Securing a seat in the boardroom is a major career milestone that offers the opportunity to influence strategy, strengthen governance, and, ultimately, help shape a company’s future. But while many aspire to get there, the path to the boardroom is less of a straight line and more of a series of winding hallways and unmarked doors.
The best way to learn how to join a board is from leaders who have already made that transition, but not everyone has access to the networks that help prepare them to become board-ready leaders. So, a recent SHRM Linkage webinar convened a panel of experts, including executives-turned-board-directors and executive search professionals responsible for placing candidates on boards, to demystify the process.
Rather than jumping straight into applications or outreach, the panel emphasized intentionality. Going from an executive role to a boardroom seat demands shifting your perspective from operating a business to governing it. That mindset shift is what ultimately prepares leaders to understand what boards value.
Jack Stahl served as COO of The Coca-Cola Company and CEO and president of Revlon. Throughout his experience of joining eight boards, including United Natural Foods, Inc., he learned that the first step in the boardroom journey is understanding what boards are looking for.
What Boards Are Looking For?
Boards today are placing greater emphasis on specialized expertise rather than broad leadership experience. They want candidates who can bring targeted knowledge to the table to navigate the complex issues shaping modern governance.
So, what qualifications are in high demand? Lee Hanson, senior member of the CEO and Board of Directors Practice, vice chairman and partner at Heidrick & Struggles, has an answer. “CEOs and CFOs are always in demand,” she said. “However, boards are also seeking expertise in timely areas like social media, AI, and technology.” The data reflects this shift: according to the 2025 U.S. Spencer Stuart Board Index, technology and telecommunications were the top specialties for new board directors, accounting for 16% of all appointments.
While technical expertise is increasingly valuable, you don’t need to be an AI wizard to land your first board role. Beyond functional depth, boards want members who can think at a strategic level. Stahl noted that strong candidates understand strategy, know how to read stakeholders, can assess the CEO and senior team, and have the judgment to ask the right questions at the right time.
These strategic capabilities are essential. Fundamentally, boards want purposeful leaders who drive innovation and elevate the conversation through intentionality. According to Hanson, boards are looking for big-picture thinkers who can step back from day-to-day operations and focus on the larger landscape, which is a critical adjustment for executives stepping into governance.
How to Land Your First Board Role
Once you understand what boards are looking for, the next step is positioning yourself in a way that gets you noticed. Remember, you’re not simply applying for a role; you’re demonstrating the impact you can have on an organization’s future. Here are expert strategies for translating your executive experience into a compelling value proposition for a board:
Target the Right Boards
Your expertise is most valuable to a board that genuinely needs it. Hanson advised aspiring directors to target boards where their experience can add particular value by researching companies to understand their strategic challenges and priorities. For example, some boards may be focused on digital transformation or cybersecurity, while others may be preparing for their first international expansion. If you’ve led global market entries, that experience could be indispensable. Hanson advised that boardroom hopefuls shape their outreach to show how they can help organizations navigate that unique terrain.
Reframe Your Experience
Cheryl Stokes, CEO of Radiant Leadership, LLC, said that in her experience as a board advisor and leadership coach, the key is “translating executive experience into strategic value at the board level.” Your resume and personal brand should reflect this. Instead of focusing on day-to-day operational wins, highlight your contributions to long-term strategy, risk management, and high-level decision-making.
Build Your Network Strategically
Networking is crucial, but it must be done thoughtfully. Hanson warned against becoming an “annoying board seeker” who sends generic messages or constantly asks for updates, which can damage your reputation. Instead, focus on building genuine relationships. Hanson suggested maintaining regular, meaningful contact with your network, including search consultants, because personal recommendations often carry the most weight.
Choosing the Right Board for You
Just because you can land a board role doesn’t mean you should. Not all board opportunities are created equal. The right fit is essential for a productive and fulfilling experience.
An important factor to evaluate is whether the CEO and board leadership truly value directors’ involvement. Stahl noted that he once stepped off a board because it didn’t feel like members were genuinely valued. To avoid landing in that situation, he advised asking pointed questions during the interview process such as: How does the board engage? Does the CEO seek the board’s perspective before making company-alteringdecisions? Listen closely to the answers and to what’s left unsaid. Then listen for signs that the board’s perspectives are respected and that leadership sees directors as strategic partners, rather than a formality.
Joining a board is a significant commitment, and you’ll be associating your personal brand with the organization. Choose wisely.
Beyond the Suite is a high-impact development experience designed for senior executives to build board fluency, sharpen enterprise-wide perspective, and prepare for external-facing leadership. Participants gain firsthand insight from seasoned board directors and executive search professionals. They engage with peers across industries and gain practical skills and tools aligned to real-world expectations.
The Path to the Boardroom
Landing a board role and leading with impact is a journey that requires careful planning, strategic networking, and a deep understanding of what it means to govern. It demands patience, preparation, and a commitmentto continuous learning.
The payoff is a legacy that reflects not just what you achieve as an individual, but how your contributions evolve through collaboration with leaders whose varied experiences converge onto the same goal. As Stahl said, “There is real pride in helping guide great companies forward, and that’s possible when you bring what you know into the right boardroom in the right way.”
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