Challenges and Lessons Learned.
Stepping into the boardroom from the C-suite isn’t just a career move, it’s a mindset shift.
Transitioning from an executive role to a NED position represents a significant career inflection point - one that offers both opportunity and complexity.
For HR leaders in particular, the shift often involves challenging perceptions, expanding their strategic toolkit, and redefining their professional identity within the boardroom. This section explores the common hurdles encountered during this transition and shares practical insights from those who have successfully navigated the path.
Navigating the Transition from Executive to Non-Executive Director
The move from executive leadership to a non-executive role is not without its challenges. One of the most persistent barriers for HR professionals is overcoming outdated assumptions about the scope and value of their expertise. Janina Kugel reflected on the broader context: “In terms of reward as a non-exec, compensation in the USA is high and compensation in the UK is median and the time commitment is significant. I believe the thinking is less diverse on Boards in Asia with a lot of local executives taking those seats. As the role of Chair modernises, the construct of Boards will evolve. Becoming a Board member is not a difficult transition.” Leanne Wood stressed the importance of developing a deep understanding of the business, even without the operational visibility of an executive role:
As a non-executive director, you need to really understand the business. You need to work out how you establish what is going on in a business when you are not in an organisation every day as an executive leader.
Tanuj Kapilashrami advocated for more serving executives to be appointed to boards - not only for governance purposes but also for their own development: “Boards need to take more serving executives as non-executive directors. For me this is not a step into a portfolio career, this is about broadening my experience to ensure that I am the best executive that I can be.” Dharma Chandran pointed to the growing recognition of HR leaders’ contributions in areas such as remuneration, culture, and compliance. He emphasised the importance of a broad commercial skillset - particularly in M&A, risk, and strategy - for those seeking to step into board roles. Ilana Atlas recalled the initial scepticism she faced when entering the boardroom, particularly around the perceived limitations of an HR background. She noted that expanding her expertise into legal, risk, and M&A domains was instrumental in securing her appointments.
Advice for Aspiring CHROs and CPOs
For HR leaders aspiring to board roles, positioning and preparation are critical. Lesley Adams advised reframing how one presents their background: “Don't call yourself a CPO/HR person. I always introduce myself as a Business Executive as this gets past any initial bias. Have your 90 second elevator pitch that points out the value add you can bring to the Board, e.g. When I'm asked, my response is along the lines of ‘I have 30 years' experience in oil and gas, internationally and nationally with the last 15 of those at C-suite level.’ Give credibility to your experience that opens up the conversation to explore further.” She also underscored the importance of preparation: “Do your homework. Demonstrate to the Chair what skills and experience you can bring to their Board. Do your research on the company and other Board members and ask informed questions across the strategy, current finances, culture, any planned changes that the Chair is able to share that may impact your decision. I'd also encourage a formal qualification in Company Director duties or Governance.”
Dharma Chandran recommended that HR professionals broaden their exposure beyond their function, suggesting that experience in strategy, operations, or corporate affairs can significantly enhance board readiness.
David Rodriguez emphasised the importance of early and deliberate preparation for HR professionals considering board service. He stressed the need to understand core business functions - operations, finance, and sales - as foundational to effective board leadership. He recommended pursuing NACD certification and regularly identifying areas where additional governance training is needed. He also encouraged the use of AI tools, such as Perplexity and ChatGPT, to stay informed on emerging board issues and to identify gaps in governance knowledge. His message to HR leaders was clear: don’t wait to be asked. Start building your director readiness now. Ilana Atlas echoed this call for professionalisation, urging HR leaders to clearly articulate their skills and experience in ways that align with the strategic needs and expectations of today’s boards.
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