What first board seat is right for me? 8 points to consider

The right first board seat is one that matches your genuine passion, sits within a realistic reach for a first-time candidate (typically a not-for-profit, start-up, or smaller organization), values your specific skills and connections, and fits the time you can honestly commit. The 8 points below walk through exactly how to identify it.

If you are considering serving on a board, you are most likely asking yourself, “What first board seat is right for me?” Before going further, make sure you really want to be an independent board director. If the answer is yes, the 8 points below will help you build a realistic shortlist of target organizations — and lay the foundation for a genuine board career plan. Aspiring directors with unrealistic board goals consistently struggle to gain their first appointment, so getting this step right matters.

Looking for your first board seat? 8 points to consider

1- What types of board opportunities are out there?

Depending on where in the world you are located, you need to research which types of boards or committees exist. In particular: which types of organizations have boards or committees, what types of boards are they, and do they require independent directors?

In the USA, options include Corporations, Cooperatives, Not-for-Profit companies, Limited Liability Companies, and Non-Governmental Organizations. In Canada, not-for-profits are typically incorporated federally under the Canada Not-for-profit Corporations Act or under a provincial equivalent, and organizations seeking charitable tax status must additionally register with the Canada Revenue Agency (CRA). For some entities in both countries, a board of directors — including several independent directors — is a legal requirement. For others, it isn’t required; instead, they rely on executive committees or advisory groups.

Keep an eye on LinkedIn and other recruitment platforms to see what board and committee opportunities are available (see how to use LinkedIn to develop weak ties authentically). Set up notifications so you hear about potential board roles as soon as they’re listed.

2 – What are your passions?

Board chairs and board directors are passionate about their organizations and their board work. You, too, must share this passion. Joining a board that aligns with your interests and passions will also help ensure you stay engaged, energized, and focused.

Make a list of organizations you can demonstrate a genuine passion for. Simply wanting to be a board member of an organization does not show passion. Consider what you’re passionate about personally and professionally, then list organizations that share these passions. You may be pleasantly surprised how many of these organizations or groups have a board or committee overseeing their activities. Not-for-profit and voluntary organizations, in particular, are usually grateful to receive an offer of extra expertise and assistance.

3 – Where do you live?

Location still counts, despite the uptake of Zoom and remote formal meetings. Many traditional boards and chairs still take comfort in appointing local candidates to the organization and the community it serves — a pattern that holds in both the US and Canada, where community-based not-for-profits in particular tend to favor local board members. This may mean limiting your initial search to organizations within easy commuting distance. There will be exceptions: for strategic reasons, some organizations intentionally seek board directors from different locations or seek a specific skill set, which widens the search.

If the board seat you’re considering is outside your geographic area, you need to do two things: confidently convince the board or panel why they should appoint you over a local candidate, and demonstrate that the distance won’t prevent you from functioning effectively in the role. Address this directly in your board application cover letter.

4 – Do you need to get paid?

There are many benefits to serving on a board. For some roles, one benefit is being paid. Voluntary board and committee positions are just that — most not-for-profit boards don’t remunerate their independent directors, though some will cover reasonable expenses. If you need to get paid, you’ll need to look outside these organizations and sectors and be prepared; this will likely make obtaining your first board seat significantly more competitive.

If a paid appointment isn’t your primary concern, not-for-profit organizations should stay firmly on your list. They’re a far more achievable goal for a first board seat, and you’ll benefit from the experience and connections you gain along the way.

5 – Who is going to value your skills?

Not every board or committee will value or need every skill. Before researching who will value your skills, identify: “What is my unique skillset? Do I have specialist knowledge or experience?” Then ask, “Why are those skills or experiences valuable at board level?” The key is to view this from the board’s perspective, not your own — what can you add to the board?

Your thinking should run along these lines: “Would a large organization with a large HR department need a board member with HR expertise?” Unlikely. Or: “Will my general IT experience be valuable to a specialist tech company?” This process is initially time-consuming, but it will help you identify exactly what first board seat is right for you.

6 – How valuable are your connections?

Your connections — both professional and personal — are valuable. Review your contact list, then ask: “What organizations will want access to, or see value in, my contacts?” In a competitive appointment process, your connections could be what separates you from the competition.

We know that around 65% of people’s appointments result from personal and professional connections. So review and research all your contacts: who currently or previously sat on a board? What organizations have you worked for that might belong on your shortlist? Don’t focus only on the connections you know well — research shows casual connections often deliver the best results.

7 – How much time can you commit to your first board seat?

Joining a board can be enriching but also demanding and time-consuming. Most boards meet monthly or every two months, and directors typically contribute roughly 6 to 8 hours per month, including meeting preparation, travel, additional advisory work, emergency meetings, governance training, and representing the organization at community events. If a role is advertised, it will often state the expected meeting commitment — but budget for the rest too.

You also need to consider how much time you need to allocate to securing your first board seat. This is a competitive process, and as a first-time candidate, you’re unlikely to have prior board experience, so the search itself may take time. Plan for a 12-month commitment to this process — though with a straightforward process and the right documents and resources, you can often achieve your goal earlier.

8 – How competitive are you?

Since there are limited seats on any board, and plenty of people apply when they become available, securing one is a competitive process. When seeking your first seat, you can prepare for this competitive environment by:

• Accepting the process will likely be a highly competitive one
• Accepting knockbacks is a part of the process, and so is requesting feedback
• Having a board pitch that brings to the forefront your value
• Ensuring you have a board CV and a board cover letter that sets you apart from the other candidates
• Selecting roles that you can realistically compete for
• Being resilient and persistent will pay off

Ready to take the next step

Defining what the first board seat is right for you is not easy. If you don’t select the right roles and organizations, it will impact everything moving forward. Articulating your board profile and pitch is crucial in a competitive process, which requires resilience and perseverance. During the extensive training included in my Board Appointment Program, I will take you through all of these elements step by step, plus much more.

Frequently Asked Questions

What’s the difference between a board seat and an advisory board position?

A board seat carries legal governance duties, including fiduciary responsibility and voting rights on major decisions. An advisory board offers guidance only, with no legal authority or vote. Many first-time candidates start on an advisory board or a not-for-profit board to build experience before pursuing a formal board of directors seat.

How many board or committee roles should I apply for at once?

Focus on one realistic, well-matched opportunity rather than a broad, scattergun approach. Trying to land a large, high-profile board straight away is rarely realistic for a first appointment; a smaller organization, start-up board, or not-for-profit is a more achievable starting point.

Should my first board seat be paid or voluntary?

Most not-for-profit board seats are unpaid, though reasonable expenses may be reimbursed. Paid seats are more common on corporate and private company boards, but are also more competitive. If payment isn’t essential, keeping not-for-profit organizations on your list gives you a far more achievable path to your first seat.

Are board opportunities different in Canada compared to the USA?

The core principles are the same, but the legal structures differ. In Canada, not-for-profits are typically incorporated under the Canada Not-for-profit Corporations Act or a provincial equivalent, and registered charities are regulated by the CRA. US options include Corporations, Not-for-Profit companies, and LLCs regulated at the state level. Research the entity type and jurisdiction relevant to your target board.

Can I get a board seat outside my own city or region?

Yes, but it’s harder. Many boards still favor local candidates who understand the community they serve. If you’re pursuing a board outside your area, be ready to clearly explain why you’re the right choice over a local candidate and how you’ll meet your responsibilities despite the distance.

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