Even where appointments follow formal nomination procedures, chairs, owners and advisers may identify potential candidates through professional relationships before a vacancy is advertised, alongside discussions within a boardroom, family council or majlis. This may be particularly relevant to family businesses, private companies, advisory bodies and non-profit organisations, although practices differ by organisation and jurisdiction.
Where to start
- Map people who have seen you exercise judgement in difficult situations and could offer advice, make an introduction or recommend your candidacy.
- Ask a serving director how appointments are made on that board, including who proposes candidates, who makes the final decision and how vacancies become known.
- Explain to potential sponsors which boards you are considering and what evidence supports your suitability for each one.
Ask yourself
- Who has observed my judgement closely enough to describe a difficult decision I helped to make?
- Do potential sponsors understand the board roles, sectors and contribution I am targeting?
- Does my network include chairs, owners, advisers and governance professionals who may hear about appointments?
What you keep A relationship map and a specific next step agreed with someone who may support your candidacy.
In practice A recommendation is more credible when it comes from someone who has seen how you exercise judgement and work with others, which is why developing substantive professional relationships is more useful than seeking introductions based on position or title alone.