For years, board recruitment has relied on a familiar playbook built around introductions made within the same tight circles of peers, advisors and executives. That approach still dominates many company boards, but more are beginning to recognize a shared challenge. 

Boards today are operating in an environment shaped by rapid technological change, heightened risk exposure and evolving expectations around governance. Existing networks do not always reflect the expertise needed to guide organizations through what lies ahead. 

Ready to move beyond network-based recruitment and focus on bringing the skills your board needs to the table? Here are four ways to make that shift. 

Move From “Who We Know” to What We’re Missing 

Company boards are increasingly adopting a skill-based approach to recruitment. Rather than starting with names, effective board searches begin with questions. 

  • Where is the organization exposed? 
  • What expertise is missing from the table? 
  • Which perspectives are needed to guide the business forward? 

Certain gaps surface quickly. Artificial intelligence. Cybersecurity. Human capital strategy. Marketing and digital visibility. These perspectives directly influence risk management, growth planning and long-term value creation. 

Boards should also broaden how they define relevant experience. A financial services company may not benefit from adding another executive from a bank. Instead, identifying subject matter experts from financial institutions aligned with the organization’s mission, values and future direction often brings greater value. The goal is depth of expertise paired with sound strategic judgment.  

Build Relationships Before the Seat Opens 

To recruit effectively beyond existing networks, boards should prioritize access over immediacy. 

Building relationships with potential board members ahead of a vacancy gives boards the time needed to assess alignment across culture, values, communication style and long-term fit before any formal invitation is extended.  

Traditional board recruitment models are not designed to support this approach. They are typically activated only after a vacancy exists and are structured around transactions rather than relationship development. 

A research-driven approach offers a more deliberate alternative. It enables boards to identify, engage and cultivate a repository of potential board candidates tied directly to defined skill gaps. Relationships develop over time, allowing trust and familiarity to form without rushed decisions.  

Apply Flexibility as Board Needs Evolve 

Boards should approach recruitment with flexibility built in. Priorities shift. New risks emerge. One skill set, such as cybersecurity, may demand focus now, while others become relevant later. 

An hourly recruitment model supports this reality. Boards can invest in targeted research, outreach and relationship development without committing to a full retained search before a seat exists. Over time, this creates a living pipeline of vetted, aligned talent that remains accessible as board needs evolve.  

Elevate Board Recruitment with Informed Search 

Informed search extends naturally into recruiting for boards. Built on Duffy Recruitment Research™, the process begins with a clear understanding of board needs, governance expectations and cultural alignment. Research and outreach are then tailored to identify and engage passive candidates with the expertise boards are seeking. 

Instead of delivering a single name, boards gain insight into the broader talent landscape and develop relationships they can draw on when the timing is right. 

Connect with Duffy Group to strengthen board recruitment and bring the skills your organization needs to the table.