Motivations

Why Are People Really in the Boardroom?

Directors don’t come to the table empty-handed. Everyone has motives and some obvious, some subtle. Most directors I’ve worked with are a blend ticking the box on 3-4 of these at once. Here are a few of the common “whys” I’ve seen:

The Expert. Brings deep knowledge—finance, tech, governance, or industry smarts. Motive: credibility and the chance to shape decisions.

The Connector. Knows the right people and opens the right doors. Their influence comes from relationships more than technical skill.

The Friend. Invited for loyalty and trust. Often close to the CEO, chair, or major players. Motive: support and stability.

The Learner. Hungry for growth and new perspectives. They see the boardroom as a classroom.

The Paycheque. Practical about it - it’s work, and the compensation matters.

The True Believer. Aligned with the company’s mission and values. Purpose drives them.

The Shareholder. Has an investment stake in the company and a direct interest in returns. Motive: protecting and growing their own capital.

The Point

Boards are built on a mix of motives. And that’s okay, as long as everyone understands it. Knowing your own “why,” and recognizing the blend of drivers around the table, helps keep the board from spinning in ego and instead channels those human motives into collective strength.

For nominating committees, this lens is invaluable. Competency matrices are essential, but they don’t capture motive. Understanding why a candidate wants a seat is as important as what skills they bring. Used as a first-cut filter, this lens helps avoid mismatches, balance the table, and build a board that not only looks good on paper but actually works well in practice.