No board experience? What actions should you take?

People often, wrongly or rightly, stall their pursuit of a board seat because they have, or believe they have, no board experience. This is a legitimate hurdle for some, but a perceived one for others. If you are committed to gaining a board seat, there are ways to navigate these hurdles. The truth is that everyone has to start somewhere, and many organizations prioritize other attributes, such as passion, over board or governance experience. The key is to be realistic and idealistic about what board roles you should pursue and clear about what you can offer.

Don’t let your lack of board experience hold you back. Taking on the right board seat, particularly early in your career, can be a life- and career-changing experience with board experience gained over time.

I recommend several actions to overcome the hurdle of a lack of board or governance experience.

Action 1: Review and modify your board aspirations – be realistic

A key to gaining a board seat is balancing your board aspirations against the reality of what boards or organizations will appoint you. This balance is often skewed for those lacking board experience, creating an immediate obstacle. So make a plan to change or pivot where necessary.

Consider roles that are currently unachievable due to your lack of board experience as your future board goals. Now, consider what board, committee, or advisory roles you can realistically be appointed to. Then determine what board experience you will likely gain from each of these roles. Will this experience help you achieve your future board goals or open doors to other opportunities?

Also recognize that some organizations require more board experience from their board members than others. Particularly those operating in industries that require high levels of compliance. If you have no board experience, avoid these types of organizations for the time being,

Action 2: Identify your transferable executive skills & experience, then identify what boards will value them

Not just those with existing board experience get appointed to board seats. Various skills and levels of professional experience are valued at the board level. Organizations looking for new board members will likely conduct risk assessments and board matrix exercises to identify the skills and abilities required to ensure the board has a sound structure. These needs change over time, and the board composition is adjusted accordingly. Often, the needs identified and advocated for are given more weight than board experience when recruiting a new board member.

The first thing to do is to define your primary, transferable skill sets and experience. Ensure you consider modern skills that may be absent from some boards, such as relational intelligence, digital transformation, AI strategy, learning agility, and the ability to manage ambiguity. Then, you need to determine their value at the board level. It is imperative here that you refrain from generalizing. You must be specific and able to demonstrate strategic value. This is a challenging task; sometimes, asking for input from trusted colleagues helps. They often view you from a different perspective, pinpointing skills and achievements that you might miss. Whilst the task may feel arduous, you should put pen to paper; the task and results will evolve.

Not every organization will value every skill set, including yours. You need to research which industries, organizations, board types, and, ultimately, individual boards will value what you offer. Compile a list of target organizations. This also is not a one-off task, as your list will change the more research you complete. You will need to stay up to date with relevant industry and economic news, as this may affect the value of your skills.

Action 3: Articulate what you do have to offer a board

You must be able to articulate (formally and informally) your transferable skills and their value at the board level. The cornerstone is your board pitch. A board pitch is very different from your executive pitch. It must address how you can solve the board-level concerns or challenges an organization faces. Consider the primary drivers and responsibilities of boards in general or a specific board. They include (but are not limited to) risk, strategy, governance, innovation, sustainability, growth, or influence. Ensure you include and quantify your strategic achievements.

Articulating your board pitch takes practice; test it and believe it. Your board pitch should be included in your Board Resume and LinkedIn profile. I recommend you include a Board Cover Letter when applying for a board position. This document provides the opportunity to articulate what skills you have to offer the board.

Action 4: Start and commit to networking – no board experience is necessary

One thing you can do right now is start telling people that you are interested in a board seat. We know that 65% of people are appointed to a board seat through a personal or professional connection. If your first-level connections can’t help you, they may be connected to others who can.

You need to work at building and nurturing your networks. Not only will networking allow you to access hidden board seats, but it may also open doors to opportunities that require no board experience. LinkedIn is the perfect tool for building and maintaining network connections. If you are not using it regularly, you need to. You should also follow target organizations, industry groups, and individuals.

Action 5: Gain board-level experience?

You may think you have no board experience, but let’s reframe it to:

Do you have board-level experience?
Have you reported to a board before?
Have you sat on committees, internal or external?
Have you presented to boards, consulted with boards, or produced board reports?

You can use these experiences to demonstrate board-level experience. If not, look for these opportunities within and outside your current organization.

Another way to gain board experience is to consider a not-for-profit, committee, or voluntary board role. Most of these boards and committees are well-governed, providing an engaging environment for gaining experience. Often, you will serve with highly experienced board members who are more than happy to show you the ropes. These organizations also encourage younger professionals to serve on a board.

Action 6: Consider your lived experience

Do you have lived experience and insights to offer a board, committee, or advisory committee? Many industries, sectors, and organizations seek board or committee members with lived experience. Depending on the current composition of their board, lived experience can outweigh traditional board experience when recruiting a new board member.

Regardless of the board role you are applying for, always include your lived experience in your board resume and cover letter. Your diversity makes you unique, offering input and insights that others can not. It will also help you stand out from other candidates.

Action 7: Look for board leadership or mentoring programs

Post-COVID, we saw trends such as Quiet Quitting and the Great Resignation grow in popularity. Against the backdrop of these trends, and alongside the threat of AI to job security and satisfaction, we see new developments such as the Great Reshuffle, Revenge Quitting, and Portfolio Careers. In response, organizations seek ways to retain valuable staff members. One initiative has been to offer mentoring programs to younger, less experienced employees or to encourage experienced executives to seek mentoring opportunities outside the organization.

Approach your current employer to see if they will consider offering mentoring opportunities that could provide you with strategic management, corporate governance, or board experience. Alternatively, reach out to an experienced board director, within or outside of your current employment, to see if they would consider mentoring and advising you. You may gain a different level of board experience, but you will certainly show potential boards that you have initiative and commitment.

Consider these sorts of opportunities when seeking your next career move.

Actions to Avoid

When selecting the right board or committee role to gain board experience, you need to avoid several mistakes. If you are considering a board career, making these mistakes may set you back significantly.

Accepting a role you are not passionate about simply for the board experience you think you will gain. Board roles require commitment. The level of commitment often needed comes from your passion for the role and the organization.
Failing to fulfill the complete term of your initial board positions. Most board or committee roles set a tenure period of 3-4 years. If you quit early, it will not reflect well on your reputation and future board prospects.
Treating the role as a stepping stone without giving it your total commitment. Performing poorly will also adversely impact your reputation moving forward. If the board for one of the following roles you apply for sees you as a risk, they will not hesitate to select one of the other candidates.
Not considering the total time commitment required for the role. Board and committee roles at all levels require your time and attention outside of the hours of formal meetings. This is even more so in voluntary board roles. Lack of funds and resources often results in voluntary board or committee members taking on additional duties.

To Conclude

Whether or not you have board experience, a board appointment within 12 months should be your aspiration. If you have no board experience, that appointment may differ slightly from the one you first planned. Focus on what you can currently offer at the board level and how to gain board experience. My Board Appointment Coaching Program provides you with the advice, process, and insight you need to do so.

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About the Author

David Schwarz is CEO & Founder of Board Appointments. He has over a decade of experience in putting people on boards as an international headhunter and recruiter. He has interviewed hundreds of directors and placed hundreds into some of the most significant public, private and NFP director roles in the world.