Advice from headhunter Jonathan Swain, who leads the Board Practice at The McLean Partnership, on navigating the transition into the boardroom.
Getting your first board position can be tough enough, but once the role is secured, a new set of challenges can present themselves.
The non-executive role is very different to an executive one. After a long, intense executive career it is important to be mindful in navigating the transition. This is even more the case for those doing a NED role alongside an executive job.
Many new non-executives find coaching or mentoring helpful in settling into their new role. If this is of interest, you could consider investing in Women on Boards’ mentoring service.
Jonathan Swain leads the Board Practice at The McLean Partnership. He is passionate about bringing diversity of thought into the boardroom so frequently works with first-time non-executives. As such, he finds himself offering coaching and advice on settling into a board role.
Here he shares his insights on some of the most frequent issues new board members raise:
- The amount of information in a board pack can appear overwhelming at first
Board packs can be large across both the private and public sectors. As an executive, you have in-depth knowledge of all the details and background of your brief. You need to move away from that mindset as a non-executive.
When you join a board, take the time to assimilate the information you are given and, crucially, understand why it is being presented to the board. There will be a reason, often not immediately obvious to a new board member.
The essential skill of a non-executive is to keep a strategic overview across a volume of detail. Being clear on the overall aim of your role helps with this – what are you there to contribute?
- Resist jumping straight in with your analysis
A board operates on a collegiate basis rather than along a hierarchy. This is a big shift from most executive work. The way you operate needs to change accordingly. Co-operating and building consensus with NED colleagues is vital to maximising your impact.
It is also important to consider carefully where you make your contributions. Most non-executives are hired for their expertise in a specific area or topic. However, they should also bring cross-cutting insights on more general organisational or strategic matters. With up to 20 people around a table, no Chair will thank all board members for contributing to each and every point. You will need to learn to strike a balance between simply banging one “drum” and exercising roaming rights across agendas.
- It’s a new set of relationships and pattern of meetings
Being a non-executive role can feel lonely at times. You don’t have the same number of natural allies as you may across an executive structure and you will see your fellow board members infrequently.
It is important to take the time to understand the organisation’s DNA and where and how you fit in. This should include taking up as many of the informal opportunities to engage as possible – go to the dinners, accept the invites to the organisation’s events and frontline visits as well as arranging the odd casual coffee or lunch.
Look at the other board members as a resource to learn from, especially as a new non-executive. Many will have several years of experience in governance, which combined gives you decades to draw on. However, don’t be afraid to challenge when you feel it is appropriate. That is why you’ve been brought in. Unlike an executive role where you represent your department or organisation, you are there as “you”. The trick is learning to put forward your opinions whilst maintaining positive personal relationships.
Finally,
Remember why you wanted the role. Non-executive work can be immensely rewarding and intellectually stimulating. You are in a position to uniquely help an organisation you are interested in and have an affinity with. Enjoy it!