1. Finding depth despite time pressure
In my day-to-day work as a personnel consultant, I conduct countless interviews with executives. Time is often limited, but expectations are high: in a relatively short period, I want to understand as much as possible about a person.
Of course, we talk about career steps, roles, responsibilities, achievements. About competencies, expertise, decision-making strength. But all of that is not enough to understand how someone truly interacts, communicates, and leads. And in the end, that is almost always what matters most.
2. Why classic questions often stay on the surface
When it comes to leadership, there are many obvious questions one could ask: What defines you today as a leader? How did you lead when you took over your first team?
These are not bad questions. But they often lead to rehearsed answers: “I follow a cooperative leadership style, avoid micromanagement, and see myself as part of the team.” Sounds good—but what does that actually mean? Even more concrete descriptions of day-to-day leadership, role models, and self-perceptions can be helpful, but they are often too general. You learn what someone does, but rarely how they got there.
3. The question that changes everything
My favorite question is a different one:
What have you learned about leadership - from the moment you led a team for the first time until today?
This question very quickly opens up a different level. It actually combines three questions in one: How did you approach leadership initially? What do you do differently today? And why did you change your leadership style?
Above all, it reveals something crucial: the ability to reflect. You can sense very quickly whether someone has thought deeply about leadership, whether experiences have been processed, whether development has taken place. And you notice how mature someone has become in their role.
4. When answers evade - and why I keep going
Not everyone answers this right away. Some deflect, describe their current leadership routine, or talk about past roles. That’s perfectly fine.
Then I stay with it. I ask follow-up questions. I deliberately allow pauses. Time to think. Almost always, something comes. And what comes then is often far more honest, personal, and insightful than any perfectly polished answer before it.
My intention is never to put someone on the spot or create a tricky test situation. On the contrary: I’m genuinely interested. And most people sense that very quickly.
5. Why learning questions reveal more than lists of strengths
Questions about learning, change, and development are, in my view, the most efficient way to create depth quickly. They show not only what someone can do, but how they think. Whether experiences have been integrated. Whether someone is willing to question their own patterns.
That is crucial in leadership. Because no one leads today the same way they did ten or fifteen years ago. And those who believe they haven’t learned anything usually just haven’t looked closely enough.
6. My recommandation
What question do you ask when you truly want to understand how someone ticks? Where do you ask about results, and where about learning? And what would you answer if someone asked you: What have you learned about leadership?
Because often it’s not the answers to classic questions that reveal people- but the thoughts that emerge when you allow them to reflect honestly.
