The Real Logic Behind Board and Executive Appointments
Selection processes are more often designed to minimize risk than to maximize potential.
What does this mean in practice?
➡️ Management boards and supervisory boards have different mandates, operate with different decision-making logic, and look for different competencies.
➡️ Candidates are often favored if they have the most predictable profile possible: a similar role, a similar context, direct competition, or “minus one” roles in larger organizations.
➡️ As a result, reputation, trust, predictability, and perceived fit often become decisive factors in leadership appointments – not ambition or potential alone.
⚠️ This does not mean that potential does not matter.
But pure potential rarely wins against the decision-makers’ sense of security.
Every process has its “questions in the background,” even if they are not asked explicitly:
– does hiring this person reduce the risk of a wrong decision?
– will they be predictable in a crisis?
– how will they be perceived by key stakeholders?
This is why it is so important to understand through which lens we are being evaluated as candidates.
From the perspective of preparing for decision-making roles, several elements become particularly important:
✅ a clear decision-making track record
✅ conscious management of one’s visibility and the narrative around experience
✅ a strategic network (not only event-based)
✅ mentoring and sponsorship relationships
✅ understanding how recommendations reach management and supervisory boards
🎤 After the presentation, we had a very insightful panel discussion featuring practitioners with many years of experience on management boards and supervisory boards.
A few particularly valuable reflections:
💬 “Reach for the stars — even if you miss, you won’t land in the mud.”
👉 Aniela Hejnowska (paraphrasing a desert Bedouin) – Board Member | Entrepreneur | INSEAD IDDP
💬 “Stay focused. Identify your circle of influence and your circle of concern — and direct your energy where you actually have influence.”
👉 Magdalena Bezulska – CEO Veolia Term S.A
💬 “Reach for everything that is available to you. A mentor, a book, inspiration.”
👉 Agnieszka Maciejewska – Group VP People and Culture at Warner Discovery Inc, TVN
💬 “Don’t try to earn a board seat through perfection. Build a reputation for delivering in a critical area and build a strong network of relationships.”
👉 Bartosz Pawlowski, CFA – CEO mTFI S.A
Many thanks to Artur Miernik for expertly moderating the panel and to FLB for the invitation.
And one final observation from the market: we are rarely 100% ready for a role. And when we are — we are often already overqualified.
📈 Which is why it is worth raising your hand, consciously seeking greater responsibility, and clearly signaling readiness for the next step.
If we don’t do it ourselves — someone else will.