Qualities of an Outstanding Board Member

If you're already a board member, want to be one someday, or just want to be a good business leader, you need to read this. World-class board members are worth their weight in gold. Here's how the greatest board members set themselves apart: ** They sprint to problems When a company stumbles, great board members jump in right away. “We have a problem, you say? Let’s get on the phone today and do some work!” Average board members let problems get solved -- sooner or later. ** Great board members let the CEO be the CEO. This means remembering who is running and doing things. Average board members will meddle or think it's about them. Great board members know they win when the team on the field wins. Not them. ** Great board members give a shit. They think about the business in the shower. They look for ways to help. They do the work to add value. Average board members? Well, they come to the meetings. ** They have difficult conversations Great board members will say the hard things. Maybe the CEO needs to step up their game. Or a trophy investment is a dog. The board must speak truth to power because the employees usually won’t. ** They read the room Being on a board is the practice of social dynamics. Great board members listen closely to each person. They want to see what makes them tick and their perspective. They use that to craft moves to perfectly keep everyone on target. ** They have a “beginner’s mind” that is constantly curious. While they have strong beliefs, they are always listening to modify them. Average board members have their minds made up. The great ones are growing – no matter their age. ** They know principles are forever, tactics constantly change Board members advise on both. It’s their job. Great ones know that principles are forever (ex. “Delight your customers!”) But that tactics change ("Cold calls work!") They advise with that in mind. ** They build trust Great board members get to know everyone as humans. Not as fellow professionals – as real people! This means spending face time with others to build a real bond. So, when the shit hits the fan, they have mutual trust they can rely upon. ** They work to have skin in the game I worked with a great board member. When she was recruited to the board, she insisted she could invest. She wanted to demonstrate she was all-in with real cash. Average board members? Well, they show up to the meetings! ** Great board members cheerlead CEO is the loneliest job in the world, with no peers inside the organization. They’re alone, fighting to hold the ship together. Great board members must stay optimistic to balance this out. They say "LFG!" and mean it. — This is what I see great board members do that others don't. And what I strive to do for every board I’m on. What did I miss? Give this a like, share, or comment so more people see it. Follow Michael Girdley for more business content ✅

I am continuing in my series about board positions with some of my thoughts on being an effective board member. First, thanks to everyone for the thoughtful responses to my last post—I truly appreciate the insights. One comment stood out to me: “What do I bring to a board? I have experience, but how do I effectively project that?” When I joined my first board, I have to admit I was hesitant. I wasn’t entirely sure of my role, and the first few meetings felt awkward. I listened, observed, and gradually realized that I had valuable experience and wisdom to contribute. At first, I was pigeonholed as “the design person,” but my expertise extended far beyond design. I understood growth, operations, leadership, and strategic foresight—insights applied across industries. To become an effective board member, I immersed myself in the company. I studied its financials, read every report, engaged with employees, and listened to customers. Initially, it was a lot of work, but it gave me a deeper understanding of the organization, helping me add real value. I also made sure not to fall into the trap of saying, “I know how to fix this.” Every organization is unique, and every challenge requires a tailored approach. So, how do you unlock your strategic value on a board? Leverage your skills to enhance the company’s strategic direction—offering fresh insights rather than simply recounting past experiences. Avoid being the "broken record" talking about what worked in your company; instead, apply your expertise to the organization’s specific needs. Be prepared: Read all board materials in advance. Be engaged: Ask insightful questions, challenge assumptions, and offer solutions. Build relationships: Connect with fellow board members, employees, and customers. Champion the organization both internally and externally. Above all, be thoughtful, helpful, strategic, and engaged. That’s how you make an impact.

We know that being an effective board member entails both art and science. It was such a pleasure to lead a Spotlight conversation with Bob Swan and Amy Chang about the dual nature of this delicate balance, both in being a successful board member and in choosing the right boards. Some of the key insights shared included: (i)           The Power of Networking (in the right way): Those who have seen you in action can become your biggest advocates in recommending you for board opportunities. When thinking about networking, authenticity is key – make sure the people who know your value as an operator are also aware of your aspirations as a board member (ii)          The Importance of Who (else) is Around the Table: The value you derive from board service is highly correlated to the board members sitting around the table alongside you. Make sure you invest the time upfront in getting to know each of the other board members as they will become your greatest teachers. Once you’re on the board, remember to continuously nurture and invest in those relationships (iii)         The Art of (strategic) Questioning: Being inquisitive and asking the right questions is an incredibly effective tool – but never forget what it’s like to be on the other side of the table. The most constructive questions don’t push the recipient into defensive mode, but instead help them think about things a little differently – that is the balance good board members aim to strike

𝐒𝐞𝐫𝐯𝐢𝐧𝐠 𝐨𝐧 𝐚 𝐛𝐨𝐚𝐫𝐝 𝐢𝐬𝐧’𝐭 𝐣𝐮𝐬𝐭 𝐚𝐛𝐨𝐮𝐭 𝐞𝐱𝐩𝐞𝐫𝐢𝐞𝐧𝐜𝐞-  𝐢𝐭’𝐬 𝐚𝐛𝐨𝐮𝐭 𝐦𝐢𝐧𝐝𝐬𝐞𝐭. I’m grateful for the conversations I had with fellow leaders- thoughtful, challenging, and real. We talked about what makes a strong board member today- and more importantly, what boards will need in the future. A few insights that stuck with me: 𝐚) 𝐂𝐮𝐫𝐢𝐨𝐬𝐢𝐭𝐲 𝐝𝐫𝐢𝐯𝐞𝐬 𝐢𝐦𝐩𝐚𝐜𝐭. The best board members don’t just provide answers- they ask the questions that challenge thinking and guide better decisions. 𝐛) 𝐓𝐞𝐜𝐡𝐧𝐨𝐥𝐨𝐠𝐲 𝐢𝐬𝐧’𝐭 𝐨𝐩𝐭𝐢𝐨𝐧𝐚𝐥. Boards need leaders who can connect IT, cybersecurity, and data strategy to business outcomes. 𝐜) 𝐃𝐢𝐯𝐞𝐫𝐬𝐞 𝐩𝐞𝐫𝐬𝐩𝐞𝐜𝐭𝐢𝐯𝐞𝐬 𝐰𝐢𝐧. Boards thrive when leaders bring fresh thinking, cross-industry insights, and a willingness to listen. I'm especially grateful to my fellow participants- their thoughtful questions made this learning experience richer and more meaningful. The boardroom is changing. The leaders who will make the biggest impact are those who stay curious, embrace change, and know how to connect strategy with technology. 𝑰𝒇 𝒚𝒐𝒖'𝒓𝒆 𝒍𝒐𝒐𝒌𝒊𝒏𝒈 𝒇𝒐𝒓 𝒍𝒆𝒂𝒅𝒆𝒓𝒔 𝒓𝒆𝒂𝒅𝒚 𝒕𝒐 𝒎𝒂𝒌𝒆 𝒕𝒉𝒂𝒕 𝒊𝒎𝒑𝒂𝒄𝒕- 𝑰'𝒅 𝒍𝒐𝒗𝒆 𝒕𝒐 𝒄𝒐𝒏𝒏𝒆𝒄𝒕. #Board #Leadership #CorporateGovernance Inspire Leadership Network