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- Candidates who can demonstrate a clear understanding of governance and how it differs from management don’t necessarily need prior board experience.
- While technical expertise is important, its value is often overstated compared to the critical impact of emotional intelligence and commercial acumen.
- Great directors don’t dictate the work, they ask the right questions to help management find the answers.
What’s preventing you from landing your first board role? Perhaps you don’t feel “board-ready” or maybe you believe the common assumptions about what it takes to earn a seat at the table.
There’s a lot of advice about how to secure a board role, but it’s not always accurate – and some of it may be holding you back. Here are five myths about getting your first board seat and what it really means to be board-ready.
Myth #1: You need prior board experience to get on a board
Previous board experience may be an advantage, but it’s not a prerequisite.
“Boards want confidence that a candidate understands the role, even if they haven’t yet lived it,” says Elizabeth Jameson AM FAICD, founding consultant of Board Matters and author of Developing Your Director Career.
“It’s about being able to articulate what governance is, how it differs from management and why that distinction matters. If a candidate demonstrates that understanding, and the board can support them through mentoring, coaching or governance education, then prior board experience isn’t necessarily required.”
Jameson, who is also non-executive chair of Endeavour Foundation and a non-executive director of the Creche and Kindergarten Association, says boards value candidates who are team players with well-developed professional expertise, who can contribute value in the boardroom.
“They’re looking for people who have the willingness and flexibility to do the work,” she says. “Ultimately, board readiness is less about having already occupied a board seat and more about demonstrating the mindset, judgement and governance awareness needed to succeed once you’re there.”
Myth #2: Deep technical expertise is vital
While technical expertise is valuable, it’s just one part of a board skills matrix. Boards must ensure their composition represents the skills, knowledge and experience required to effectively steer an organisation, but not all directors will possess each necessary competency.
For example, you may not have deep technical experience in areas like cybersecurity or ESG compliance, but you may possess desirable behavioural qualities such as interpersonal skills, curiosity and a sound business instinct.
"Technical expertise can be a prerequisite, but it’s rarely the whole story,” says Richard Triggs, founder and CEO of Arete Executive. “Directors also need to work constructively with others, contribute effectively and fit the culture of the board.”
Tanja Ivkovic, a partner in leadership advisory Heidrick & Struggles Australia, working with clients through its CEO and Board of Directors Practice, adds that the most effective boards recognise directors are appointed to govern the organisation and contribute across the full agenda, not simply to advise on a particular subject.
“While specialist knowledge can strengthen board discussions and help boards navigate emerging challenges, directors must also be able to contribute beyond their area of expertise, engaging in conversations about strategy, risk, talent, culture, capital allocation and long-term value creation,” she says.
“Boards are looking for individuals who can interpret information in context, ask thoughtful questions, challenge assumptions constructively and help the board navigate uncertainty.”
Myth #3: Being a senior executive automatically means you’re “board-ready”
While many former executives make outstanding directors, many do not. Boards value someone who can provide independent judgement and oversight, but Jameson says some executives struggle to let go of operational responsibility, blurring the line between governance and execution, and undermining executive authority.
“If they can’t resist diving into the details, telling executives how things should be done, or solving management problems themselves, they won’t be effective directors,” she says.
“Good directors ask questions. They help management uncover better ways forward rather than directing the work themselves.”
Ivkovic stresses that boards are not assessing candidates on their ability to execute.
“They’re assessing whether they can ask the right questions, balance risk and opportunity, and provide constructive challenges without stepping into management’s role,” she says. “The strongest directors bring perspective and influence rather than authority, and are comfortable navigating ambiguity and engaging with differing viewpoints.”
Myth #4: Not-for-profit boards are an easier stepping stone
Despite assumptions that NFP boards are an easy entry point, Jameson says they’re often more demanding.
“NFP organisations face many of the same risks and governance challenges as commercial organisations,” she says. “When an NFP falls into a governance hole or lacks governance capability, it can become one of the most time-consuming, frustrating and difficult board experiences you’ll ever have.
“When something goes wrong – a sudden CEO departure, a cyber incident or any number of unexpected crises – the workload escalates quickly,” adds Jameson. “Weekly meetings can become common and directors are required to devote significant additional time to governing through the crisis.”
In large, sophisticated organisations with substantial resources, those pressures may be easier to absorb. In an NFP, Jameson says the demands “can be relentless”.
“Some of my NFP roles have been the most rewarding work I’ve done, but they’ve also been the most challenging.”
Myth #5: Current chairs don’t have time to meet you
Part of a board chair’s responsibility is to build a pipeline of future talent, so if you’re a credible candidate, Triggs says they “absolutely want to know who you are before they’re actively recruiting”.
“The people who succeed identify the boards they want to join, work out who the chair is and start building a relationship long before there’s a vacancy,” he says. “When a position eventually opens up, they want to be the logical first choice.”
While you’re unlikely to walk straight onto the board of an ASX-listed company, Triggs recommends looking at smaller private companies to build credibility, develop governance experience and expand your network.
Ivkovic adds that board readiness includes having the judgment and perspective to contribute effectively in the boardroom.
“A key question boards ask is, ‘What will this person add to the discussion?’” she says.
“Candidates who can clearly articulate how their expertise strengthens board oversight of strategy, risk, culture, succession or emerging challenges are often better positioned than those who simply present an impressive executive resume.”
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