The Board Ladder is Not an Extension of Your Executive Career Ladder

There comes a time when many executives start to think beyond their current roles and feel the pull towards board positions. Sometimes this is driven by a desire to engage in more meaningful work, and other times it’s about reclaiming more personal time and achieving a better work-life balance.

However, a common mistake is to view board roles as merely an extension of their executive career ladder, assuming that board roles are similar to executive roles but with fewer hours and more impact.

This misconception can severely hamper their chances of securing board appointments and is a key reason why so many executives fail to launch their board careers. Without making this crucial shift, they also risk becoming ineffective board members in the unlikely event that they get appointed.

One of the first and most crucial distinctions to understand is that the duties of a director are fundamentally different from those of an executive. When working with clients, I always start by clarifying these distinctions and fostering a director’s mindset. This initial step may seem obvious, yet many executives overlook it. They often jump straight into writing their board resumes and applying for roles without considering how their skills and expertise translate to the boardroom. Consequently, their board resume ends up being just a rebranded version of their executive CV and does little to showcase their board potential.

To successfully transition to a board role, it’s essential to recognise and lean into the unique aspects of being a director. Here are some key differences that highlight why a board career is not merely an extension of an executive career:

Decision-Making Process:

• Boards: Decision-making in a board setting is inherently a group process. Directors collaborate, debate, and reach consensus, considering diverse perspectives and balancing the interests of various stakeholders.
• Executives: In contrast, executive roles are often more autonomous. Executives make decisions quickly and independently, with a focus on immediate operational needs.

Strategic vs. Operational Focus:

• Boards: Directors are responsible for high-level strategic planning. They evaluate the entire business, looking for opportunities to create value and mitigate risks in the pursuit of sustainability and growth over time.
• Executives: Executives focus on the operational aspects of the business. They are involved in day-to-day management and are tasked with executing the strategic plan.

Time Horizon:

• Boards: Directors think about long-term value creation. Their decisions are geared towards the future health and success of the business, often considering timelines that span several years.
• Executives: Executives are focused on the here-and-now and are typically measured on their ability to deliver immediate and short-term results via their 12-month KPIs.

The primary responsibility of a board is governance; overseeing the business as a whole, making high-level policy decisions, and ensuring that management acts in the best interest of shareholders and other stakeholders. Directors need the skills to understand and navigate complex issues, the courage to take calculated risks, and the ability to ensure compliance with legal and ethical standards.

It’s not enough to just pay lip service to the distinctions between board members and executives. Board resumes that state, “I’m a strategic thinker with a passion for governance,” without any evidence are 'two a penny'. Executives need to demonstrate that they can operate at the strategic level. They need to reassure the board that they won’t drive discussions into the operational weeds at every opportunity.

They also need to show how their skills and expertise translate to the board level, which requires understanding how to repackage and rebrand their executive career into a viable board value proposition.

It all starts with developing a Director’s Mindset and understanding the delineation between the board and the executive management team. Think of this as a completely new role and focus on mapping your skills, expertise and experience across to meet the needs of the boardroom.?

Recognising the fundamental differences between these roles and adapting your skills and mindset accordingly will position you for success in your board career—not just to win the board role initially, but to enjoy a successful board career as a highly effective member of the board.

Transitioning from an executive role to a board position requires a deliberate and thoughtful approach. Remember, the board ladder is not an extension of your executive career ladder—it’s an entirely new climb with its own set of challenges and rewards.

Here's to your board success!

Sally Parrish GAICD

Executive Coach, Founder of the Board Coaching Institute, Amazon best selling Author of "The Essential Field Guide for Company Directors", host to the "Board Success Podcast" and "Insider Insights Podcast" and creator of the "Board Success System".