We all know individuals with exceptional problem-solving abilities, proficient at navigating any situation with wit and intuition. However, when these talents are assessed in management interviews, the focus tends to narrow down to scripted questions and skills that can be acquired through training—skills that risk obsolescence within a short span of four years or less. Surprisingly, while other industries employ methods to evaluate an individual’s strengths comprehensively, the IT sector lags in this regard. Just as a skilled captain assesses the strengths and weaknesses of their crew to navigate treacherous waters successfully, IT executives should be evaluated based on their innate abilities and problem-solving skills. Regrettably, there are instances where executives have overlooked this crucial aspect, opting instead for candidates armed with impressive academic credentials but lacking the practical acumen needed to steer the company towards success. This shortsightedness has led to disastrous outcomes, akin to entrusting the helm to an inexperienced captain who jeopardizes the safety of the entire crew. For instance, we’ve witnessed cases where highly qualified individuals with advanced degrees have been appointed to leadership positions, only to witness the company’s decline under their tenure. Consider the cautionary tale of Blockbuster. It’s imperative for IT executives to shift their focus from conventional metrics to identifying and harnessing the unique strengths of candidates. Failure to do so not only risks the company’s trajectory but also undermines the potential for innovation and growth in an ever-changing industry.

These interviews cannot be rushed, as filling IT leadership positions requires considerable time. It’s not as simple as being certified in a technical trait, checking it off your list, and hiring an individual. This is true even in IT Support roles. A desktop technician who has worked on computers from a very young age without an industry-standard CompTIA A+ certificate knows a lot more than someone who has the certificate but lacks real experience in troubleshooting hardware or software, guaranteed. Memorizing test exam questions does not make you an expert; experience and wit do. Of course, having both the certificate and experience is the most desired scenario. However, I often see experienced candidates left behind in favor of those who look good on paper or remember “what type of connector was commonly used to connect peripherals, such as printers and scanners, to older computer systems before the widespread adoption of USB.” An actual question on the A+ test… Leadership roles in IT are being dealt with in the same way by some hiring managers. Their questions are so scripted, they are destined to find a theoretical expert.

See sample questions below that combine technical, soft, and leadership skills:

“Can you describe your experience in leading IT teams and managing projects?”

“How do you prioritize tasks and allocate resources to meet project deadlines and organizational goals?”

“Could you provide an example of a challenging IT problem you’ve encountered and how you resolved it?”

“How do you stay updated with the latest technology trends and ensure your team remains skilled and knowledgeable?”

“Can you discuss a time when you successfully implemented a new IT system or process, and how you managed change within your team?”

“How do you handle conflicts or disagreements within your team, and what strategies do you use to promote collaboration and cohesion?”