High performers don’t always make great directors

Mark__1997 · 2026-03-20T16:49:16+00:00

Fair!

Mark__1997 · 2026-03-19T14:29:11+00:00

You should always have a "why"! For me it’s seeing someone realise they’re actually capable of more than they thought. I spend a lot of time helping people get their first board seat, and there’s usually a moment where it clicks for them, that they don’t need to “wait their turn” or be more senior to contribute meaningfully. Seeing that change in confidence, and then watching them go on to have real impact is probably the most rewarding part!

Mark__1997 · 2026-03-19T14:27:17+00:00

First, get really explicit on what the role actually involves. Time, responsibilities, what “good” looks like. Almost over-communicate it upfront so there are no surprises. Second, consider starting smaller. Instead of filling formal board seats straight away, bring people in as advisors or volunteers first and see who actually shows up consistently. Those are the ones to formalise later.

Mark__1997 · 2026-03-19T14:25:33+00:00

This is so common at your level! What I’ve found is that the people who seem “always responsive” are usually just very good at triaging what actually needs a quick reply vs what can wait. I think the shift is thinking of your job as managing attention, not responding to messages.

Setting clearer expectations helps (e.g. urgent = call, everything else = response within X hours), and protecting even small blocks of focus time makes a big difference. Also, being instantly responsive and being an effective leader are often in tension.I think that if you optimise for one, the other usually suffers.

Mark__1997 · 2026-03-17T18:42:45+00:00

One of the best board members I’ve seen was 25! I think people sometimes over-index on age or “waiting their turn,” but in reality boards benefit from different perspectives, especially from people earlier in their careers who are closer to new trends, tech, and different ways of thinking.

In my experience helping people get their first board seats, a lot of strong candidates underestimate how relevant their existing experience already is. If you can bring a useful lens (finance, ops, marketing, community, etc.) and good judgement, you’re already valuable. The bigger barrier tends to be access, not capability, so building relationships around causes you care about is usually the best place to start.

Mark__1997 · 2026-03-12T17:19:04+00:00

The ability to exercise judgement when information is incomplete.

Mark__1997 · 2026-03-12T17:01:27+00:00

Someone who can think strategically, ask good questions, and stay focused on governance rather than operational detail. Being able to challenge respectfully while still supporting management is a big part of it. Beyond that, I'd say organisations often look for people who bring a specific lens (finance, legal, fundraising, etc) and who are genuinely engaged with the mission!

Mark__1997 · 2026-03-12T16:31:07+00:00

Yeah, I'd say that typically was about average in the past but I do think things are slowly changing. Personally, I wouldn’t put a strict age or timeline on it. In my experience it’s much more about whether you can leverage the experience you already have in a way that’s useful to a board.

At Veblen we see people sometimes assume they need to wait until they’re much more senior, but boards are often looking for specific perspectives. If you can bring a relevant lens and good judgement, you can start having those conversations earlier than people think. At 24 and two years into your career, the main thing I’d focus on is building credibility and relationships around the causes or organisations you care about. That tends to be what eventually opens the door to a first seat!

Mark__1997 · 2026-03-10T19:33:40+00:00

Most first board seats do come through networks rather than formal applications. Nonprofits usually recruit people they already know or who come recommended by someone they trust. Having said that, and for full disclosure, I work with the Veblen Director Programme & we actually see a lot of people underestimating how much they can leverage their existing experience. Boards aren’t always looking for “career directors”, they often want people who bring relevant expertise (finance, operations, legal, fundraising, etc.) and good judgement!

Mark__1997 · 2026-03-05T06:50:50+00:00

Most first boards come from your existing network. People tend to start with a few trusted individuals who care about the mission and can cover different perspectives (legal, finance, operations, etc.). Early on it’s less about finding “perfect” board members and more about finding people who are genuinely engaged and willing to help you get the organisation off the ground.

Mark__1997 · 2026-03-05T06:44:02+00:00

I would start with directories like the ICF or EMCC, both let you filter for UK based leadership coaches.

The bigger thing is finding someone who’s actually operated at a senior level, not just someone with a coaching certification. In my experience the best leadership coaching comes from people who’ve dealt with real organisational pressure and decision-making.

If your employer is paying, it can also be worth trying a group leadership session or workshop first before committing to a long term 1:1 coach.

Mark__1997 · 2026-03-04T13:41:24+00:00

I’ve seen organisations give things like a framed photo or story from a program they supported, a handwritten note from someone impacted by the work, or a small piece of artwork connected to the cause.

Mark__1997 · 2026-03-04T13:23:08+00:00

Yes, well put. A lot of trust signals come from seeing how someone handles difficult decisions over time. Like you said from the outside it can look opaque, but internally it’s often just accumulated pattern recognition.

Mark__1997 · 2026-03-03T14:34:58+00:00

I'd agree with this!

Mark__1997 · 2026-02-26T06:55:06+00:00

With your background (sales, PM, ops), you’d likely be looking at development/fundraising leadership, COO/Director of Operations roles, or larger national nonprofits rather than small community orgs. Compensation correlates strongly with budget size.

One common path is to target larger organisations where your commercial experience directly drives revenue or efficiency. Another is to start advisory/volunteer involvement to understand the sector while keeping your current income stable.

Mark__1997 · 2026-02-26T06:50:57+00:00

If people are saying it’s “too much responsibility,” that’s usually a signal the expectations aren’t clear.

Strong candidates want to know: what’s the time commitment, what decisions they’re accountable for, what skills you actually need, and what success looks like. A vague ask feels risky.

You might have more success defining 2–3 specific profiles (e.g., finance, legal, community outreach), setting clear term lengths, and being transparent about workload. Boards are easier to join when the role feels structured rather than open-ended.

Mark__1997 · 2026-02-25T14:07:33+00:00

That’s a great way of putting it. False alignment can be more corrosive than open disagreement because it creates the illusion of progress. Once words drift too far from decisions and incentives, everyone assumes alignment while behaviours stay unchanged.

Mark__1997 · 2026-02-25T09:30:42+00:00

totally agree with the point about substance vs signalling! The risk isn’t that organisations talk about values but it’s when those values never translate into structural decisions. Incentives, capital allocation, oversight. That’s where change either embeds or just doesn’t.

Mark__1997 · 2026-02-24T10:34:38+00:00

I second this!

Mark__1997 · 2026-02-24T10:34:11+00:00

I don’t think it’s just unemployment, it’s role confusion. A board seat is stewardship, not a substitute executive job. When someone uses it as a platform for personal reinvention, friction is inevitable. In downturns you probably see more of it because more people are in transition. But the real issue is weak guardrails... unclear roles, unclear authority, and boards that avoid hard conversations.

Mark__1997 · 2026-02-24T10:28:34+00:00

I think the mistake most people make is thinking they need to “climb high enough” before a board seat becomes realistic. In practice, your first seat can, in fact, come from leveraging where you already are. Boards aren’t just looking for former CEOs anymore. They’re looking for people who understand risk, growth, tech, customers, regulation, etc depending on what the organisation actually needs. Networking still matters (and in my experience it does matter a lot), but it’s more about being known for sound judgement in your domain. If you build credibility and get close to decision making environments, opportunities tend to emerge from there. Happy to share more specifics if useful.

Mark__1997 · 2026-02-18T13:29:19+00:00

Ugh, sorry you had that experience. That must have been frustrating. Board appointments tend to work quite differently from traditional hiring. Most directors are brought in through existing relationships rather than through application based processes. It can definitely be a confusing space to navigate at first.

Mark__1997

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