In my last blog, I offered some ideas on how candidates might think about their positioning, areas of contribution and networking strategies as they pursue board opportunities. See How Do I Get On a Board? Part I: Clarity Begins At Home. Yet even with the best preparation, control of the board search process is almost always in someone else’s court. Many aspiring board members ask “how do I get myself into an active search and be credible, especially if I am a first time board member?” Understanding the process from an organization’s perspective will help candidates determine how best to jump in when an opportunity arises.

There can be a number of entry points when a board seat becomes available. Bear in mind that board seats are almost always filled by relying on networks. Sometimes those networks belong to the existing board, other times they are tapped into via outside professionals such as attorneys, accountants and when needed, executive search firms.  Needless to say, this latter groups charges for the use of their network as well as their experience in managing the process. So while search firms can play a valuable role and the most visible organizations tend to rely on recruiters, the majority of board seats are not filled through headhunters.

When a board is managing its own search process, getting to access to the gatekeeper on the board is immensely valuable, and the person introducing you must have confidence in your ability to contribute. When a board outsources the search process, the recruiter serves as the gatekeeper and project manager. Regardless of who runs the search, the best processes have a strategy and direction, and they deliver objectivity and thoroughness.  Given these goals, it is important that candidates have a good sense of where they add value and how they fit with needs of the board and the organization. And worth remembering, the first opportunity you discuss with someone might not be a fit, but it is your chance to impress people for something else that could come along.

Underlying most searches are a few key drivers and knowing them will help candidates prepare, self-qualify and put their best foot forward. Whether a retirement, creation of a new seat or conflict with a current board member, the organization typically has some profiles in mind when commencing a search.  Sometimes there are (i) specific insights or perspectives they want to tap into, (ii) a particular set of skills they seek and/or (iii) certain industry or functional expertise they feel would help. The more the candidate knows ahead of time, the better for everyone. Its also worth trying to identify external factors that might be a driver for the search, including regulatory requirements, public relations perceptions, and the like.

Having early access to as many of the current board members as possible is extremely valuable.  As principals, they are able to offer a wealth of insight about that board.  Typically, they will have the best perspective on what skills and perspective are needed, where the points of influence lay and the culture of the organization.  This information not only helps a candidate navigate the process but also helps assess the fit from the candidate’s point-of-view.  When a search firm is managing the process, they can offer some of these important insights. Nonetheless, there is no substitute for direct access to the principals. 

Finally, board candidates need to be mindful that search processes can bring challenges, which is not a negative reflection on the organization or its people. By definition, the change associated with adding someone new to a board will cause people to move cautiously. A thorough search will take some time so that the existing board members can get to know a few candidates, and vice-versa the candidates can get to know the board and organization. All parties should be examining the quality of the match for capabilities, work style and culture. So know that both patience and persistence are expected.

Thus my closing advice to people who want to be on boards:

Do your homework on the specific opportunity you are pursuing
Be genuine: put your best foot forward however don’t over market
Understand that board service is a team sport – it has to work for all parties.
Recognize that care and caution are signs of strength. Gathering information is an important aspect of risk management for boards and candidates.
Make it easy for others to get to know you. Be available and be open.
And finally…

Think long term