As technology leaders take their place in corporate boardrooms, many in the governance community are celebrating. Clara Shih becoming a Starbucks director and Michele Romanow joining the board of Whistler Blackcomb are two such examples making news. And we are right to applaud these directors, and others like them, who bring valuable expertise in what is often their first board role.
If a “digital director” is going to enjoy lasting success, however, we need to do more than pat her on the back. The real work of facilitating a director’s contribution continues for years beyond the press release.
If you join a board that seeks IT expertise or you welcome a new colleague into such a role, there are ways smooth the on-ramp. Consider five approaches to setting up a tech-savvy recruit for success.
On-boarding a Digital Director
Although all new directors benefit from a thoughtfully organized orientation, a digital director may appreciate extra TLC. I recommend dividing orientation activities into two sessions, one focused on governance and strategy, and the other dedicated to key functions and operations.
The governance and strategy session should consider the director’s past board experience or lack thereof. Taking place prior to the first board meeting, this overview of governance practices and board norms can give a new director the lay of the land. And it helps to build ample time for IT into the operations session, so technical questions reach the right executive and avoid bogging down board meetings.
For more on insightful approaches to board orientation, I recommend this resource.
Providing Initial and Ongoing Coaching
Once a new recruit has their feet wet, coaching from fellow board members provides an invaluable feedback loop. As I’ve written previously, I see value in assigning all new directors a “board buddy.” Directors in their first terms also benefit from semi-annual lunch meetings with the chair and/or vice chair. These exchanges provide a forum for questions and feedback that improve performance and foster strong social ties.
Building Management Relationships
A new director’s relationship-building efforts should also extend to key management team members. In my work, the strongest performing CEOs proactively engage each director, often through one-on-one lunch meetings each year. Directors can show corresponding initiative by focusing their attention on management during board dinners, facility visits, and social activities.
Some management teams are particularly eager to include a new digital director in their tech brain trust. Advisors at Spencer Stuart recommend finding “opportunities to dig deeper — through special projects for the CEO or regular meetings with digital leaders in the business, for example.” It is important to work through the CEO to do so, however, else a new director can inadvertently irk the very people she is trying to support.
Encouraging Governance Training
I’m a training program addict, happily plunking down cash to learn at the feet of others. Although our most insightful learning often comes from first-hand experience, you can’t beat the efficiency of formal training. When a new director’s learning curve starts to level off somewhat, it’s time to go back to school.
Working towards the Chartered Director certification exposed me to the practices and challenges found in a hundred different boardrooms. This broad survey of organizations beyond my own gave me confidence to question the status quo and respectfully disagree with colleagues. If you resist this suggestion, it might be that you haven’t yet found the right program for you. (This post might help you in that regard.)
Creating a Forum for Adding Value
Perhaps most importantly, boards must encourage new directors to contribute as soon as possible. It’s unfortunate to see a board recruit a young tech entrepreneur and then go back to their same old ways.
Committee meetings can provide context for early contributions when the stakes seem less steep. At the end of each strategy off-site, ask a new director to present their view of the organization’s most promising opportunities. And when an ad hoc sub-committee arises in their area of expertise, appoint them the chair. Assuming the first four suggestions are underway, it’s not unreasonable to nudge a new director to the front row of the chorus line.
So many boards seek directors with digital, IT implementation and cybersecurity expertise. If you are fortunate to recruit such a unicorn, it would be a shame to waste the privilege. Fortunately, a handful of small investments can set new recruits up for success. And before long, a digital director will make such a positive impact that just one will not be enough.
Question: How do you support newly recruited directors on your boards? Do directors with digital expertise warrant special consideration and support?
Please share your response via Twitter, LinkedIn or e-mail.
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