Beyond the “Taxi Test”: What informal assessment really tells us about executive hires

The recent discussion sparked by Duolingo’s so-called “taxi test” makes for a compelling headline.

I was pleased to be invited by BBC Radio Scotland to discuss this on the Breakfast Show, and what we are seeing across the UK executive market.

At its core, the Duolingo CEO’s point is a simple one:

Don’t just assess a candidate in the interview, be sure to also observe how they behave when they believe they are not being assessed at all.

While that may sound novel, it is anything but. Across the UK, variants of informal, real-world assessment have long been embedded within senior hiring processes. The objective has always been consistent: to test authentic behaviour, rather than rehearsed interview performance.

What this looks like in practice

In most processes, these moments aren’t explicitly called out—but they are very deliberate.

It might be how someone engages with reception on arrival, or how they interact with a gatehouse or shopfloor team in a manufacturing environment. It might be a site tour led by someone more junior, or an informal coffee or drink where the setting is intentionally more relaxed.

Equally, it’s the quieter moments—how a candidate communicates during scheduling, how they treat people when plans change, or how they carry themselves between interviews.

None of this is about “catching someone out”. It’s about observing whether behaviour is consistent and authentic, regardless of context.

As Martin Geissler put it during our discussion, it’s no different to how people instinctively judge others by how they treat waiting staff in a restaurant. It’s a simple lens, but often a very accurate one.

Why this matters more now

At senior level, most candidates know how to interview well. That, in itself, is no longer a differentiator.

The real question is what happens beyond that environment. Can this individual:

• lead effectively when things are under pressure
• build trust across a wide range of stakeholders
• behave consistently, even when no one senior is watching

This is becoming harder to assess through traditional methods alone.

Preparation has become far more sophisticated, candidates are better briefed, better coached, and increasingly supported by AI and other tools. The result is that interviews can sometimes tell you more about someone’s preparation than their true operating style.

At the same time, the consequences of getting it wrong, particularly at Senior Leadership or Board level, are significant. Cultural misalignment or behavioural issues tend to surface quickly, and often at cost.

That’s why these informal observations have moved from being a “nice to have” to something much more central.

What you actually learn from these moments

Importantly, this isn’t about whether someone is simply “nice”. It goes deeper than that.

What you start to see is whether behaviour holds up across different situations.

For example:

• Do they treat people consistently, regardless of seniority?
• How do they respond when something doesn’t go to plan?
• Are they naturally curious and inclusive, or more transactional?
• Is there a gap between how they present in interview and how they operate more broadly?

These are often subtle signals, but they are highly predictive of how someone will lead in practice.

The role of Day 1 employment rights

The evolving UK employment landscape is starting to play a part here as well.

With greater emphasis on Day 1 employment rights, organisations have less room to “correct” a hiring decision once someone is in role. The threshold for confidence at the point of appointment is, understandably, higher.

As a result, there is more focus on:

• behavioural due diligence
• cultural alignment
• and ultimately, reducing the risk of a mis-hire before it happens

Seen through that lens, what’s being described as a “taxi test” isn’t a gimmick, it’s a very practical response to a more risk-conscious hiring environment.

Conclusion

During the discussion, Laura Maciver suggested that perhaps the takeaway is simply to “be nice”.

There’s certainly truth in that, but it doesn’t quite capture the full picture.

What organisations are really looking for is consistency and truth. Consistency in behaviour, in judgement, and in how someone treats others, regardless of the setting.

Because in the end, the most effective leaders aren’t those who perform best in interview. They’re the ones who show up in the same way in every interaction, whether they think it matters or not.

And those are the signals that informal assessment, done well, is designed to uncover.

Click here to listen to Michael Dickson, Director at FWB, live on BBC Radio Scotland as he unpacks the debate around Duolingo’s so‑called “taxi test” and what it reveals about modern executive hiring.

The conversation begins at 1:53:41 in the recording.

Original Duolingo Test Texi article: https://fortune.com/2026/03/26/duolingo-ceo-taxi-driver-interview-test-luis-von-ahn/