In-person research sets you apart as a board candidate

In my previous article, I discussed the benefits of ‘online research’. However, in-person research should never be overlooked if you want to be a standout board candidate and get appointed. It is genuinely game-changing in terms of your appointability in the eyes of the decision-makers. 

Sounds boring, right?

Yes, it may sound boring. It may also sound like something you think you already do, or too tedious to do without feeling like you gain any substantial result. But, it is something you must fundamentally do for two reasons. Firstly, it de-risks your potential appointment, and secondly, it separates you from your competition. 

When done correctly, it will produce results demonstrating you to be more connected, informed, astute, engaged, and passionate. This will, in turn, de-risk your appointment in the eyes of the chair and other gatekeepers. Further, this research will better and more easily allow you to articulate your board value and transform your written board application or performance at a board interview, thereby separating you from others and making you a stand-out candidate. 

Perhaps more valuable than these benefits is that it can help you access other board opportunities, including the 80% of board vacancies filled without formal application processes. Opportunities that are filled through personal connections or by directly approaching organisations. 

So, what does this in-person board research encompass? Despite its somewhat bland handle, it is actually exciting and, when done correctly, will transform every aspect of your board search process.

A short caveat

Firstly, the level of research I recommend may leave you feeling uncomfortable, as it might be outside your comfort zone. Others might think that what I recommend is a bit extreme. I get that, but gaining a board appointment often requires extreme effort to achieve the desired result. So, if you are serious about a board appointment, I challenge you to push yourself! You must get serious about in-person board research.

In-person board research has two elements

In-person research means leaving your computer and experiencing ‘in-person’ what the organisation does. This looks like 1. Engaging, and 2. Connecting.

Engaging

Remember, when applying for or positioning yourself for a board appointment, your key objective is to de-risk your potential appointment. De-risk in terms of your style, fit, skills and effectiveness. Engaging with target organisations is the start of that journey. You can engage in several ways:

1. Visiting: If the organisation has a physical presence, such as a shopfront, hotel, leisure facility, or office, visit it to get a real feel for what it does and how it serves. Speak with the staff or stakeholders. What did you find out?
2. Experiencing: If the organisation makes a product sold in supermarkets or stores, then go and look at the products, notice what they are competing with, and what their branding is like. If they offer a service or a membership, you should experience those services first-hand. What did you learn?
3. Reviewing: If the organisation advertises, look for published ads, watch television ads, and analyse billboards. Consider the organisation’s target market and the effectiveness of its marketing campaigns. Ascertain its competitors and compare campaigns. What are others saying?
4. Mystery shopping: A strong candidate will experience the organisation’s customer service, which means buying a product or service. Test the points of contact and administrative or support services. What did you learn about their culture?
5. Contributing: Does the organisation offer volunteer opportunities for you to enlist?  Including subcommittees, events, community groups, and pro bono work. Do they support charities? Can you contribute, too?

By the end of this engagement exercise, you should know intimately what the organisation does and how it does it. Plus, identified challenges and opportunities. You can reflect on this research and distinguish yourself as a higher-quality candidate.

Connecting

Connecting means developing relationships with people who are associated or familiar with the target organisation. This should include past Non-Executive Directors (NEDs). Through these people, you will gain knowledge that you would not have been able to gain through online research. You will access unequalled insights, including the culture of the organisation or board and niche language/acronyms used (which you can adopt). 

Connecting with these NEDs also makes you a warmer candidate because you can reference conversations with people the current board know or know of. Finally, you can understand historical and current challenges, which will allow you to hone your pitch better. It will give you a competitive edge during the board application or interview stages. It truly does separate you from your competitors.

Further still, by speaking to these NEDs – individuals who might sit on multiple other boards – you may unlock new board opportunities. 50% of organisations with boards appoint new board members every year. More than 50% of all board appointments are made through people you meet ‘rarely or infrequently’ – ’weak ties’.  By taking the time to speak to these, they become weak ties. 

These weak ties make you powerful because they are connected to opportunities you would never have had access to otherwise. An inadvertent outcome of making these connections is that it often uncovers new board opportunities. They offer both authentic and legitimate excuses to speak to influential NEDs – past NEDs of your target organisation or present and past NEDs of your target’s client and stakeholder organisations. 

How to connect

To begin with, map out the organisation you are targeting. In the first instance, list the current and past board members. Next, create a list of individuals who represent clients, competitors, and external stakeholders or partner organisations. Once these lists are complete, search for each individual on LinkedIn, connect with them, and see if they are happy to have a conversation. Often, people are nervous about this task, but don’t be – push yourself; it is one of the most valuable things you can do. If you do your initial research right, it should be a straightforward exercise; like most things, you improve with practice.

Researching an open board position this way offers a seamless opportunity to start these conversations. To further capitalise on these new connections, ask them if they can recommend additional NEDs or contacts that you should reach out to. These referrals not only add to the quality of your board research but also expand your NED connections. 

For each in-person research project, you should be able to come up with over 30 targets to connect with. Be curious and also ask past NEDs about how they were appointed, how they contributed, and what they believe the organisation needs in a new NED.

Most will have some concerns

This approach to boosting your chances of gaining a board appointment might seem daunting, but trust me.  When conducted authentically, it is incredibly successful. It may feel awkward initially, but your effort will not be unrewarded. This level of in-person research is challenging and time-consuming, so most candidates will avoid it. Those who complete it will stand out, undoubtedly separating themselves from the other candidates.

Some people worry that doing this type of board research will be seen as abusing the application process, which may be seen negatively by decision-makers. This is a valid concern; you certainly do not want to be seen as unfairly influencing an appointment decision. This can be overcome by being clear that you intend to discuss the role and the organisation as part of your due diligence rather than seeking to influence the decision-making process. If you are genuine about this, you should expect their support. 

Others have concerns that it might get back to the current board that you have been speaking with past NEDs or NEDs of their competitors or stakeholders. People fear this will be frowned upon. The reality could not be further from the truth. Decision makers are usually impressed by the level of effort and that you are taking the opportunity to join their board seriously. Being on their radar before attending an interview is an advantage. You may be considered as a more known entity and less of a perceived risk to the chair and other board members.

In summary

Two types of research need to be conducted before applying for a board appointment or approaching a target organisation. The first is online board research, and the second is in-person board research. The former is expected, but the latter separates you from your competitors and de-risks your potential appointment.

Taking my advice will almost inevitably separate you from your competitors and dramatically increase the chances of gaining a board appointment. So, regardless of what organisation you are pitching for, you must engage in In-Person Board Research before you do so.

Of course, there is no silver bullet when gaining a board appointment, but if there were one, then thorough research would be it! I can almost guarantee that your competitors will not go to the level of effort I have outlined here. When done properly, you will present as a proactive, engaged, informed, connected, and confident board candidate. 

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