NEWSLETTERS

There’s no getting around it. Artificial intelligence (AI) is here to stay. Whether you were an early adopter in late 2022, or are only just beginning to dabble in it, the question about how you use AI in your current workplace is increasingly coming up in executive interviews in 2026.

Whether you’re consciously planning a career transition, or you’re thrust into a career transition after being made redundant or outplaced, it can be a difficult space to be in.

Transitioning sectors as an executive can be an exciting career progression. However, if you’ve worked in the same sector for most of your career, it can be daunting rebranding yourself and taking the leap.

There are certain things that AI is great for. Coming up with your weekly meal plan. Yes. Planning your travel itinerary. Sure. Writing your resume. No, absolutely not.

Do you feel you're on the Chief Financial Officer or Chief Operating Officer merry-go-round and want to have a shot at being a CEO?

Relocating after landing a new executive appointment can feel daunting, but with the help of relocation consultants, it doesn’t have to be.

If you’ve managed any kind of virtual team, don’t discount that experience when applying for your next executive appointment. Here, Executive Interview Coaching founder Richard Elstone chats to Non-Executive Director, management consultant and technology executive Branko Panich about the benefits of leading a virtual team and how to sell that experience in an executive interview setting.

Stakeholder engagement is a vital trait in leadership. It’s something that comes up in almost every executive job description.

One of the most important steps of executive interview preparation is to ask yourself: Why might I not be hired for this role?

You might have heard the term ‘executive interview coach’ and wondered what exactly we do.

Seven years ago, a friend asked Executive Interview Coaching founder Richard Elstone if he could help him with his CV and interview preparation for an executive role. Richard had worked as an executive search consultant for 30-plus years, so he knew exactly what HR departments and executives were looking for. He’d seen countless CVs and interviewed thousands of people. Naturally, he agreed to help his friend. With Richard’s coaching, his friend landed the Chief Financial Offi

Executive Interview Coaching founder Richard Elstone recently chatted with Robyn Weatherley* to de-mystify how boards work and dive into some of the questions aspiring Board members may have. Robyn is a Board and Company Secretary, advisor and published author in corporate governance, Board effectiveness and Board service. Her book Eyes Wide Open (H/C): A First-Timer's Guide to the Real World of Boards and Companydirectorship : Weatherley, Robyn: Amazon.com.au: Books, prov

When it comes to getting ready for an executive interview, you can never be too prepared. Let’s run through common types of interview questions and how best to answer them. Hypothetical questions Hypothetical questions are used by interviewers the world over to see how candidates think and how they’d perform in a certain situation. Examples include: How would you deal with an unhappy customer? What would you do if your biggest client was threatening to go elsewhere? What woul

There are certain questions that are almost guaranteed to come up in an executive interview. “Tell me about yourself” is one of them. The other key question you’re likely to encounter is: “Why are you interested in this role?” Being able to answer what it is about the role that sparked your interest and how you could make a difference to the organisation, based on your skills and previous experience, is crucial. So, how do you do that effectively and leave a lasting impact?

When it comes to landing your next executive appointment, one of the most important tools you have at your disposal is LinkedIn. LinkedIn not only offers a way to connect with those in your network, build your personal brand and share helpful information about your company, it’s also the number one tool search consultants and recruiters utilise to find prospective candidates. If you don’t have a LinkedIn profile or you never look at it, you’re putting yourself at a disadvanta

While you do need a range of skills to be a good leader, the reality is you don’t need to have experience in every single area. To better un

Many senior executives in Australia are overworked and exhausted because they’re trying to do too much and control everything and everyone. They are convinced they need to work harder and longer to keep getting promoted or to land more senior roles. The reality is this attitude costs them, and their business time, money and staff. What they really need to learn is how to delegate. In my experience, it’s the one skill that is most lacking among executives and it holds them bac

If you’re going for a senior leadership role, your interview preparation should include developing the vision for the position. What does the company or the division look like under your leadership in 2-5 years’ time? What’s been achieved? What is the company turning over? Importantly, how has the company culture changed and how do staff and customers feel under your leadership? Having a vision for the executive role and being able to articulate it clearly is extremely import

Imagine this. You’re an executive hiring manager looking to fill a leadership role. You’ve conducted five interviews and none of the candidates have been right. By this point, how do you feel? Possibly frustrated, anxious or just plain fed up, right? Filling an executive role can be a rigorous, time-consuming process, and at the end of the day, the hiring manager wants candidates to excel. They want to find the right executive for the role and move forward with the appointmen

Often one of the last steps of the executive interview process is to do a presentation. Sometimes it can be to the board, or to the executive leadership team. You may be asked to include a 30, 60 or 90-day plan of what you’ll do if you are appointed to the role. Other times, you may be given a case study to present about or be asked to sign a non-disclosure agreement and be given confidential documents about the strategy of the company and its performance. For many people, gi