The people around a board table play an important role in shaping an organization’s future. They bring experience, ask important questions, challenge thinking, and guide decisions that have a lasting impact. But as organizations grow and evolve, so do the skills, experience, and perspectives they need from their boards.
That is why board recruitment deserves more thought than simply filling an empty seat.
Yet, when a seat opens around the board table, there is often an instinct to start with a familiar question:
Who do we know?
It makes sense. Board recruitment has traditionally been relationship-driven. Someone knows someone. A name gets suggested. A few conversations happen. The seat gets filled.
But filling a seat and building a great board are two different things.
The better question is:
Who do we need next?
Because the strongest boards are not simply a collection of impressive resumes. They bring together people with the right mix of experience, perspective, judgment, curiosity, and courage to help an organization navigate what comes next.
And that takes intention.
Recruit for Where You Are Going
A board vacancy might start the conversation, but planning for the next director should begin long before a seat becomes available.
Board terms, bylaws, and planned transitions often provide a clear picture of when changes around the table are coming. Much like executive succession planning, board recruitment should be proactive, giving organizations time to think about the experience, skills, and perspective they will need next.
Before looking at names, take a good look around the table.
A board skills and competency matrix is a great place to start. Combined with director self-evaluations and a rating system, it can help organizations assess the experience and competencies already represented, identify gaps, and determine where additional expertise may be needed.
What strengths does the board have today? Where are the gaps? What challenges will the organization face over the next three to five years? And what experience will matter tomorrow, not just today?
Maybe the organization is entering a period of significant growth. Maybe technology is changing how it operates. Maybe stakeholder expectations are evolving, or new markets and opportunities are on the horizon.
Strong boards do not wait until a director’s term is ending to start these conversations. They are continually reviewing their composition, identifying future needs, and building relationships with potential directors before recruitment becomes urgent.
The goal isn’t simply to find someone with the same background as the director whose term is ending.
It is to ask, “Who can help us navigate what is ahead?”
That shift can lead to a very different candidate profile, and often, a much stronger board.
And sometimes, the person you need isn’t someone you already know. We all have networks, and there is nothing wrong with starting there. But if the board needs something different, it helps to look beyond the same familiar names.
That might mean someone from another industry, different community, or a career path you hadn’t considered. Someone who hasn’t put their hand up for a board role but has plenty to offer. The point is not to overlook your network. It is to give your board the opportunity to meet people it might otherwise miss.
As you get clear on who your board needs, it’s worth thinking about what you’re asking them to commit to and whether the role will be paid or volunteer.
Paid or Volunteer? Finding What Works for Your Board
Not all boards are built the same way, and that is a good thing.
Some organizations compensate their directors for their time, expertise, and responsibilities that come with the role. Others rely on volunteers who contribute their experience and leadership because they believe in the organization and what it stands for.
So, which approach is better?
Well, that depends.
Compensation can help organizations attract directors with specialized expertise, particularly when the role involves complex decisions, significant responsibilities, or a considerable time commitment. It may also make board service more accessible to individuals who otherwise couldn’t afford to volunteer their time. But compensation comes with a financial commitment, and it may not make sense for every organization.
Volunteer boards can bring strong community connections, valuable professional experience, and a genuine commitment to an organization’s purpose. They are often a natural fit for not-for-profit and community-based organizations. The challenge can be finding individuals who have both the experience needed and the time and capacity to fully commit to the role.
Of course, paid directors can be just as passionate about an organization’s purpose, and volunteer directors can bring significant expertise. The distinction isn’t about which group cares more or contributes more.
It is about finding an approach that works.
What matters is understanding the organization’s resources, the expectations of its directors, and the level of responsibility that comes with the role.
Because whether someone is paid or volunteering, the goal remains the same: building a board with the right people who are prepared to contribute.
The Resume Is Only Part of the Story
Of course, experience matters.
Financial literacy matters. Governance experience matters. Industry knowledge, strategic thinking and leadership experience all matter.
But some of the qualities that make an exceptional board member don’t fit neatly into a resume.
Do they listen?
Will they ask the question everyone else is avoiding?
Can they challenge someone’s thinking while keeping the conversation constructive?
Great board members come prepared, stay curious, and understand their role. They help shape the organization’s strategic direction, monitor progress, and hold leadership accountable. They work with the CEO while respecting that day-to-day operations belong to management.
That distinction matters. Being an accomplished leader doesn’t automatically mean knowing how to be an effective director.
The best board members do not need to be the loudest voices at the table. They bring sound judgment, contribute thoughtfully, and know when to make space for someone else.
You won’t find all of that on a resume or LinkedIn profile. It takes meaningful conversations, thoughtful assessment, and a clear understanding of what the board needs.
Remember: They are Assessing You, Too
Board recruitment is a two-way process.
Organizations are evaluating candidates, but great candidates are doing exactly the same thing. They want to understand the mandate. The culture. The dynamics around the table. The expectations. The challenges. The commitment. They want to know whether they can make a meaningful contribution.
They are also looking at how the board works.
Is there a clear strategic direction? Are the bylaws and policies current and useful? Is there a solid organizational and governance structure, with clear responsibilities for the board, committees, and leadership?
Good governance gives directors a foundation to contribute. That includes a risk matrix to help identify and prioritize risks, meaningful onboarding, and ongoing opportunities to learn and assess the board’s effectiveness.
The meeting and committee structure matters, too. There should be enough time and oversight to do the work well, without creating so many meetings or committees that the structure gets in the way.
That means transparency matters from the beginning.
Don’t just talk about what is going well. Be clear about what the organization is navigating, how the board operates, and what will be expected of the person stepping into the role.
The goal isn’t to convince someone to join your board.
It is to make sure the right person wants to.
There is a difference.
Build the Board You Will Need Next
At Essence, we believe a great search starts long before we start talking about names. It starts with getting to know the organization, understanding where it is today, where it is going, and the kind of leadership it will need along the way.
Board recruitment is no different.
Whether you are planning for an upcoming transition, looking to bring new perspectives to the table, or thinking about how to strengthen your board’s effectiveness, the goal should always be the same: finding the right people for what comes next.
Because a great board doesn’t just happen.
It is built with intention, supported by good governance, and strengthened by the people around the table.
Ready to think differently about your next board search?
Whether you are filling an upcoming vacancy, planning for succession, or taking a closer look at the skills and perspectives around your table, we would love to be part of the conversation.
Let’s talk about the board you have today, and the board you will need tomorrow.
Contact us to start the conversation.
info@essencerecruitment.ca
306-652-5232
Essence Search Firm
Written by Haley Olynuk, Brand & Engagement Specialist