The Decision to Serve: Navigating Board of Directors Opportunities
13 years on - FEW Board reunion in Zushi
The invitation to join a Board of Directors often arrives wrapped in prestige and promise. It's a moment that can mark a significant milestone in one's professional journey, yet it's a decision that warrants careful consideration. Through my fourteen years of experience serving on multiple boards, I've learned that the right board position can be transformative, while the wrong one can lead to burnout and disillusionment. I have had very good experiences in each of my board roles. This refers to volunteer roles - executive roles are a different ballgame.
The foundation of successful board service lies in understanding the organization you're considering joining. Beyond the surface-level reputation and stated goals, you must delve deeper into the organization's true nature. Does its vision and mission align with your personal values? This alignment isn't merely about agreeing with broad principles – it's about feeling a genuine connection to the organization's purpose and approach. The current state of the organization is equally crucial. Whether it's financially stable or struggling, culturally thriving or in transition, these conditions will significantly shape your experience and the impact you can make.
Impact
Board service represents a unique transaction in professional life. While you won't receive monetary compensation, the exchange offers different forms of value. Leadership experience, network expansion, mentorship opportunities, and the chance to create meaningful community impact all form part of the compensation package. However, these benefits come with clear commitments. Monthly meetings are typical for a well-functioning board, but your role will likely extend beyond these formal gatherings. Understanding and accepting these commitments before joining is essential for both your success and the organization's benefit.
Perhaps the most critical factor in board service success lies in the people involved. During my three-year term on one particular board, I was fortunate to work with individuals who became not just colleagues but friends – people I still meet with years later. This positive experience stemmed from having board members who genuinely connected with each other and the organization's mission. When evaluating a board opportunity, pay close attention to the energy and attitudes of current and former board members. Do they appear genuinely enthusiastic and engaged? Or do you sense burnout and hesitation in their demeanor? These indicators often reveal more about the board's true functioning than any formal documentation.
My successful board experience illustrated the importance of strong relationships and organizational structure. When one of our members needed a two-month break for a major work project, we adapted smoothly because we had built a foundation of trust and open communication. The board member felt comfortable expressing her needs, and our structure was flexible enough to redistribute responsibilities temporarily. This resilience came from having diverse perspectives on the board – from introverts to extroverts, dreamers to analysts, big-picture thinkers to detail-oriented planners. Each member brought unique value while maintaining alignment with our shared mission.
Relationships
Setting yourself up for success on a board requires establishing clear boundaries from the start. Working with leadership to create a documented commitment outlining your role, responsibilities, and goals provides a framework for your service. This documentation should be straightforward – a one-page agreement that clarifies expectations and accountability measures. Before signing any formal documents, especially those related to incorporation or legal responsibilities, ensure all your questions are answered fully and without defensive or controlling reactions from current leadership.
My experiences serving on boards for organizations like FEW, Refugee Empowerment International, and the British Chamber of Commerce in Japan have each offered unique insights. At FEW, we faced the challenge of rebuilding membership after external circumstances had caused a significant decline. The experience proved exhilarating rather than daunting because of the exceptional people around me and our shared commitment to the organization's revival. At Refugee Empowerment International, I joined as part of a conscious effort to increase gender diversity on the board – a transparency in purpose that I respected and embraced. The professional dedication of my fellow board members there continues to inspire my service. At the British Chamber of Commerce Japan, it was COVID-era, and the organisation was in a period of transformation of leadership and the board was also in a phase of transition so it was a time of serious change, all the while serving our membership and partners. It is a dynamic and ever-changing landscape responding ot the needs of global business, politics and membership organisations.
For those considering board service, remember that opportunities will continue to arise throughout your career. There's no need to rush into a position that doesn't feel right. The key lies in finding an organization where the mission ignites your passion, the people energize you, and the commitment level aligns with your life circumstances. When these elements align, board service can be incredibly fulfilling, offering both personal growth and the satisfaction of meaningful impact.
Most importantly, never underestimate the significance of self-care in board service. While serving on a board that pulses with life and purpose can be energizing, the opposite is equally true. Careful vetting of the position, organization, and fellow board members isn't just due diligence – it's an investment in your wellbeing and the impact you can make. In my experience, the most successful board members are those who approach their service with both enthusiasm and clear-eyed pragmatism, understanding both the opportunities and limitations of their role. They have excellent boundaries, while treating it as they do their paid positions.
Boundaries
I remember early in a coaching engagement with a long-term client that they had been invited to a senior position on a volunteer board in their industry. As we talked, it became clear that they were not thrilled to be invited and were convincing themself of the merits. Ultimately it became clear that their concern was what their ‘no’ might mean - would it impact their reputation, would they be excluded from opportunities, would the person be angry and confrontational with them and try and convince them to join? (None of these things were true). There is no greater red flag for joining a board than feeling an unpleasant sense of obligation. Willing obligation comes with the role, but you need to have your instincts sharp for any sense of coercion or over-promising. Or if you seriously want to serve - refine and strengthen your boundaries, and have support in the background to help you maintain them, and be clear-minded in your mission and contribution.
The journey of board service offers unique rewards for those who choose their positions wisely. It's a path that can lead to enhanced leadership capabilities, valuable mentorship relationships, lasting friendships, and the profound satisfaction of contributing to meaningful change.
The key lies not in accepting every opportunity that arises, but in carefully selecting positions where you can both give and receive value in equal measure.
*This post draws from over 15 years of experience serving on multiple boards, including successful terms with FEW, Refugee Empowerment International, and the British Chamber of Commerce in Japan
With board members, members and leadership past and present of the British Chamber of Commerce in Japan