When I’m recruiting board directors, I’m often presented with candidates who have the perfect CV — impressive corporate roles, prestigious qualifications, decades of experience. But none of that matters if their attitude is poor. In fact, the number one turn-off for me — and for many boards I work with — is a director with a big ego.
The modern boardroom has no place for arrogance, entitlement, or volatility. Today’s boards are evolving rapidly. With greater focus on governance, diversity, ESG, risk management, and stakeholder engagement, boardrooms now require directors who are collaborative, emotionally intelligent, and grounded.
As I recently shared with a colleague, I’ve had a few interactions lately where candidates revealed their true colours quickly — and not in a good way. Basic requests like sending a resume, correcting a document, or registering with our firm were met with surprisingly aggressive and combative responses.
It’s always a red flag.
I had one particular candidate last week whose behaviour escalated to outright rudeness — even veering into misogynistic territory. A quick background check confirmed my instincts: this individual had been dismissed from a company two decades ago for serious ethical breaches. As the saying goes, leopards don’t change their spots.
Why Attitude Matters More Than Ever
Board roles aren’t about control — they’re about stewardship. Today’s most effective directors embrace servant leadership. They’re respectful. Collegiate. Principled. They have opinions, yes, and are willing to challenge the status quo — but they do so constructively, not combatively.
This aligns with recent commentary in the Australian business media. The Australian Financial Review noted in a piece on board composition:
“As governance standards lift and scrutiny increases, boards are looking for emotional intelligence, diversity of thought and a team-first attitude over pure pedigree.”
Similarly, The Sydney Morning Herald reported:
“The age of the charismatic, domineering board director is giving way to a new generation of humble, informed, and collaborative thinkers who understand that influence is earned, not demanded.”
This shift is real — and critical. As boardrooms become more complex and under greater pressure from stakeholders, having someone who can’t manage their temper, can’t work as part of a team, or can’t handle basic communication without overreacting is a major risk.
C-Suite vs Boardroom: Know the Difference
Some people are simply better suited to the C-suite. If you’re someone who thrives on command, control, and pushing decisions through fast — perhaps staying in CEO, COO, or founder roles is your lane. The boardroom, by contrast, requires restraint, patience, and diplomacy.
Directors influence through questions, not commands. Through listening, not lecturing.
So here’s a bit of tough love: If you find yourself easily triggered, impatient with process, or unwilling to take direction — board life might not be for you.
Final Thought: You’re Always Being Assessed
Every interaction is a moment of truth. Whether you’re emailing a recruiter, submitting your resume, or engaging with a board chair — how you conduct yourself says more than your resume ever could.
At Tiger Boards, we’re not just looking for qualifications. We’re looking for people who demonstrate professionalism, humility, and the ability to lead without ego.
If you’re unsure where you stand or want to better prepare for a board career, we can help. Start by reviewing our Welcome to the Boardroom video series, or reach out for a confidential discussion.
