflect a clear understanding of the sector context (telecoms, infrastructure, technology).

Boards should be wary of candidates who speak in generalities, rely on clichés, or cannot point to tangible examples of influence.

So What for Boards?

The NED interview process is the board’s best opportunity to test whether a candidate will add real value. By asking the right questions — and knowing what good answers sound like — boards can distinguish between box-tickers and transformative directors.

This process is not about charisma or prestige. It is about independence, foresight and sector fluency — qualities that cannot be faked under probing questions.

Board Conclusion

The top ten questions outlined here give boards a practical framework for evaluating NED candidates in 2025. Strong answers reveal candidates who:

• Understand the governance–management boundary.

• Can anticipate risks and opportunities.

• Bring relevant experience to strategic challenges.

• Enhance investor and regulator confidence.

The difference between a good board and a great one often lies in the quality of its NED appointments. Asking the right questions is the first step in ensuring the right fit.

Bridge Connect advises boards on strengthening governance and strategy through effective NED appointments. With four decades of experience in telecoms, infrastructure and investment, we help boards move beyond generic governance to strategic oversight that adds measurable value.

If your board is preparing to interview NED candidates, contact Bridge Connect to ensure your process identifies directors who will genuinely transform your governance and resilience.