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This question is one of the questions I am most often asked by aspiring directors, and even experienced directors.
Understanding what boards of directors look for in potential board members should help you answer this question for yourself.
However, having said that and reflecting, I think this is often the wrong question. Instead, I recommend asking yourself the question “If you were the president of a company, what type of board would you realistically appoint me to?”
Be critical.
I recently advised a client who had run a large family food manufacturing business. He was convinced that he could play an effective role on the board of directors of one of the major supermarkets. He could have contributed, but he was never going to have the opportunity to do so because he was never going to be appointed to the board. Why? In the first place, because he did not have the self-awareness to recognize that he was not adequately qualified, connected or did not have enough experience.
The main problem here was not so much his unrealistic aspirations as his desire to be a board member, passionate about serving. Unfortunately, this approach had three other significant and negative impacts including:
He quickly became angry with his search on the board. Other people were considered obstacles due to their lack of opportunities on the board.
His reputation suffered. Others recognized that his arrogance in believing that he could and should serve on any board made him an unsuitable candidate.
His unrealistic aspirations translated into a risk to the personal reputations of those he met. As such, no new submissions were presented despite undoubtedly that those he met could have helped him on his journey.
Let me be clear, there is nothing wrong with having high aspirations for your career on the board. However, based on your experience to date and having realistic aspirations as to what type of board can be appointed, it will make a significant difference in the success of your trip.
Assuming you’re willing to manage your expectations and aspirations, asking yourself the types of questions below could help narrow down the type of board you should, at least initially, aspire to apply for.
Questions to ask yourself include:
Do you need to get paid?
Just considering paid board roles can be a roadblock for many. Instead, consider whether being a part of an influential board or company is enough.
Do you have previous experience in boards?
If not, sit in the seat of a president: what kind of board would you realistically appoint yourself to?
What is your skill set?
Think critically about how valuable you are at the board level and try to consider a practical example of your contribution.
Where do you live?
If you live some distance from where the organization operates, think about what you would add as a board member beyond what a more local candidate would do.
How are your contacts?
Are they industry-based and as such deep and narrow or shallow but wide? In any case, how do they relate to the needs of the board?
What is your time?
How fast should you ‘get’ your first meeting appointment? Are you willing to wait for the perfect board or something that you are passionate about but not perfect at first will be enough?
What are your passions for being on a board?
Can you show passion for the job on the board and not just for being a member of the board?
How much time do you have?
Board work can be demanding and often conflicts with your executive career. Can you afford at least one day away from the office a month?
How prepared are you willing to go to be appointed?
Applying for and being appointed to a board can be even more time consuming than applying for a board seat. Are you ready for the trip?
By managing your expectations and critically analyzing what you have to offer, a board should somehow answer the question of what type of board should you aspire to be appointed to.