Board Readiness: Preparing for Governance Roles That Matter

By Dr. Rosina L. Racioppi

Dr. Rosina L. Racioppi is president & CEO of AscentPoint Leadership, where she leads strategic initiatives to help Fortune 1000 companies build strong pipelines of diverse, high-potential leaders. In this article, she discusses ways in which executives can best prepare themselves for board service roles.

For more than 30 years, we have partnered with organizations to support their leadership development priorities. In nearly every engagement, a familiar set of questions arises from senior leaders: How do I get on a board? Should I consider board service? What does it really take to be considered—and is this something I should pursue?

As board service has become more visible and more competitive, curiosity has grown alongside confusion. For many executives, the boardroom represents both an opportunity to extend their impact and an unfamiliar arena governed by different expectations, responsibilities, and norms. While there is no single path to board service, readiness is not accidental—it is intentional, informed, and built over time.

To help demystify the process, we invited three accomplished board leaders to share their candid perspectives with participants in our year-long development program The Forum for Executive Leaders: Marie Meliksetian, founder and CEO of Reliance Solution Services; Susan Sobbott, executive leader, board member, and strategic advisor; and Brandee Stellings, litigator and diversity & inclusion consultant. Each has built a portfolio of board and advisory roles across sectors and stages of organizational maturity.

The purpose of the discussion was not to offer a checklist for board placement, but rather to provide senior leaders with a realistic view of what board readiness truly entails. The conversation emphasized preparation that strengthens governance effectiveness, strategic contribution, and organizational resilience—well beyond compliance alone.

Getting Started: Clarifying Your “Why”

There was unanimous agreement among Marie, Susan, and Brandee that, before pursuing any board role, executives must first understand their why. Susan Sobbott shared that clarity of purpose is foundational because it shapes every subsequent decision—from the type of board you pursue to how you position your experience.

Are you seeking board service to broaden your business acumen? To contribute your expertise in a new way? Or do you see board work as a meaningful next chapter in your career? Each motivation leads to a different strategy. Without this clarity, executives risk pursuing opportunities that are misaligned with their interests, availability, or long-term goals.

Susan also emphasized the importance of claiming your expertise. Many accomplished executives underestimate the value they bring to a board, particularly if they have spent most of their careers inside one organization or function. Board readiness begins with confidence grounded in experience.

Understanding the Value You Bring

A critical mindset shift for first-time board candidates is recognizing that the value you bring to a board is fundamentally different from the value you bring to an employer. Marie Meliksetian highlighted that, while employers often focus on execution, operational scope, and measurable results, boards are looking for perspective, judgment, and the ability to govern at altitude.

Boards want to understand how your experience complements the collective expertise around the table. Functional knowledge—such as finance, cybersecurity, operations, or regulatory expertise—matters, but it is rarely sufficient on its own. Equally important are judgment, cultural fit, and the ability to navigate complex group dynamics.

Brandee Stellings emphasized that boards closely evaluate interpersonal capabilities, including curiosity, constructive dissent, and active listening. Effective board members know how to challenge assumptions without derailing trust and how to advance the conversation rather than dominate it.

The panel was clear: Board members are not there to run the business. Their role is to help set direction, provide oversight, and support management through sound governance. For executives accustomed to direct accountability for execution, this transition can be one of the most difficult—and most important—adjustments to make.

Securing Organizational Support

Before pursuing a board or advisory role, the panel strongly recommended seeking approval from your employer. Many organizations view external board service as a benefit, recognizing that it broadens an executive’s perspective and strengthens strategic thinking.

Susan Sobbott shared that, when she expressed her interest in board service to a senior leader, it resulted in a valuable introduction that accelerated her journey. Transparency not only builds trust internally but can also unlock unexpected support.

Understanding Your Board Options

Once you have clarified your purpose, it is important to understand the range of board opportunities available. Options vary widely, including public company boards, private-equity-backed companies, family-owned businesses, nonprofit organizations, and advisory boards. Geography also matters—governance norms can differ significantly between U.S. and international boards.

As you assess opportunities, consider both industry alignment and personal interest. Boards are intentional about composition and are seeking candidates whose expertise fills a gap or strengthens committee capability. Increasingly, boards are also assessing candidates’ comfort navigating the often-unwritten rules of governance—what it means to “read the room,” influence strategically, and contribute with confidence and restraint.

Brandee noted that, during interviews, boards often assess how candidates listen, ask questions, and engage with differing viewpoints. Board readiness extends well beyond technical knowledge.

Advisory Boards Versus Governance Boards

A clear distinction emerged between advisory boards and governance boards. Advisory boards provide nonbinding, strategic insight to help organizations address specific challenges or opportunities. They do not carry fiduciary or legal responsibility and are often more flexible, informal, and project-based.

Governance boards—boards of directors—hold legal, fiduciary, and decision-making authorities. They are responsible for oversight, compliance, financial health, and long-term strategy. These roles require a deeper commitment and a willingness to assume personal liability.

Marie Meliksetian emphasized that corporate boards focus heavily on strategy, governance, and risk. Advisory boards, by contrast, are designed to recommend solutions rather than make binding decisions. Understanding these differences is essential when determining where to begin your board journey.

Time Commitment and Realistic Expectations

Susan Sobbott shared that public company board service typically requires 250–300 hours per year. This includes preparation, committee work, and board meetings. The time commitment is significant and non-negotiable. Board readiness includes an honest assessment of whether you can devote the necessary time and attention to serve effectively.

Building a Board-Ready Portfolio

Even if board service feels like a future aspiration, it is never too early to prepare. The first step is building a board-ready brand. Marie Meliksetian suggested starting with a review of your LinkedIn profile—particularly the “About” section. This narrative should highlight strategic thinking, governance exposure, and enterprise-level leadership rather than operational detail alone.

Executives should map their experience to identify what is transferable to a board role. Speaking at industry events, publishing thought leadership, and serving on nonprofit or advisory boards all help build credibility and refine your story.

Marie also encouraged executives to seek opportunities to interact with their company’s board whenever possible. Exposure to board dynamics provides invaluable insight and helps leaders articulate their potential contribution more clearly.

Practicing your board pitch within your network is another critical step. These conversations allow you to refine how you position yourself as someone who can work on the business rather than in it.

Relationships Matter: Activating Your Network

Board roles are rarely secured through applications alone. Relationships matter. Executives should intentionally activate a purpose-built network that includes search firms specializing in board placements, peers, business leaders, and current board members.

Brandee Stellings advised executives to anchor their board narrative around three core areas of board responsibility: strategy, risk oversight, and people. Boards seek leaders who can frame choices, test assumptions, and evaluate risk without defaulting to management mode.

Susan Sobbott reinforced that boards value leaders who can help advance ideas—those who elevate the conversation and move the organization forward.

The Board Selection Process

Evaluating board opportunities requires thorough due diligence. Executives should assess industry relevance, board composition, and the way in which their expertise complements existing members. Reviewing annual reports, proxy statements, filings, and publicly available information helps candidates position their value effectively.

The selection process often includes nomination or recruiter outreach, followed by interviews with the nominating committee and board chair. Reference checks and background vetting are standard, particularly for public company boards.

Equally important is assessing fit. Susan Sobbott offered practical advice: You will be working closely with these individuals. Mutual respect and comfort are essential.

Before accepting a role, candidates should review governance documents, bylaws, committee charters, and recent board minutes and consider any legal, regulatory, or reputational risks.

First Board Roles: A Thoughtful Beginning

For many executives, a first board role sets the tone for future opportunities. Whether through an advisory board, nonprofit organization, or private company, early experiences build confidence, capability, and credibility.

Board readiness is not about checking boxes. It is about preparation, perspective, and purposeful engagement. For leaders willing to invest the time and intentionality required, board service can be one of the most rewarding ways to extend impact, contribute wisdom, and shape the future of organizations.

Developing board-ready leaders requires more than aspiration—it requires insight, preparation, and a clear understanding of the role. With the right foundation, executives can step into the boardroom ready to lead and govern.