A reference conversation can add perspective that an interview does not provide. It becomes more useful when the questions are connected to the role and the person giving the reference can speak from direct experience. A broad request to “tell us about them” often produces a broad answer.
Establish the working relationship
Ask how the reference worked with the candidate, during what period, and on which responsibilities. A colleague from an earlier role may have valuable observations, but those observations need context.
Follow the agreed search process and obtain the candidate’s permission before contacting references, particularly where a current employer or confidential search is involved. Keep the discussion focused on professional conduct and job-related work.
Ask for examples
Choose a small set of topics tied to the position. You might ask how the candidate handled conflicting priorities, delivered difficult feedback, developed a manager, or responded when a plan did not work.
Invite the reference to describe an actual situation. What did the candidate do? What effect did it have? What support helped? A specific example is more informative than an adjective such as strategic or collaborative.
Explore conditions for success
Ask what a new manager or board should understand about working effectively with the candidate. Where might the person need context, support, or development? What kind of environment allowed their strengths to show?
Avoid treating one comment as a complete conclusion. Compare the information with the rest of the search evidence and identify any meaningful gap that needs clarification through the appropriate process.
Before closing, check whether there is relevant professional context you have not asked about. Then document the conversation carefully, separating direct observations from interpretation. The purpose is to understand the candidate’s working pattern and transition needs, not simply to collect a positive statement that confirms a decision already made.