By Sarah FitzMorris, Co-Founder and Director – Executives in Africa  sf@executivesinafrica.com

Transitioning from an executive role to a non-executive directorship represents one of the most profound career pivots in corporate leadership. In my work with those seeking this change, I’ve found that five essential areas consistently distinguish successful board candidate:

The transition from executive to non-executive director requires recalibrating your approach from operational management to a strategic governance mindset

1. Governance

Even if you have not held a formal board position, you must be able to clearly articulate your understanding of the role and responsibility of a board.  Where can you demonstrate governance experience that is comparable across strategy, accountability & oversight, risk management, compliance, decision-making, etc.  Critically you will need to be able to present this from a board mindset and not through an executive lens.

2. Skills

What are your unique skills that are more valuable than those of your competitors and why are those important given future market shifts that will affect this organisation?  Where can you bring a set of skills that might be a ‘blind spot’ in the capabilities of the current board and will therefore enhance the board’s knowledge base to navigate the future?

3. Connections

How can you demonstrate you are someone who knows the sector or region and is well connected to bring additional value to the business?  This can be particularly important when a company is looking to diversify and you have the network that could fast track expansion or the diversification strategy.  Now is not the time to be modest, especially when looking for your first board role.  Indeed, your network could be a door opener for both you and the company.

4. Culture

How will you contribute to a healthy boardroom dynamic?  This was highlighted as the most important selection element in my recent Board Search, yet it’s almost impossible to assess on paper.  Prepare specific examples of problem-solving and navigating conflict that this particular Board will be able to relate to.  If they can’t imagine working through a complex problem with you, in a calm but challenging environment, then they won’t appoint you.

5. Crafting Your Board-Specific CV

Once you’ve identified your unique value proposition using these four assessment areas, review your ‘Board CV’, which should differ substantially from your executive resume:

• Position your “Non-Executive & Committee Experience” before your executive career details. Include non-paid Board Advisory or Committees you have served on where your formal board experience is limited.
• Focus on how you’ve contributed to helping executive teams achieve the business strategy rather than on operational details. Be rigorous in removing information that doesn’t support your core board value proposition and demonstrate the mindset shift.
• Quantify your board-level contributions with specific statistics and outcomes. Demonstrate where you have influenced a critical board decision or shaped strategy and the impact on results.
• Clearly articulate your ‘value-add’- whether it’s technical expertise, networks for new market expansion, strengthening governance, or other contributions.

Finally, step back from your CV and cross reference back to the four key assessment areas, critically assessing if it specifically articulates your unique value proposition.  Remember, if you can’t articulate this clearly in your CV and in an interview, the board won’t understand how you will add value and you won’t be appointed.

The Mindset Shift

The transition from executive to non-executive director requires recalibrating your approach from operational management to a strategic governance mindset.  By preparing thoroughly and aligning with these key assessment areas, you can successfully navigate this career evolution and bring valuable perspective to your new board role.

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