When I started out in my career, the key to success was having the right answers. If the boss had a question, he expected me to have the answer—or know where to get it. Those who advanced in their careers the quickest were seemingly the ones who had the most answers.

But as I began to ascend the corporate ladder, I discovered that the key to success began to shift. It became less and less about having the right answers and more and more about having the right questions.

Yesterday, I described the ideal employee candidate as humble, honest, hungry, and smart. I represented this as a sort of formula: “H3S.” But how do you determine if someone you are interviewing has these qualities?

I have a list of questions that I use during my first interview with a candidate. It has evolved over time, as I have gained more experience. I don’t ask every question in every interview; rather I keep it on my lap as a reference.

Most leaders I’ve met want to build a high-performance organization. Instinctively, they know that this requires great people. But few of them have ever taken the time to define exactly what they are looking for when it comes to the ideal candidate.

Good leaders begin the recruiting process with a written job description. This generally includes the required educational experience and technical skills. But great leaders need to do more than this. They must take a step back and look at the baseline qualities of the candidate.

As a leader, how do you become a better leader? If you’re like me, you probably read a lot of books, listen to podcasts, and attend a few conferences. But one of the best ways to grow is to ask other leaders questions.