How to leverage your strong ties to secure a board role?

In previous articles, I have discussed the value of both strong ties and weak ties, or connections. It is through these two different sorts of connections that at least 65% of all board appointments occur. They are incredibly valuable but need to be developed and leveraged differently. Today, I will build on my last four articles on ties and personal connections. In particular, I want to show you how to leverage your strong ties authentically and legitimately, which ultimately can lead to securing a board role.

Strong ties relationships can be awkward

Before we proceed, let’s recap on what I mean by a strong tie connection. Strong ties are essentially close friendships or relationships. They are people you likely know from and within a social setting. Alternatively, they may have originated from a work environment but have now firmly transitioned into a social setting. Each party is well known to the other, and the strength of the relationship is often based on mutual respect. Many of these relationships may still be professionally driven, whether that involves a colleague or a professional stakeholder with whom you work closely.

No one wants to be asked for a job or be the one asking for a job. Let’s be honest, for most of us, having conversations like this with strong ties is awkward for everyone involved. This is even more the case if they are not in a position to help or if they consider you as “not the right person for a board role”. Therefore, the most likely outcome is hesitation or a ‘no’ response. If your strong tie is left feeling uncomfortable about being asked, or you are disappointed with their response, the potential to risk the future of the relationship is real. The very nature of what makes the relationship a strong tie, e.g. emotions, mutual respect, trust, shared history, may be at risk of permanent damage.

But strong ties relationships can be valuable

Whilst leveraging your strong ties may be challenging, they can be valuable, with approximately 15% of people being appointed to boards through these types of connections. So if you want to go down this path, you need to pivot how you think about these people. Don’t think of them as your close friends, family, colleagues, or acquaintances who will, of course, get you direct access to board opportunities. Instead, you need to reframe their role as access to others who can independently validate you for a board role. This is key. You never want to put them in a position where your approach or their refusal to facilitate a board appointment risks damage to the relationship, whether personal or professional.

First, you need to test the relationship

To gauge their willingness to support you, I highly suggest utilising your Board CV.  If you haven’t got one, writing one is the place for you to start. It should be different from your Executive CV by stripping out content that confuses your message, focusing on your value at the board level and addressing your board-level experience and success.

Then I want you to send it to your strong ties (and frankly, almost everyone) you know. Include with it a note after a brief intro that reads something like, “I am developing a board career and have just updated my Board CV. I’d love to get your perspective on it.”

I want you to be prepared. If you send your board CV to 100 people, you may receive 100 different responses on how it could be improved. Don’t feel overwhelmed or dejected; instead, remember the real reason you are doing this. So, why are you doing this?

The primary reason is not because you are particularly interested in their perspective, though it might be valuable to consider some advice during these early stages. Instead, you want to subtly instill in their mind that you are: a potential non-executive director (something they may not have known); serious about your board aspirations (after all you have spent time and/or $ on writing your board CV); you have thought through your value at board level, and that you value their opinion (flattery is always nice to receive).

How to respond

When they respond saying that your board CV is great, sucks, or that it included typos you need to say ‘thank you’. But, don’t leave it there, I want you to use their response as an excuse to follow up with additional questions like: “I saw you were/are on the board of X. How did that happen?” or “Are there any good non-executive directors that you know who I might be able to have a conversation with?” or “Do you have any advice – could I buy you a coffee and pick your brain?”.

Note that I am not suggesting you ask for a board role or an introduction to someone for a specific role. Remember, it is highly likely that these strong ties have not seen you in a non-executive director capacity and may also have seen you at your worst (old friends are the best!). As such, any request for them to recommend you for a role may risk the relationship. Instead, I want you to genuinely and authentically reach out to them to start a conversation. In doing so, you can first test and then direct them. If they rate you and have access to board opportunities, you will be introduced to them. If they don’t or don’t want to introduce you to board opportunities, then they will be able to make introductions to others who can provide independent advice.

Your NED CV, I believe, is a great way for you to leverage close relationships authentically and legitimately, and turn them into board roles. It subtly signals your intentions, shows you’re serious, and helps you identify those who might be willing and able to help.

Conclusion

Just telling people that you are looking for a board role can often be the most powerful thing you can do in your board search. Leveraging strong ties is therefore a strategic approach for aspiring non-executive directors to consider when seeking board roles. But engaging with those who know you well needs a cautious and respectful approach, avoiding any direct pressure for recommendations. Instead, focus on seeking their advice and initiating conversations about your board aspirations. Adopting this approach preserves the integrity of your relationship but can also organically lead to valuable introductions and opportunities.

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