How do I become a board member?

Many see board membership as an attractive side job with the wrong motivations. Being sought after is the result of decades of experience and reputation — you cannot shortcut it.

Board seats aren’t handed out to the well-credentialed or the well-intentioned—they’re reserved for leaders whose reputations have been forged in the crucible of real value and visible impact over decades.

I get this question regularly. In fact, every week there are training courses everywhere, filled with participants who all want a Board role.

Key takeaways

• If you want to become a board member, start by gaining supervisory experience in not-for-profit organizations, where you can both give back and demonstrate your value in a lower-risk environment.
• Your network and reputation are far more important than any board course or diploma—companies are looking for well-connected leaders with proven track records, not just credentials.
• Board seats are limited and highly competitive, so focus on building a visible, authentic reputation over decades rather than expecting quick wins or shortcuts into the boardroom.

What is it not?

There is clearly much more supply than demand for board jobs. A number of people see a Board membership as an attractive side job. They see it as something not too complicated, but still a serious job, without the day-to-day executive pressure, well paid and it confirms their ego. And these are all precisely the wrong motivations.

So what is it?

A lot has changed in the supervision of companies and organisations. An effective board member serves the organisation she oversees, is truly independent, adds tangible value, is communicative and speaks up. An effective Board member only has a limited number of board roles and invests time to get to know the company well.

What can you do?

Start to increase your visibility, but take a subtle approach. For example, start by gaining supervisory experience in a not-for-profit environment. It is often a bit easier to start off as a volunteer and also allows you to give back to society. Build up your supervisory career step by step. Let them experience your added value, so that word of mouth can do its work. Secondly: during your active career, choose as many roles as possible where you can really prove yourself and build up a large and relevant network. Companies like to have board members who have an interesting network for them. On average, most companies prefer to have a well-connected, more or less well-known ex-CEO or entrepreneur on their board. Whether or not you think that is right is not relevant here.

What is your reputation?

Being sought after is the result of decades of experience and real achievements. Do you really know what your reputation is? You simply cannot influence this in the short term.

Two final pieces of advice

Be cautious before you invest in a Board course. Pay close attention to your expectations. Companies are not very interested in whether someone has a ‘board member diploma'.

Don't chase your headhunters too much with your request. At the end of the day, the market will come to you because of the value you add, your network and your reputation. My experience is that it doesn't make much sense if you have to ask very actively for these positions.

Hopefully this will inspire you.

Board membership isn’t a trophy or a shortcut; it’s the culmination of authentic leadership, proven independence, and a reputation that speaks for itself long before you ever enter the boardroom.

Over to you.