Finding Your Board Search Mentor
It’s time to move beyond the initial go/no-go calls into actual mentoring for your board-wannabe campaign. Although mentoring is important in executive career advancement, it’s even more crucial for the board acolyte. Given how mysterious and subjective board recruiting is, an effective campaign starts by identifying a mentor already among the elect who can guide you on the path.
Q: Last year, I was promoted to a senior VP level in my company. I’ve built a 20-year career with experience in acquisitions, integration of companies, capital funding, and managing joint ventures. Now, I’d like to seek some outside board roles. I’ve followed your advice for “board wannabes,” and gained some good tips. There’s one area that I’m not sure on, though, and I believe it will be important in my effort. I’ve made good use of mentors in my career, and they’re proven valuable. What qualities should I look for in a specific “boardroom mentor,” and how should I make best use of these insights?
A: Chances are, you already know some excellent boardroom mentors in your company and networking circles—now it’s a matter of making the connection. “Mentors will pop up,” says Paul MacDonald, a senior executive director with Robert Half. “It’s a matter of finding the individual who’s been on boards that cover your area of interest.” Start out by reviewing your networks for people who have overall boardroom seasoning, and who have served on boards in differing sectors, bringing a variety of experience.
Lois Zachary, who heads the Leadership Development Services firm, suggests some of the basic qualifiers you’ve already found useful in career mentors—“someone who is in your geographic area and accessible, and may have time to share.” Engage them on their advice regarding boards, such as how candidates are identified, qualities sought, the duties involved, and how to handle yourself in meetings. This is also a good moment to inquire about specific board committee demands.
You’ll find board members, especially those with long vitae in the boardroom, love to spin advice and “how we did it” tales, but pin them down for specific advice you can put to work. Share your background, and ask which skills and achievements make you particularly “boardable.” Furthermore, solicit feedback on the areas of your board vitae that require beefing up.
You’ll want more than one board mentor, and phase two gets you into specifics. What companies and sectors should you target in your boardroom campaign? Your capital funding skill, for example, could be of great value to young venture companies. Make connections with VC firm partners and discuss your board interest with them—not only will they know the sector’s board needs, they could well be seeking just your expertise.
A good mentor for the board seeker is vital, then, but you need to shop wisely for such talent. What should a good mentor do—and not do?
A good mentor . . . clears up boardroom mysteries. “The whole process of how people join boards is murky and mysterious,” says Jill Griffin, author of the recent book Earn Your Seat on a Corporate Board. She was lucky to gain retired U.S. Air Force General Robert Herres as a mentor while he chaired the board of military insurer USAA. “I leaned on him heavily.”
Griffin, who now serves on the board of Luby’s/Fuddruckers, learned from Herres the value of going through the “chain of command” on a board—bringing business first to board committees. Herres also taught Griffin how boards weigh and value the “fit” of a new prospect, and the need to learn how a particular board gauges this subjective (but crucial) quality. A good mentor can not only clarify your uncertainties on how boards function, but tip you to factors you don’t even know enough to ask about.
Although you’re seeking a personal mentor for your path into the boardroom, smart companies also make use of their own boards’ experience, connections, and business savvy to nurture their rising executives. They draft these seasoned folks in the boardroom to mentor hi-pots in their career development—and that includes boardroom protocol.
Some global corporations, including Deere Inc. and Frontier Communications, either formally or informally assign members of the board to mentor execs on the governance skills they’ll need to lead the corporation down the road. Given the vitae of many board members (current or retired CEOs, C-suite execs, venture firm partners), future leaders can gain first-hand advice that no MBA program (or their own individual mentors) could offer.
Frontier Communications has one of America’s most advanced board mentoring plans. I spoke with Kathleen Abernathy, Frontier’s chief regulatory officer (and an experienced director herself), on what the company has learned in making mentoring from the boardroom work.
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