Welcome to the NED Capital Podcast.Getting shortlisted for a Non-Executive Director position is an achievement in itself. But the interview for a NED role is very different from a conventional executive job interview.You are not simply being asked whether you can do a particular job.The board is trying to understand how you think, how you exercise judgement, how you challenge management and what you would actually contribute around the board table.That means preparation needs to go well beyond researching the company's website and preparing answers to standard interview questions.What Is the Board Really Looking For?When interviewing a prospective NED, the board will usually want to understand three things.First, what experience do you bring?Second, how will that experience benefit this particular board?And third, how will you behave as a director?The first question is relatively straightforward. Your career history demonstrates what you have done.The second requires more thought.A board is unlikely to be looking for somebody simply because they have had a successful executive career. It may need specific experience in scaling a business, raising investment, M&A, technology, regulation, finance, international expansion or a particular industry.The third question is often the most difficult.A successful executive can be accustomed to making decisions and directing teams.A NED needs to be comfortable influencing without taking over.Know Your Board PropositionBefore an interview, you should be able to explain clearly what you would bring to the board.For example:“I've spent the last fifteen years helping businesses scale through acquisitions, so I think I could add particular value as the company considers its next stage of expansion.”That is much more useful than simply saying:“I have extensive M&A experience.”The board needs to understand the connection between your experience and its current requirements.Expect Questions About ChallengeA board may ask you about a time when you disagreed with a CEO or another director.This is not necessarily designed to discover whether you have had disagreements.It is testing how you handle them.A strong answer should demonstrate that you are prepared to challenge when necessary, but that you do so constructively.You might be asked:“Tell us about a time when you disagreed with the executive team.”“What would you do if you believed the CEO was making the wrong decision?”“How would you challenge management without becoming operational?”These questions go directly to the heart of the NED role.The board wants evidence that you can provide independent judgement without confusing independence with opposition.Be Ready to Discuss Your IndependenceIndependence can be particularly important during a NED interview.You may be asked about existing relationships with shareholders, executives, advisers or other directors.You should also consider whether there are any circumstances that could create an actual or perceived conflict of interest.The important point is to demonstrate that you understand the distinction between being supportive of management and being independent of management.A NED should be able to support a proposal when the evidence supports it and challenge the proposal when it does not.Independence does not mean disagreeing for the sake of it.Understand the Business Before the InterviewThis sounds obvious, but it is one of the areas where candidates can distinguish themselves.Read the company's website.Study its financial performance where information is publicly available.Understand its business model.