Editor's Note: For most CEOs and CFOs of middle market companies, landing a seat on a public or private board is a great career move and a lucrative and exciting way to get decades of experience to work in a whole new way. But will you make that happen? It's not easy. To help, we are launching a new occasional series with practical tips and ideas. And if you're serious about trying to get on the board, I recommend looking at the Sister Publications of CFO Leadership. Corporate board members, This offers a high-value online learning program to give you an edge. – DB
A long-successful C-Suite career? check. Excellent interpersonal skills and references? check. Deep industry experience and expertise? check.
These are the types of skills and backgrounds you'll be expected to find in future board members. But they are hardly enough. At least not if you're good at getting the board sheet you might want.
In today's competitive situation, if you want to land a seat on a public company's board of directors, you need to be familiar with not only how to prepare for the job (and have the resources to help with it), but also how to present LinkedIn online.
“There are only 30,000 board seats in public companies,” said Tate Purcell, a longtime director himself and board expert who is currently on the AIR+ Inc board.
In other words, stand out is essential. In a recent conversation about bystanders at the annual Director's Forum in Dallas, we regularly hold seminars on the topic for organisations focused on boards, including sister publications. Corporate Board Members– Practical advice for those looking to refine their public persona in the hopes of landing their committee seats.
“The executive resume focuses on things that are proactive that can be implemented, and because it focuses on what we have implemented, it is operational,” Purcell said. “You know, board members don't focus on operational forecasting. They focus on coaching and help the management team do those operational things.
Some of his recommendations include:
1. Don't focus too much on past titles.
One of the most common mistakes board members make is building a LinkedIn profile like a traditional resume. “They focus on where they are now and where they are,” explained Purcell. Experience is valuable, but effective board profiles should look ahead and emphasize the value that individuals bring to the meeting room rather than simply listing past titles.
2. Get away from the operational focus.
Another frequent failure is to present a profile that is more like an executive rather than an executive. “They put together profiles that look like CEOs and CFOs. This is not something that board members do,” Purcell noted. Board members are not responsible for running a company that provides oversight, strategic guidance and governance. Profiles should reflect this distinction.
3. Define a clear “unique value proposition.”
To stand out, “The first line of your headline should provide what I call UVP, a unique value proposition,” Purcell said. Instead of simply listing titles, headings should summarise expertise and make the impact the officers can make. Strong example: “helping manufacturers and their boards thrive” – a statement that quickly conveys relevance and value.
4. Optimize for both humans and algorithms.
LinkedIn profiles should appeal to both human readers and search algorithms. “Your 'abound' section is where you really want to be more algorithmic-friendly,” advised Purcell. This means ensuring that the overall narrative is persuasive to human audiences, particularly the nomination committee, while incorporating relevant keywords throughout the profile to improve discoverability.
5. Use the language that is appropriate for the board.
The language within an officer's profile must reflect governance responsibilities rather than enforcement obligations. “Some nos will be “executed” or “implemented,” Purcell emphasized. Instead, he suggests using terms such as “coaching,” “promoted or “leading the process.”
6. Know who your profile should target.
Board members must coordinate the existence of LinkedIn to an appropriate audience. “You're targeting the chair of the Nominating Governance Committee,” Purcell explained. It is essential that this individual plays a central role in identifying and recommending candidates for directors, and clearly communicates the value that board member profiles bring to the table.
7. Headhunters should understand how to use Linkedin and do not use it.
While some executives assume that the headhunter is the main audience on the LinkedIn profile, Purcell makes it clear that this is not entirely accurate. “People might want to make their LinkedIn main focus a headhunter, [but] While headhunters use LinkedIn for searches, board placement is often driven by networking and internal referrals.
8. Keep your profile up to date – ongoing.
It's a mistake to wait until you actively seek a new role to update your LinkedIn profile. Having a well-structured profile and sophisticated board bio will enable board member candidates to confidently express their values and engage in the process when opportunities arise. “When that unexpected call comes from a peer who says, 'Hey, we're spinning old Charlie, and we want you to consider it for the board,” Purcell said.
9. Recognizes that networking promotes board placement.
While LinkedIn optimization is essential, Purcell emphasized that networking is still the most effective way to ensure board opportunities. “The main way to get on the board is to know who's already on that board,” he said. Many board searches start with an existing executive, that is, from exactly who you would expect.
