5 Watch-Outs We’re Asked to Spot in C-suite Interviews

By Mark Lawson-Jones, Partner at Page Executive, Technology Sector & Business Services (UK&I and Nordics)

Over the years, I’ve partnered with boards, CEOs, and investors across the UK and internationally to help them build leadership teams that can scale, integrate, and lead through change.

One thing we hear consistently: “Help us look beyond the CV. Show us the signs — not just of capability, but of character and fit.”

In senior hiring, what’s said between the lines often matters most. Here are five common watch-outs our clients ask us to look for in interviews — especially when the stakes are high.

1. A reluctance to own failure

Clients often tell us they want leaders who are self-aware and accountable — not just polished. If a candidate avoids discussing setbacks or reframes every challenge as a win, it can raise concerns about how they’ll handle pressure, feedback, or failure in the role.

What our clients value: Leaders who are open about what they’ve learned and how they’ve grown.

2. An imbalance in how they describe success

How a candidate talks about achievements can reveal a lot. Overuse of “I” may suggest ego; too much “we” can sometimes mask a lack of personal ownership. It’s not about counting pronouns — it’s about understanding how they see their role in driving outcomes.

What our clients value: A balanced view — credit to the team, but clarity on where they made the difference.

3. A weak link between strategy and results

Not every leader needs CFO-level detail, but they should be able to explain how their decisions impacted the business. If they can’t connect strategy to outcomes — especially in roles tied to growth, transformation, or investment — that’s a concern.

What our clients value: Clear thinking on cost, value, and results. Strategic decisions backed by commercial awareness.

4. A tendency to speak poorly of past employers or boards

This one always raises eyebrows. If a candidate leads with frustration about a previous boss or board, we dig deeper. Culture clashes happen — but professionalism, even in tough chapters, is essential at this level.

What our clients value: Maturity, perspective, and a constructive attitude — even when discussing difficult experiences.

5. A lack of curiosity

One of the most consistent watch-outs? A lack of good questions. Senior candidates should want to understand your strategy, team dynamics, and commercial direction. If they don’t ask — or haven’t done the research — it can suggest a transactional mindset.

What our clients value: Thoughtful, forward-looking questions that show real engagement and preparation.

None of these are automatic deal-breakers. But in senior hiring, they’re often signals of deeper issues — and a prompt to explore further before making the call.

If you’re hiring into your leadership team this year and want to talk about what ‘great’ looks like in the interview room, I’d be happy to share what we’re seeing across the market.

We work closely with private and private equity-backed businesses to help them hire leaders who can deliver — not just on paper, but in practice.