Boards directors tend to be smart, driven leaders who are passionate about putting their stamp on the organization for which they are charged with providing governance.
Those qualities serve them well during their board terms but can make departing the board tricky. When board terms are up and it comes time to roll off the board, it can be a hard transition – in some cases, even akin to a grieving process.
Serving as a board director – whether part of the ISACA Global board, an ISACA chapter board or on the board of any enterprise in the private sector – is a position of great influence, and serving in that role over several years can become part of a director’s identity. Sometimes, board directors are unwilling to fully relinquish that identity and still look for ways to exert influence. That can manifest when a past director or group of past directors try to influence decisions made by the current board.
This is problematic. There are major benefits, both personally and to the organization, to roll off the board with grace. If you are tempted to provide unsolicited advice to the board after your term is through, ask yourself: Am I trying to exert control, or can I take a step back and acknowledge there are multiple paths to success? Show grace and give current leaders the benefit of the doubt. Most current board directors are willing to hear from prior directors that have ideas, but those ideas should be offered fully accepting that the board may take a different path. And be respectful of board directors’ time. Frequently contacting a board director sends the message that you expect your advice to be acted upon, even if you don’t mean to send that message.
There are other important ethical responsibilities board directors should be mindful of as they transition out of their terms:
- As your term is nearing its conclusion, be helpful with the coming transition. If you led a certain board committee, be sure to provide the materials and documentation that can help make the next committee chair even more successful in the role.
- Board directors often are part of discussions of a strategic and/or sensitive nature that they were required to keep confidential while on the board, and they should honor those agreements even once their terms are through.
- It’s possible that current board members or executive leaders might reach out to you for advice even after your term is over. Sharing your perspective is perfectly fine, so long as you keep in mind that you are now an advisor and not a decision-maker, and the current leadership is under no obligation to do what you suggested. Have faith in new board members, and remember, it’s their show. You have passed the baton.
I have served on several boards during my career, including nine years on the ISACA Global Board. I thoroughly enjoyed my time on the board of such a fine organization and feel privileged to have had the opportunity to serve. Rolling off the board after being so intricately involved with the governance and oversight of ISACA caused mixed emotions. I was grateful to not have to spend all the time that serving on the board required but missed the camaraderie and sense of purpose that naturally comes with being part of the top governing body for the organization. I left the board with great confidence in the current board directors, including my strong belief that the board would continue to succeed at taking ISACA to new heights and overcoming the inevitable difficulties and challenges that any large global organization faces.
While I have occasionally had opportunities to provide advice and encouragement to various serving board directors, I tried to do so in a way that left them feeling free to do something else instead. I also expressed my gratitude for their service and encouragement when needed. Most importantly, I choose to continue volunteering for ISACA in other ways.
It’s human nature to have mixed feelings during a major transition, and in some ways, feel like the organization won’t go on as well without you – that your absence will leave a giant hole on the board. However, if that’s really the case, you failed in assisting with succession planning and bringing in great new directors – which should be a major priority for board directors. People are everything in a high-performing board. If you’ve worked to make sure you have the right people and committee structures in place, the board should be just fine and well-positioned to move the organization forward – especially if given the space to operate without interference.
Leaving a board role can be done gracefully or chaotically. The graceful path is a far better one for all involved.
