An unsuccessful board interview or application is not always bad news

I have just provided feedback on their board applications to 112 unsuccessful candidates, after sending them a “thank you, but no thank you” email. 

The board appointment process is highly competitive, and you are highly likely to receive a “thank you, but no thank you” email or call. Whilst disappointing, it is not always bad news. In this article, I’ll discuss what you should do following an unsuccessful board interview or application and how to unlock future board roles by taking three decisive steps. 

STEP ONE – Seek feedback on your board application or interview

I have offered feedback to thousands of unsuccessful candidates throughout my career, and most recently to 112 hopeful candidates. Here is what I know:

• Asking for feedback is difficult. It is confronting 
• Taking that feedback on board can be even more difficult. Sometimes you are just not ready to hear it, or unbeknownst to you, you come to the process with an immovable agenda.
• Even more difficult is providing good feedback to a candidate. If you ask for feedback about your performance at a board interview, do so sincerely. You need to provide comfort to those you ask for feedback, speaking plainly by assuring them that you are genuinely interested in their perspective… and that you are not at all litigious or interested in making trouble for them or their client.
• On a practical level, don’t demand feedback on the same day they advise you haven’t got the role. It is unlikely that they are in a position to do so effectively, and more likely, you won’t be in the best place to hear it. My advice is to schedule a call instead. When the call takes place, don’t just listen, be involved in the conversation and ask questions like:
  • What could I have done better?
  • What would you have liked to have heard from me that would have
  • made a difference?
  • What would you have liked to have heard less from me?
  • What did the successful candidate have that made them successful?
  • Were there any issues with how I presented?
  • What attracted you to my application?

STEP TWO – Consider how else you might be able to help?

Start by reflecting on the reason you applied for the role. It was most likely because you were passionate about the organisation, what they did, or how you could help. On this basis, the conversation does not need to be over. Explore how else you can help. 

Reach out to the Chair or Board Members and thank them for the opportunity to apply or be interviewed. Tell them that you would still like to help, and then help. Perhaps you could offer… mentoring, volunteering, introductions, committee, consultancy, or advisory work. By doing this, you are:

1. Keeping in touch with the organisation means you become a known entity and a less risky future appointment, and that you endear yourself to the organisation.
2. When the next Non-Executive Director (NED) opportunity comes around, you will hear about it and will be in a better position to be considered before it is even advertised.
3. It demonstrates a genuine interest and passion for the organisation, making you a better ‘cultural fit’ than an unknown candidate.

If the help you provide has any engagement with board members, this sort of relationship can also broaden your NED (Non-Executive Director) connections. Connections with NEDs who might sit on other boards and need your help, or who are looking for new board members.

STEP THREE – Expand and nurture your board network

As part of your preparation for the board interview or a board application, you should have spoken to 20+ NEDs. This means there are 20+ NEDs for you to follow up with to let them know the outcome of your interview. The time between speaking with them for the first time and reconnecting to deliver the news may be months, and so much may have happened in their world. Connect with them again, offer to buy them a coffee as a thank you, and ask how you can help. These weak ties can lead to other conversations with similar NEDs representing organisations, 50% of whom appoint new NEDs each year. The role you applied for gives you an excuse to reconnect with these people – an excuse you would not have had should you not have applied – regardless of the outcome of that application. 

In the beginning, it is the end, but in the end, it is the journey… 
A glib response to a disappointing rejection, but a statement that is true. Why? Because if you followed my advice by applying for a board role for an organisation you are passionate about, conducting thorough research and preparing for the interview properly, you will have spent that time getting to know the organisation and NEDs associated with it. These new relationships alone will pay dividends if you leverage them. 

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