Serving on a corporate board is often seen as the pinnacle of a professional career, the natural, coveted ‘next step’ after decades of climbing the corporate ladder. For many, it is the picture of executives in sharp suits, convening in a high-rise building, and making decisions that shape industries and economies.
But beneath these ‘glamour’ and ‘prestige’ lies a more important question: Why do you want to be there in the first place?
This is the question that Dr. Keith Dorsey, Founder and Executive Advisor at Boardroom Journey, invites people to sit with. In a recent interview, Dorsey challenged the traditional narrative regarding corporate board seats and urged a more personal and intentional approach to board service.
The First Challenge
Dorsey’s first challenge is simple: reflect.
“One can start in many different places. But before you figure everything out, spend time reflecting on why you want to be on a corporate board,” he said.
Dorsey explained that this kind of self-inquiry helps uncover one’s purpose, vision, motivations, ‘secret sauce,’ and ‘superpowers.’ It helps one figure out what makes them successful or not.
“Once they begin to figure those things out, only then should they start thinking about what type of board, and why a corporate board. But really reflect on what works, what doesn’t work, and where they add the most and least value,” he added.
Can You Just Go For It?
Many wonder whether they should actively chase a corporate board seat or simply wait for the right opportunity to come along. For Dorsey, pursuing a board seat isn’t the same with going after a typical leadership or executive role.
“You can’t just go to a board and say, ‘Hey, I want to serve!’ That will only raise questions about your motives,” he explained.
Instead, Dorsey advised putting together a strong plan to position oneself for board opportunities.
What Boards Are Actually Looking For
Historically, board recruitments were informal. Members would often ask, ‘Who do you know?’ and recommend friends, golf partners, or long-time colleagues, usually CEOs and CFOs. It wasn’t really about filling skill gaps or addressing strategic needs.
“It was a sort of cronyism,” said Dorsey. “Everyone had something in common: experience running a business. They didn’t often ask, ‘What are this person’s competencies? Do they fill a need on our board?’”
That approach, however, is changing. Boards are now being pushed to assess the capabilities of their current composition and identify what’s missing.
“For example, during the pandemic, many boards realized they had gaps in supply chain knowledge. With the shift to remote and hybrid work, boards identified gaps in talent strategy,” Dorsey illustrated. “Boards are now looking at issues like supply chain disruptions, geopolitical risks, and business transformation, and asking, ‘What competencies do we lack?’”
This shift calls for a new kind of board member…the corporate athlete. One who can go deep in a specific area, but also have the range to engage with meaning across the full spectrum of board discussions.
Are You Board Material?
Being a corporate board member doesn’t require a checklist or a perfect title. Instead, it requires what Dorsey calls the Five Capitals: the skills and experience you bring (Human Capital); the relationships you’ve built (Social Capital); the perspectives influenced by your life and work (Cultural Capital); the technical know-hows that you’ve developed (Director Capital); and your presence and consistency (Commitment Capital). These are things that you cannot fake, but are built over time.
Remember, corporate boards don’t need more résumés. They need people who can think critically, contribute meaningfully, and fill what’s missing willingly. Maybe this is you, maybe not.
Dorsey concluded, “Think strategically, plan intentionally, and begin with the end in mind. Whether it’s about board service or leadership more broadly, your journey is shaped by the decisions you make today.”
