Why you should build a personal board of directors

When Daniela Jorge needs a sounding board about her career, she turns to a trusted resource: her personal board of directors. 

Daniela, chief design officer for Capital One, describes her board of directors as a group of peers who have frequently seen her in action and can closely relate to whatever challenges she might face.

“One of the things I love most about this model is your board of directors is usually working alongside you,” she said. “They can be a support system because they’re attending the same meetings, doing the same work and experiencing what you’re going through.”

Discover Daniela's advice for forming a personal board of directors and how you can take advantage of this helpful career tool.

The difference between a mentor, sponsor and board of directors

Daniela emphasizes that a board of directors is different from having a group of mentors or sponsors. For her, those roles serve a different purpose. 

A mentor is someone you go to for guidance and advice. While that’s similar to a board of directors, a mentor is generally someone in a senior position you have a more formal relationship with and want to learn from. 

A sponsor is someone who can advocate for you. Daniela describes sponsors as “the person who can speak about you when you’re not in the room.” They’ll advocate for your promotion and suggest your name for projects that will help advance your career. 

A board of directors is similar to the support you get from a mentor except you’re tapping an entire group of people who can provide multiple perspectives and a variety of advice on advancing your career with encouragement and honesty.  

“That power differential is not there with a board of directors so the conversations you're having can be a lot more vulnerable,” Daniela said. “You want a group you can have open conversations with.”

Who should be on your board of directors

Daniela says you don’t have to look far to form your board of directors. Think of the folks around you who you find inspiring and motivating. That list can include former or current coworkers and managers, peers in the same industry but at different companies, people with similar jobs as you in different industries, close friends and thought leaders. 

Daniela said you can even include colleagues just entering the workforce for an added perspective. 

“I can learn just as much from folks who are early in their careers because they’re observing different things on a day-to-day level,” Daniela said. “What’s important is having a diversity of perspectives you’re pulling from.”

Remember: As your goals change, your board of directors will as well. It’s okay to be flexible in reshaping your board as your needs adjust. 

How to use your board

To leverage your board, think about what you need guidance on and who on that board can best help. Do you need to prep for an interview? Tap a recruiter or hiring manager. Build your network? Reach out to a friend who is producing industry events. Solve a complicated challenge? Buzz the person who helps you think imaginatively. Learn a new skill? Think about who you admire who practices that skill.

One of Daniela’s board members is a former manager who has previously helped her assess job opportunities and prepare for interviews. Another is a colleague from 10-plus years ago in a similar role, who she turns to discuss the unique challenges of their current jobs. 

While the members may change in Daniela’s board, what remains consistent is that the group assists her in understanding her gaps, providing actionable feedback and keeping her accountable. 

“Because your board is not made up of one person, they can be there for you wherever you need,” Daniela said. “They grow alongside you. They cheer for you. They advise you. You don’t need to go at your career alone.”