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    "result": {"pageContext":{"editorial":{"title":"Why Hedging Your Bets Between Full-Time and Fractional Is a Losing Game","description":"Life After Corporate CEO Debra Boulanger says replacing your corporate income comes down to one thing: refusing to operate from inside someone else's anxiety.","slug":{"current":"debra-boulanger-fractional-career-hedge"},"isPodcast":null,"megaphoneLink":null,"articleAuthor":{"name":"Debra Boulanger ","slug":{"current":"debra-boulanger"}},"byline":null,"publishDate":"2026-09-23","episodeImage":{"imageAltTag":null,"asset":null},"heroBackgroundColor":null,"heroImage":{"caption":null,"attribution":null,"altText":"Scale with coins representing balance of full-time and fractional work","asset":{"id":"image-8be858f8e5267bac487e7cd5cb4b12f1be6e5f36-1920x1104-jpg","url":"https://cdn.sanity.io/images/xcsyo6gw/production/8be858f8e5267bac487e7cd5cb4b12f1be6e5f36-1920x1104.jpg"}},"id":"-31e1ae33-f7f3-5471-950d-d7eb1d5ef93a","category":null,"editorialCategory":{"id":"-1459ffb0-8694-5a03-a471-a29b18179e1a","title":"Portfolio & Nonlinear Career Paths","slug":{"current":"portfolio-nonlinear-career-paths"}},"podcastDescription":null,"podcastTranscript":null,"isSponsored":null,"_rawSponsorship":null,"_updatedAt":"2026-09-24T16:32:55Z","content":[{"_key":"6feab98b31d2","_type":"block","children":[{"_key":"4a5c14c2303a0","_type":"span","marks":["6630f1802445","em"],"text":"Debra Boulanger"},{"_key":"4a5c14c2303a1","_type":"span","marks":["em"],"text":" is the founder and CEO of Life After Corporate, The Business Coaching Academy, and the Reliable Revenue Mastermind. She hosts the Life After Corporate Podcast and works with senior women on the one thing corporate never taught them: how to sell their own expertise and be well paid for it."}],"markDefs":[{"_key":"6630f1802445","_type":"link","href":"https://www.linkedin.com/in/debboulanger-thegreatdo-over/"}],"style":"normal"},{"_key":"aa41331eef91","_type":"block","children":[{"_key":"b780829089cb0","_type":"span","marks":[],"text":"Every woman I speak with who is debating launching a fractional advisory practice tells me the same thing: \"I don't know why I can't just bet on myself the way I know I should.\""}],"markDefs":[],"style":"normal"},{"_key":"64fd1e943a31","_type":"block","children":[{"_key":"c1a254912f5e0","_type":"span","marks":[],"text":"In reality, you’re not just betting on yourself. You are betting for three other people at the same time, and none of them wants you to lose."}],"markDefs":[],"style":"normal"},{"_key":"7a659623dd97","_type":"block","children":[{"_key":"840a718ea6740","_type":"span","marks":[],"text":"I have had this conversation a dozen times in the last six months, most of them with women I met through Chief. The details may change, but the arc of the conversation is nearly identical."}],"markDefs":[],"style":"normal"},{"_key":"c4d62a6ec3c5","_type":"block","children":[{"_key":"711ad33dc0410","_type":"span","marks":[],"text":"They say they are “being conservative” with their pricing while they get traction. They tell me they are “testing the market” with a fractional engagement while they keep an eye on the job boards. They tell me they are “being realistic” about how long it will take to land their first offer."}],"markDefs":[],"style":"normal"},{"_key":"bdf3fb33b015","_type":"block","children":[{"_key":"5752472bd9960","_type":"span","marks":[],"text":"Each of those sentences is anxiety masquerading as strategy."}],"markDefs":[],"style":"normal"},{"_key":"67affea4f82f","_type":"block","children":[{"_key":"5dcb7c4905510","_type":"span","marks":[],"text":"What they actually mean is: My spouse is watching the bank account. My kids are in private school. My parents are getting older. All those people are afraid of what my decision means for "},{"_key":"5dcb7c4905511","_type":"span","marks":["em"],"text":"them"},{"_key":"5dcb7c4905512","_type":"span","marks":[],"text":"."}],"markDefs":[],"style":"normal"},{"_key":"d9c313c2c88f","_type":"block","children":[{"_key":"0131929fea1b0","_type":"span","marks":["strong"],"text":"The Financial Anchor Nobody Names"}],"markDefs":[],"style":"heading2"},{"_key":"42d146b91c05","_type":"block","children":[{"_key":"dd06e32eed610","_type":"span","marks":[],"text":"Senior women in long corporate careers almost always become the financial anchor of something, whether it’s a household, an extended family, or a lifestyle the people around them have built on top of their consistent paycheck."}],"markDefs":[],"style":"normal"},{"_key":"ed63ddbfad86","_type":"block","children":[{"_key":"a6f6e867c37a0","_type":"span","marks":[],"text":"When they decide to leave, they are reorganizing the security of everyone who has come to rely on them. Other people’s fear is in the room, and they are the one who feels it."}],"markDefs":[],"style":"normal"},{"_key":"b6cb45c29888","_type":"block","children":[{"_key":"807527fbd3ce0","_type":"span","marks":[],"text":"You can hear that fear in how they describe their position:"}],"markDefs":[],"style":"normal"},{"_key":"8035b4307feb","_type":"block","children":[{"_key":"46db80db31ad0","_type":"span","marks":[],"text":"“I just need something predictable while we get used to the change.” ”I'm going to keep it small for the first year so we don't have to touch savings.” “I'd rather take the lower retainer than risk the bigger one not coming through.” And, from the coach I mentioned: “For my husband, the roadmap looks like I would need to show that I can replace my salary and have revenue booked to then leave. Which is very hard to do when I have a full-time job.”"}],"markDefs":[],"style":"normal"},{"_key":"b92f50b4888a","_type":"block","children":[{"_key":"7b52db32678d0","_type":"span","marks":["strong"],"text":"Every one of those sentences sounds rational, but they are a business decision being made inside someone else's nervous system. "},{"_key":"7b52db32678d1","_type":"span","marks":[],"text":"This is the invisible weight that makes smart women price small and hedge their bets, even though launching the fractional practice may be the better financial move long term."}],"markDefs":[],"style":"normal"},{"_key":"65ccecb8720b","_type":"block","children":[{"_key":"2f4bcae67c680","_type":"span","marks":["strong"],"text":"The Hedge That Looks Like a Strategy"}],"markDefs":[],"style":"heading2"},{"_key":"bf646063ec14","_type":"block","children":[{"_key":"e7e1d0df157f0","_type":"span","marks":[],"text":"You can build the business, or you can reassure the room. You can’t do both, but many women spend their first year trying."}],"markDefs":[],"style":"normal"},{"_key":"706c9bcc01c0","_type":"block","children":[{"_key":"9ac3521cfbfe0","_type":"span","marks":[],"text":"Going all in on the business means telling your spouse that consistent income is off the table for a while. Going back to corporate means admitting that the leap you announced publicly did not work. Neither option feels survivable, so you keep one foot in each and call it a strategy."}],"markDefs":[],"style":"normal"},{"_key":"0cae00926edb","_type":"block","children":[{"_key":"2fc8adba733a0","_type":"span","marks":[],"text":"From the outside, however, this reads as a stall."}],"markDefs":[],"style":"normal"},{"_key":"2045c7fe54b7","_type":"block","children":[{"_key":"b2eef94e27420","_type":"span","marks":[],"text":"The market can tell. The clients you are trying to sell to can feel the hedge in every conversation, and that is why your pipeline isn’t closing. Your network can tell, too. Split-footed, you are unreferable, because the people who want to help you don’t know what to say."}],"markDefs":[],"style":"normal"},{"_key":"ed6fdf41187e","_type":"block","children":[{"_key":"0ba6f2b66e8f0","_type":"span","marks":[],"text":"This is what most advice to women in transition gets wrong. The fastest path back to a full-time role, if that is what you eventually want, is to go all-in as a fractional advisor who solves one specific, expensive problem for one specific kind of buyer. I’ve watched it happen: A consulting client turns around and hires their embedded fractional CXO into a permanent C-Suite position."}],"markDefs":[],"style":"normal"},{"_key":"cdc024cd9339","_type":"block","children":[{"_key":"05bb2676f5e00","_type":"span","marks":["strong"],"text":"Betting it all on fractional is a power move that opens the door to full-time roles. Remaining split-footed closes the door to both."}],"markDefs":[],"style":"normal"},{"_key":"5fd437d7f47a","_type":"block","children":[{"_key":"e37d245bb5b60","_type":"span","marks":["strong"],"text":"Their Fear Is Not Yours"}],"markDefs":[],"style":"heading2"},{"_key":"ece9634275f6","_type":"block","children":[{"_key":"4a3000b164cb0","_type":"span","marks":[],"text":"I sat with a senior executive this summer who had negotiated a multi-year ramp-down with her CEO and her husband in the same season. She had a quarter of a million saved and a $100,000 first-year floor she had already half-proven working nights. I asked her what she was afraid of."}],"markDefs":[],"style":"normal"},{"_key":"c6da90b5b78f","_type":"block","children":[{"_key":"297f23c698f30","_type":"span","marks":[],"text":"\"My husband doesn't agree with what I'm doing.\""}],"markDefs":[],"style":"normal"},{"_key":"a29542691981","_type":"block","children":[{"_key":"f00a08d127da0","_type":"span","marks":[],"text":"As I told her, that was his fear, not yours."}],"markDefs":[],"style":"normal"},{"_key":"7198f1c946b3","_type":"block","children":[{"_key":"b5b3b0f13d3b0","_type":"span","marks":[],"text":"It will feel like yours, because you love them, and because being the anchor is part of how you have understood your value for most of your adult life. But the fear of the people who have depended on your paycheck is separate from your fear as the person doing the building. Only one of them is qualified to price your offer or shape your positioning."}],"markDefs":[],"style":"normal"},{"_key":"8ba3490239b1","_type":"block","children":[{"_key":"07f889f351250","_type":"span","marks":[],"text":"Beyond the website, the offer stack, or the lead magnet, the real work in your first year as a fractional executive is learning to hear your own voice."}],"markDefs":[],"style":"normal"},{"_key":"24230bcb76d4","_type":"block","children":[{"_key":"a403f714635c0","_type":"span","marks":["strong"],"text":"If You Can't Bet on Yourself, Who Can?"}],"markDefs":[],"style":"heading2"},{"_key":"8a8a6f504f56","_type":"block","children":[{"_key":"1795a1aba80c0","_type":"span","marks":[],"text":"The difference between the women who replace their corporate income in year two and the women who are still hedging in year three comes down to their willingness to stop running their business from inside someone else's anxiety and plant both feet on one side of the line."}],"markDefs":[],"style":"normal"},{"_key":"4585ea9e4d8f","_type":"block","children":[{"_key":"e9a426406e8a0","_type":"span","marks":[],"text":"Your business cannot be the place where you absorb the fears of everyone who has ever counted on you. If it is, you have not left corporate. You have just moved the org chart into your home office."}],"markDefs":[],"style":"normal"},{"_key":"d7905dda693b","_type":"block","children":[{"_key":"94a64f78eac90","_type":"span","marks":[],"text":"You are allowed to build something your household has to adjust to. It’s simply the price of building something that will, eventually, carry all of you further than the paycheck ever did."}],"markDefs":[],"style":"normal"}],"supportingContent":null,"_rawEditorialCategory":{"_id":"cb81834e-efb7-4ed6-b4c0-3f4aaa8d9afc","_type":"category","_rev":"lCyVbldkBR4D0kE0au8Ob6","_createdAt":"2025-10-09T14:06:33Z","_updatedAt":"2025-10-26T16:01:20Z","description":"The career ladder is broken. See how women leaders are crafting multifaceted careers through bold pivots, side ventures, and non-traditional paths to success.","hideFromNav":false,"seo":{"_type":"seoFields","seoDescription":"Explore how women leaders are building dynamic, nonlinear careers. 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Boards don’t hire for potential, they hire "},{"_key":"e923c1f45faa1","_type":"span","marks":["a1c9cc4ce979"],"text":"problem-solvers"},{"_key":"e923c1f45faa2","_type":"span","marks":[],"text":". A board seat requires a specific match between an organization's problem and your interest and ability to solve it. So instead of asking how you get on a board, ask: What governance-level problems am I uniquely qualified to solve?"}],"markDefs":[{"_key":"a1c9cc4ce979","_type":"link","href":"https://chief.com/articles/land-a-board-seat"}],"style":"normal"},{"_key":"2bcb4bc78cee","_type":"block","children":[{"_key":"a9c55a754ca60","_type":"span","marks":["strong"],"text":"Start With Why, Not What"}],"markDefs":[],"style":"heading2"},{"_key":"c9cc74cc4058","_type":"block","children":[{"_key":"1a9324669f700","_type":"span","marks":[],"text":"I like to introduce this with Ikigai, the framework for finding purpose at "},{"_key":"1a9324669f701","_type":"span","marks":["2106ffe94637"],"text":"the intersection"},{"_key":"1a9324669f702","_type":"span","marks":[],"text":" of what you're good at, what you love, and what the world needs. In my experience, too many executives pursue board work simply because it "},{"_key":"1a9324669f703","_type":"span","marks":["em"],"text":"looks"},{"_key":"1a9324669f704","_type":"span","marks":[],"text":" like the natural next step after a long climb."}],"markDefs":[{"_key":"2106ffe94637","_type":"link","href":"https://chief.com/articles/prioritizing-alignment-over-authority"}],"style":"normal"},{"_key":"e04553c2aa2b","_type":"block","children":[{"_key":"d932a369919e0","_type":"span","marks":[],"text":"I also think a lot about David Brooks’ idea of the “second mountain.” He describes this as the shift from a career built on achievement to one built on contribution. The real question isn’t whether you’re qualified for a board seat. It’s whether "},{"_key":"d932a369919e1","_type":"span","marks":["b9ea20bea729"],"text":"board service"},{"_key":"d932a369919e2","_type":"span","marks":[],"text":" is the right vehicle for what you want to give back versus consulting, advisory work, or "},{"_key":"d932a369919e3","_type":"span","marks":["e1fcfb081a2a"],"text":"something else entirely"},{"_key":"d932a369919e4","_type":"span","marks":[],"text":". That clarity is what gives you the stamina for the unglamorous work of getting there."}],"markDefs":[{"_key":"b9ea20bea729","_type":"link","href":"https://chief.com/category/board-readiness-service"},{"_key":"e1fcfb081a2a","_type":"link","href":"https://chief.com/articles/when-ambition-evolves-our-definitions-should-too"}],"style":"normal"},{"_key":"494047785aae","_type":"block","children":[{"_key":"67573b969cb20","_type":"span","marks":["strong"],"text":"Action: Reflect on Your Why"}],"markDefs":[],"style":"heading3"},{"_key":"0f98b47936d2","_type":"block","children":[{"_key":"5766b4479c740","_type":"span","marks":[],"text":"Before you start pursuing any board seat, sit with a harder question: Why do you actually want this?"}],"markDefs":[],"style":"normal"},{"_key":"a21f46724da9","_type":"block","children":[{"_key":"2f6eea55b8f80","_type":"span","marks":[],"text":"Is it "},{"_key":"2f6eea55b8f81","_type":"span","marks":["strong"],"text":"identity"},{"_key":"2f6eea55b8f82","_type":"span","marks":[],"text":"? Does a board seat feel like the pinnacle of a career and would finally make you feel legitimized and accomplished? It’s important to dig into what is really driving you and is it for you or someone else’s definition of success."}],"markDefs":[],"style":"normal"},{"_key":"1d253e5d1b46","_type":"block","children":[{"_key":"6cd259f1f8690","_type":"span","marks":[],"text":"Is it "},{"_key":"6cd259f1f8691","_type":"span","marks":["strong"],"text":"compensation"},{"_key":"6cd259f1f8692","_type":"span","marks":[],"text":"? That’s legitimate because public boards and PE-backed boards pay real money. But if income is the driver, what else are you doing to meet your financial goal?"}],"markDefs":[],"style":"normal"},{"_key":"b499437f5d2f","_type":"block","children":[{"_key":"40fcc38ab4570","_type":"span","marks":[],"text":"Is it "},{"_key":"40fcc38ab4571","_type":"span","marks":["strong"],"text":"influence"},{"_key":"40fcc38ab4572","_type":"span","marks":[],"text":"? Do you want to shape how a company is governed, how capital gets allocated, how leadership gets held accountable?"}],"markDefs":[],"style":"normal"},{"_key":"0cd1ef48fa57","_type":"block","children":[{"_key":"033e161a6f0e0","_type":"span","marks":[],"text":"Is it "},{"_key":"033e161a6f0e1","_type":"span","marks":["strong"],"text":"passion"},{"_key":"033e161a6f0e2","_type":"span","marks":[],"text":"? Is there a mission or an industry you care deeply about? Check in with yourself: Will the board feel too distant from direct impact?"}],"markDefs":[],"style":"normal"},{"_key":"a22ca3392451","_type":"block","children":[{"_key":"b150a475c49c0","_type":"span","marks":[],"text":"Or is it "},{"_key":"b150a475c49c1","_type":"span","marks":["strong"],"text":"learning"},{"_key":"b150a475c49c2","_type":"span","marks":[],"text":"? Maybe you want to build the governance muscle before you go bigger. That’s a good reason to start with a smaller board where you can actually be in the room, not just in a seat."}],"markDefs":[],"style":"normal"},{"_key":"905cdfd7b7ed","_type":"block","children":[{"_key":"9a35244858840","_type":"span","marks":[],"text":"It’s also important to consider what lifestyle you want in this chapter. How many hours do you want to work? How much flexibility do you want? How much travel?"}],"markDefs":[],"style":"normal"},{"_key":"7e9360ceee4f","_type":"block","children":[{"_key":"90972055fe6d0","_type":"span","marks":[],"text":"Most of you will have a mix of these. But getting clear on your real motivation helps you filter. It keeps you from saying yes to the wrong thing just because it showed up first."}],"markDefs":[],"style":"normal"},{"_key":"eda0980b7e3b","_type":"block","children":[{"_key":"e863423afdd90","_type":"span","marks":["strong"],"text":"The Landscape Isn’t One Thing"}],"markDefs":[],"style":"heading2"},{"_key":"5fbeee2e1dd9","_type":"block","children":[{"_key":"4bedfc20afb10","_type":"span","marks":[],"text":"I break boards into categories, each with a different bar and a different value exchange:"}],"markDefs":[],"style":"normal"},{"_key":"5f86a1cc4ec4","_type":"block","children":[{"_key":"a40140068ad40","_type":"span","marks":["strong"],"text":"Public boards"},{"_key":"a40140068ad41","_type":"span","marks":[],"text":" — hardest to access, although I’ve seen smaller public companies serve as strong training grounds."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"8292fa12898b","_type":"block","children":[{"_key":"1dd95efa09990","_type":"span","marks":["strong"],"text":"Private company boards"},{"_key":"1dd95efa09991","_type":"span","marks":[],"text":" — moderate access, with fit driven by company stage."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"0f665bc55767","_type":"block","children":[{"_key":"c502366912470","_type":"span","marks":["strong"],"text":"Private equity boards"},{"_key":"c502366912471","_type":"span","marks":[],"text":" — built around one specific, hard problem (e.g., heavy M&A experience, a go-to-market motion), not a general resume."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"693d4f332336","_type":"block","children":[{"_key":"1608b040e35d0","_type":"span","marks":["strong"],"text":"Advisory and nonprofit boards"},{"_key":"1608b040e35d1","_type":"span","marks":[],"text":" — often unpaid, more hands-on, and a common entry point."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"4c05c54ea558","_type":"block","children":[{"_key":"ca252984653f0","_type":"span","marks":[],"text":"One nuance I always flag: Many PE firms use board seats to audition future executives. It's easier for them to take somebody in and out of a board than to take them in and out of a C-Suite seat, so a board seat can be a real pathway into an operating role."}],"markDefs":[],"style":"normal"},{"_key":"3e2693fb2337","_type":"block","children":[{"_key":"564dc968eaf70","_type":"span","marks":["strong"],"text":"The Number That Should Change Your Strategy"}],"markDefs":[],"style":"heading2"},{"_key":"2bd625b98af8","_type":"block","children":[{"_key":"6ec1584db6520","_type":"span","marks":[],"text":"Here’s the stat I build most of my advice around: "},{"_key":"6ec1584db6521","_type":"span","marks":["strong","c3791e41e654"],"text":"Roughly 80%"},{"_key":"0086d9d08f5f","_type":"span","marks":["strong"],"text":" of board seats are filled through relationships, not search firms."},{"_key":"6ec1584db6522","_type":"span","marks":[],"text":" Only 20% come through formal recruiting."}],"markDefs":[{"_key":"c3791e41e654","_type":"link","href":"https://www.boardprospects.com/blog/landing-a-board-seat-in-a-tightening-market"}],"style":"normal"},{"_key":"190cf25b96b2","_type":"block","children":[{"_key":"a8eb050dd26a0","_type":"span","marks":[],"text":"That doesn’t mean search relationships are useless — they’re still valuable, and you should build relationships with top search professionals within your industry or function. But it does mean visibility is doing most of the work. When a board chair asks their network “Who do you know,” you want to "},{"_key":"a8eb050dd26a1","_type":"span","marks":["2474e49d8df2"],"text":"be the name that surfaces"},{"_key":"a8eb050dd26a2","_type":"span","marks":[],"text":". That reputation is built well before a seat opens, not in response to one."}],"markDefs":[{"_key":"2474e49d8df2","_type":"link","href":"https://chief.com/articles/jessica-martinez-sponsorship-beyond-cubicle"}],"style":"normal"},{"_key":"4fcf42fb979c","_type":"block","children":[{"_key":"c8cb83184bfc0","_type":"span","marks":[],"text":"My advice: Skip the big networking event. Prioritize one-on-one coffee chats with people who are already on boards where you may be a good fit. Ask how they got there, and ask directly for introductions. Depth with fewer people compounds faster. Network like a researcher, not a salesperson, and lead with curiosity versus an agenda. You may just uncover something even better aligned."}],"markDefs":[],"style":"normal"},{"_key":"c1d73030ab7b","_type":"block","children":[{"_key":"738a7e18410d0","_type":"span","marks":["strong"],"text":"What Boards Are Screening For"}],"markDefs":[],"style":"heading2"},{"_key":"1d3ef720ca33","_type":"block","children":[{"_key":"03292d1be7360","_type":"span","marks":[],"text":"I lean on Egon Zehnder’s annual global board survey for this, and I think about it in two buckets: skills and behaviors."}],"markDefs":[],"style":"normal"},{"_key":"c201a021110f","_type":"block","children":[{"_key":"fe4a16578fea0","_type":"span","marks":[],"text":"On skills, industry depth is tablestakes, but given this moment so is "},{"_key":"fe4a16578fea1","_type":"span","marks":["3a654f176a39","strong"],"text":"AI fluency"},{"_key":"fe4a16578fea2","_type":"span","marks":[],"text":" — not expertise, but a point of view on governance questions like who owns AI decisions and whether it'’ viewed as cost-cutting or performance enhancement. "},{"_key":"fe4a16578fea3","_type":"span","marks":["strong"],"text":"Geopolitical acumen"},{"_key":"fe4a16578fea4","_type":"span","marks":[],"text":" matters, too, as even domestic companies carry global exposure through supply chains."}],"markDefs":[{"_key":"3a654f176a39","_type":"link","href":"https://chief.com/women-leaders-agentic-ai-study-2026"}],"style":"normal"},{"_key":"3387797253e8","_type":"block","children":[{"_key":"cca58c3a196c0","_type":"span","marks":[],"text":"On behaviors, four capabilities come up again and again: "},{"_key":"cca58c3a196c1","_type":"span","marks":["strong"],"text":"self-awareness"},{"_key":"cca58c3a196c2","_type":"span","marks":[],"text":" (knowing precisely what you bring), "},{"_key":"cca58c3a196c3","_type":"span","marks":["strong"],"text":"relational intelligence"},{"_key":"cca58c3a196c4","_type":"span","marks":[],"text":" (reading what’s not being said and having the courage to name it), "},{"_key":"cca58c3a196c5","_type":"span","marks":["strong"],"text":"contextual intelligence"},{"_key":"cca58c3a196c6","_type":"span","marks":[],"text":" (staying aware of the broader competitive landscape), and "},{"_key":"cca58c3a196c7","_type":"span","marks":["strong"],"text":"clarity of purpose"},{"_key":"cca58c3a196c8","_type":"span","marks":[],"text":"."}],"markDefs":[],"style":"normal"},{"_key":"5f04f84c69fb","_type":"block","children":[{"_key":"a83f8f61b9ef0","_type":"span","marks":[],"text":"Governance is truly different from leadership and management. There are some excellent board readiness programs with the NACD, universities, and leadership development organizations."}],"markDefs":[],"style":"normal"},{"_key":"8524247eb3ce","_type":"block","children":[{"_key":"c1e7b77ed1d10","_type":"span","marks":[],"text":"One thing I find encouraging: Despite a shifting political climate around DEI, "},{"_key":"a4e2fa526b47","_type":"span","marks":["a2b8d5be862e"],"text":"94% of directors"},{"_key":"46f8dc203ee7","_type":"span","marks":[],"text":" surveyed say they’re still actively working to broaden board representation, driven by data showing diverse boards perform better."}],"markDefs":[{"_key":"a2b8d5be862e","_type":"link","href":"https://www.egonzehnder.com/press-release/global-study-finds-inclusion-drives-better-decisions-stronger-corporate-boards"}],"style":"normal"},{"_key":"8abe0bcb6eb8","_type":"block","children":[{"_key":"f94ffdb823740","_type":"span","marks":["strong"],"text":"Action: Get Clear on Your Value Proposition"}],"markDefs":[],"style":"heading3"},{"_key":"3e890a7c8a64","_type":"block","children":[{"_key":"9bd19366084a0","_type":"span","marks":[],"text":"Once you know your “why,” here’s how to build the two sentences that will carry you into every room."}],"markDefs":[],"style":"normal"},{"_key":"a3a9c32c490a","_type":"block","children":[{"_key":"35ef64577c060","_type":"span","marks":[],"text":"You’re answering three things: What domain do you know deeply from having operated inside it? What hard problems have you solved — not managed, "},{"_key":"35ef64577c061","_type":"span","marks":["em"],"text":"solved"},{"_key":"35ef64577c062","_type":"span","marks":[],"text":"? And why is that combination rare?"}],"markDefs":[],"style":"normal"},{"_key":"8edc34738de8","_type":"block","children":[{"_key":"e5377870a14f0","_type":"span","marks":[],"text":"I often give this example:"}],"markDefs":[],"style":"normal"},{"_key":"1fc62cf2b758","_type":"block","children":[{"_key":"123971c543440","_type":"span","marks":[],"text":"“I spent 20 years building and scaling technology businesses in financial services. I understand the intersection of regulation, customer experience, and technology.”"}],"markDefs":[],"style":"normal"},{"_key":"6e891322f298","_type":"block","children":[{"_key":"2aa53916c5810","_type":"span","marks":[],"text":"Two sentences, immediate context, a clear pattern of expertise, and implicit rarity. That’s the level of precision boards, and the people referring candidates to them, respond to."}],"markDefs":[],"style":"normal"},{"_key":"082c1f6e0006","_type":"block","children":[{"_key":"8a3582f0475d0","_type":"span","marks":[],"text":"The formula is industry-agnostic but the structure is the same: domain, hard problems you’ve actually solved, and what makes the combination rare."}],"markDefs":[],"style":"normal"},{"_key":"636f7ca7bf2a","_type":"block","children":[{"_key":"af371df717950","_type":"span","marks":["strong"],"text":"A Few Other Truths I Tell Clients to Keep in Mind"}],"markDefs":[],"style":"heading2"},{"_key":"543c21c1642b","_type":"block","children":[{"_key":"95e94f0363e30","_type":"span","marks":["strong"],"text":"Board service isn’t for everyone."},{"_key":"95e94f0363e31","_type":"span","marks":[],"text":" And that isn’t a commentary on capability. The right question is always what you’re actually trying to achieve."}],"level":1,"listItem":"number","markDefs":[],"style":"normal"},{"_key":"087c7b7e160e","_type":"block","children":[{"_key":"88d675e8c0540","_type":"span","marks":["strong"],"text":"The pressure to have a polished “why I left” narrative is self-imposed."},{"_key":"88d675e8c0541","_type":"span","marks":[],"text":" I’ve watched women in my search practice and coaching groups describe feeling the need to justify stepping back from corporate roles. My take: You can leave for whatever reason you want. Performance requires rest, clarity, and alignment. Do what you need to get those things."}],"level":1,"listItem":"number","markDefs":[],"style":"normal"},{"_key":"4cb49514eef2","_type":"block","children":[{"_key":"6069f1116a020","_type":"span","marks":["strong"],"text":"Age bias runs both directions."},{"_key":"6069f1116a021","_type":"span","marks":[],"text":" Under 40 is a tough sell for most boards, just not enough scope of experience yet. On the older end, the bias is less about age and more about whether you can demonstrate current fluency in things like technology and cybersecurity. This is also why a sitting executive can be more attractive than someone further removed from operating life: You’re in the hot seat day to day, and that timely, current experience is exactly what a board needs when it’s working through a governance-level challenge in real time. Boards want people who are relevant and take it upon themselves to stay up to date on the broader world context, the industry, and the company."}],"level":1,"listItem":"number","markDefs":[],"style":"normal"},{"_key":"80336e1e628d","_type":"block","children":[{"_key":"3438aea11c150","_type":"span","marks":["strong"],"text":"The Takeaway"}],"markDefs":[],"style":"heading2"},{"_key":"800cfcffbdcb","_type":"block","children":[{"_key":"3a64f5c30efe0","_type":"span","marks":[],"text":"If you do decide to pursue a board position, board readiness isn’t about being qualified or accumulating more experience. My hunch is that if you want to serve there is a board out there who needs you. It’s about the precision to reach the right network. That means knowing exactly what problem you solve, saying it in a way a stranger three connections away could repeat on your behalf, and showing up consistently in the relationships where that message can travel."}],"markDefs":[],"style":"normal"}],"supportingContent":null,"_rawEditorialCategory":{"_id":"592a1673-6404-4743-8287-9d1dd095b3fa","_type":"category","_rev":"SiJoPpsxLhzmIkVzkhdnxz","_createdAt":"2025-10-09T14:07:12Z","_updatedAt":"2026-02-17T21:45:49Z","description":"Serving on a board looks different today than it did a few years ago. Find out how expectations have evolved and how to prepare for your seat at the table.","hideFromNav":false,"seo":{"_type":"seoFields","seoDescription":"What it takes to serve on a board has changed significantly. Understand the evolving requirements to better navigate your path to the boardroom. ","seoMetaTitle":"Chief | Board Readiness & Service - Joining a Board"},"slug":{"_type":"slug","current":"board-readiness-service"},"title":"Board Readiness & Service","id":"-277c24c9-fa51-5dd0-8688-175cb8968634","children":[],"parent":null},"article_related_series":null},"slug":"adrienne-fretz-board-seat-would-you-hire-yourself","heroImage":{"caption":null,"attribution":null,"altText":"Image of boardroom ","asset":{"id":"image-88960bab4b0fee60af47f4071356f09a148c5950-1920x1104-jpg","url":"https://cdn.sanity.io/images/xcsyo6gw/production/88960bab4b0fee60af47f4071356f09a148c5950-1920x1104.jpg"}},"content":[{"_key":"6eb341b634f9","_type":"block","children":[{"_key":"bfb9be4678250","_type":"span","marks":["em"],"text":"Longtime Chief Member Adrienne Fretz is founder of Anso Partners, a human capital search and talent advisory firm."}],"markDefs":[],"style":"normal"},{"_key":"102492cdd272","_type":"block","children":[{"_key":"07b15b41204c0","_type":"span","marks":[],"text":"Most people start with “How do I get on a board?” But I’d rather start here: "},{"_key":"07b15b41204c1","_type":"span","marks":["strong"],"text":"Would you hire yourself?"}],"markDefs":[],"style":"normal"},{"_key":"a7f6cf1f6173","_type":"block","children":[{"_key":"e923c1f45faa0","_type":"span","marks":[],"text":"It changes everything downstream. Boards don’t hire for potential, they hire "},{"_key":"e923c1f45faa1","_type":"span","marks":["a1c9cc4ce979"],"text":"problem-solvers"},{"_key":"e923c1f45faa2","_type":"span","marks":[],"text":". A board seat requires a specific match between an organization's problem and your interest and ability to solve it. So instead of asking how you get on a board, ask: What governance-level problems am I uniquely qualified to solve?"}],"markDefs":[{"_key":"a1c9cc4ce979","_type":"link","href":"https://chief.com/articles/land-a-board-seat"}],"style":"normal"},{"_key":"2bcb4bc78cee","_type":"block","children":[{"_key":"a9c55a754ca60","_type":"span","marks":["strong"],"text":"Start With Why, Not What"}],"markDefs":[],"style":"heading2"},{"_key":"c9cc74cc4058","_type":"block","children":[{"_key":"1a9324669f700","_type":"span","marks":[],"text":"I like to introduce this with Ikigai, the framework for finding purpose at "},{"_key":"1a9324669f701","_type":"span","marks":["2106ffe94637"],"text":"the intersection"},{"_key":"1a9324669f702","_type":"span","marks":[],"text":" of what you're good at, what you love, and what the world needs. In my experience, too many executives pursue board work simply because it "},{"_key":"1a9324669f703","_type":"span","marks":["em"],"text":"looks"},{"_key":"1a9324669f704","_type":"span","marks":[],"text":" like the natural next step after a long climb."}],"markDefs":[{"_key":"2106ffe94637","_type":"link","href":"https://chief.com/articles/prioritizing-alignment-over-authority"}],"style":"normal"},{"_key":"e04553c2aa2b","_type":"block","children":[{"_key":"d932a369919e0","_type":"span","marks":[],"text":"I also think a lot about David Brooks’ idea of the “second mountain.” He describes this as the shift from a career built on achievement to one built on contribution. The real question isn’t whether you’re qualified for a board seat. It’s whether "},{"_key":"d932a369919e1","_type":"span","marks":["b9ea20bea729"],"text":"board service"},{"_key":"d932a369919e2","_type":"span","marks":[],"text":" is the right vehicle for what you want to give back versus consulting, advisory work, or "},{"_key":"d932a369919e3","_type":"span","marks":["e1fcfb081a2a"],"text":"something else entirely"},{"_key":"d932a369919e4","_type":"span","marks":[],"text":". That clarity is what gives you the stamina for the unglamorous work of getting there."}],"markDefs":[{"_key":"b9ea20bea729","_type":"link","href":"https://chief.com/category/board-readiness-service"},{"_key":"e1fcfb081a2a","_type":"link","href":"https://chief.com/articles/when-ambition-evolves-our-definitions-should-too"}],"style":"normal"},{"_key":"494047785aae","_type":"block","children":[{"_key":"67573b969cb20","_type":"span","marks":["strong"],"text":"Action: Reflect on Your Why"}],"markDefs":[],"style":"heading3"},{"_key":"0f98b47936d2","_type":"block","children":[{"_key":"5766b4479c740","_type":"span","marks":[],"text":"Before you start pursuing any board seat, sit with a harder question: Why do you actually want this?"}],"markDefs":[],"style":"normal"},{"_key":"a21f46724da9","_type":"block","children":[{"_key":"2f6eea55b8f80","_type":"span","marks":[],"text":"Is it "},{"_key":"2f6eea55b8f81","_type":"span","marks":["strong"],"text":"identity"},{"_key":"2f6eea55b8f82","_type":"span","marks":[],"text":"? Does a board seat feel like the pinnacle of a career and would finally make you feel legitimized and accomplished? It’s important to dig into what is really driving you and is it for you or someone else’s definition of success."}],"markDefs":[],"style":"normal"},{"_key":"1d253e5d1b46","_type":"block","children":[{"_key":"6cd259f1f8690","_type":"span","marks":[],"text":"Is it "},{"_key":"6cd259f1f8691","_type":"span","marks":["strong"],"text":"compensation"},{"_key":"6cd259f1f8692","_type":"span","marks":[],"text":"? That’s legitimate because public boards and PE-backed boards pay real money. But if income is the driver, what else are you doing to meet your financial goal?"}],"markDefs":[],"style":"normal"},{"_key":"b499437f5d2f","_type":"block","children":[{"_key":"40fcc38ab4570","_type":"span","marks":[],"text":"Is it "},{"_key":"40fcc38ab4571","_type":"span","marks":["strong"],"text":"influence"},{"_key":"40fcc38ab4572","_type":"span","marks":[],"text":"? Do you want to shape how a company is governed, how capital gets allocated, how leadership gets held accountable?"}],"markDefs":[],"style":"normal"},{"_key":"0cd1ef48fa57","_type":"block","children":[{"_key":"033e161a6f0e0","_type":"span","marks":[],"text":"Is it "},{"_key":"033e161a6f0e1","_type":"span","marks":["strong"],"text":"passion"},{"_key":"033e161a6f0e2","_type":"span","marks":[],"text":"? Is there a mission or an industry you care deeply about? Check in with yourself: Will the board feel too distant from direct impact?"}],"markDefs":[],"style":"normal"},{"_key":"a22ca3392451","_type":"block","children":[{"_key":"b150a475c49c0","_type":"span","marks":[],"text":"Or is it "},{"_key":"b150a475c49c1","_type":"span","marks":["strong"],"text":"learning"},{"_key":"b150a475c49c2","_type":"span","marks":[],"text":"? Maybe you want to build the governance muscle before you go bigger. That’s a good reason to start with a smaller board where you can actually be in the room, not just in a seat."}],"markDefs":[],"style":"normal"},{"_key":"905cdfd7b7ed","_type":"block","children":[{"_key":"9a35244858840","_type":"span","marks":[],"text":"It’s also important to consider what lifestyle you want in this chapter. How many hours do you want to work? How much flexibility do you want? How much travel?"}],"markDefs":[],"style":"normal"},{"_key":"7e9360ceee4f","_type":"block","children":[{"_key":"90972055fe6d0","_type":"span","marks":[],"text":"Most of you will have a mix of these. But getting clear on your real motivation helps you filter. It keeps you from saying yes to the wrong thing just because it showed up first."}],"markDefs":[],"style":"normal"},{"_key":"eda0980b7e3b","_type":"block","children":[{"_key":"e863423afdd90","_type":"span","marks":["strong"],"text":"The Landscape Isn’t One Thing"}],"markDefs":[],"style":"heading2"},{"_key":"5fbeee2e1dd9","_type":"block","children":[{"_key":"4bedfc20afb10","_type":"span","marks":[],"text":"I break boards into categories, each with a different bar and a different value exchange:"}],"markDefs":[],"style":"normal"},{"_key":"5f86a1cc4ec4","_type":"block","children":[{"_key":"a40140068ad40","_type":"span","marks":["strong"],"text":"Public boards"},{"_key":"a40140068ad41","_type":"span","marks":[],"text":" — hardest to access, although I’ve seen smaller public companies serve as strong training grounds."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"8292fa12898b","_type":"block","children":[{"_key":"1dd95efa09990","_type":"span","marks":["strong"],"text":"Private company boards"},{"_key":"1dd95efa09991","_type":"span","marks":[],"text":" — moderate access, with fit driven by company stage."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"0f665bc55767","_type":"block","children":[{"_key":"c502366912470","_type":"span","marks":["strong"],"text":"Private equity boards"},{"_key":"c502366912471","_type":"span","marks":[],"text":" — built around one specific, hard problem (e.g., heavy M&A experience, a go-to-market motion), not a general resume."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"693d4f332336","_type":"block","children":[{"_key":"1608b040e35d0","_type":"span","marks":["strong"],"text":"Advisory and nonprofit boards"},{"_key":"1608b040e35d1","_type":"span","marks":[],"text":" — often unpaid, more hands-on, and a common entry point."}],"level":1,"listItem":"bullet","markDefs":[],"style":"normal"},{"_key":"4c05c54ea558","_type":"block","children":[{"_key":"ca252984653f0","_type":"span","marks":[],"text":"One nuance I always flag: Many PE firms use board seats to audition future executives. It's easier for them to take somebody in and out of a board than to take them in and out of a C-Suite seat, so a board seat can be a real pathway into an operating role."}],"markDefs":[],"style":"normal"},{"_key":"3e2693fb2337","_type":"block","children":[{"_key":"564dc968eaf70","_type":"span","marks":["strong"],"text":"The Number That Should Change Your Strategy"}],"markDefs":[],"style":"heading2"},{"_key":"2bd625b98af8","_type":"block","children":[{"_key":"6ec1584db6520","_type":"span","marks":[],"text":"Here’s the stat I build most of my advice around: "},{"_key":"6ec1584db6521","_type":"span","marks":["strong","c3791e41e654"],"text":"Roughly 80%"},{"_key":"0086d9d08f5f","_type":"span","marks":["strong"],"text":" of board seats are filled through relationships, not search firms."},{"_key":"6ec1584db6522","_type":"span","marks":[],"text":" Only 20% come through formal recruiting."}],"markDefs":[{"_key":"c3791e41e654","_type":"link","href":"https://www.boardprospects.com/blog/landing-a-board-seat-in-a-tightening-market"}],"style":"normal"},{"_key":"190cf25b96b2","_type":"block","children":[{"_key":"a8eb050dd26a0","_type":"span","marks":[],"text":"That doesn’t mean search relationships are useless — they’re still valuable, and you should build relationships with top search professionals within your industry or function. But it does mean visibility is doing most of the work. When a board chair asks their network “Who do you know,” you want to "},{"_key":"a8eb050dd26a1","_type":"span","marks":["2474e49d8df2"],"text":"be the name that surfaces"},{"_key":"a8eb050dd26a2","_type":"span","marks":[],"text":". That reputation is built well before a seat opens, not in response to one."}],"markDefs":[{"_key":"2474e49d8df2","_type":"link","href":"https://chief.com/articles/jessica-martinez-sponsorship-beyond-cubicle"}],"style":"normal"},{"_key":"4fcf42fb979c","_type":"block","children":[{"_key":"c8cb83184bfc0","_type":"span","marks":[],"text":"My advice: Skip the big networking event. Prioritize one-on-one coffee chats with people who are already on boards where you may be a good fit. Ask how they got there, and ask directly for introductions. Depth with fewer people compounds faster. Network like a researcher, not a salesperson, and lead with curiosity versus an agenda. You may just uncover something even better aligned."}],"markDefs":[],"style":"normal"},{"_key":"c1d73030ab7b","_type":"block","children":[{"_key":"738a7e18410d0","_type":"span","marks":["strong"],"text":"What Boards Are Screening For"}],"markDefs":[],"style":"heading2"},{"_key":"1d3ef720ca33","_type":"block","children":[{"_key":"03292d1be7360","_type":"span","marks":[],"text":"I lean on Egon Zehnder’s annual global board survey for this, and I think about it in two buckets: skills and behaviors."}],"markDefs":[],"style":"normal"},{"_key":"c201a021110f","_type":"block","children":[{"_key":"fe4a16578fea0","_type":"span","marks":[],"text":"On skills, industry depth is tablestakes, but given this moment so is "},{"_key":"fe4a16578fea1","_type":"span","marks":["3a654f176a39","strong"],"text":"AI fluency"},{"_key":"fe4a16578fea2","_type":"span","marks":[],"text":" — not expertise, but a point of view on governance questions like who owns AI decisions and whether it'’ viewed as cost-cutting or performance enhancement. "},{"_key":"fe4a16578fea3","_type":"span","marks":["strong"],"text":"Geopolitical acumen"},{"_key":"fe4a16578fea4","_type":"span","marks":[],"text":" matters, too, as even domestic companies carry global exposure through supply chains."}],"markDefs":[{"_key":"3a654f176a39","_type":"link","href":"https://chief.com/women-leaders-agentic-ai-study-2026"}],"style":"normal"},{"_key":"3387797253e8","_type":"block","children":[{"_key":"cca58c3a196c0","_type":"span","marks":[],"text":"On behaviors, four capabilities come up again and again: "},{"_key":"cca58c3a196c1","_type":"span","marks":["strong"],"text":"self-awareness"},{"_key":"cca58c3a196c2","_type":"span","marks":[],"text":" (knowing precisely what you bring), "},{"_key":"cca58c3a196c3","_type":"span","marks":["strong"],"text":"relational intelligence"},{"_key":"cca58c3a196c4","_type":"span","marks":[],"text":" (reading what’s not being said and having the courage to name it), "},{"_key":"cca58c3a196c5","_type":"span","marks":["strong"],"text":"contextual intelligence"},{"_key":"cca58c3a196c6","_type":"span","marks":[],"text":" (staying aware of the broader competitive landscape), and "},{"_key":"cca58c3a196c7","_type":"span","marks":["strong"],"text":"clarity of purpose"},{"_key":"cca58c3a196c8","_type":"span","marks":[],"text":"."}],"markDefs":[],"style":"normal"},{"_key":"5f04f84c69fb","_type":"block","children":[{"_key":"a83f8f61b9ef0","_type":"span","marks":[],"text":"Governance is truly different from leadership and management. There are some excellent board readiness programs with the NACD, universities, and leadership development organizations."}],"markDefs":[],"style":"normal"},{"_key":"8524247eb3ce","_type":"block","children":[{"_key":"c1e7b77ed1d10","_type":"span","marks":[],"text":"One thing I find encouraging: Despite a shifting political climate around DEI, "},{"_key":"a4e2fa526b47","_type":"span","marks":["a2b8d5be862e"],"text":"94% of directors"},{"_key":"46f8dc203ee7","_type":"span","marks":[],"text":" surveyed say they’re still actively working to broaden board representation, driven by data showing diverse boards perform better."}],"markDefs":[{"_key":"a2b8d5be862e","_type":"link","href":"https://www.egonzehnder.com/press-release/global-study-finds-inclusion-drives-better-decisions-stronger-corporate-boards"}],"style":"normal"},{"_key":"8abe0bcb6eb8","_type":"block","children":[{"_key":"f94ffdb823740","_type":"span","marks":["strong"],"text":"Action: Get Clear on Your Value Proposition"}],"markDefs":[],"style":"heading3"},{"_key":"3e890a7c8a64","_type":"block","children":[{"_key":"9bd19366084a0","_type":"span","marks":[],"text":"Once you know your “why,” here’s how to build the two sentences that will carry you into every room."}],"markDefs":[],"style":"normal"},{"_key":"a3a9c32c490a","_type":"block","children":[{"_key":"35ef64577c060","_type":"span","marks":[],"text":"You’re answering three things: What domain do you know deeply from having operated inside it? What hard problems have you solved — not managed, "},{"_key":"35ef64577c061","_type":"span","marks":["em"],"text":"solved"},{"_key":"35ef64577c062","_type":"span","marks":[],"text":"? And why is that combination rare?"}],"markDefs":[],"style":"normal"},{"_key":"8edc34738de8","_type":"block","children":[{"_key":"e5377870a14f0","_type":"span","marks":[],"text":"I often give this example:"}],"markDefs":[],"style":"normal"},{"_key":"1fc62cf2b758","_type":"block","children":[{"_key":"123971c543440","_type":"span","marks":[],"text":"“I spent 20 years building and scaling technology businesses in financial services. I understand the intersection of regulation, customer experience, and technology.”"}],"markDefs":[],"style":"normal"},{"_key":"6e891322f298","_type":"block","children":[{"_key":"2aa53916c5810","_type":"span","marks":[],"text":"Two sentences, immediate context, a clear pattern of expertise, and implicit rarity. That’s the level of precision boards, and the people referring candidates to them, respond to."}],"markDefs":[],"style":"normal"},{"_key":"082c1f6e0006","_type":"block","children":[{"_key":"8a3582f0475d0","_type":"span","marks":[],"text":"The formula is industry-agnostic but the structure is the same: domain, hard problems you’ve actually solved, and what makes the combination rare."}],"markDefs":[],"style":"normal"},{"_key":"636f7ca7bf2a","_type":"block","children":[{"_key":"af371df717950","_type":"span","marks":["strong"],"text":"A Few Other Truths I Tell Clients to Keep in Mind"}],"markDefs":[],"style":"heading2"},{"_key":"543c21c1642b","_type":"block","children":[{"_key":"95e94f0363e30","_type":"span","marks":["strong"],"text":"Board service isn’t for everyone."},{"_key":"95e94f0363e31","_type":"span","marks":[],"text":" And that isn’t a commentary on capability. The right question is always what you’re actually trying to achieve."}],"level":1,"listItem":"number","markDefs":[],"style":"normal"},{"_key":"087c7b7e160e","_type":"block","children":[{"_key":"88d675e8c0540","_type":"span","marks":["strong"],"text":"The pressure to have a polished “why I left” narrative is self-imposed."},{"_key":"88d675e8c0541","_type":"span","marks":[],"text":" I’ve watched women in my search practice and coaching groups describe feeling the need to justify stepping back from corporate roles. My take: You can leave for whatever reason you want. Performance requires rest, clarity, and alignment. Do what you need to get those things."}],"level":1,"listItem":"number","markDefs":[],"style":"normal"},{"_key":"4cb49514eef2","_type":"block","children":[{"_key":"6069f1116a020","_type":"span","marks":["strong"],"text":"Age bias runs both directions."},{"_key":"6069f1116a021","_type":"span","marks":[],"text":" Under 40 is a tough sell for most boards, just not enough scope of experience yet. On the older end, the bias is less about age and more about whether you can demonstrate current fluency in things like technology and cybersecurity. This is also why a sitting executive can be more attractive than someone further removed from operating life: You’re in the hot seat day to day, and that timely, current experience is exactly what a board needs when it’s working through a governance-level challenge in real time. Boards want people who are relevant and take it upon themselves to stay up to date on the broader world context, the industry, and the company."}],"level":1,"listItem":"number","markDefs":[],"style":"normal"},{"_key":"80336e1e628d","_type":"block","children":[{"_key":"3438aea11c150","_type":"span","marks":["strong"],"text":"The Takeaway"}],"markDefs":[],"style":"heading2"},{"_key":"800cfcffbdcb","_type":"block","children":[{"_key":"3a64f5c30efe0","_type":"span","marks":[],"text":"If you do decide to pursue a board position, board readiness isn’t about being qualified or accumulating more experience. My hunch is that if you want to serve there is a board out there who needs you. It’s about the precision to reach the right network. That means knowing exactly what problem you solve, saying it in a way a stranger three connections away could repeat on your behalf, and showing up consistently in the relationships where that message can travel."}],"markDefs":[],"style":"normal"}]},"href":"https://chief.com/articles/debra-boulanger-fractional-career-hedge","relatedArticles":[]}},
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