The Interview Arena
Over the past six months, I stepped into the interview “arena” - a place that, for me, felt uncomfortable, challenging, and at times, quite exhausting. Yet it was within this space that growth truly occurred. Each interview, every conversation, and each moment of self-reflection became part of a deeper learning process - as Ryan Holiday reminds us, the obstacle is the way.
I wanted to share a few learnings for anyone currently navigating the process of seeking a new role within schools. I am not a human resources specialist. These reflections are drawn from my own experience over the past six months - what I observed, what I learned, and how I grew along the way - perhaps they may support you too.
Firstly, let me take you back a little.
Before my first interview, many months ago now, I participated in a couple of mock interview scenarios with colleagues - needless to say, they were a disaster. For me, this wasn’t the way I learn. In fact, it heightened my stress, and as a result, my first few interviews didn’t go as well as I had hoped. That said, I know this approach can be incredibly valuable for others - it just wasn’t the right fit for me. When I recently reflected on this with my former boss, we both laughed and agreed - those mock scenarios were absolutely terrible!
It was a valuable reminder that not every piece of advice or preparation strategy will work for everyone. The key is finding what works for you.
Here are some of the key learnings I took from this experience:
Do your research > the school’s website is a great starting point
Take the time to understand where the school is located, as proximity is an important practical consideration. Explore the school’s vision, mission, and values - do these values align with your own?
I also found it valuable to research the Senior Leadership Team. Who are you supporting? Gaining insight into their background (where possible) helps you prepare in a more informed and intentional way. A LinkedIn search here is also helpful.
Touchpoint One > Your Application
Attention to detail matters - a strong cover letter and resume are what gets you to that first touchpoint. Please ensure that all details in your cover letter are accurate and tailored. As Executive Assistants, attention to detail is one of our core strengths - and this is your first opportunity to demonstrate it. Most of the applications I submitted progressed to the first touchpoint. Referees are not always required at the initial application stage; schools will typically request them following the second interview.
Go beyond listing responsibilities - one of the most valuable pieces of advice I received was from a recruiter who challenged me to go beyond listing responsibilities. Instead, she encouraged me to articulate what my work contributed to. It’s one thing to say, “I provided high-level, confident and strategic support to the Principal…” - but what did that actually enable? Did it strengthen school culture? Improve academic outcomes? Support enrolment growth? For example, rather than simply stating that I oversaw the K–12 school bus system, I reframed this to highlight impact. I demonstrated how I provided strategic and operational oversight that strengthened risk and compliance processes, and implemented a system that enabled clear, consistent access for all key stakeholders. This shift moves the narrative from what you did to the difference it made.
Touchpoint Two > The First Interview
Once you land that first interview, preparation becomes critical. This is a really competitive field, and being average won’t set you apart - you need to stand out with clarity, confidence, and authenticity.
While the mock interviews with colleagues didn’t work for me, I did find that using AI tools like ChatGPT was incredibly helpful in my preparation. I would upload the Position Description and ask it to generate potential interview questions relevant to the role. From there, I was able to begin shaping and refining my responses — allowing me to prepare in a way that felt structured, personalised, and aligned to how I learn best. Consider here also using the STAR (Situation, Task, Action, Result) framework to structure your responses clearly and effectively.
You should also have a strong understanding of the school’s strategic direction and values. Be ready to articulate how these align with your own. For example, you might speak to how values such as compassion, integrity, or excellence resonate with the way you approach your work. It’s also important to have an awareness of key stakeholders within the school. The website is again a valuable resource - understanding who you may be supporting, the broader leadership structure, and seek a copy of the recent Strategic and Master Plans. All these resources will help you engage more meaningfully in the conversation. Be warm, approachable, and present. Interviews are as much about connection as they are about capability.
You will almost always be asked the question, “Why do you want this role?” There are many ways to answer this - and there is no single “right” way. What matters here most is that your response is genuine, considered, and connected to both the school and your own sense of purpose. An example I often used was speaking to my sense of purpose in the role. I shared that my passion is firmly grounded in being an Executive Assistant to a Senior Executive - I genuinely love what I do. My role is to represent my leader to the highest standard, and in doing so, support both the strategic and operational goals of the school.
A question may involve "How do you ensure your Senior Executive is supported?" My starting point was always this - my role is to ensure my Principal is represented at the highest level, to support them with achieving the school’s strategic and operational priorities. But that answer may not be enough alone. The key is to consider how you bring this to life in practice. For me, and again this is only my experience, it came down to two core approaches - the balance between proactiveness and protectiveness. .
Proactive — always looking ahead. Anticipating needs before they arise, triaging priorities, and undertaking research to ensure your Principal is well-equipped for meetings, interviews, and key engagements. You may also be asked how you do this in practice, so be prepared to articulate your approach. This might include effective calendar oversight, using tools such as the Eisenhower Matrix to prioritise tasks, or developing detailed run sheets to support key events and activities. The Document Stack is a great tool for curated and organised key documents and information ensuring your Principal and Senior Leadership team has everything they need, exactly when they need it.
Protective — acting as a strategic gateway. Recognising that everyone seeks access to the Principal, a key part of the role is to thoughtfully manage that access. This includes problem-solving where appropriate, redirecting to the right stakeholders, and ensuring the Principal’s time is protected for the “bigger rocks” - the work that truly moves the school forward. As Executive Assistants, we are also safeguarding our Principal’s wellbeing. This may include intentionally building protected focus time into their calendar, allowing space for strategic thinking, decision-making, and sustained leadership.
And always come prepared with thoughtful questions. This not only demonstrates your interest, but also your strategic thinking. Some questions I found valuable were: Can you describe the culture of the school? How would you describe your leadership style?How would you describe the working partnership between the Senior Executive and Executive Assistant?What are the current priorities or challenges for the Senior Leadership Team?These kinds of questions shift you from being a candidate to being seen as a future partner in the work.
Touchpoint Three > The Second Interview
This stage often involves members of the Senior Executive Team, particularly the Principal, and brings a different dynamic to the process. At this point, the focus shifts beyond capability. It’s no longer just about whether you can do the role - it’s about how you will operate within the broader leadership team. You may be asked similar questions, but now there is a deeper lens - how you build relationships, how you navigate complexity, and how you contribute to a cohesive and high-functioning executive environment.
This is where your ability to communicate with clarity, read the room, and engage with multiple stakeholders becomes critical. Be consistent in your messaging, but also adaptable in your delivery. Each person in the room may be listening for something slightly different - your role is to connect with all of them. And again, connection matters. At this stage, they are not just assessing your skills - they are considering trust, fit, and how you will represent Senior Executive and the school more broadly.
Again, take the time to practise your interview responses — consider what you may be asked and how you would respond thoughtfully and appropriately.
Touchpoint Four > Reference Checks
This step is not just a formality - it’s an extension of your story.
In many cases, prospective employers will request these following the second interview. For me, I had an open conversation with my boss and Principal a few months prior to securing my role in my third independent school. They were both incredibly supportive and more than happy to provide a reference - genuinely encouraging my growth and next step. However, I recognise this isn’t the situation for everyone. It’s important to think carefully about who you choose - selecting referees who can genuinely speak to your strengths, your impact, and your professional character.
Seek Feedback > If Unsuccessful
If you are unsuccessful, it’s natural to feel disappointed. Sit with it for a while, acknowledge it, even grieve what didn’t happen — and then, when you’re ready, move forward.
Please seek feedback. I know this can feel uncomfortable, but we need to reflect it is one of the most valuable parts of the process. If we don’t understand where we can improve, it becomes much harder to navigate the next opportunity with clarity.
This process has taught me that the right opportunity will come at the right time — but I also understand that along the way, it can feel disappointing and exhausting. And remember, the right fit has to work for both parties. And often, you will know if there is a sense of alignment that feels right.
And finally, practice builds confidence. Try and keep faith in the process. Every experience contributes to your learning, shaping and bringing you one step closer to the right opportunity.
