Sarah had always pictured herself in a boardroom, contributing to high-stakes decisions and helping shape the future of major organizations. As a successful VP of Operations, she felt ready to take that next step—but like many ambitious executives, she found herself stuck in what I call the “board readiness loop”: feeling qualified but never quite making it to the boardroom table.
The truth is, securing a board seat isn’t just about being good at your job. In my years of working with aspiring board members, I’ve watched countless talented executives stumble on their path to the boardroom. Here are the three most common reasons why—and more importantly, how you can avoid them.
- Playing the Waiting Game Instead of Building Strategic Visibility
Most middle managers fall into the trap of believing that excellent work will naturally lead to board opportunities. They keep their heads down, deliver outstanding results, and wait to be discovered. Sound familiar?
The reality is that board seats rarely find you—you need to find them. The most successful board candidates actively build their visibility long before they’re ready to pursue positions. They publish thought leadership articles, speak at industry conferences, and engage meaningfully on platforms like LinkedIn. They understand that board recruitment often happens through networks and reputation, not just through traditional applications.
Action Step: Start building your visibility now. Choose one platform—whether it’s LinkedIn posts, industry publications, or speaking engagements—and commit to sharing your unique insights regularly. Your goal is to be known for something specific that boards need.
- Misunderstanding What Boards Actually Want
Here’s a hard truth: your impressive operational achievements might not be what boards are looking for. Many executives focus their board pitches on their day-to-day management successes, while boards are seeking strategic thinking and specific expertise that fills gaps in their current composition.
Consider this: When boards look for new directors, they’re not looking for another CEO or COO. They’re looking for someone who can help them navigate specific challenges—whether that’s digital transformation, risk management, or international expansion.
Action Step: Research the boards you’re interested in. What challenges are their industries facing? What expertise gaps might they have? Then, reframe your experience in terms of how you can help solve these specific challenges. Instead of saying “I led a team of 500,” say “I guided a major digital transformation that increased market share by 40%.”
- Having a Network That’s Deep But Not Wide
This is perhaps the most subtle pitfall. Many successful executives have strong networks within their industry or function, but board opportunities often come from unexpected places. The director who recommends you for your first board seat might not be in your current industry at all.
Think about it: if you’re a technology executive, your first board opportunity might come from a retail company looking to strengthen its digital presence. But if your network consists solely of technology professionals, you might miss out on these cross-industry opportunities.
Action Step: Deliberately expand your network across industries. Join organizations like the National Association of Corporate Directors (NACD) or other board-focused groups. Seek mentorship from current board members, even if they’re in different industries. Their insights and connections can be invaluable.
The Path Forward
Remember, securing a board seat is not just about adding another title to your resume—it’s about creating the opportunity to make a meaningful impact on an organization’s future. As you work to avoid these common pitfalls, keep in mind that board service is ultimately about contribution, not achievement.
Start by choosing one of these areas to focus on first. Perhaps it’s building your visibility through thought leadership, or maybe it’s expanding your network beyond your current industry. Small, consistent actions in these areas will compound over time, making you not just a candidate for board service, but a compelling one.
The boardroom table has a seat waiting for you. By understanding and actively working to avoid these common pitfalls, you’re already ahead of most of your peers in the journey to claim it.
