Take the direct approach to an independent board seat

The direct approach to a board seat means identifying organizations you want to serve, researching them, and reaching out to the Chair or a board member before a vacancy is ever advertised. About 15% of directors are appointed this way, and another 65% of board seats are filled through networks rather than job ads; it remains one of the most underused pathways to the boardroom.

Statistically, at least 15% of people are appointed to a board by taking the direct approach. While this figure may not initially sound encouraging, it is a less-traveled path, which is precisely why this method can be successful for you too. If your approach is methodical, realistic, and authentic, you can earn an independent director’s seat on the board. Better still, this proactive approach is more likely to lead you to an organization that’s a better fit.

The research backs this up. In a survey by the National Association of Corporate Directors (NACD), nearly 70% of directors said their board had used personal networking or word of mouth to find candidates. A study of nearly 10,000 public company director appointments found that more than two-thirds of new directors came from the existing board’s first- or second-degree network. And in the nonprofit sector, BoardSource data reported in the Stanford Social Innovation Review shows that 96% of nonprofits rely on their board members’ personal or professional networks to identify new board members. When so few seats are filled through open advertising, the candidates who get noticed are the ones who make themselves known.

A significant number of board roles are not advertised

At any moment, hundreds of unadvertised board roles are available, waiting for the right proactive candidates to find them. Add advisory board roles and committee member positions into the mix, and the numbers will likely increase into the thousands of hidden board roles. They can be local, out-of-state, national, paid, or voluntary. If your approach so far has been reactive, focusing on advertised board positions or those managed by recruiters, you have most likely never considered the full spectrum of available board types and board roles.

Many organizations have standing board, advisory, or governance vacancies that they rarely, if ever, advertise. They are always on the lookout for the right individuals who can contribute and add value to the board or committees. Other organizations avoid spending time and money advertising board vacancies or actively recruiting. They have successfully recruited new board directors through networking and word of mouth in the past, so they prefer to keep it that way. Unless their bylaws or charter require it, many board chairs find it more convenient and less stressful to avoid formal board recruitment processes.

Why does the direct approach to an independent board seat work?

There are several reasons why, for prospective board directors, taking the direct approach to a board seat works:

• You find board opportunities you wouldn’t find through traditional means, such as advertisements or board-matching websites.
• Because the role isn’t advertised, you are likely to be one of a handful of candidates, if not the only one, so there is far less competition for the position.
• You open your search to consider roles, boards, and organizations that would never have made it on your radar.
• Your proactive approach and research rarely go unnoticed, setting you apart from the other candidates if there are any.
• This approach requires research and conversations. The information and insights you collect should help you find and pursue roles that better match your skills, aspirations, experiences, and passions.
• You get your name out there, hopefully in the right circles and networks.

There is another, less apparent but compelling reason why this approach works. You are making the process easier for the Chair and the organization. If you have been involved in any formal recruitment process (executive or non-executive), you will know it is time-consuming, costly, and resource-intensive. Boards and Chairs will often want to avoid these if they can.

How to take the direct approach to a board seat in 5 steps

My direct approach to an independent board seat is similar to how you would approach and develop any professional relationships. Breaking it down into steps makes it easier to stay focused and to manage, particularly if you are also maintaining a busy executive career.

STEP 1 – Have a list of target organizations

Develop a list of organizations you want and can be appointed to. Start with at least 6-12 realistic target organizations. Ask yourself these 8 questions when compiling your list to determine the types of roles that will best suit you now and in the near future:

1. What type of board opportunities are out there?
2. What am I passionate about?
3. Where do I live, and am I prepared to travel?
4. Do I need to get paid?
5. Who will value my skills?
6. How valuable are my connections?
7. How much time can I realistically dedicate to the role?
8. How competitive am I?

STEP 2 – Conduct research

Approaching an organization that doesn’t know you, or that you know, will only result in disappointment. To ensure the best return on the investment of your time, you need to be well prepared. Preparation starts with solid research.

Your research should focus on providing the following:

• Critical insights into the organization and the industry they operate in
• Opportunities to show where and how you can be of value
• References to people, events, or experiences that both you and the organization have in common
• Ways to demonstrate your passion for the organization

STEP 3 – Approach the right person

In most cases, the Chair is the ultimate decision-maker, and sooner or later, you will have to speak with them. However, this may not be the right time. The Chair is the person you will likely have just one chance to impress, so you don’t want to blow it. Your research will help you identify other people, such as past or present board members, to approach first. If all goes well, they may facilitate a meeting with the Chair.

STEP 4 – Know your board pitch

Know and practice your board pitch or elevator pitch. It must define your value at board level, not what you have achieved in executive roles. Be clear about what you have to offer, your unique selling point (USP). It should be one of the reasons you reach out to people and organizations in the first place. Have your Board Resume ready in case they ask for it. Not being able to provide one will show that you are not serious about serving on their or any board.

STEP 5 –  Know what to say and how to say it

Most initial introductions will occur via LinkedIn or email. Very few people will thoroughly read a wordy introduction email. In the best-case scenario, they might skim over it. So, a concise message shows respect for their time.

Don’t spam people with generic emails or LinkedIn requests. Your connection request should set the tone for your potential relationship. Use your research to personalize the content. Try to keep the emails or InMails to three to four short paragraphs:

• Opening: Email greeting and pleasantries
• Paragraph 1: A quick introduction and summary of why you are reaching out.
• Paragraph 2: A few sentences about yourself. Include any mutual connections and any past experiences that could get the attention of the reader.
• Paragraph 3: Use your newly acquired knowledge to address any challenges the organization may face or is facing, and offer solutions, including how you can help.

After reaching out, don’t leave it there.

• Follow the organization on social media and on the company’s LinkedIn pages, and keep up with industry news and notifications.
• Interact with connections’ and prospective connections’ posts and achievements, or provide feedback. Provide insights and recommendations for shared pain points.
• Sign up for their or their organization’s email or LinkedIn newsletters.
• If you’ve successfully connected with someone, nurture that relationship.
• Volunteer with the organization or interact when possible, such as attending events.
• If a board position isn’t currently available, you want to stay on the radar of the right people when one is.

My best advice

We are all busy, professionally and personally. So, my best advice for gaining a board seat is to apply your own version of the 80/20 rule. Spend 80% of the time you have available on tasks likely to have the most significant impact. Spend some of that time mastering the direct approach to an independent board seat. Don’t spend more than 20% of your time and effort chasing advertised board roles and recruiters.

We teach how to apply the direct approach to finding and securing board seats in our Board Appointment Training Series. The 18-module online training series and the How to Unlock Hidden Board Opportunities masterclass are exclusive to our Board Appointment Coaching Program PLUS.

Frequently asked questions

Can I approach an organization about a board seat if no vacancy is advertised?

Yes. Many boards fill seats through their networks and word of mouth and never advertise at all. Reaching out before a vacancy exists lets you build a relationship early, so you are already on the Chair’s radar when a seat opens up. Frame your first contact as genuine interest and a request for a conversation.

How do you ask to join a board of directors?

Start with research, then look for a connection, ideally a current or former board member, rather than cold-pitching the Chair. Send a short, personalized message that explains why you are interested in the organization, the value you would bring at board level, and a simple ask, such as a brief conversation. Have your board resume ready in case they ask for it.

How do I get my first board seat?

Most first-time directors start with a nonprofit, advisory, or committee role, where they can build governance experience. Build a realistic target list, strengthen your network, articulate your board value, and pursue more than one pathway at once. Our article, How to get a board seat? The 4 ways they happen explains each pathway.

Do I need a board resume to join a board?

Yes. A board resume is different from an executive resume: it is shorter and focuses on governance, strategic, and board-level contributions rather than day-to-day operational wins. Have it ready before you start reaching out. If a Chair asks for one and you cannot provide it, it signals that you are not serious about board service.

How long does it take to get a board seat?

There is no fixed timeline, and a seat rarely comes from a single application or conversation. We advise aspiring directors to make an honest, focused 12-month commitment to securing their first independent board seat, and a proactive direct approach can shorten that. 

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