Maggie Benkert

Hi, Emma.

Hi, Emma.

Hi, Emma.

It's great to be here.

It's great to be here.

It's great to be here.

So when I'm advising executives who are thinking about board service for the first time, I tell them to ask themselves three questions. First, what do I want to get out of this experience? How does serving on a board support my overall career goals? And second, what can I bring to the table? Where do I have great experience and where can I really add value?

So when I'm advising executives who are thinking about board service for the first time, I tell them to ask themselves three questions. First, what do I want to get out of this experience? How does serving on a board support my overall career goals? And second, what can I bring to the table? Where do I have great experience and where can I really add value?

So when I'm advising executives who are thinking about board service for the first time, I tell them to ask themselves three questions. First, what do I want to get out of this experience? How does serving on a board support my overall career goals? And second, what can I bring to the table? Where do I have great experience and where can I really add value?

And of course, there's also the practical considerations. What can you really commit to in terms of time commitment, meetings, and other responsibilities? Finally, due diligence is critical. You have to research the organization that you're thinking about joining in terms of their financial health, reputation, and their governance practices.

And of course, there's also the practical considerations. What can you really commit to in terms of time commitment, meetings, and other responsibilities? Finally, due diligence is critical. You have to research the organization that you're thinking about joining in terms of their financial health, reputation, and their governance practices.

And of course, there's also the practical considerations. What can you really commit to in terms of time commitment, meetings, and other responsibilities? Finally, due diligence is critical. You have to research the organization that you're thinking about joining in terms of their financial health, reputation, and their governance practices.

It can be really hard to get recruited to a board when you have no experience, but it's even harder when you have experience with a company that's done damage to your personal reputation or where you weren't able to make a graceful exit.

It can be really hard to get recruited to a board when you have no experience, but it's even harder when you have experience with a company that's done damage to your personal reputation or where you weren't able to make a graceful exit.

It can be really hard to get recruited to a board when you have no experience, but it's even harder when you have experience with a company that's done damage to your personal reputation or where you weren't able to make a graceful exit.

It's a great question, Emma. First and foremost, you need to demonstrate that you understand the role of the board and how it differs from that of management. I recently had a senior executive with a fantastic track record and a great reputation get passed over for a board seat because when she was asked about her experience, she got too deep into the details of operations.

It's a great question, Emma. First and foremost, you need to demonstrate that you understand the role of the board and how it differs from that of management. I recently had a senior executive with a fantastic track record and a great reputation get passed over for a board seat because when she was asked about her experience, she got too deep into the details of operations.

It's a great question, Emma. First and foremost, you need to demonstrate that you understand the role of the board and how it differs from that of management. I recently had a senior executive with a fantastic track record and a great reputation get passed over for a board seat because when she was asked about her experience, she got too deep into the details of operations.

You need to make sure you're speaking the language of governance, not management. In terms of specific skills and experiences, that will vary from situation to situation and from company to company. But what stays consistent across the board is that we're looking for individuals we say are T-shaped.

You need to make sure you're speaking the language of governance, not management. In terms of specific skills and experiences, that will vary from situation to situation and from company to company. But what stays consistent across the board is that we're looking for individuals we say are T-shaped.