Board Perspective: The One Thing Most Boards Overlook in C-suite Hiring

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

It’s not experience. It’s not credentials. It’s not even cultural fit

As a Partner at Page Executive specialising in executive search, I’ve seen first-hand how boardroom conversations around C-suite hiring often centre on track records, sector knowledge, and leadership style. These are important—but they’re not the differentiator.

The one thing most boards overlook? The candidate’s capacity to evolve.

Why This Matters More Than Ever

In today’s business environment, the only constant is change. AI is rewriting operating models. ESG is reshaping stakeholder expectations. Geopolitical and economic volatility are now baseline conditions.

In this context, a leader’s ability to evolve—to unlearn, reframe, and adapt—is no longer a nice-to-have. It’s a survival skill.

What’s dangerous is not to evolve.

Jeff Bezos

Boards often assume that adaptability is baked into senior leadership. But the truth is, the higher someone climbs, the more likely they are to become insulated from challenge and change. Legacy thinking can become a liability.

What Boards Should Be Asking Instead

Most board interviews focus on what the candidate has done. But in today’s environment, what matters more is what they’re capable of becoming.

Here are five high-impact questions boards should be asking to assess a leader’s capacity to evolve:

1. “Tell us about a time you changed your mind about something fundamental.” This reveals intellectual humility and the ability to challenge one’s own assumptions—critical in fast-moving markets.
2. “What’s the most uncomfortable feedback you’ve received—and what did you do with it?” Leaders who grow are those who can metabolise discomfort and turn it into development.
3. “How do you stay ahead of trends that haven’t hit your sector yet?” This tests foresight and curiosity—two traits that separate reactive leaders from proactive ones.
4. “What have you unlearnt in the last 12 months?” The best leaders are in a constant state of reinvention. This question surfaces their agility and self-awareness.
5. “Who do you turn to when you’re out of your depth?” No one leads alone. This question uncovers the candidate’s support systems and willingness to be vulnerable—both signs of maturity, not weakness.

Change before you have to.

Jack Welch

The Board’s Blind Spot

Hiring for evolution isn’t soft. It’s strategic. It’s the difference between a CEO who survives disruption—and one who leads it.

Innovation distinguishes between a leader and a follower.

Steve Jobs

Boards that fail to prioritise adaptability risk appointing leaders who are brilliant in yesterday’s world—but brittle in tomorrow’s.

Conclusion

As the pace of change accelerates, boards must evolve their own approach to leadership selection. The next generation of C-suite leaders won’t just need to lead change—they’ll need to embody it.

What questions are you asking in your boardroom to uncover a leader’s capacity to evolve? I’d love to hear your thoughts—share them in the comments.