Serving on a board of directors can be a rewarding experience, offering the opportunity to influence a company’s strategy and governance. However, there comes a time when it may be appropriate to step off the board. In my view, three key factors typically emerge that signal it’s time to consider resigning or stepping aside from a board or advisory role.
1. Your Input is No Longer Valued
The number one reason to step down from a board is when your input is no longer valued or serving its intended purpose. If you find yourself in a situation where you’re offering valid suggestions in the boardroom, but they are being overlooked or ignored, it’s a red flag. Even when your points are sound and well-argued, if the business consistently fails to act on them, it signals a disconnect.
When your input is continually dismissed over a period of 3-6 months, it may be time to reconsider your role. It’s far better to exit early than to persist in an environment where your contributions are not recognised or implemented. Boards are meant to be collaborative, and if your ideas aren’t having the impact they should, it could be a clear sign that it’s time to move on.
2. A Misalignment of Values
A second critical reason to step off a board is when there is a values mismatch between you and the organisation or the other board members. If the company is engaging in practices that don’t align with its risk appetite statement or is acting in ways that could be considered ethically dubious, it’s time to evaluate your position. Any behaviour that veers into ‘shades of grey’ can pose a risk to your reputation, and you need to be crystal clear about where you stand.
When you see a consistent divergence from the ethical standards you expect, it’s crucial to step back and reassess whether you should remain involved. Maintaining alignment with your values is essential for long-term professional success and personal integrity.
3. Impact on Your Career Portfolio
Finally, you need to assess whether your board commitments are affecting your broader career portfolio. Many board roles, especially in the not-for-profit sector, can start out with good intentions, but the workload may escalate beyond your expectations. If you find yourself shouldering more than your fair share of the workload, this can tip the balance of your entire career.
This is particularly relevant for unpaid board positions. I recently spoke with a board executive who was aiming to transition from unpaid board work to paid roles. Upon reviewing her time commitments, she realised she was dedicating days each week to unpaid volunteer boards, leaving her financially stretched and unable to properly develop her portfolio. While volunteering is commendable, overcommitting can be detrimental, both professionally and personally.
Organisations will always take what you give, but your time is a limited resource. If the time demands of a board role are excessive, it may be time to consider stepping off. You must ensure that your portfolio remains balanced and that you’re not sacrificing your career progression or personal wellbeing.
Conclusion
It’s vital to regularly review the boards you’re involved with, assess how they’re operating, and determine whether you are truly adding value. If your input is no longer appreciated, there’s a misalignment of values, or your board commitments are overwhelming your career, it may be time to exit. Resign professionally and cordially, but recognise when it’s the right moment to step off and put your priorities back in order.