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These are some sample questions for asking candidates for chair positions. You can, of course, add or remove any questions you like – they are just a starting point. At the bottom of the page you’ll be able to download the questions in a Word document for you to use.

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A few tips for chair interviews

• We recommend that the interview panel agrees a consistent set of questions for all candidates (though of course a candidate’s responses may prompt follow-up questions too).
• Make sure to ask any candidates if they have any access requirements or any other accommodations that they need to ensure they can participate in the interview process to the best of their abilities.
• Consider who should be on your interview panel. Often this is made up of trustees, and sometimes the CEO (particularly at second interview stage).
• All interviewers should take notes as the interview progresses, and at the end of the process send their notes to the interview panel co-ordinator.
• It’s a good idea for different people on the panel to ask a few questions each (this should be agreed beforehand).

Should you provide interview questions in advance?

We have found it works well to give candidates the questions beforehand. It reduces the stress and anxiety of not knowing what is going to be asked – and helps people to prepare more effectively. This can be particularly helpful for neurodivergent people and those who may not do formal interviews that often.  

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Questions for chair candidates

• Why are you interested in being the chair of [organisation name]?
• What skills, expertise and experience do you have that is relevant to this role?
• What do you think makes a good trustee? And a good chair?
• From what you know about us, what challenges do you think we face?
• From what you know about us, what opportunities do you think we have?
• How would you as chair develop a positive working relationship with our CEO and staff?
• How do you think our organisation will be different with you as chair, in three years?
• How would you as chair ensure that equity, diversity and inclusion is progressed for our board?
• As chair, how would you positively handle disagreements among board members?
• We have shared with you our most recent financial report, together with our annual report and accounts.  What would you observe about us and our work from these papers?
• As chair, you would be an ambassador for our work and help to raise our profile among key external stakeholders. What can you bring to the role that will help you to be a successful ambassador and champion?
• What do we need to know about you, to help us support you to do the role to the best of your abilities? This could be your training needs, your lifestyle, your approach to board roles or your personality.
• Do you have any questions for us?

Some additional suggestions of questions you might want to ask your candidates, kindly put forward by our LinkedIn followers:

• How would you support the board to develop as a team? (credit: Janet Thorne)
• What do you need to learn as chair? (credit: Penny Wilson)
• Why do you want to be the chair? i.e. what motivates you to lead the board and how does your intrinsic motivation compare with any extrinsic motivators and self-interest? (credit: Nigel Kippax)
• What resources or support mechanisms have you provided to assist the board, CEO, and staff during periods of transition? Can you share examples of strategic interventions you led that resulted in notable successes during times of change management? (credit: Tiku van Houtem)
• How would you foster healthy board dynamics in and outside of board meetings? (credit: Fran Borg-Wheeler)
• How would you ensure the beneficiary/client voice is centred? (credit: Fran Borg-Wheeler)
• How would you encourage less confident/experienced board members to speak up? (credit: Fran Borg-Wheeler)
• What’s your appetite for risk? (credit: Fran Borg-Wheeler)
• When you review our charitable objects, how do you feel our current activity delivers against those objects? What opportunities are there to better fulfil our charitable objects? (credit: Stephen Gilbert)
• What is your view on the difference between operations and governance and how trustees should navigate it at this charity? (credit: Lauren Williams)
• How would you support a new board member? What would you do to support longstanding board members to move on?  (credit: Claris D’cruz)
• How would you build community within the board? How can you share important information between meetings with all board members? (credit: Fiona McAuslan)