Governance training programs can provide a huge boost to your credibility when applying for a board role, as they demonstrate your commitment to understanding the legal and strategic responsibilities of board members.
Glenn Lesko highly recommends the ICD.D program (Institute of Corporate Directors).
“The ICD.D program is the gold standard. It equips you with governance fundamentals and signals to boards that you're serious about professional development. Even if you haven't completed the program yet, enrolling sends a clear signal that you're committed, which can set you apart from other candidates.”
Céline Chabée highlights that the ICD.D designation is widely recognized in governance training, offering both a powerful network and a well-established benchmark in governance practices. However, it can require significant time and financial commitment.
“If you’re facing these constraints, a more gradual and focused approach—such as the ECBG (Excellence in Canadian Board Governance) program—can serve as a practical and strategic first stepping stone with an industry-specific focus,” she says.
The ECBG program, supported by Pender & Howe and developed by Women in Bio (WIB) in partnership with the Rotman School of Management, offers a more accessible entry point.
These programs not only build essential board skills, such as fiduciary responsibility, ethical decision-making, and risk oversight, but also connect participants with a strong network of governance professionals and alumni, invaluable for those seeking board opportunities.
Gaining governance experience is critical, especially for first-time board members. To get started, Lesko suggests serving on nonprofit or advisory boards.
“Nonprofit boards, especially in sectors related to your expertise, expose you to governance practices without the financial pressures of corporate boards,” he says. Participating in nonprofit boards also allows you to sharpen your skills in leadership, financial oversight, and decision-making.
Plus, nonprofit boards often value mission alignment and passion for their cause, which may reduce barriers to entry for first-time board members. These positions also provide a platform to demonstrate your strategic thinking and capacity to manage long-term projects—a key trait boards look for.
According to Moore, though, startup advisory boards can also offer valuable governance experience.
“Advisory boards allow you to work closely with founders and investors while building your network within the startup ecosystem,” she explains. “It's a lower-commitment way to demonstrate your strategic value.”
Developing these skills in lower-stakes environments essentially makes you more attractive to larger, for-profit boards that require a more seasoned hand with proven experience.
Much like landing your leadership position, networking plays a key role in securing a board role, as many of these opportunities are rarely advertised publicly.
Lesko stresses that broadcasting your interest in board roles across your professional and personal networks is essential. “Since many board appointments are filled through word of mouth, recommendations often come from trusted sources within your industry,” he says. “You need to make sure people know you're interested and ready.”
Building a strong network within your industry allows you to connect with current board members and executive recruiters. LinkedIn, industry conferences, and alumni networks from governance training programs are excellent starting points.
Chabée advises that offering mentorship or advisory support can also be a great way to introduce yourself to potential board opportunities. “By demonstrating your value as a strategic advisor, you show that you can offer immediate insights, which is attractive to boards looking for new perspectives,” she says.
Creating genuine relationships with other board members, particularly those serving on multiple boards, can lead to referrals. Board members are often approached for recommendations, so having a strong relationship with them can significantly increase your chances of being considered for future roles. Staying active within professional organizations and industry-specific associations, like The National Association of Corporate Directors (NACD), can provide ongoing networking opportunities.
Even if you've never held a formal board position, many executives already have transferable skills that are highly relevant to board governance. Moore suggests focusing on areas where you've interacted with or presented to boards in your current or past roles.
“Reporting to a board, managing audits, overseeing compliance, or developing risk management frameworks. These are all valuable experiences that demonstrate your understanding of corporate governance,” she says.
Boards are particularly interested in candidates who can offer expertise in strategy development, risk management, and financial oversight, skills that are often developed in leadership roles across various sectors.
One relevant example is cybersecurity expertise, which is increasingly in demand as boards face heightened risks in ever-evolving data privacy and compliance regulations. Similarly, knowledge of ESG (Environmental, Social, and Governance) initiatives is becoming a key area of interest, as boards continue to champion sustainability and corporate responsibility.
“By emphasizing your contributions in these areas, even if you've never held a formal board position, you can showcase your readiness to contribute to high-level strategic discussions," Moore says.
With the right preparation, commitment to networking, and a focus on continuous learning, landing that first board role can be more attainable than you think.
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