Language That Attracts Dysfunctional Boards (and how to avoid it)

You're exceptional at mediating between difficult stakeholders. You've built that skill over twenty years in corporate environments where strong personalities clashed and someone needed to find common ground. It's on your LinkedIn profile. It's in your conversations about what you bring to boards.

Here's the problem: What kind of boards need someone to mediate between difficult stakeholders? Boards with difficult stakeholders.

After 25+ years working with L'Oréal, Colgate, Volkswagen, and Ryanair, I've learned something that most executives pursuing board advisory roles miss entirely: The skills you advertise determine which opportunities find you. And if you're not careful, you'll position yourself perfectly for exactly the boards you want to avoid.

The Strategic Filtering Problem Nobody Discusses

When you're targeting board advisory positions—whether as a non-executive director, board advisor, or senior consultant—your LinkedIn profile isn't a catalogue of everything you can do well. It's a filter. Every skill you highlight, every strength you emphasise, creates an invitation to organisations that need exactly that capability.

You're brilliant at crisis management? You'll attract organisations in crisis. Excellent at turning around underperforming divisions? You'll hear from boards whose divisions are underperforming. Experienced at mediating boardroom conflicts? Every dysfunctional board in your network will suddenly remember you exist.

Let's be honest about what's happening here. You didn't spend two decades building expertise to waste it on nightmare board situations. You want to work with well-run organisations that value oversight and governance. But your positioning is calling in the opposite.

Here's Where It Gets Interesting

The skills that made you valuable in corporate—the ability to handle difficult personalities, navigate political environments, steady the ship during turbulence—are genuinely impressive. You're good at these things because you've had to be. Corporate environments demanded it.

But now you're pursuing board roles. And the question isn't whether you can handle dysfunction. The question is whether you want to spend your board advisory career doing it.

I see this pattern constantly working with executives across the UK, the US, and Australia. Someone completes their NED certification or starts positioning for board advisory roles. Their LinkedIn profile lists "experience mediating complex stakeholder relationships" or "steady hand during organisational change" or "skilled at driving alignment in challenging environments."

All accurate. All demonstrating capability. All attracting exactly the boards they're trying to avoid.

The Mediation Trap

Here's a concrete example of how this plays out. You include "mediation between board members" in your positioning. You've done it. You're good at it. It feels like a valuable skill to advertise.

Then a board finds your profile. They're looking for a new NED. Their current board has two members who haven't spoken civilly in eighteen months. Every meeting devolves into tension. They need someone who can "help with board dynamics."

You get the call. Initially, it sounds interesting—established company, decent sector, appropriate compensation. Then you dig deeper and realise you've been recruited as the board therapist. Your expertise in governance, financial oversight, or whatever your actual strength is becomes secondary to managing personalities.

That's not a board advisory role. That's a mediation contract disguised as a board position.

The Crisis Management Problem

The same pattern appears with "steady hand in crisis" or "experienced in organisational turnaround." Both valuable skills. Both potentially attractive to the right organisation. Both absolute magnets for perpetual dysfunction.

Organisations in genuine one-off crisis situations—a leadership transition, a market disruption, a regulatory challenge—can benefit enormously from experienced advisory oversight. But organisations in perpetual crisis mode? They don't need a steady hand. They need to fix their fundamental problems. And they'll consume your advisory capacity dealing with the latest emergency while the underlying issues remain unaddressed.

If a crisis energises you, brilliant. Position yourself accordingly. But if you're thinking "I've done my time in crisis mode, I want to work with organisations that have their fundamentals sorted," then advertising crisis management skills is positioning malpractice.

What "Collaborative Leadership" Actually Signals

Here's another common positioning mistake. Executives who prefer collaborative environments—and who wouldn't?—position themselves as experienced in "collaborative leadership" or "building consensus in complex environments."

Sounds positive. Sounds like the kind of culture you want to work with. But here's what boards hear: "This person can handle our dysfunctional team dynamics."

Genuinely collaborative boards don't need someone to build collaboration. They're already collaborative. The boards searching for someone with "experience building collaborative cultures" are boards where collaboration has broken down. You're not being recruited to join a collaborative environment. You're being recruited to create one from dysfunction.

The Implementation Support Paradox

Then there's the executives who position themselves as offering "hands-on implementation support" or "practical guidance on execution." They're trying to signal that they understand operational realities, that they won't be the board member who proposes strategy with no consideration for implementation.

What they actually signal: Available for operational work at board-level day rates.

The boards who respond aren't looking for governance oversight. They're looking for someone to roll up their sleeves three days a week and sort out their operational challenges. You've positioned yourself out of an advisory role and into an interim executive position.

What Actually Needs to Change

You're not building new expertise. The mediation skills, the crisis management experience, the ability to navigate complex environments—these capabilities are real and valuable. The question is whether you want to deploy them.

After working for global brands where board dynamics and executive positioning were carefully managed, I've learned this: Your LinkedIn profile should advertise what you want to do, not catalogue everything you can do.

If you want to work with well-governed boards that value financial oversight, talk about financial governance and audit committee experience. If you want advisory roles focused on growth, talk about evaluating expansion opportunities and market positioning. If you want to work with collaborative boards, talk about enhancing board effectiveness in high-performing environments.

Stop advertising the skills that attract dysfunction. Start positioning for the boards you actually want.

The Strategic Visibility Gap You're Creating

Here's what I recommend: Go through your LinkedIn profile. Every skill you've highlighted, every strength you've emphasised, ask yourself one question: What kind of board needs this?

If the answer is "a board in crisis" or "a board with difficult dynamics" or "a board that needs someone to fix their operational problems," and you don't want to work with those boards, take it out.

Your positioning isn't neutral. Every phrase either attracts or repels opportunities. Right now, you might be perfectly positioned for exactly what you want to avoid.

The executives I work with aren't lacking expertise. They're exceptional at what they've done. But when they transition to board advisory roles, they often position themselves for dysfunction out of habit. They advertise the crisis management and mediation skills that corporate demanded, not realising those same skills attract exactly the board environments they're trying to escape.

You know what kind of boards you want to work with. Organisations with strong governance, collaborative cultures, clear structures. But if your positioning emphasises your ability to handle the opposite, those aren't the opportunities that will find you.

Your expertise deserves recognition at the level of boards you want to join. The positioning just needs to filter for them, not against them.

About Elaine Walsh-McGrath

For over 25 years, I've worked with global brands including L'Oréal, Colgate, Volkswagen, and Ryanair, developing strategic communication that positions leaders for the recognition their expertise warrants. I built this business where work didn't just come to me—I understand establishing visibility independently and positioning strategically for the opportunities you actually want.

If you're targeting board advisory roles but attracting the wrong opportunities, let's talk. My Strategic Visibility for Ambitious Leaders service helps established CEOs, MDs, NEDs, and senior consultants position their expertise to attract the right boards, not just any boards. This isn't about building a personal brand from scratch—it's about strategic positioning that filters for the opportunities that match your goals. Book a strategic consultation here.