By Michel Koopman For Fast Company®

Along the way, some of us recognize that superpowers are very much a part of life and used by extraordinary people we encounter in our professional lives and then, observe and try to learn from them. These people have ways of making significant contributions to the success of organizations. Some of these everyday professional superheroes can keenly find solutions to obstacles, others predict the future, while a few can even practice mind control (well, not really, but close).  

After working with over half of the Fortune 100 companies, here is a short list of these extraordinary skills, and most important, how to identify them when you are interviewing for new team members or leaders.

“ALL-KNOWING” (AKA NATURAL CURIOSITY)

Like a superpower in a movie, I have observed that either people have natural curiosity from an early age (possibly born with it) or they don’t. It is not something that can be taught. These people are driven by a “hunger” to always learn new facts, insights, perspectives, methods, options, etc. They are better researched than anyone.

Everyone has met one of those naturally inquisitive people, who ask probing questions with ease, respect, and grace. They collect, retain, and use information in a manner in which some only dream. They listen better than others and take nothing for granted. Not only do they look for new content, but they understand intuitively the context of the information. They are in the know and have the answers, yet remain open to new perspectives. The naturally curious are lifelong learners and maintain a growth mindset.

These people often lead with passion, solid judgment, and mindfulness. They are coachable, flexible, and can teach others without much arrogance. This is a superpower in business.

There are a number of ways to uncover natural curiosity and learning agility within someone. First, if they ask at least as many questions as you do, take it as a good sign. Not only are the number of questions important, but the nature of those inquiries.

• Do they demonstrate an interest in meaningful, insightful areas?

• Are they not just based on fact, but rather conceptual in nature, such as, “What does success look like?” or “How do things work?”

Asking several questions that are deeper than surface level is an excellent indication of natural curiosity.

How do you know if they have the capacity to take what they learn and use it to boost their own value to the company? Try role-play. Ask them a complex question in an area in their scope of practice that you hope for them to know, a topic relating to your company, their work experience, or the role. For example, ask them to give you the elevator pitch on your solution (or some other exercise).

There is a good chance that a person with natural curiosity will do a decent job (they should have done some research prior to the interview), but they will usually leave plenty of room for improvement.

After they finish, let them know that they did all right, but give them feedback on how it would have been better. Then, see how they react. Are they grateful for the feedback? If so, they enjoy being coached.

As the final test, tell them to repeat the practice after your feedback. You will quickly uncover whether they actually listened and were able to take your feedback and put it into practice. Now, that is learning agility in the moment.

“SEEING THE FUTURE” (AKA STRATEGIC THINKING)

No one can really predict the future, but some people seem to make a lot fewer mistakes than others. Strategic thinkers consistently consider the many variables of a scenario and intuitively estimate probabilities in such a way that it becomes a lot easier to make decisions that will lead to greater success than others.

Thinking about how to get from where the business is today and where you want it to be in the future requires a leader to be strategic. One could argue that natural curiosity is a prerequisite for this skill but that strategic thinking is the ability to use experience and information in a manner that allows one to design a path to success.

To design the right plan, they need to demonstrate using the right micro data (e.g., profit margin) with macro trends (e.g. industry direction), people, process, assets, and technologies to work backward from the ultimate goal. This high-level logical thinking is not for everyone, and demonstrating it is challenging.

One of the most effective ways to evaluate the presence of this particular superpower and put it to the test is by giving a candidate an actual problem to solve. You can do this during the interview and/or give them a take-home exercise for delivery or presentation later.

Describe a current challenge or opportunity and ask them how they would solve or take advantage of it. One positive by-product of giving a candidate an exercise to take home includes testing their real interest to go the extra mile to get this job.

Their answer or presentation should demonstrate an understanding of what is, what can be, and how to get there. Analyze their answers carefully as a team and look at their considerations, logic, use of data, and communication skills.

“MIND MELDING” (AKA EMPATHY)

The ability to see the world through the eyes of another person seems supernatural, but it is a part of the human condition. Some of us, however, do this better than others and know to put this skill to work for to benefit the business, themselves, and the other person.

Empathy allows one person to temporarily walk in the shoes of another, relating to their reality in a meaningful manner and perhaps even sensing their feelings. People with this superpower customize their actions, messages, behavior, and style in a manner that is more accepting to those with whom they interact. They make others feel more at ease, comfortable, and trusting. This is a critical skill when leading or selling.

Consider how you feel during the conversation. Then, ask the others (hopefully a diverse group) that interviewed the person how they felt. How you (and others) felt are raw reflections on the candidate’s ability to relate. If it felt good, this is a positive indicator.

Then, ask yourself if the candidate’s questions and conversation led you to believe they wanted to understand your motivations, desires, aspirations, and concerns. Did their agenda include wanting to understand your reality and relate to it?  If the answer is “yes,” that is another good sign.

Finally, try to give them a difficult situation that includes a prospect, customer, employee, or manager, and ask them how they would handle it. Based on their response, you will be able to tell if they are customer-centric or egocentric in their approach.

There are many job requirements, experiences, certifications, and past successes you may desire and interview for when filling a new executive position. After you check the boxes for nonnegotiable requirements on a résumé and indications of a strong work ethic and cultural fit, look for these three superpowers to see if you are dealing with an extraordinary person. If you are, then you are more easily able to predict the future success of this pending, critical new team member.

If a potential new colleague is curious beyond normal, can problem solve in a surprising manner, and is able to understand the world you live in, then make them an offer they cannot refuse.