Becoming a board member marks a significant milestone in any professional’s career. For technology lawyer Craig Segal, that moment came shortly after he started his legal journey when he joined the board of New Haven Learning Center for Children in Toronto..
Segal recalls feeling both exhilarated and daunted as he stepped into uncharted waters. After all, boardrooms are unique environments filled with seasoned professionals making high-stakes decisions. Board membership—especially in the first instance—also comes with a deep sense of responsibility.
The following is a closer look at navigating the boardroom as a first-time board member.
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A Journey of Learning and Growth
Segal says that for many first-time board members, particularly those younger or coming from non-traditional paths, one question looms large: “Am I ready for this?”
It’s a question asked by first-time board members day in and day out. However, according to Segal, it’s less about readiness and more about how freshly appointed individuals navigate, learn, and grow in their exciting new positions. Among the most common emotions felt when stepping into a board role for the first time is tied to so-called impostor syndrome.
First-time board members interact with peers with potentially decades of experience. These peers invariably speak the language of governance fluently and effortlessly recall past board decisions, which is vital in making new decisions.
Newcomers struggling with feelings of impostor syndrome may worry that their insights or contributions aren’t valuable enough. Meanwhile, it’s not uncommon to panic that an early decision could be a mistake and have far-reaching negative consequences.
Thankfully, according to Segal, none of these feelings or emotions are unusual. They’re a natural response to stepping into an unfamiliar space, especially one with such responsibility. The key is to recognize that your boardroom presence is no accident.
Boardroom Presence Is No Accident
Board membership is rarely an accident. New board members earn their roles because of their unique insights, skills, and experiences. Furthermore, they often deliver fresh perspectives that can be game-changing in boardroom discussions, further adding to their value, even from the outset.
Segal stresses the importance of embracing. There’s no pressure to assert yourself immediately, either. Instead, he recommends taking the time to listen. The dynamics of a board can be complex, and much of what’s truly important isn’t written down in a manual.
Instead, first-time board members must learn the ropes by observing how those more experienced in the same role make decisions. There’s much to be learned from how seasoned members navigate conflicts or differences in opinion and balance things like operational involvement and strategic oversight.
As such, this period of listening is invaluable. It allows first-time members to understand a particular board’s culture, key priorities, and the intricacies of a given organization and its governance.
The Power of Curiosity
Navigating the landscape as a first-time board member is about more than just listening. According to Craig Segal, it’s equally about asking the right questions. One of the most powerful tools at any first-time board member’s disposal is curiosity. Asking thoughtful questions clarifies information and demonstrates a willingness to challenge assumptions.
Asking thoughtful questions also encourages deeper reflection within the board. As a part of the broader journey of learning and growth involved, new board appointees should be bold and ask the sorts of questions that others may not ask. That’s doubly true in cases where they feel that a particular issue may still need to be fully explored.
A newcomer’s perspective often helps uncover blindspots in a way that fosters discussion rather than confrontation. For example, ask, “I’m curious about how we’ve handled this issue in the past?” or “Could you help me understand why we’re approaching it this way?”
The power of curiosity opens up dialogue and also provides much-needed clarity for everyone in the room. Among those may be a prospective mentor, too.
The Benefits of Mentorship
One of the best things a new board member can do is find a mentor within the same board. Having someone they can confide in, who can explain the history of certain decisions or provide feedback on contributions, accelerates the learning curve significantly for new arrivals.
A mentor can also help navigate the myriad unwritten rules of any boardroom, such as when to voice concerns, how to approach sensitive topics, and how to build alliances with other members. They can also share their experiences as first-time board members, making the journey less isolating.
Meanwhile, experienced mentors can help first-time board members strike the right balance between confidence and humility.
Balancing Confidence and Humility
A delicate balance between confidence and humility exists in boardrooms of all shapes and sizes. Confidence is essential as board members exist to make crucial decisions and provide oversight – something that’s difficult without confidence.
However, long-time board members say humility is equally important. That’s because no one, not even the most experienced board member, knows everything. Regardless of experience, it’s okay to admit when you don’t have all the answers or need more information before deciding.
Humility often leads to better decision-making by virtue of encouraging collaboration and the consideration of diverse viewpoints. When joining Toronto’s New Haven Learning Center for Children as a board member, Segal also found humility crucial in building ongoing relationships and trust.
Building Relationships and Trust
Board dynamics exist on trust. Building solid relationships with fellow board members is crucial for newcomers. These relationships allow for open, honest discussions, especially when the board faces challenging decisions. As such, Segal advises connecting with others on the board, even outside of formal meetings.
Whether through one-on-one conversations, attending events together, or simply engaging in passing and elsewhere, these relationships will make any newcomer feel more integrated into the board while establishing an all-important air of trust.
Trust is similarly crucial for board success, not least from any organization’s management perspective. Board members of all experience levels are best equipped and positioned to fulfill their roles by building trusting relationships with the CEO and other C-level executives.
Remember to Own Your Perspective
Lastly, Craig Segal is keen to stress the value of perspective – another all-important step to early boardroom success. Boardroom presence is no accident. If you’re in the boardroom, you belong there. So, proudly own your unique perspective. Doing so is perhaps the most important lesson for any first-time board member to learn.
Boardrooms thrive on diverse perspectives, and every voice matters. Even a board newcomer’s insights will quickly shape an organization’s immediate and longer-term futures. As such, immediately owning your perspective allows you to make an impact early on.
Segal says he looks back on his early days as a first-time board member at Toronto’s New Haven Learning Center for Children with pride. Today, he remains in no doubt about the importance of embracing his newness in the boardroom for the first time.
That meant asking thoughtful questions, building relationships, and owning his unique perspective. The result? He grew into a confident, effective, and valued member of the organization’s board. He says the learning curve may be steep, but with time and experience, any board newcomer can quickly transform into a seasoned and impactful member worth their weight in gold to a given organization.
