Whether or not you might be an aspiring director or a director with a few years’ expertise behind you, one ought to by no means underestimate the ability of preparation for that subsequent board interview. The AICD lately spoke with Kevin A. Jurd MAICD, from main world government search agency Spencer Stuart to debate his high suggestions for nailing your subsequent interview and securing that board function.

“Only a espresso chat” is code for be ready

“If anybody ever invitations you to have espresso with the chair of the board through the recruitment section for a directorship function, don’t consider it. It’s code for be ready,” Jurd says.

It could look like an informal invitation, however the expectations are the identical, regardless whether or not the setting is a café or in a non-public assembly room. Be thorough together with your analysis and be ready to speak at size in regards to the organisation, its route and its strategic dangers.

First, do your homework on the board

“Be sure to do your due diligence on the board’s composition first. This train is basically vital and requires you to speculate loads of time, however it’s actually value it.”

“As a candidate, it’s essential that you simply perceive the talents make-up of the board, ranges of expertise and most significantly, how and why you’d match into the board. Ensure to have the ability to articulate how you’ll add worth to the organisation,” he explains.

Do a skills-matrix sort train and pay specific consideration to the board’s variety combine, its varied committee constructions, geographical location, and the tenure and specialties of every particular person director.

“Every of those components is a window into the boardroom.”

Then, do your homework on the enterprise

“Effectively, this half isn’t rocket science, however you’d be shocked how many individuals neglect to do the very fundamentals, and what number of extra fail to go that additional mile. There are two components to contemplate right here,” Jurd explains.

    • Exterior to the enterprise
      Stand up to hurry with the problems going through the sector as an entire. This reveals initiative and nice strategic perception. What are the methods exterior components are more likely to have an effect on the organisation? Have you ever thought of a response or resolution?Inside to the enterprise
    • Search out folks with ties to the organisation to get a greater understanding. Learn as a lot publicly accessible info you could. The chair and the CEO’s stories are an important place to begin getting a glimpse into the priorities for the enterprise.

“My recommendation to potential candidates is to go that one step additional, and take a view on the exterior goings-on and the interior priorities. Be capable to freely talk about your perspective. Nobody needs to hearken to you recite the web site verbatim.”

Three widespread errors

Jurd has seen candidates commit the identical errors when in search of a brand new board place. Right here he gives some steerage on how you can keep away from faltering on the interview hurdle.

    1. A quick search isn’t sufficient – Don’t simply take a look at the corporate web site for info. Search for media protection, go to the websites if it’s a bodily asset, buy a product if it’s a retailer. Present curiosity in them for them to point out curiosity in you.
    2. Hyperlink your experiences – Resounding suggestions from chairs is that candidates don’t articulate their experiences in a approach that reveals a robust sufficient understanding. Search for the similarities in enterprise patterns or enterprise fashions between your expertise and the organisation. It doesn’t essentially matter whether or not you’ve expertise within the particular business. The hot button is to seek out the parallels: is the enterprise a multisite? Is it owned by non-public fairness going to an IPO? Has it lately undergone a merger? Is it a majority family-owned enterprise? Is the organisation seeking to develop? There are similarities within the lifecycle of all organisations.
    3. Put together two examples. Stick to one – Typically the examples used at interview are too ‘skinny’, i.e. candidates skimmed over a number of examples with little element being connected to every situation. Put together two examples of strategic challenges you’ve confronted and the way you’ve approached it, however solely use one within the interview. Bear in mind, don’t drift into administration communicate and talk about the operational tactical implementation. Suppose like a director – huge image, technique and danger.