Future-Proofing Leaders: Leverage Your Board of Directors

Succession planning often gets reduced to a single question: who’s next? But that mindset misses the point. Good succession planning isn’t just about slotting someone into a future role. It’s about preparing leaders to thrive in those roles — and that means giving them experiences that shift their perspective long before the transition happens. 

One of the most powerful–and often underused–tools in leadership development is the external board seat. Not as an end-of-career reward or post-CEO landing spot, but as a growth opportunity for current and emerging leaders. Yes, really—it’s an opportunity on the way into the C-suite, not just on the way out. The kind of experience that develops governance thinking, strategic distance, and the ability to influence without control — all of which are essential when stepping into top executive roles. 

It’s something many organisations overlook until it’s too late. But companies that treat board exposure as part of leadership development aren’t just building succession plans. They’re shaping better leaders. 

Leadership Isn’t Just Operational — It’s Governance 

There’s a big difference between running an organisation and overseeing one. Operational leaders are used to making decisions, solving problems, and driving outcomes. But board-level leadership requires something else entirely: the ability to guide rather than direct, to think systemically, and to weigh risk and return at a much broader level. 

Leaders often assume that because someone is excellent operationally, they’ll naturally transition into an executive or board role. But natural organic transition from one perspective to another is rarely the case, without active learning, self-awareness and growth. (And as a licensed psychologist, I feel obligated to point out that’s true in most areas of human development!)  

Governance is a different discipline. It demands patience, perspective, and the ability to listen more than speak. Developing those muscles takes time — and a change in environment. 

Serving on a board, even a relatively low-profile one, challenges leaders to operate in a new gear. It’s not just about what they know; it’s about how they apply it at a distance, in service of the whole organisation, not just their function or business unit. 

Succession Planning Is a Long Game: Start Small, Start Early 

Too often, organisations wait until someone is already on the succession radar before introducing them to board-level work. By then, the learning curve is steep — and visibility is high. That’s not the time to experiment. 

Instead, think of external board service as a long-term leadership practice. Starting small — with a nonprofit, a regional industry body, or even a start-up advisory board — can offer valuable exposure. These settings allow leaders who aspire to C-suite positions to experience governance without the pressure of high-stakes decision-making, while still building the core skills that will serve them later. 

It also gives organisations a low-risk way to observe how someone performs outside their usual domain. How do they handle ambiguity? Can they see issues from multiple stakeholder perspectives? Do they understand when to lead and when to listen? These are the kinds of insights that internal performance reviews rarely surface — but they show up clearly in board environments. 

This leverages a board of directors as both lab and pipeline: test newer leaders for long term success and develop those with the most promise. 

Strong Boards Align with the Mission, Not Just the Money 

Boards also need to reflect on their own self-concept. As the Stanford Social Innovation Review points out, “when a fundraising-oriented board gets involved with strategic work… or hire[s] an executive… or make[s] tough organizational decisions…” the gap in understanding can undermine both decision-making and trust within the organisation. Helping future leaders see those dynamics from both sides sharpens their ability to lead in complexity — and to recognise when governance misalignment might be putting the business at risk. 

Experience alone doesn’t drive development. It’s the reflection on that experience that leads to growth. That’s particularly true for external board service, where the setting is unfamiliar and the feedback can be indirect. 

Encouraging leaders to debrief after their board meetings — whether with a coach, mentor, or internal sponsor — can make a significant difference. What surprised them? Where did they feel out of their depth? What parallels did they notice with their day job, and where did the demands feel completely different? 

These conversations can help leaders process what they’re learning and apply it more intentionally. They also build awareness of how their leadership style translates outside their organisation, which is critical for anyone moving into broader enterprise or industry-facing roles. 

Boards as VIP: Very Important Perspective 

There’s a tendency to think of board participation as something reserved for those at the top. But if we flip that mindset — and view boards as a form of advanced development — they become one of the most valuable (and practical) tools available. 

Exposure to external boards helps future executives develop judgment, perspective, and a more strategic lens on leadership. It also prepares them to engage with their own boards more effectively when the time comes. They’ve already sat on the other side of the table. They understand the rhythm, the priorities, and the limits of board influence. 

A 2022 article on the Harvard Law School Forum on Corporate Governance notes, “Recruiting outside directors with diverse backgrounds can be particularly helpful if the executive management team is not diverse… The board, to some degree, should resemble a company’s customers, employees, shareholders, and other key stakeholders.” That kind of perspective isn’t just good optics — it’s good decision-making. And for leaders rising into the next generation of executive roles, it’s a chance to develop their understanding of the constituencies they’ll be expected to serve. 

Leaders Who Want to Grow Into the C-Suite May Find Board Positions Better Prepare Them 

It also gives leaders the opportunity to widen their worldview — a point I’ve written about before. You may not be able to change the makeup of your executive team overnight. And in many cases, that’s not the right response anyway. But if all of your future leaders look and think like your current ones, you risk missing out on high performers who don’t match an unconscious ideal. External board service can challenge those assumptions. 

All of that contributes to more grounded, confident leaders — and smoother transitions when leadership changes occur. It’s not just about preparing someone to fill a role. It’s about making sure they’re ready to lead differently when they get there. 

If this topic resonates, you might also like my post on widening your world view or this perspective on adaptability and preparing for what’s next in America. 

For more on strategic growth and executive development, explore my full Developing Leaders series. 

This article first appeared on The Robert Kovach Blog.

Dr. Robert Kovach has spent his entire career working as a trusted advisor to senior leaders wanting to improve the effectiveness of themselves, their teams and their companies. Prior to starting his own consulting firm, Robert led the global executive assessment and development team for Cisco. Earlier in his career Robert held leadership roles with RHR International, PepsiCo, Ashridge Executive Education, Hult International Business School and the Central European University, Budapest, Hungary.