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Brain Circuits
Searching for your first board role? Start here
To transition into the boardroom, you need a brand, a unique board proposition, and a governance mindset – but you also need to consider the value you add and the cultural fit to thrive, says Jennifer Jordan.
1. Identify your value proposition
Most board members find their first role through social networks. This requires a curated brand as a reputable and ideal board member, and a unique board proposition: what are your values and core reasons for wanting to serve on a board? And what can you bring to the board in terms of expertise and experience? If you have no prior board experience, create talking points tailored to the company and draw on your relevant and transferable expertise, weaving in your functional background and your values.
2. Invest in pedagogical education
This can be in the form of local board programs to better understand the specific situation or broader programs to learn best practices and governance mechanisms. These programs bring together aspiring board members and seasoned directors who are often willing to share best practices and case studies.
3. Complement your exec role
You do not need to serve on boards exclusively. While joining a board requires a shift in mindset from executive to supervisory, your role can be hugely beneficial to existing executive positions. Gaining a board-down perspective can help you better understand how a board works with its C-suite and what is required of you and why. It also offers a new lens to take back into the business alongside a new set of skills, shaped by a board of interesting and influential leaders.
4. Find the right cultural fit
It may be given less airtime than the financial due diligence required in choosing a board, but cultural fit is also critical for finding the right board for you. Take practical steps to identify the culture of the board and analyze whether it’s the best fit for you, both culturally and practically.
A final thought
To be an effective board member, you need to be less “in the weeds” of the day-to-day business operations and ready to act as a sparring partner, offering experience, expertise, and diversity of thinking, as well as an ability to benefit the culture of a board – energizing fellow members, leaving them feeling inspired and motivated, and taking them to where they want to be next.
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Further reading
Paths to board careers: 4 things to consider when searching for your first board role
What I got wrong about board leadership – and how I learned to get it right
Preparing for the boardroom: A pathway for women (and men) in tech
Starting your board journey: Six steps to guide director hopefuls
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