ࡱ> @B?y bjbj 4${{H H !&  !"!"!"!"!"!"!$#m&>F!F![!''' !' !''V@> `' – !q!0!T&'&> > V& x'F!F!'!&H h: Board interview guideline In general during interviews you are trying to determine why the candidate is interested in this particular role, their likely commitment and their potential contribution to and fit within the board. Where there is an obvious passion for a particular sport this is a good start as long as this is balanced with the necessary objectivity. A key and easy determinant of interest is the amount and quality of preparation. Good candidates will have undertaken some form of due diligence ahead of time, absorbed publicly available material and held conversations with people who have some understanding of the organisation. They will also have a range of questions for you during the discussion. Recruiting against a skills matrix and will make the task easier. Part of your matrix will focus on diversity around the table including gender and a balance between sport knowledge and an independent perspective. Beyond this you will want to probe their understanding of the governance role and ask for specific instances and experiences that allow you to assess their governance potential. Remember, above all, you are looking for thinkers who can contribute to a strategic discussion and are likely to work well as part of a team. Sample questions Knowledge of XNZ and understanding of XNZs strategic imperatives how much effort has the candidate put into finding out about XX and the sport of XXXXXX in NZ? What contribution does the candidate see him/herself making to the future of XNZ? Q: the direction in which you see XNZ going in the future and the skills you would bring to help achieve this. Understanding of the role do they understand the role and responsibilities? Look for an understanding of directors duties. Look for an understanding of the legal framework in which XNZ exists. Q: Do you consider that there are, or should be, significant differences in the way boards of non-profits and commercial entities operate? Q: What are your thoughts about the key skills a board member needs to bring to this role? What would be your top three? (What about the chair?) Q How would you go about establishing your credibility as a new member of the XNZ Board? Financial & Risk Management assess the candidates level of financial literacy and understanding of how risk can be managed without undermining the chief executives accountabilities. Q: Given that the chief executive and his/her team carry out the day-to-day financial management of the organisation, what do you consider to be the main financial levers available to the board in exercising its financial governance role? Strategic thinking how strategic is the candidate in his/her thinking? Can they contribute to the boards understanding of the big picture? Q: What do you think would be the types of strategic issues that should be the focus of the boards attention from meeting to meeting? XNZ and Sector specific How well does the candidate understand the specific challenges facing XNZ and the board? (Does the candidate demonstrate an understanding of XNZs commercial challenges?) Q: From what you know of XNZ and of the sport sector more generally, what would you say would be the most important issues in the operating environment that will challenge the organisation and the board in the near future? Q. Who do you understand to be the primary stakeholders of XNZ? Additionally you will want to explore The time they have available to give to the organisation What their expectations are of the organisation in order to perform best as a director Willingness to undergo background and reference checks Willingness to participate in on-going board evaluation Any issues they perceive with the position description? Are they comfortable with the commitment letter (if you have provided one) Their understanding of things might constitute a conflict of interest related to this position and do they perceive potential areas of conflict? Some specific situations they have been successful in that provide further evidence of the skills they offer. Be sure to ascertain the exact role played in each case. Use a structured probe approach to identify demonstrated strengths or experience, e.g.: What was the situation? How did you approach it? Explain your thinking. What was the outcome/impact? What did you learn from that?       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