Tag Archives: new director

View from the other side – CVs

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coffee and skyThere is probably a little bit of irony given that this blog documents my search for a non-executive director portfolio, that many of the coffees I have had since the last post have been to recruit new directors rather than to be recruited myself.

One of the tasks that I have as the new chairman is to ensure that the two vacancies that will now be on our board with the retirement of past directors are filled. A review of the skills of the existing board members together with an understanding of directors’ future intentions have led us to seek to not only fill the existing vacancies but, to use a sporting analogy, develop a “bench” of potential future directors. Being a board made up of volunteers, we need to be as efficient as possible.

We were blessed with responses from quite a number of skilled and experienced applicants and as I sat and reviewed their covering letters and accompanying emails, I had a moment of clarity. A number of times over the past couple of years the advice I have received has been to ensure my CV expresses the value I can bring to a board (see Stalking vs keeping in touch and Morphing executive to non-executive). As I read through these CVs they all told me of the wonderful things they had achieved in their executive roles, the projects and people they had managed and what they had been or been doing for the past 15-30 years.

There was only one CV that addressed the skills that we might be looking for together with their experience. I found myself thinking “Yes, but what will you bring to the board?” or “What value do you add?” I could suddenly understand the perspective of people who have to read multiple CVs. It’s tough enough, but to have to distil for oneself the value someone might bring to the board rather than them spelling it out for me, made the process of reviewing the CVs much more laborious. And given that some CVs stretched to six pages and beyond – it really was work.

It is something I have tried to do before and as simple as it sounds, it’s not that simple, especially for someone who hasn’t sat on a board. Understanding how one’s skills might be utilised around a board table or in a board sub-committee is not easy to imagine if one hasn’t had the experience. Nevertheless, I think it is possible, it just requires a bit of effort and imagination, applying experience from working in meetings in other situations.

So I’m going back to review my CV again. I’ll be ensuring it stays at 1-2 pages and is easy for the reader to know what value and skills I can bring to their board.

Coffee count: 304

2013 Review

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christmas coffeeAs the year draws to a close, it’s been an eventful one for this blogger.

This time last year I was one of seemingly thousands of women and men looking for a non-executive directorship, trying to distinguish myself amongst many talented and experienced people.

I started this blog with a view to differentiating myself (as I exhort my consulting clients to do) and at the same time wanting to share the learnings I have gained during my many coffee meetings. I also hoped to be able to help other aspirants avoid at least some of the disappointments and frustrations I have experienced as they travel on their own journeys.  I will continue to aim to do this and at the same time share my views of the various aspects of the “Diversity Issue” that arise from time to time.

The multiplier effect of social media resulted in my first non-executive director role and this has been a great learning experience.  I’ve been thrown in the deep end in terms of the expectation to contribute to the board and have had to put governance theories into practice.  I have also closely observed and experienced the boundaries between executive and non-executive roles.

Throughout the year, I maintained the pursuit of my 1000 coffees with people from whom I can learn something or who can introduce me to others. As a result of this and the support of a mentor and champion, I have just secured a NED role on the Foundation of a major NSW public institution.  I am excited to be able to work with such a talented and passionate group of people, both within the Foundation and on its board.  While they want the skills I can bring, the match-making process still came through networking and being recommended by others.

In the very same week I was contacted in relation to another potential NED role, this time in a privately owned, private equity invested company.  While it’s not yet certain where this will go, it is an exciting way for the year to finish.

2013 has been a year where the “Diversity Issue” has had more headlines than ever before.  There has been much more discussion and action about how to make change, as opposed to just the need for change.  More women have been appointed to boards than in previous years and more women have moved up the executive ranks in more companies and organisations than ever before.  I believe there is a greater awareness in Australia of the benefits of having women help run and direct businesses, whether they be public, private, government or non-profit. There is an acknowledgement of the need to do things differently than in the past, to help make that happen.  It won’t occur overnight and there are still many hurdles and stumbling blocks to manage, but change is taking place and recognition should be accorded to those who have driven this change.

My thanks to the people who follow this blog and who have recommended it to others. Thanks also to those who have encouraged me to write it and to continue to develop it (you know who you are).  Wishing you all “Season’s Greetings” and hoping you enjoy some downtime over the Australian summer.  1000 coffees will continue in 2014.

Coffee count: 217

Being a Board Observer

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long macchiattoA couple of months ago I noted in a postscript that I had a second interview for a board role.  The role was for the board of an unlisted public company. This company has a strong connection with a large listed financial institution, being effectively, a franchisee for two of its branches.  As a result, the board of the company has to grapple with the issues many small to medium size businesses have had to deal with, while at the same time, understanding how to grow and develop a banking business.

The company in question has a strong relationship with its “franchisor” (the financial institution), which itself has developed a number of programs to assist the companies that help to develop the network.  One of these focuses on Director Education, which includes a Board Observer program, education and development opportunities for directors and induction days for directors and observers.

The company has appointed three new Board Observers to its board.  It is the company’s intention to offer the board observers a directorship, but a three month stint as an observer allows the company’s existing board to get to know the observers and work with them around the table.  It also allows the observers the opportunity to understand more about the company and the existing directors and understand whether and how they can add value to the board.  From discussions with the Chairman, I also understand that there is an expectation that this process will allow for board renewal in a gradual and planned manner, with a smooth handover.  Each of the new observers brings different skills and experience to the company.  Having signed confidentiality agreements, been included in board meetings, sub-committees as appropriate and director training as observers, once a mutual agreement is reached to become a director, it should be a seamless process.

It strikes me that this is an excellent way to not only conduct due diligence from both the perspective of the board and the prospective candidate, it is also a valuable process for the aspiring director.  It seems that the greatest hurdle to becoming a board director is that one isn’t currently on a board.  (It could be that one doesn’t have board experience but perhaps eight years on the board of an NFP doesn’t count).  It makes me wonder why there are not more companies considering such a process, given that supposedly there is a desire to increase diversity (age, gender, experience).  This is a good way to overcome the problem when a board has a great candidate on paper but no one on the board has worked with them before.

I know that there will be those with the answers as to why it can’t happen: potential legal ramifications of who was in the room at the time a decision was made or that it may constrain the usual discussion around the board table. But honestly, if boards want to make it happen, they clearly can.  There are some doing it now.

Coffee count: 168