A long C-Suite career? check. Experience with the board of directors of a public company? check? Excellent interpersonal skills and references? check.
These are the types of skills and backgrounds you expect to find in perspective 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 landscape, board members of public companies must be strategic about how they present themselves online, especially on LinkedIn, to remain visible and attractive to new board opportunities.
“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 Directors Forum in Dallas, Purcell regularly holds seminars on the topic for organizations focused on many boards, including corporate board members.
“The executive resume is operational focused because it is implemented and is implemented,” Purcell says. “You know, board members don't focus on operational forecasts. They focus on coaching and helping the management team do those operational things, so board bios and public personas need to focus more on the way people do those things.”
Here are some of the things he suggests:
Don't focus too much on past titles. One of the most common mistakes board members make is building a LinkedIn profile like a career resume. “They focus on where they are now and where they are,” explained Purcell. Past experiences are valuable, but effective board profiles look positive and need to highlight the value that individuals bring to the meeting room rather than simply listing past titles.
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.
Define a clear “unique value proposition.” To stand out, board members must communicate their own value proposition in advance. “The first line of your headline needs to 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.
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.
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,” “promoting,” and “leading the process.”
Recognize that networking drives 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 begin with existing board members tapping their network before attracting search companies.
Keep your profile up to date. It's a mistake to wait until you actively seek a new role to update your LinkedIn profile. “When that unexpected call comes from a peer who says, 'Hey, we're spinning old Charlie, so we want to consider you for the board,” Purcell said. A well-maintained public persona ensures that board members will be positioned for new opportunities as they arise.
Know who your profile should target. Board members must coordinate the existence of LinkedIn to an appropriate audience. “You're really 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.
Understand how headhunters use LinkedIn. Some executives assume that the headhunter is the main audience on the LinkedIn profile, but it makes it clear that Purcell 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.
Be prepared for opportunities any time. The best board candidates are those who are always prepared. By having a well-structured profile and polished board bio, the United Nations will be able to see when[1]Anticipated opportunities arise, and board members are equipped to express their values confidently and engage in the process.
“You need to make your material think carefully,” Pursell says. After going through the process of doing it for LinkedIn, building your bio will become a useful part of the preparation process. It will help ensure that you are ready for constructive dialogue as the board approaches recruiting new directors.
“I did my homework,” Pursell said. “You have the top of all information. And you can make your unique value proposition and clarify on that opportunity you didn't really expect, but it's coming to you.”
