Careers

Becoming a Board Member

Interested in joining a board? Similar to a job search, you’ll need to make connections with the right people to find a board that fits your interests.

Start Networking

Start by identifying potential sectors where your skills would be needed and then create a list of organizations and their directors. After that, you'll be ready to:

  • Get the word out - inform your network of your interest in joining a board
  • Leverage family/friend connections and ask them to speak on your behalf
  • Add a sentence to your LinkedIn Summary about the type of board opportunity that interests you
  • Seek out CEOs, board members, organizational leaders, and investors who could be helpful. Then, develop a strategy to connect with them (through industry meetings, informal networks, LinkedIn, charitable organizations, etc.)
  • Search for fellow alumni in the HBS Alumni Resume Book who have relevant board experience
  • Identify and contact executive search firms (see list below)

Increase Your Visibility

  • Sell yourself as an expert - get published, get quoted, give speeches, serve on panels, etc.
  • Invest in the organization
  • Consult (preferably for the desired organization)
  • Volunteer to serve on a non-profit board


Articles and more on joining and leading boards

Showcase Your Value

Similar to a job search, you need to articulate your value to a board. How do you distinguish yourself from the large number of candidates also searching for board seats? Alter your value statement to align with the board's focus and organization's needs.

+–Highlight Relevant Expertise
  • Board experience - for-profit or non-profit
  • Fundraising experience
  • Industry knowledge and contacts
  • M&A experience
  • IPO experience
  • Experience running a company or mentoring start-ups
  • Marketing, financial, or technical expertise
  • Risk management experience
+–Resume Tips

Your resume should include a Summary section that highlights your attributes relevant to a board role, as opposed to a management role. The rest of your resume should reflect these characteristics and key aspects of your brand. As you update your resume, consider the differences between a resume for a job and a resume for a board seat.

  • Capabilities (vs. accomplishments)
  • Experience (vs. companies)
  • Value you bring to a board (vs. titles)

Demonstrate how your skills and network can benefit the board by introducing new customers/clients, strategic alliances, international opportunities, and/or new technologies.

+–Board Bio Template

Interested in joining a board of directors? In addition to your resume, you will also need a board bio to showcase how your background and expertise will add value to the existing board. A board bio is typically one page including a headshot and four to five paragraphs that highlight your accomplishments, skills, and credibility.

  • Interpersonal skills
  • Ability to handle complexity and ambiguity
  • Integrity
  • Independent mindedness
  • Collaboration
  • Financial competence
  • Focus on shareholder and stakeholder satisfaction
  • Commitment to the mission (nonprofit board)

View our Board Bio Template.

Find a Career Coach

Does your board bio need a refresh? HBS alumni receive six complementary career coaching sessions a year.
Connect with an HBS coach to review your board bio.

Due Diligence

Before joining a new board there are questions you should ask yourself and others. Here’s what to ask:

+–You
  • What do boards do? What are the fiduciary duties, roles, and responsibilities of members?
  • Why do you want to serve on a board?
  • What questions should you be asking yourself? What are the major pitfalls to avoid?
  • Explore the what, why, and how of joining a board
+–The Search Committee
  • What are the organization's major issues and needs?
  • What documents should I review?
  • How do you orient new directors?
  • Am I able to meet with the CEO, CFO and other directors during this process? Are there others with whom you suggest I meet?
+–The Independent Directors
  • What is the organization's management style?
  • What is the culture of the board?
  • What is the current succession plan for executive management?
  • What external sources do you use for industry/company performance?
  • How much time do you spend with managers not on the board?
+–The CEO
  • What do you hope I will contribute?
  • Can I see the last 3 board packages?
  • Over the next 3 years, what is the best - and worst - that can happen for the business?
  • Who is your most dangerous competitor - why?
  • What do you take to the board for approval?
  • What succession plan is in place for your position?
  • Is the organization engaged in any significant legal action?
  • What is your leadership style, and how is the organization managed?
  • Were there any significant accounting adjustments resulting from last year's audit?
  • Are there any major blocks of stock represented on the board? If so, what are their objectives?
+–The CFO
  • What is your approach to the treatment of major accounting policies?
  • What is your level of interaction with the board?
  • What is the organization's relationship with its outside auditor?
  • How do you evaluate the Audit Committee's work?
  • How do you think my background would add to the board's effectiveness?
  • What is your evaluation of the board's understanding of the organization's financial statements?
  • What is your evaluation of the organization’s leaders understanding of the organization's financial statements?
+–Yourself Before Joining a Non-Profit Board
  • Why am I interested in this cause?
  • Why is this the right organization for me? Is the organization at the right stage for me to add value?
  • How will I contribute to the organization, in terms of time, expertise and/or philanthropically?
  • What do I hope to gain from being on this board?