HBR On Leadership – Episode Summary

Episode Title: What It Takes to Join Your First Board
Date: September 10, 2025
Host: Amy Bernstein (with Senior Editor and Producer Amanda Kersey)
Key Guest: Ellen Zane, former CEO of Tufts Medical Center

Overview

This episode demystifies the journey to joining a board for the first time, especially focusing on women’s experiences and practical advice. Eight women share real stories about how they landed board seats, what they learned in the process, and the impact on their leadership development and careers. With in-depth guidance from board veteran Ellen Zane, the episode provides actionable insights on overcoming barriers, understanding board dynamics and expectations, managing self-doubt, and leveraging the experience for personal and professional growth.

Key Discussion Points and Insights

1. Why Serve on a Board?

• Impact and Influence: Board service expands leadership skills, networks, and influence in the business, nonprofit, or community space.
• Career Growth: Board experience, especially for senior executives, can pave the way to CEO roles and major career opportunities.
• Personal Satisfaction: Supporting a cause or organization can deliver a profound sense of fulfilment.

Quote:
“If you’re doubting your qualifications, Lani Hollander, one of our volunteers, will tell you: just don’t.”
— Amy Bernstein [02:36]

2. How Do People Actually Get on Boards?

• Serendipity, Networking, and Passion: Most board invitations come via relationships and networking, not formal recruitment.
• Start Small: Many start with nonprofit or community boards, often through existing relationships or demonstrated passion.
• Skills and Credentials: Specialized skills (finance, risk, strategy) can open doors, but boards often look for good judgment and leadership experience above all.

Quote:
“A lot of it is serendipity… my phone started to ring [after leaving CEO role]; there were a lot of boards looking for women.”
— Ellen Zane [07:08]

Quote:
“It’s not about what we want per se. It’s about what the boards need.”
— Ellen Zane [15:04]

Networking Highlight:
“It’s typically who you know. And networking is important. You never know who you’re sitting next to at a breakfast or on an airplane.”
— Ellen Zane [15:34]

3. Navigating Board Dynamics and Norms

• Board Basics: Boards exist for governance and oversight, not operational management. Key committees: audit, nominations/governance, compensation.
• Learning the Rules: There’s often no onboarding; “noses in but fingers out” defines appropriate involvement.
• Preparation is Key: Expect to do homework—reviewing board books, learning about the organization, reading financials, and absorbing the group dynamics.

Quote:
“Once you’re on a board, you don’t do [operations] anymore. You have some basic ground rules… noses in but fingers out.”
— Ellen Zane [09:11]

Quote:
“Do your homework, not only about the material being discussed at the board, but about the organization, about the management team, and about your colleagues on the board, know who they are and what their backgrounds are.”
— Ellen Zane [25:27]

4. Overcoming Newcomer Challenges and Self-Doubt

• Everyone Feels Unprepared: Many guests described being daunted by the jargon, the group’s unwritten rules, and their own perceived lack of experience.
• Use Your Voice Strategically: Develop the emotional intelligence (EQ) to know when and how to speak up, when to hold back, and how to pose challenging questions diplomatically.
• Mentorship and Support: Lean on mentors, colleagues, and even personal therapists for encouragement and modeling leadership behaviors.

Quote:
“Am I adding—am I pushing the conversation forward, or am I just repeating what others are saying?”
— Amy Bernstein [18:40]

Quote:
“I would always think, oh, do I sound like a bitch when I’m being assertive? …You need to speak up, and you’re not being a bitch.”
— Lindsey Schwartz [19:36]

Quote:
“You don’t have to be perfect. You’re going to make mistakes. …Just stepping out of your comfort zone, it’s really where we grow.”
— Lindsey Schwartz [45:46]

5. Making a Real Contribution

• Move Beyond Your Comfort Zone: Volunteer for different committees and seek exposure to broad areas of governance.
• Ask Questions and Build Relationships: Form relationships with staff and stakeholders to get a more complete picture beyond what’s formally presented.
• Be Ready to Learn: Even without content expertise, your perspective, curiosity, and willingness to investigate add value.

Quote:
“I want to move around when I’m on the board. I don’t want to be pigeonholed…Sometimes you have to rely on what you have until you can create what you want to be or where you want to go.”
— Patti Newhold Ravi Kumar [12:39]

Quote:
“I read a hell of a lot. …I put a lot of effort into understanding how NGOs operate, how they got donations and connected with their donors.”
— Adele Wapnick [27:33]

6. Time Commitment and Compensation

• Varies Widely: Time spent can range from a few hours a month to the equivalent of several full work weeks per year.
• Paid vs. Volunteer: Most nonprofit board work is unpaid. Some for-profit and larger nonprofit boards offer modest compensation.
• Prep and Extra Work: Impactful board service often requires more than attending 'required' meetings—expect prep, committee work, and unscheduled meetings during times of crisis.

Quote:
“I probably spend about a day a month if I have to collate all… two working weeks. But often stuff’s done in the evenings, in the morning, or at weekends.”
— Anna Manning [32:09]

Quote:
“On the not-for-profit side… the time commitment can almost be endless… if there’s a problem, if the roof falls off, it can suck a lot of air out of the room.”
— Ellen Zane [35:09]

7. Risk and Due Diligence

• Legal Risks: Both nonprofit and for-profit boards carry liability risks. Most boards offer indemnification insurance, but always verify coverage.
• Cultural Fit: Before accepting a seat, investigate the board’s culture and relationships; mismatches make for miserable tenures.
• Document Prep: Your resume for board work needs to highlight judgment and board-relevant skills, not just your career trajectory.

Quote:
“One should always ask what the D&O directors and officers insurance is… and see what the language says around the indemnification and what the limits of the liability are.”
— Ellen Zane [40:09]

Quote:
“Your bio should look different. Your CV should look different for board seats than it does for a job.”
— Ellen Zane [41:29]

8. The Power of Networking

• Most Board Seats Are Filled by Referral: Making yourself visible in the right communities is key.
• Once on a Board, It Snowballs: One appointment often leads to more as you build credibility and relationships.

Quote:
“If you don’t like networking and you want to be on a board, you better deal.”
— Amy Bernstein [45:05]

Quote:
“Once you hit a board, once you get on, it is shocking how it materializes from there… People know people, and that’s how it happens.”
— Ellen Zane [44:37]

Notable Quotes & Memorable Moments (with Timestamps)

• [03:03] Lani Hollander:
  “The main thing that matters [for getting started] really is passion.”

• [15:04] Ellen Zane:
  “It isn’t about what we want per se. It’s about what the boards need.”

• [19:36] Lindsey Schwartz:
  “I would always think, oh, do I sound like a bitch when I’m being assertive? …And I think I would just whisper to myself, don’t worry about that.”

• [25:27] Ellen Zane:
  “Do your homework right and be prepared… know who they are and know what their backgrounds are.”

• [27:33] Adele Wapnick:
  “I read a hell of a lot… I also put a lot of effort into understanding how NGOs operate.”

• [34:18] Ellen Zane:
  “The recruiters won’t know… typically what has been the commitment for a director over the past year or so?”

• [40:09] Ellen Zane:
  “One should always ask what the D&O directors and officers insurance is… and see what the language says around the indemnification.”

• [45:46] Lindsey Schwartz:
  “If I would have waited for me to be ready, maybe I would have only done this a year or two ago… I didn’t feel ready… stepping out of your comfort zone, it’s really where we grow.”

Actionable Takeaways

• Start Small and Be Proactive: Reach out to nonprofits even if they’re not advertising for board members.
• Develop Your Board-Specific Bio: Focus on judgment, team leadership, and governance, not just operational experience.
• Network Relentlessly: Most board opportunities come via word of mouth.
• Prepare for Every Meeting: Board members are respected for being informed and asking precise, value-adding questions.
• Expect to Grow: Board service builds new skills, grows your network, and often helps you find your professional voice.

Timestamps for Key Segments

| Segment | Description | Timestamp | |---|---|---| | Introduction | Purpose, what to expect | 00:44 | | Why Serve on a Board? | Benefits to career and impact | 01:38 | | Lani Hollander on Getting Started | Passion and networking | 03:03 | | Ellen Zane – How Board Opportunities Happen | Serendipity, rules, and experience | 07:08 | | Board Basics and Governance | The function of boards | 10:03 | | Board Committee Functions | Roles and responsibilities | 10:45 | | Specialization on Boards | Using your background for board positions | 12:39 | | Interviewing and Making the Match | How board seats are filled | 15:02 | | Navigating Boardroom Dynamics | Self-doubt, EQ, and tactics | 18:40 | | Tactical Advice from Board Chairs | Strategies for influence | 22:04 | | Investigating Board Cultures | Due diligence before joining | 23:52 | | Preparation and Learning | Board books and member expectations | 25:27 | | Time Commitment & Compensation | Realistic views on effort and rewards | 32:01 | | Risk and Liability | Legal exposure and insurance | 39:32 | | Advice for New Board Seekers | What boards look for, practical tips | 41:17 | | Networking as the Key | How most seats are filled | 44:35 | | Final Volunteer Thoughts | Encouragement and reflection | 45:46 |

Final Thoughts

Serving on a board is accessible to more people than generally assumed, and “readiness” is often a self-imposed hurdle. The journey typically requires self-advocacy, strategic networking, curiosity, and a willingness to learn-by-doing. The rewards—intellectual, professional, and personal—can be significant, even transformative.

For more leadership content and resources, visit hbr.org.