Preparing for Public Boards

Why did you choose to attend the Accelerating Board Diversity program at HBS?

Having served on many non-profit boards for many years, I wanted to direct my attention toward identifying public board opportunities. When I became aware of the program, I thought that it would help me become more knowledgeable about what it means to be on a public board—what the expectations are and what the challenges might be—to ensure that I was as prepared as I could possibly be.

I also thought it would be helpful to go through that experience with a diverse cohort. These were all new relationships, perspectives, and experiences—that was a big part of my decision around wanting to participate in the program. The other was HBS's case methodology of putting yourself in the shoes of people who were on boards, which is what I aspired to do.

Did the program and faculty meet your expectations and objectives?

Absolutely. Due to the pandemic, the first half of the learning experience was online, and then we had the opportunity to come to campus to complete the program. The faculty were able to draw out our best thinking, both individually and collectively. They were subject-matter experts in their respective fields, and challenged us by applying the kind of rigor you would expect from a top-notch business school.

In a couple of instances, the person who wrote the case or about whom the case was written joined us in person in class. So we had the rare opportunity to understand what was going on in their mind at the time—a real-life discourse which really differentiated the learning experience.

What advice would you give people who are thinking about attending the program?

When people are considering programs like this, there are several lenses to view it through: Is it a good use of my time, is it going to help me accomplish my goals, and is there a return on investment? And I would answer wholeheartedly, yes, yes, and yes. Ultimately, you get out of it, what you put into it.

Additionally, when the faculty say read the cases, they mean it. Do all of the prep work, invest the necessary time, and take notes. It's real-time learning—you learn what you need to know, when you need to know it. You can internalize it and then utilize it, and I think that's what drives the return on investment.

What were some of your favorite experiences during the program?

I was nominated and elected to a board midway through the program, so I had the opportunity of going through the process—being interviewed by the nominating and governance committee, other board members, and the CEO. At the same time, I had the benefit of being in class and seeing what it means to be a good board member and what your fiduciary responsibilities are. I went through board orientation and had my first board meeting while I was still in the course, so I was able to call on that knowledge in real time.

It's really important to understand the dynamics and culture of the board and where you fit. When I was actually sitting in a board meeting, I could hear my HBS professors and lecturers in the back of my mind. Not only was this supportive of my candidacy and being selected for the board, but it also accelerated my effectiveness in being a contributing board member.

Is there anything else you'd like to share about your program experience?

An ancillary benefit is that our cohort is still together through our LinkedIn page. We communicate with each other and celebrate each other's wins. I got a number of comments from members of my HBS cohort when the press release went out about my board appointment. These are truly friends and colleagues for life.