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Executive interview prep in the age of AI

What thirteen search firms, boards and directors’ bodies, from Spencer Stuart to DBS, write about how a CEO is chosen, with practice interviews on board evidence, funding, a sale, succession and one shared promise.

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Meridian · fictional · two years, € millionsA buyer offers €55m for your consumer brand. Keep it or sell it?
  • Two years of cash contribution?+€24m+€14m
  • Investment now?−€8m−€8m
  • Residual value after two years?+€40m+€25m

Two-year value?€56m€31m

  • Buyer offer?+€55m+€55m
  • Sale fees?−€3m−€3m
  • Separation costs?−€6m−€6m
  • Two years of stranded costs?−€4m−€4m

Two-year value?€42m€42m

Pick one, then check the numbers.

Make the call in a practice interview

What leaders say AI changes about the top job

How a board chooses a CEO

  1. Agree what the role needs

    • This profile gives the board a shared understanding and alignment about what good looks like and a common, unbiased framework that can be used to assess all candidates, external and internal, once the CEO search is underway.

      Korn Ferry

    • The process is most effectively led by a non-executive, independent board member, thereby maintaining objectivity.

      Boyden

  2. Assess leaders well below the top

    • The first step is a thorough assessment of top leaders in the organization, even two or more levels down in the organization, to identify those who have the ability to stretch well beyond their current roles.

      Spencer Stuart

    • The CEO must provide the board with at least a few high-quality internal CEO options, discuss succession planning early in their tenure and work with the board on succession in an open and interactive manner.

      Australian Institute of Company Directors

  3. Develop the internal field

    • A strong field of internal candidates was put through an extended development programme to develop their experience, exposure and skills for the role. They were also benchmarked against potential external candidates.

      DBS

    • Regular updates on leadership development programs and strategic involvement of potential candidates in board meetings can enhance familiarity and confidence in internal talent.

      Egon Zehnder

  4. Test insiders against outsiders

    • Internal candidates require equally compelling proof points, including objective assessment, enterprise-wide leadership experience, and demonstrated capacity to lead the organization's future agenda.

      Korn Ferry

    • The key is genuine optionality: truly considering both internal and external candidates, and making the selection based on strategic fit rather than predetermined preference.

      Boyden

  5. Watch them decide under pressure

    • Executives participate in a variety of simulations that emulate real-life work scenarios. These simulations can encompass exercises such as group discussions, case studies, business simulations, role-plays, and presentations.

      Stanton Chase

    • Grounded in analytics and guided by senior leadership experts, our approach uncovers how leaders think, behave, and perform under pressure—providing data-driven insights that inform hiring, development, and succession decisions.

      Boyden

  6. Explain the choice, then hand over

    • Leadership transitions test boards. Choosing the right chief executive matters. So does explaining that decision clearly.

      NATIONAL Public Relations

    • Shadowing the outgoing CEO provides similar benefits for new CEOs. Working with the incumbent before their departure provides the new CEO with a seamless transition into the role, allowing them to gather first-hand experience and knowledge from a more seasoned leader.

      Odgers Berndtson

What search firms and boards say they’re looking for

01 Show the board which assumptions matter

“Boards are increasingly testing whether management can articulate which assumptions truly matter, which can be flexed and which would trigger a fundamental change in course.”

TRANSEARCH International, Executive search firm · TRANSEARCH International, Undated

Separate the assumption that decides the vote from the ones that only move the decimal.

TRANSEARCH: “AI investments are increasingly scrutinised through the lens of return, resilience and risk concentration.” Heidrick & Struggles: “Artificial intelligence (AI) and how to make the most of its opportunities while mitigating its risks is now an ever-present agenda item for boards and executives. It is central to strategy, growth, and leadership conversations.”

  • TRANSEARCH International
  • Heidrick & Struggles
Executive case · Worked answerShould the board fund this AI rollout?Example

02 Fund tomorrow without starving today

“The best CEOs are Enterprise Leaders who can maintain business performance today and transform the organization for tomorrow – simultaneously.”

Korn Ferry, Executive search firm · Korn Ferry, Undated

Name the work that loses its funding. Sunk spend is not a reason to keep going.

Stanton Chase: “A CEO’s job is more than making sure the company’s day-to-day operations run smoothly. They need to be willing to rethink how their business operates and why it exists.” Amrop Carmichael Fisher: “Executives who can build trust, navigate change and sustain commercial performance under pressure will remain in high demand across CEO, CFO and other senior appointments.”

  • Stanton Chase
  • Amrop Carmichael Fisher
Executive case · Worked answerWhich work loses its funding?Example

03 Change the call when the facts change

“This is what we refer to as executive intelligence — the ability to make decisions in real time, process new information and course-correct when conditions change.”

Spencer Stuart, Executive search firm · Spencer Stuart, Oct 23, 2025

Say what would change your answer before anyone asks, then change it when it happens.

Russell Reynolds Associates: “As such, boards need to distinguish between executives who have succeeded in favorable conditions and leaders who can create value through ambiguity, disruption, and change.” Heidrick & Struggles: “He or she should possess the foresight and strategic acumen to lead the organization in the long term, while also demonstrating the resilience and decisiveness needed to navigate through the immediate crisis.”

  • Russell Reynolds Associates
  • Heidrick & Struggles
Executive case · Worked answerShould the group keep or sell the brand?Example

04 Choose against the role’s mandate

“Boards can mistake familiarity for fit. They can anchor too heavily on pedigree, style, or the legacy of an outgoing successful CEO.”

Russell Reynolds Associates, Executive search firm · Russell Reynolds Associates, May 20, 2026

Agree what the next stage needs, then compare candidates on the same evidence.

Korn Ferry: “Boards need confidence in a candidate's capacity to meet future strategic demands, not only their track record within the current environment.” Egon Zehnder: “The most successful CEO succession systems invariably analyze both internal and external options. This will involve a thorough assessment of internal and external candidates, or at the very least benchmarking the internal candidates against their external counterparts.” Heidrick & Struggles: “But the board’s deep assessment highlighted some personality traits that created risk, such as the candidate’s history of saying one thing and doing another.”

  • Korn Ferry
  • Egon Zehnder
  • Heidrick & Struggles
Executive case · Worked answerWho is ready to lead the next stage?Example

05 Commit people to the same promise

“This is the capacity to inspire people inside and outside the organization through a combination of clear vision, demonstrated competence and authentic connection that motivates others to willingly commit to shared goals.”

Spencer Stuart, Executive search firm · Spencer Stuart, Oct 23, 2025

Functional plans that each look fine can still add up to a promise nobody can keep.

Odgers Berndtson: “During this period, they have the time to build trust and rapport with stakeholders – an invaluable process for leaders who need to “bring others on a journey” in driving change and growth.” At DBS, the chief executive on his successor: “She was instrumental in building the Wealth Management, Consumer Banking and Institutional Banking businesses since she joined, and took personal ownership to operationalise our digitalisation strategy.”

  • Odgers Berndtson
  • Piyush Gupta DBS
Executive case · Worked answerCan the leaders make one delivery promise?Example

AI in the search

  1. They will ask Spencer Stuart: “We want to know from our candidates how they have leveraged technology and innovation to drive and expand their business and how they have sought to enhance the quality and value of data in their previous leadership roles.”
  2. Use it yourself Spencer Stuart: “CEOs should be the company’s power user of AI. Lead by example and help the organization see the possibilities of AI by carving out time to prototype with AI and showing your work.” Amrop Carmichael Fisher: “In FY27, successful Boards will need to evaluate their collective technological literacy and ensure executive teams have the capability to harness digital tools while managing governance, ethical and operational risks.”

Firms’ pages as published; last checked Nov 11, 2026.

Sources

  1. Tom Monahan and Les Csorba, Chief Executive Officer and Partner, Heidrick & Struggles, at the time. Heidrick & Struggles, “Finding the human core of competitive advantage in the AI era: Avoiding the Pygmalion trap”, Apr 22, 2026. Open the source. Checked against the published text.
  2. Gary Burnison, Chief Executive Officer, Korn Ferry, at the time. Korn Ferry, “Never Say ‘Never’”, Jun 23, 2025. Open the source. Checked against the published text.
  3. Constantine Alexandrakis, Chief Executive Officer, Russell Reynolds Associates, at the time. Russell Reynolds Associates, “Leading Together in 2026”, Undated. Open the source. Checked against the published text.
  4. Mark Cross, Chair of Chorus, writing for the Institute of Directors New Zealand, at the time. Institute of Directors New Zealand, “IMHO: If AI becomes everything, what does that mean for governance?”, Aug 21, 2025. Open the source. Checked against the published text.
  5. Mark Rigotti, Managing Director and CEO, Australian Institute of Company Directors, at the time. Australian Institute of Company Directors, “Governance of Artificial Intelligence”, Jun 12, 2024. Open the source. Checked against the published text.
  6. Peter Gleason, President and CEO, National Association of Corporate Directors, at the time. National Association of Corporate Directors, “Boards prioritize strategic execution, technology and people heading into 2026”, Dec 11, 2025. Open the source. Checked against the published text.
  7. Rahul Bhardwaj, President and CEO, Institute of Corporate Directors, at the time. Institute of Corporate Directors, “Canada’s director community comes together at the annual ICD National Director Conference”, Undated. Open the source. Checked against the published text.
  8. TRANSEARCH International, Executive search firm, at the time. TRANSEARCH International, “Boards Are Being Rewritten in Real Time – Leadership Insights”, Undated. Open the source. Checked against the published text.
  9. Heidrick & Struggles, Executive search firm, at the time. Heidrick & Struggles, “AI focus: How boards are finding expertise to chart the unknown”, Nov 13, 2025. Open the source. Checked against the published text.
  10. Korn Ferry, Executive search firm, at the time. Korn Ferry, “CEO Search & Succession”, Undated. Open the source. Checked against the published text.
  11. Stanton Chase, Executive search firm, at the time. Stanton Chase, “How Boards Should Plan for CEO Succession”, Aug 23, 2023. Open the source. Checked against the published text.
  12. Amrop Carmichael Fisher, Executive search firm, at the time. Amrop Carmichael Fisher, “Executive Search Trends Australia: FY27 Outlook”, Undated. Open the source. Checked against the published text.
  13. Spencer Stuart, Executive search firm, at the time. Spencer Stuart, “In Volatile Times, Select CEOs for Strategic Advantage, Not Safety”, Oct 23, 2025. Open the source. Checked against the published text.
  14. Russell Reynolds Associates, Executive search firm, at the time. Russell Reynolds Associates, “The New CEO Progression Blueprint: Expanding CEO Succession Optionality During Uncertain Times”, May 20, 2026. Open the source. Checked against the published text.
  15. Heidrick & Struggles, Executive search firm, at the time. Heidrick & Struggles, “CEO Succession Planning: Leading Through Crisis”, Sep 4, 2024. Open the source. Checked against the published text.
  16. Korn Ferry, Executive search firm, at the time. Korn Ferry, “CEO Turnover in Canada: 2025 Findings”, Oct 2, 2026. Open the source. Checked against the published text.
  17. Egon Zehnder, Executive search firm, at the time. Egon Zehnder, “Welcome to level five”, May 21, 2015. Open the source. Checked against the published text.
  18. Odgers Berndtson, Executive search firm, at the time. Odgers Berndtson, “How to Help Your CEO Hit the Ground Running”, Feb 27, 2024. Open the source. Checked against the published text.
  19. Piyush Gupta, CEO, DBS Group Holdings, at the time. DBS, “Tan Su Shan appointed as Deputy CEO”, Aug 7, 2024. Open the source. Checked against the published text.
  20. Spencer Stuart, Executive search firm, at the time. Spencer Stuart, “How leaders can thrive in the age of AI”, Jun 30, 2025. Open the source. Checked against the published text.
  21. Spencer Stuart, Executive search firm, at the time. Spencer Stuart, “Don’t Delegate AI: A Power-User Playbook for CEOs”, Jan 27, 2026. Open the source. Checked against the published text.

Last reviewed Nov 11, 2026

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