As an executive search consultant, I regularly encounter senior leaders eager to transition into board roles, yet many struggle to understand why they aren’t getting traction. Through my recent conversation with three accomplished board directors – Sabine Everaet (former CIO Europe at Coca-Cola), Chris van Steenbergen (former CHRO at Heineken), and Alan Wolpert (former Divisional President at Henkle) – several crucial insights emerged about what makes candidates attractive for board positions.
First, many candidates mistakenly believe that executive experience alone qualifies them for board roles. However, as Sabine Everaet pointed out, “You cannot go on a board if you don’t want to take accountability. Whatever function you come from – HR, sustainability, legal or financial expertise – you need to be willing to read financial statements and be able to do risk compliance, regulation, and all of that.”
The path to board positions actually begins years before you’re ready to transition. Chris van Steenbergen emphasized this: “I think I’ve been lucky because Heineken has given me opportunities to actually, even in my executive time, to go on a couple of boards, and that I think is absolutely ideal because then by the time you leave the company, it becomes much easier and logical.”
Beyond experience, boards are looking for specific profiles that fit their current needs in terms of capability, experience, and diversity. Your profile needs to align with what the company is seeking. This means you need to be intentional about building expertise in areas where boards consistently need support.
From my experience working with boards, I've observed that candidates often overlook three critical elements:
1. Building visibility through speaking engagements, thought leadership, and industry recognition
Headhunters actively search for these indicators when creating candidate lists.
2. Developing specific expertise that boards need, such as digital transformation, sustainability, or risk management, rather than just general management experience
3. Creating a strong network both within and outside your industry
As Alan Wolpert noted, “The way I got into BCG is a connection I developed in 2008. Who would have thought that a relationship from 15-16 years ago that I deliberately, personally and intentionally created would generate a role for me?”
It’s also crucial to understand that board positions are limited. Rather than fixating solely on board roles, consider building a portfolio career that might include advisory roles, mentoring, and consulting. This broader approach often leads to board opportunities organically.
One common misconception I encounter is that board certification programs alone will secure a position. While these programs are valuable for understanding board mechanics and responsibilities, they are just one piece of the puzzle. The most successful transitions I’ve witnessed combine formal training with practical board exposure during executive careers.
Another critical factor that candidates often underestimate is the importance of timing and patience. Board positions typically become available when companies need specific expertise or are responding to new challenges. For instance, the increasing focus on digital transformation has created opportunities for technology leaders, while growing ESG requirements have opened doors for sustainability experts.
The most successful board candidates I’ve worked with started preparing years in advance. They sought opportunities to gain board exposure during their executive careers, developed specific expertise valuable to boards, and built strong networks across industries. Most importantly, they remained intentional about their career choices, ensuring each step aligned with their long-term goal of serving on boards.
Remember, landing a board role isn't just about your past achievements - it's about how you've positioned yourself for this specific type of leadership role. Start preparing early, be intentional in building relevant expertise, and focus on creating value that boards genuinely need.
If you want to check out the full session with Alan, Sabine, and Chris, you can watch it here.
By Lauren Stiebing, Founder of LS International