You Joined a Board. Now What?

New directors can optimize their onboarding by following these three imperatives. 

The path to becoming an effective director begins before day one. Success starts with gaining exposure to how boards operate, understanding what good governance looks like, clarifying the value one can add, and building knowledge of key governance topics. Whether joining the board of a public company, a private firm, or a family-owned enterprise, serving as a director requires a prepared, multifaceted approach to boardroom situations.  

Successful directors possess a deep understanding of the company and its ecosystem. They play an integral role in the board’s composition and governance, and demonstrate a commitment to ongoing self-education.

But how do new directors become great directors? The first step is taking ownership of the onboarding process and proactively shaping their learning and engagement. To do this, new board members can follow the three imperatives below.

Understand the Company and Its Context

The value directors can add is closely tied to their understanding of the companies they serve and the context in which those organizations operate. This includes an appreciation for sector dynamics, as well as broader macroeconomic and geopolitical factors.

To contribute meaningfully to strategic discussions, directors need to bring a deep understanding of the company’s operations, leadership, and culture. In addition to doing this through “desktop exercises,” such as reviewing strategy documents, prior board meeting materials, and other publicly available information, there is simply no substitute for walking the floors of the company’s headquarters to observe the daily rhythm of the business.

These in-person experiences provide invaluable context on what drives the company, the challenges it faces, and the opportunities that lie ahead. When on-site, board members should keep the company’s strategic priorities in mind and ask employees targeted questions: What risks and opportunities are top of mind for you? How can I, as a director, best serve you and the company?

Additionally, new directors should take time to develop a meaningful relationship with the CEO. Board members should understand the CEO’s priorities, style, and vision. Directors should also listen deeply, ask open-ended questions, and aim to understand not only what the CEO says but also how the chief executive thinks and how that cascades throughout the organization.

Every CEO has a unique engagement style and cadence with the board. It is important to understand the director’s role within that dynamic: support and constructively challenge the CEO. 

Build and Leverage Board Relationships

Boards are teams, and their effectiveness depends on the relationships directors build with each other and their ability to communicate. During onboarding, new board members should be intentional and proactive, connecting individually with each director. They should get to know the chair or lead independent director early, ideally before their first meeting.

New members should be asking their peers questions about the board’s culture and decision-making processes to uncover patterns, notice divergences, and gain a better understanding of board operations. Does the full board discuss and decide matters collectively, or is much of the important work undertaken within committees? Where do the real debates occur, and who ultimately draws them to a conclusion? 

Sometimes, it is not the person with formal boardroom authority but someone with influence or specific expertise who drives decisions and guides the group toward consensus. It is good to know who that person is in advance.

During these meetings, new directors should plan to attend the other committee sessions, if appropriate, to gain a broader view of the board’s work and a clearer understanding of each committee’s responsibilities. This perspective helps directors better contextualize their own committee’s role and how the individual committee affects the larger board. 

New directors should also make the most of being in person by using informal moments such as meals, car rides, or coffee breaks to build familiarity and trust-based relationships. Over time, this combination of preparation and genuine engagement will help strengthen board relationships. 

Educate Yourself

Effective directors take responsibility for their own development and learning. Just as board members assess the company, they should also be assessing themselves by identifying what they know, what they need to know, and where knowledge gaps exist. 

Directors should stay informed on industry trends, board effectiveness best practices, and emerging governance topics such as artificial intelligence, risk management, and business transformation. They should monitor global developments that could impact the company to anticipate potential disruptions. 

To stay informed, board members should take a proactive approach to their own education. Beyond leveraging AI to understand the industry landscape, market trends, and the broader macroeconomic context, directors can expand their knowledge through external conferences, governance-focused groups, and forums aligned with their areas of expertise. Ongoing learning enables directors to think strategically, ask insightful questions, challenge assumptions, support management in volatile times, and help guide the organization toward positive outcomes. 

Learning does not end after onboarding. Successful directors continuously align their skills with the evolving needs of the boards they serve. 

Success from the Start                                    

Board service is an honor and a challenge, requiring time, focus, and energy. New board members should expect a steep learning curve as they familiarize themselves with an organization, governance model, and board dynamics. This upfront investment pays off in professional growth, meaningful impact, and the opportunity to shape the organization’s future.

The views expressed in this article are the author’s own and do not represent the perspective of NACD.

Russell Reynolds Associates is a NACD strategic content partner, providing directors with critical and timely information, and perspectives. Russell Reynolds Associates is a financial supporter of the NACD.