Ace Your First Meeting

As I write this week from the northern hemisphere, the fall season is on its way. That means the start of a new governance year for many of us — including new board members who’ve just been recruited and appointed to a board of directors.

Whether you’re a wily veteran or a newcomer to board work, your first board meeting with a new board is a crucial opportunity to establish your credibility and build relationships with fellow directors.

“What will the first board meeting be like? Should I say anything in my first meeting? Am I prepared? What if I have concerns? How do I disagree or raise questions when I’m new?”

There are common challenges for both new and seasoned directors in a new board setting. Either underplaying or overplaying your hand can create challenges in navigating the dynamics of your first meeting.

This week’s edition of The Savvy Director aims to provide you with actionable tips for making a positive impression at your first meeting with a new board. This isn’t a guide on how to design an onboarding program. If you’re looking for guidance in that area, check out our previous Savvy Director blog, ‘Hit the Ground Running.’

This post will provide you with practical do’s and don’ts to help you make a strong first impression — no matter where you are on your governance journey.

I’ll also share a few thoughts on what a savvy director can do to help the board’s new talent hit the ground running at their first meeting.

Preparation for the Meeting

Do research the organization.

• Devour whatever onboarding materials have been provided as part of the recruitment process. Consider what questions come to mind.
• Request and read the current strategic plan. Cross reference the plan’s priorities with recent board meeting agendas and minutes to get a sense of where the board spends its time.
• Review the organization’s most recent press releases to understand its current challenges.
• If a current board member reaches out to connect with you, take advantage of the opportunity and ask any questions you have.
• Find out how to access the boardroom technology. For example, how to log into the board portal, and whether you need to bring a laptop or tablet. The corporate secretary or admin support person is a good source for this type of information.

Don’t arrive unprepared.

• Avoid showing up without having read the meeting agenda or background materials. This signals a lack of commitment right off the bat.
• Enough said!

Professional Conduct

Do conduct yourself professionally.

• Arrive early. Fifteen or twenty minutes before the meeting will give you time to settle in, review your notes, get the Wi-Fi password, access the board portal, ensure there are no technical problems, and engage in casual conversation with other directors.
• Dress appropriately. If you’re not sure of the dress code, opt for business attire.

Don’t appear unprofessional.

• Don’t be late. It disrupts the meeting and gives the impression you don’t value others’ time.
• Avoid appearing too casual. Wearing jeans and a t-shirt isn’t a good idea unless you’re certain the board has a very relaxed dress code.

?Effective Communication

Do engage in board discussions.

• Listen actively. Show that you are engaged by nodding, maintaining eye contact, and taking notes during discussions.
• Ask thoughtful questions. Questions can demonstrate your understanding of the issues, particularly in your area of expertise. For example, “Can you elaborate on the impact of this project on our long-term strategy?”

Don’t waste the board’s time.

• Don’t interrupt or dominate the conversation. Wait for others to finish speaking before you contribute. Be mindful of not monopolizing the discussion.
• Don’t ask irrelevant or redundant questions. Avoid asking questions that have already been addressed in the meeting materials or that are off topic. If you’d like clarification on a matter that wouldn’t be a good use of the board’s time, contact the board chair or CEO before the meeting.

?Building Relationships

Do get to know your fellow directors.

• Introduce yourself. Briefly share your background and what you hope to bring to the board.
• Network. Use breaks to chat with other directors and learn about their perspectives and experiences.

Don’t ignore interpersonal dynamics.

• Don’t be overly self-promotional. Focus on how you can contribute to the board rather than listing all your past achievements.
• Don’t isolate yourself. Avoid staying glued to your seat or only talking to people you already know.

?After the Meeting

Do follow up.

• Say thank you. Send a thank-you email to the board chair expressing your appreciation for the warm welcome and your excitement about contributing to the board.
• Reflect. Take time to think about what went well and how you could improve for future meetings.

Don’t forget about your commitments.

• Don’t forget to follow up. If you committed to any tasks during the meeting, make sure to follow up promptly. This demonstrates your reliability.
• Don’t ignore feedback. If other directors give you feedback, take it constructively and use it to enhance your contributions.

?With these do’s and don’ts, you’ll be on your way to becoming a valued and effective board member — someone your colleagues trust and want to engage with. The Resources section at the end of the blog has more advice for making a good first impression.

?What can the Savvy Director do?

I remember back in 2007 when I attended the first learning weekend in pursuit of my corporate director certification. Toward the end of the first day, a veteran board director and executive of a large publicly-traded company approached me and simply said, “You and I should have dinner tonight.”

I accepted his ‘invitation’ and our evening turned out to be his opportunity to offer advice and share his experience serving on corporate boards. I guess it was clear to him that I was the least experienced person in the room, and he took the opportunity to give back a little.

He didn’t waste time with lengthy generalities. He got right to the point, asking what my ‘elevator pitch’ would be if asked about my interest in serving on a board. As you can imagine, I didn’t have an elevator pitch. I learned a good lesson that night, one that resulted in many versions of my elevator pitch evolving over the years.

The story I’ve just shared happened in 2007, when it was more than likely that the encounter would be between two men. Thankfully, board culture has evolved so there are more women on boards today. Leadership organizations, such as Women Get On Board, are highly supportive to women in a mentoring capacity.

So, what specific actions can a savvy director take to help a new director feel more comfortable ahead of their first meeting on a new board?

Before the Meeting

Reach out personally. With your chair’s knowledge, send a welcoming email or make a phone call to introduce yourself. It’s a good opportunity to offer guidance on what to expect and share background on the organization and how the board gets its work done. ?

Share resources. Provide any documents that aren’t part of the onboarding materials, such as organizational bylaws, meeting minutes, the board calendar, and the strategic plan. A glossary of jargon and acronyms is helpful as well.

?During the Meeting

Introduce them. Make a point to introduce the new director to other board members, especially those they haven’t met yet. It helps the newcomer feel welcome and included in the board’s discussions.

Offer to sit beside them. Sitting beside a new director allows you to help them navigate the board materials and any processes they’re not familiar with. But don’t push it — if it appears the new director has already organized their seating arrangements, back off.

Encourage participation. Gently encourage the new director to share their thoughts and ask questions. Ask, “What do you think about this? We’d love to hear your perspective.”

?After the Meeting

Follow up. Check in with the new director to see how they felt about the meeting and if they have any questions. This helps them start to feel comfortable with their board role.

Offer to meet informally. Suggest meeting for coffee or a casual lunch to discuss any questions or concerns they have. Keep your board chair in the loop in case they have an observation to share.

?Ongoing Support

Be a board buddy. Offer to be a mentor or point of contact for the new director as they settle into their role.

Include them. Make an effort to include the new director in informal discussions and social events.

Give feedback. Offer constructive feedback and guidance to help the new director improve and feel more confident.

Overall, current board members play an important role in helping new directors feel welcome and comfortable on the board. Your support, if wanted, helps them to make a good first impression.

Make sure your support is welcomed by the new director. This is especially true between directors of different genders. An alternate approach is to facilitate an introduction between the new director and someone else on the board they’d like to connect with. Either way, you’ll be helping the new director grow into their role.

?Your takeaways:

• You only have one opportunity to make a good first impression with a new board. Your first meeting sets the tone for your tenure on the board, so make it count.
• Being well-prepared, professional, and engaged are key to making a positive impression at your first meeting.
• Whether you’re a new director learning the role, or a veteran director who’s been recruited for their wisdom and experience, avoid taking goodwill for granted by being unprepared or dominating the discussion. There’s no better way to take the shine off a good reputation.
• Do a good job of listening to find out where your board colleagues are coming from. You’ll get your chance to ask an insightful question or two at your first meeting.
• By offering guidance, support, and a friendly introduction, current board members can help set a new director up for success to ensure they’re able to contribute effectively to the board’s work.

?Resources:

This edition of The Savvy Director was produced with the AI assistance of DirectorPrep’s ChatDPQ? and the traditional resources that follow.

• The Five Most Common New Director Questions. George Anderson and Jason Baumgarten. Spencer Stuart. June 2017.
• Five Great Ways to Get Your New Board Member on Board. Randy Hawthorne. ? 2023 BoardAssist.
• What to expect from your first board meeting. Stephen Conmy. ? 2024 Corporate Governance Institute.
• 5 Tips for New Board Members. Mary Ann Passi, CAE. Raybourn Group International. August 2017.
• Advice for first time board members. Leadership Advisor Group.

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Thank you.

Scott

Scott Baldwin is a certified corporate director (ICD.D) and co-founder of DirectorPrep.com – an online membership with practical tools for board directors who choose a growth mindset.