3 days ago
The RARE Executive Candidate: Why Good Isn't Good Enough
Gina Riley | Gina Riley Consulting & creator of Career Velocity, a comprehensive career transition system.
What's worse than being unqualified for the job? Being perfectly qualified and still coming in second. Again and again. Especially when the role feels tailor-made for your expertise.
As an executive search consultant with Talence Group, I've seen firsthand what separates the offer-winners from the runners-up. It's not degrees, titles or pedigree. It's how prepared they are to deliver when it counts most, in mission-critical, high-visibility interviews that determine who will lead a critical part of the business into its next era.
Too many experienced leaders treat the executive interview like a conversation when it's actually a high-stakes business meeting. Finalist rounds are a live audition that assesses your ability to lead, influence and navigate ambiguity while demonstrating the clarity and conviction that instills confidence in decision makers.
That's why the winners don't wing it. They become what I call RARE candidates.
In executive-level hiring, qualifications are table stakes or the bare minimum to enter conversations. What decision makers want to see is how you think, lead and communicate when pressure is high and ambiguity is real. They're not looking for a resume walk-through. They want to feel your leadership in action.
Yet even the most experienced candidates often show up with long-winded stories, vague value propositions or surface-level understanding of the organization's strategic context. It's the equivalent of walking into a board meeting with half-baked slides, a high-risk move that erodes credibility and squanders opportunity.
• Underestimating The Importance Of Deep Research: Many candidates rely solely on publicly available information, missing critical insights into internal dynamics, recent challenges and future goals.
• Failing To Align Past Experiences With Future Needs: Executives often present past achievements without connecting them to the prospective company's current and future challenges. In doing so, they fail to become a candidate with the relevant skills urgently needed today.
• Neglecting To Demonstrate Executive Presence: It's not just about what you say, but how you say it. Confidence, clarity, adaptability and humility are key.
• Not Evaluating The Organization's Fit: Candidates sometimes overlook the fact that interviews are a two-way street. Assessing whether the organization's culture and values align with your own is equally important in making a good business match.
In my upcoming book, Qualified Isn't Enough, I introduce the RARE Candidate formula, developed to help executives show up as the sharpest, most aligned version of themselves.
Winning candidates go far beyond basic searches. They dive into analyst calls, leadership transitions and strategic plans. They know the stakeholders. They anticipate the political shifts. They prepare like they already work there.
This isn't reading the company website—it's diagnosing what keeps the CEO up at night.
Your stories must connect directly to what the business needs now. Tailor your message to demonstrate how your leadership style solves their problems and accelerates outcomes.
You're not reporting history. You're bringing to life the value you deliver for their future.
Final interviews can involve founders, C-suite panels or board directors. The words are only half the story. How you listen, adapt and respond signals your readiness to lead at the next level.
Executive presence isn't just charisma. It's your ability to shift energy, pace and tone to meet each room where it is.
RARE candidates don't chase every opportunity. They show discernment. They ask sharp, strategic questions. They test alignment with culture, values and leadership chemistry.
Power dynamics go both ways. You're not just being interviewed—you're interviewing them.
When I began working with my client 'Nick,' he had the resume, the pedigree and the referrals. But he couldn't get past first-round interviews. It quickly became clear why: his unique value proposition (UVP) was muddled. His stories wandered. And he hadn't done the strategic prep to understand how the role would shift the organization's dynamics.
He rambled in interviews. His mind wandered. So did his listeners.
We overhauled his approach and applied the RARE framework. We mapped the business context. We reframed his wins. We sharpened his message. Nick didn't just become a finalist, he became the kind of sharp, decisive "must-hire leader" people wanted on their team.
He didn't just make it to the final rounds. He started winning simultaneous offers.
Here's how I put it in Qualified Isn't Enough:
'By thoroughly researching, tailoring your message, reading the room and asking the right questions, you present yourself as the candidate who not only fits the role but also elevates the organization. This sets you apart in a field of equally qualified executives.'
Senior-level interviews aren't about perfection. They're about preparation. The RARE candidate doesn't improvise; they rehearse. They don't hope to rise under pressure; they train for it.
Because that's what it takes to win.
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