In-House Counsel

Starter Board Opportunities: Thinking Beyond Nonprofits

When you prepare for any of these board opportunities, think creatively. A board is all about bringing diverse experience and new perspectives.

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Since I published my book, Get on Board: Earning Your Ticket to a Corporate Board Seat, many professionals, including lawyers, have approached me with a range of questions about serving on a board. Some are eager to join one, some want to know how to prepare for an upcoming appointment to one, but by far, most want to know about alternative board options.

Here are just a few:

Shadow Boards

Companies increasingly are creating shadow boards — groups of non-executive employees or even non-employee stakeholders who are tasked with collaborating with senior executives on strategic initiatives. Having a shadow board allows companies to leverage certain expertise or experience with demographics, such as the sought-after younger generation, to inform strategic decisions, increase insights, and diversify perspectives. For the shadow board, it is an opportunity to demonstrate the impact of your expertise while building your own network.

If your company doesn’t have a shadow board, consider starting one. Could a company benefit from the input of a diverse group of experts who share experience on disruptive technologies? Could you bring the highly valuable perspective of younger consumers?

Advisory Boards (or Councils)

Somewhat similar to shadow boards, advisory boards offer expertise to other boards or executives such as the CEO, CMO, CFO, GC, or others. Advisory boards may also complement other functional areas of an organization, such as management teams or task forces. For startup ventures, advisory boards are often prioritized and typically include both customers and industry decision-makers. A well-managed and well-structured advisory board can enhance an organization’s bandwidth and refocus its outcome.

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For advisory board members, the experience will provide a short-term taste of board service and even some training. Advisory boards are excellent ways for experts to network, learn more about industries, and build track records of guiding businesses through critical stages.

Startup Boards

A startup is a new business that is in the process of being built. For entrepreneurs, starting a new company is a huge undertaking. It is expensive, challenging, and extremely risky. Most startup owners think that they don’t need a board, or at least not at the initial groundbreaking stages. But often the need for a board arises sooner than expected, especially if prospective investors demand that a board be formed or even their own position on the board.

Executives, senior management officers, former regulators, and industry leaders are among the professionals who may be included on a startup’s board of directors. Startup boards often offer valuable professional opportunities and are a great way to begin your board career.

Subsidiary Boards of Your Employer

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Has your company acquired other companies? Does it have subsidiaries or other related businesses? Especially if you’re in a senior position, consider asking to serve on a board of directors of one of those related businesses. This is a relatively safe and easy way to get your foot into the door to board service — you are already familiar with the business, industry, and main stakeholders.

Usually, it’s a win-win. The decision-makers may be excited that you’ve volunteered for an extra assignment. They may also be glad to promote or give you this recognition when there may not be other obvious opportunities to do so.

Foreign Companies’ Boards

Many companies abroad operate or do substantial business in the United States, or at least have United States-based customers. They often prefer for their prospective board directors to (in addition to having substantive expertise in the industry) know the United States market well, or understand the local industry, customs, or regulatory landscape. Moreover, many companies outside of the United States operate in jurisdictions that have explicit diversity requirements (for example, France requires 30 percent of its public directors to be women). Therefore, these foreign companies may cast a very broad net and be willing to recruit professionals outside of their country when they fill board positions. Joining a foreign private or public company board is an excellent opportunity to network, learn about your industry globally, and build a diverse board portfolio.

When you prepare for any board opportunities, think creatively. A board is all about bringing diverse experience and new perspectives. Your voice and your background are your greatest asset.

Think outside of your nonprofit experience — that’s what everyone else will show off. Think of times you’ve demonstrated leadership or a willingness to think differently from those around you. Even if you didn’t singlehandedly save a proverbial sinking ship, just demonstrating that you’re not afraid to challenge those around you and bring a new voice to the table will differentiate you from your fellow board members.

Olga V. Mack is an award-winning general counsel, operations professional, startup advisor, public speaker, adjunct professor at Berkeley Law, and entrepreneur. Olga founded the Women Serve on Boards movement that advocates for women to serve on corporate boards of Fortune 500 companies. Olga also co-founded SunLaw to prepare women in-house attorneys become general counsel and legal leaders and WISE to help women law firm partners become rainmakers. She embraces the current disruption to the legal profession. Olga loves this change and is dedicated to improving and shaping the future of law. She is convinced that the legal profession will emerge even stronger, more resilient, and inclusive than before. You can email Olga at olga@olgamack.com or follow her on Twitter @olgavmack.

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