That same month, Shurts joined his first private board, for a third-generation family import and distribution business. “Unlike the public company boards, this is not a fiduciary board because the family decides what to do with the money,” he says. “But other than that, the board has the same role as public company boards.”
Since then, Shurts has added two more private boards to his plate, which he enjoys because, “private boards can be more fun than public boards; there is less bureaucracy,” he says.
Advice for finding a board seat
With all of this board experience, Shurts can offer some advice to CIOs seeking board work. First, given that most board appointments come through your network, “let the people in your networks, and especially people who are on boards, know of your intent,” he says. “And that includes the board of your current company.”
But before you start calling people, decide what kind of board you want to join, whether public or private, and in what industry. “I’ve spent almost my entire career in food, and my boards are either food distribution, grocery, or logistics,” he says. “I don’t know if I could have joined a board in an unrelated industry.”
Also, put together your board bio, which is very different from a resume. Rather than a chronological list of your experiences, your board bio is a one-page document that, in a just a few paragraphs, presents a strategic view of your experience.
Shurts suggests that when writing your board bio you read the board section of a few corporate annual reports. These typically have a board matrix with dots next to the expertise areas that each board member checks off. “You will never get a board position if the only box you can check is technology or cyber,” says Shurts, “Make sure your board bio demonstrates expertise in multiple boxes, like finance, supply chain, international experience, or M&A. The broader set of experiences you can represent in your bio, the better.”
