Assessing whether you have what it takes to be a CEO requires a comprehensive evaluation of your skills, traits, and experiences in relation to the role’s demands. Few understand this better than executive recruitment and management consulting firms, which specialize in advising companies on C-suite appointments. Fortune interviewed over a dozen such experts to understand how they identify candidates with the potential to lead some of the world’s largest and most influential organizations.

Fernando Ortiz-Barbachano, CEO of executive recruitment firm Barbachano International, says he focuses on how candidates have handled past challenges, as this often serves as a reliable predictor of future behavior. While it’s not an absolute measure, the approach involves probing deeply into specific scenarios to uncover leadership tendencies. Candidates might be asked to describe a time when their team had conflicting views, how they managed the situation, the steps they took, the responses elicited, and the outcome. Similarly, they might be asked to recount experiences such as addressing an underperforming group or adapting to cultural nuances to foster inclusion.

Ortiz-Barbachano notes a shift in the typical CEO career path: While leaders traditionally emerged from sales or business development, there is now growing interest in candidates with expertise in fields like engineering or technology operations, especially when combined with sales and operational experience. He also values candidates with consistent career progression, marked by regular promotions and the acquisition of new skills. “We don’t like to see leaders who stay in one role for eight or nine years. We’d like to see rapid promotion … and tackling different things and building new skill sets,” he says.

Aileen Alexander, CEO of Philadelphia-based Diversified Search Group, evaluates candidates by asking about their vision for the organization’s future. This reveals their ability to think strategically and holistically, connecting strategy, operations, and culture. Alexander cautions against candidates who focus solely on operational or strategic aspects without addressing the human dimension, as successful leadership requires balancing all three.

For Rick Western, CEO of management consulting firm Kotter, leadership is defined by the ability to inspire and influence others. “If you’re leading and no one’s following, are you really leading?” he asks. High-potential CEO candidates, he says, have demonstrated an ability to collaborate, solve problems, and build trust and cooperation long before stepping into the corner office.

An often overlooked aspect of ascending to the corner office is understanding the why behind the aspiration. Prime CEO candidates have a clear North Star for the organization that aligns with their personal value systems, explains Erin Zolna, global assessment capability leader at Russell Reynolds Associates.

Jason Baumgarten, Spencer Stuart’s head of global board and CEO practice, offers a complementary viewpoint, noting that great leaders are deeply aware of what motivates them to pursue the CEO role because that sense of purpose must align with how they show up and what they aim to achieve once they have reached the top position.

“Are you a results-oriented person who wants to win? Do you want to disrupt an industry? Do you want to make your employees feel like they’ve had the best life experiences? Are you all about your customers?” Whatever the motivation, Baumgarten insists that candidates must clarify how their internal drivers align with the specific needs of the organization they wish to lead.

Understanding one’s motivation is critical because misalignment between a candidate’s personal mission and the needs of the company or the role can leave them feeling disconnected and drained. A potential CEO who’s passionate about customer experience, for instance, might struggle in a turnaround scenario focused solely on financial recovery. Though they might still achieve results, it may come with significant strain and over an extended time horizon.

Understanding CEO motivation is especially crucial when you consider that there is no such thing as a universally good or bad CEO, Baumgarten explains: “You’re a universally good CEO for the exact moment in that time for that company in that context. We want a CEO whose motivation is unique to that moment.”

Lastly, says Baumgarten, many aspire to become CEO without realizing that their desire is often tied to ideal circumstances—when the company is thriving, profits are strong, and employees are happy. “It’s a wonderful and happy place to lead,” he acknowledges. However, in today’s unpredictable and disruptive business climate, aspiring CEOs must engage in self-reflection about why they want the role. “This is really a time of complexity, so make sure that context meets your motivation,” he advises.

Natalie McCormick contributed additional reporting.