Spreading the Word That You’re a Board-Seeker
You’ve launched a solid “board wannabe” campaign to land that board seat; you’ve worked up a board-specific résumé; launched your targeted networking; joined some board organizations. But too few people still know about your boardroom goals, and for any effort as informal as board seeking, it pays to advertise. Time to work on your outreach.
As a first low-intensity but high-value step, you’re missing out on the 21st century if you aren’t drafting online social networks into your onboarding effort. Technology has become a central part of board searches over the past several years. Among the little secrets of board search is that nominating committee chairs and company board support staff (and even headhunters) are just as lazy as you or me when it comes to vetting a board prospect. What’s the first thing we do today in our wired world when we want to find out something on someone? We do an online search—Googling them or Bing-ing them, or Yahoo-ing them, or Baidu-ing them (in China) or using any number of other specialized search engines.
So a first step for the board wannabe (or anyone working on their career plan, for that matter) is to check the search engines to assess yourself. Assume that what you find is the first impression anyone prospecting you for a board will see. No doubt a rising exec named John Smith will face confusion problems here (or someone sharing the same name as a high-profile criminal). If you share the moniker of an 18-year-old who likes to post Instagram pics involving jello shots and raves, that can be an issue too, but let’s assume the person vetting you knows enough to get your details correct.
When this board talent searcher gives you an online look-over, what will she think of your prospects? Try doing your own name search, preferably from outside your own network or immediate location (which skews the results). Are the findings impressive, or at least representative? If you have a common name that dilutes the hits, consider what qualifiers a searcher might add for a better search fix (company name, your profession, your home city, etc.). If someone had to come up with one other word to add to your name to find you, what would it be? Try these various filters to see how results differ.
Also, check your name for “news” items (that quote of yours in the press, or an article on a trade website). Also, try “images” (does an old photo show up, or an awkward picture someone tagged you in?) and also “video” (if video of you giving a brilliant speech is available online, be sure to play it up).
Digging deeper, what sort of a boardroom prospect do you present on Twitter, Facebook, LinkedIn, Instagram, your own company’s websites, and various professional listings? Click each of these and see what sort of a story you’re telling the world. These and other online watering holes have become a crucial element of business and career networking, and belong in any board-seeking effort. But how? Here’s a roundup of evolving best practice:
Twitter is a strong online social nexus, and perhaps the source for what’s trending minute by minute (even if it’s sometimes wildly inaccurate). However, it’s also a handy board networking tool. Let’s assume you’re already on Twitter. Now, give your profile a read-over for professionalism, vitae, and connections.
Start with your hashtag—is your name, as in #FirstLast, available? If so grab it. If not, improvise with initials, affiliations, titles, and so on. Follow this with your profile statement and sweat over how much value you can fit into 140 (or now, 280) characters. Take an SEO (search engine optimization) approach and squeeze in keywords for your career and talents. Make room for “board member at . . .” or “experienced board member.”
Much of your strength on Twitter comes through the number of followers you have, so cultivate contacts (this is one area where quantity counts more than quality). For your own “follows,” seek board members at target companies (especially chairs), directors you know, and executive recruiters. There are some board-related hashtags worth investigating, including #corpgov, #boarddirector, #activistinvestor, #corporategovernance, #boardwannabes, #BOD, and #boardofdirectors. Spend some time browsing these to bring yourself up to speed on governance matters, as well as who’s who. Equally important, find out the hashtags for major companies and groups in your own industry and spend time mining these.
LinkedIn is perhaps the Internet’s most powerful business networking—and corporate recruiting—tool. A 2015 survey for Recruiter Nation found 87 percent of job recruiters used LinkedIn to seek candidates.1
While it’s rare to find anyone who loves LinkedIn, it’s also rare to find anyone who doesn’t realize it’s a valuable personal marketing and image tool. For business, it serves the purpose that Facebook was originally intended to fulfill—providing a first introductory and quick reference.
An online search for your name typically brings info at your company’s site first—but a close second will be your LinkedIn profile, so that profile has to sell. Treat it like your own mini personal website, with a good photo, plus a title and secondary title that pitch your skills in compact sentences. Keywords here and throughout your LinkedIn profile are important, and along with your job-specific items include governance and board references.
Also, make sure you look like a solid board candidate on LinkedIn and other social media. A recent survey of hiring managers found 88 percent considered a selfie in an online career profile unprofessional.2 Invest a few dollars in a professional head-and-shoulders shot.
More than other social media or search venues, LinkedIn can establish your professional chops and board bona fides in a neat, brief package. But only if you do it right. After you’ve signed up with LinkedIn, what are the next steps in presenting yourself as a boardroom must-have?
Look at who’s doing LinkedIn right already from a boardsmanship perspective and steal good ideas. Most board wannabes have a number of role models and mentors who’ve already established themselves on corporate boards. Now see what these leaders are doing on LinkedIn to tell their stories. “I look at the professionals in my field,” says Josie Ahlquist, a leadership consultant specializing in digital media.
What are they including—specialized training they’ve taken, board experience (even if it’s nonprofit or charities), and endorsements from people who serve on boards themselves? See what your boardroom idols are incorporating, jot down good ideas, and consider how such items can be used to boost your own prospects (and definitely seek connections to these pros).
As for LinkedIn style guides, Wayne Yetter, a noted health care and pharma exec and board member, offers one of the best I’ve seen (a print version is shown below). Here are a few other people who offer best-practice board salesmanship in their LinkedIn profiles.
Pamela Godwin—
https://www.linkedin.com/in/pamelagodwin
Maureen Morrison—
https://www.linkedin.com/in/maureen-morrison-abb17458
John Chapman—
https://www.linkedin.com/in/john-c-chapman-43a88914
Mary Doswell—
https://www.linkedin.com/in/mary-c-doswell-2a39a1138
Liana Drobinak—
https://www.linkedin.com/in/liana-o-drobinak-025400
Wayne Yetter
Pharmaceutical and Healthcare Executive and Board Member
Greater Philadelphia Area/Pharmaceuticals
https://www.linkedin.com/pub/wayne-yetter/4/974/416
Background
I enjoyed a 30-year career in the pharmaceutical industry and held executive positions at Pfizer, Merck, Astra-Merck (now AstraZeneca), and Novartis followed by leadership roles in other health care–related companies. My roles included Vice-President, Marketing Operations (global), and Vice-President, Far East and Pacific at Merck, founding Chief Executive Officer of Astra-Merck, and President and Chief Executive Officer of Novartis Pharmaceuticals Corporation, the U.S. division of Novartis AG. I later served as Chief Operating Officer of IMS Health, a market research data company from 1999 until 2000, and then became Chairman and Chief Executive Officer of Synavant, Inc. (a Nasdaq-listed spin-out of IMS) that was acquired by Dendrite International in 2003. From 2005 to 2008 I served as Chief Executive Officer of Verispan LLC, a joint venture of McKesson and Quintiles and leading provider of health care information and marketing services to the pharmaceutical industry. Verispan was acquired by SDI Health and later merged into IMS. Most recently, I was Chairman of the Board of NuPathe Inc. that was acquired by TEVA in early 2014. I currently serve as a director of InfuSystem Holdings, Inc.(INFU), and Strategic Diversified Opportunities Inc. (SDOI) a shell company remaining after the sale of the Life Sciences business of Strategic Diagnostics (SDIX) to OriGene. Previous board roles include Chairman of Noven Pharmaceuticals, Chairman of Transkaryotic Therapies, and Lead Independent Director of Matria Healthcare (each of these companies was acquired). I was a member of Executive Committee of PhRMA, the pharmaceutical industry association, from 1997 to 1999.
I enjoy corporate governance roles and would like to identify an additional board opportunity where my background and experience can add value.
Facebook is a long-time social network staple, but one of the trickiest to use in establishing your boardability. What started as a way for kids to communicate has lost some of its cool as their moms and dads join up and share recipes, family pics, and cute cat videos. This means that business folks often treat LinkedIn as their suit and tie image, while Facebook is their let-it-all-hang-out venue.
Consider limiting who can see your Facebook page to friends, and making sure that what does come up in a Facebook search won’t offend someone. In researching a potential board or career move, recruiters find Facebook can be useful for the very reasons noted previously. Pages on Facebook tend to be a bit more loose and informal than your carefully managed Twitter or LinkedIn propaganda.
For all of these social networking board options, remember that active involvement is crucial. If your latest post is a year old, you’ll seem irrelevant (and are). Regularly post links to useful business and governance items you’ve found and comment on conversations. Good background material on you may impress the chairs of target boards, but regularly engaging them online will catch and hold their interest.
Effective propaganda for your onboarding effort goes beyond digital engagement—you need to be putting your flesh-and-blood self out there in the public arena. Building your image as a thought leader should include speaking at conferences, trade shows, business school events, and so on. The career boost is well worth the time and effort (even if you’re shy). But how to leverage your podium presence as an effective part of onboarding?
As with any other networking, there are do’s and don’ts when it comes to board-wannabe outreach. Often, that magic connection that will lead to a board invite comes down to the ask. But how you ask—and how you respond when someone asks you—demands some emotional intelligence.
Q: “I’m a partner with a venture firm here in the Northeast and serve on the boards of several of our investments, as well as a regional bank and a couple of nonprofits. An acquaintance has asked me to drop his name as a board prospect several times. While I know this person from some general business dealings, I really don’t know much about his business background or board qualities, and feel uncomfortable going out on a limb as a board reference. What is the etiquette on giving—and asking for—board referrals?”
A: Once an executive today reaches the CEO’s office, they almost immediately go from “don’t call us, we’ll call you” board invite status to being overboarded (this particularly applies to women executives). This makes “I can’t—but I know someone who can” referrals valuable.
Yet this isn’t as simple as letting your neighbor’s kid list you as a summer job reference. Dropping someone’s name as a potential corporate board candidate offers them a major stamp of approval for skills, personal ethics, teamwork qualities, and responsibility. Not only does this mean going out on a limb for someone you may know only slightly but also suggests that your referral could backfire.
“You should really ask people [for a board referral] only if you know them well,” says a long-time director and VC of my acquaintance. Otherwise, if you do drop this name for a board opening, “they’ll ask how well you know them, and why you’re recommending them.” If you lack a good comeback, both you and the candidate look bad.
Leslie Green, of the New York-based Roffe & Green management consulting firm (and a seasoned director), questions the value of board referrals overall. “I’ve made recommendations of other women for board seats, but the boards just don’t pursue them.” Green sees a big gap in director selection today. Boards may ask someone to join because a current member knows them personally and can vouch for their savvy, or the board goes through a recruiter and does a more objective, scientific search—but nothing in between. “All my friends gained board seats either from knowing someone personally, or through professional headhunters.”
This gives you an opportunity both to politely decline your acquaintance’s name-dropping request and offer some valuable advice on how to do it right. Point out that wannabe directors rarely get mileage from a casual reference—but that they would do far better by actively grooming strong, first-person contacts, as well as schmoozing with board recruiters.
Board-Seeker Action Items
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1Jobvite. 2015. “Welcome to the 2015 Recruiter Nation.” https://www.jobvite.com/jobvite-news-and-reports/welcome-to-the-2015-recruiter-nation-formerly-known-as-the-social-recruiting-survey
2Cosmopolitan Online. 2017. “The one thing on your LinkedIn profile that might be stopping you getting a job.” http://www.cosmopolitan.com/uk/worklife/careers/a10358749/linkedin-profile-no-selfie
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