The influence of corporate boards is easy to overlook, even for the executives who join them. While CEOs steer the business day to day, board members help to shape its long game: setting direction, safeguarding integrity, and asking the tough questions no one else will. But stepping into the boardroom comes with a surprising shift. All too frequently, seasoned leaders in the C-suite discover they need to let go of some of the very qualities that made them successful.
After decades of operational experience where they are used to setting the agenda, managing teams, and speaking with authority, they enter a boardroom and realize the rules have changed. Time is limited, roles are sharply defined, and influence is earned not by saying more but by knowing when to say less.
It’s easy to slip into old habits from executive life by speaking out of turn or jumping into areas outside your expertise. But on a board, that can dilute decisions and erode trust. As boards take on greater responsibility – overseeing everything from sustainability to digital transformation to geopolitical risk – they need people who are not only experienced, but self-aware. Directors who know why they’re there, what they bring, and how to contribute with clarity and discipline.
My board journey began when I joined the board at AXA during the height of the COVID-19 pandemic. Meetings were held remotely, which made it harder to build rapport. I chose to listen, observe, and understand the dynamics before stepping in. That experience continues to shape how I approach my role. Here are the key lessons that have guided my journey as a board member so far.
The first step to being effective in the boardroom is knowing the unique value you’re expected to bring. Every appointment is different, but you’re not there to be a generalist. You’re there to provide a specific lens, whether that is deep sector knowledge, international experience, or transformation insight. Ahead of joining Mars’s board, I asked the other board members: “Where do you expect me to lean in?” That clarity helped me focus my preparation and align with the board’s priorities from the start.
Knowing your value also means understanding where your voice is most useful, and where it’s not. This is one of the hardest transitions from executive life. When you’re used to running the room, you instinctively weigh in. But, in the boardroom, time is compressed and clarity matters.
If you interrupt, ramble, or speak up on a topic where you’re not the expert, you risk slowing progress. I ask myself every time: “Is this my lane? Is this the contribution I was brought in to make?” Speaking outside your area, especially when another director has deeper expertise, can dilute the discussion rather than sharpen it. It’s about discipline and trust.
Boardroom judgment takes time to build, so don’t wait for the ideal opportunity. I joined my first board at 49. In hindsight, I wish I had started 10 years earlier. Consider joining a school board, a nonprofit, or an NGO – anything to build foundational experience.
People often hold out for the dream opportunity: the ideal company, sector, or governance setup. But major boards want board-ready candidates, and your first appointment opens the door to the next.
What sets great board members apart is their ability to ask insightful questions, not simply deliver more opinions. You’re not running the business but governing it. That means your role is to ask the questions that unlock better thinking, not to provide answers. Instead of saying, “I disagree,” try asking: “Are we being too optimistic?” or “What would happen if we delayed this by six months?”
That kind of constructive inquiry helps management think through options without undermining their ownership. If I don’t understand something, especially in a new sector, I ask for a briefing in advance. I prepare thoroughly and stay focused on the why, not the how.
A good board fit isn’t just about the company itself, but also about the people, the expectations, and even the logistics. Before accepting a role, take time to understand the culture in the room. Is the dynamic collaborative? Do board members engage meaningfully? Does the chair foster open dialogue? I’ve turned down opportunities where the chemistry wasn’t right.
Cultural fit involves practicality, too. Where is the company based? How often does the board meet in person? Will time zones or travel demands disrupt your schedule? Does the chair expect you to speak up immediately or observe and listen first? These are details many overlook, but they can shape how effectively you contribute and how sustainable the role is for you.
Being a board member is part of a journey, not a fixed role. When you first join, your job may be to observe and absorb. During my early meetings at AXA, I barely spoke, not because I lacked ideas, but because I needed time to understand the dynamics and earn the trust of my fellow directors.
As your understanding deepens, so does your contribution. As the business evolves, so must your input. Boards today are tackling increasingly complex and sensitive issues. That demands thoughtful preparation, informed perspectives, and the humility to keep learning. I adapt my preparation based on the board’s priorities, and I stay curious. You don’t need to know everything, but you do need to know how to ask the right question at the right time.
Even if you’re not yet serving on a board or perhaps don’t even plan to, it’s essential to understand how a good board operates and how to achieve an optimal and constructive working relationship between the board and management. This is especially true if you’re in a senior commercial or executive role. Why? Because the board sets the tone for how a company governs, balances risk, and defines long-term priorities.
As a sales or business leader, understanding how boards think helps you engage more effectively with them, whether you’re presenting strategy, requesting investment, or navigating complex decisions. Board literacy isn’t just for directors. It’s about being a better leader.
Every board is different, but one principle holds: clarity drives impact. Know your role, prepare for it, and contribute with intent. The boardroom isn’t where you prove you could run the company – it’s where you help others run it better.
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