Review the evidence signals before interviewing. Then use the anchored descriptions—not instinct alone—to choose the score that best matches each answer.
01
Evaluation factor
Execution and reliability
35% weight
Check how they run a multi-timezone calendar: conflicting C-suite priorities, board pack deadlines, Concur or Navan expense cycles, and complex international travel with visas and last-minute reroutes.
Evidence to listen for
Describes a workload they owned and how they kept it from slipping
Names the tools and systems they ran day to day
Can talk about volume: tickets, inboxes, orders, uptime
Nothing quietly falls through when they are busy
Five-point scoring guide
1
Poor
Cannot describe their own workload; things slip without them noticing.
2
Needs Improvement
Handles routine volume; drops work under pressure.
3
Satisfactory
Reliable on steady-state work; struggles when volume spikes.
4
Very Good
Consistently reliable at real volume with a system for staying on top.
5
Excellent
Names the executives supported, meeting volume per week, and specific rescue stories such as rebooking a cancelled transatlantic leg overnight.
02
Evaluation factor
Improving the process
25% weight
Probe what they rebuilt: inbox triage rules, a shared briefing document template, onboarding checklists, or moving scheduling to Calendly, Notion, or an Asana request queue.
Evidence to listen for
Has changed a process rather than only following one
Can name what was slow or error-prone and what they did about it
Documents so the improvement survives them
Knows when a process is worth automating and when it is not
Five-point scoring guide
1
Poor
Follows instructions only; no sense that process can change.
2
Needs Improvement
Notices problems but escalates rather than solving.
3
Satisfactory
Makes small improvements; impact is local and undocumented.
4
Very Good
Has redesigned a real process with measurable effect.
5
Excellent
Describes a concrete workflow they introduced and the time it returned to the executive, with the tool and adoption path named.
03
Evaluation factor
Judgement and autonomy
25% weight
Test their gatekeeping calls: which meetings they declined without asking, how they handled confidential compensation or M&A documents, and when they escalated instead of deciding.
Evidence to listen for
Knows what to decide alone and what to escalate
Handles an exception without freezing or improvising recklessly
Protects confidentiality and access appropriately
Asks a clarifying question rather than guessing on something costly
Five-point scoring guide
1
Poor
Either escalates everything or acts recklessly on their own.
2
Needs Improvement
Needs frequent direction; uneasy with exceptions.
3
Satisfactory
Sound judgement on familiar decisions.
4
Very Good
Clear sense of their own authority; handles exceptions well.
5
Excellent
Draws a clear line between decisions owned outright and those escalated, and gives an example of protecting sensitive information under pressure.
04
Evaluation factor
Communication
15% weight
Assess how they write on the executive's behalf: board correspondence, tone with investors or clients, and delivering unwelcome news such as a declined speaking invitation.
Evidence to listen for
Writes clearly enough that people act without a follow-up
Manages expectations before a deadline slips, not after
Handles a frustrated colleague or customer calmly
Works across time zones or async where the role needs it
Five-point scoring guide
1
Poor
Unclear written communication; goes quiet when things slip.
2
Needs Improvement
Communication needs chasing; raises problems late.
3
Satisfactory
Clear enough day to day; proactive updates are inconsistent.
4
Very Good
Clear, proactive, and calm under pressure.
5
Excellent
Adapts register between board members, vendors, and junior staff; shows drafted communications that went out under the executive's name.
Put this rubric to work
Score every candidate against the same standard
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