Have you ever thought about having your own personal team of advisors? It sounds pretty fancy, like something only CEOs have, right? Well, it’s not. Building a personal advisory board for your life and work can actually be a game-changer. It’s about gathering a small group of people who can give you different ideas and help you figure things out. This article will show you how to create a personal advisory board for life and work, helping you get ahead in your career and personal journey.
Key Takeaways
- A personal advisory board is a hand-picked group of people who offer different ideas and support for your life and career.
- Unlike a single mentor, a board gives you a wider range of views and helps with many parts of your path.
- To build your board, first figure out your goals and what kind of help you need, then look for people who fit.
- Keep your board relationships active by sharing updates, being open to suggestions, and showing thanks.
- Your board should change as you do; review it regularly to make sure it still fits your needs and goals.
Understanding the Personal Advisory Board
Defining a Personal Advisory Board
Okay, so what is a personal advisory board? It’s basically a group of people I trust and respect, who can give me advice and support on my life and career. Think of it as my own personal brain trust. It’s not about having all the answers myself; it’s about having access to people who can help me find them. I see it as a way to get different perspectives and make better decisions. It’s like having a team of mentors, but more informal and tailored to my specific needs.
Distinguishing from Traditional Mentorship
Traditional mentorships are great, but they often focus on one specific area, like my job. A personal advisory board is broader. It can include people who give me advice on everything from my career to my relationships to my personal growth. It’s also less formal than a traditional mentorship. I’m not looking for someone to hold my hand and guide me every step of the way. I’m looking for people who can offer insights and challenge my thinking. It’s more like having a group of trusted friends who are willing to offer varied insights and support me.
Benefits of a Diverse Board
I think the key to a good personal advisory board is diversity. I don’t just mean diversity in terms of race or gender, although that’s important too. I mean diversity of experience, perspective, and background. I want people who will challenge my assumptions and push me to think outside the box. If everyone on my board thinks the same way I do, then I’m not really getting any new insights. I need people who will tell me what I need to hear, not just what I want to hear. Plus, having a group of people that are on my team can provide you the psychological safety you need to perform your best.
Assembling Your Personal Advisory Board
Identifying Potential Members
Okay, so you’ve got a vision. Now, who do you actually ask to be on this advisory board? I started by looking at people already in my life. Think past bosses who gave great advice, peers whose opinions I respect, or even family members who offer a different perspective. The key is to identify individuals who not only align with your values but also bring something different to the table. Don’t be afraid to reach out to people outside your immediate circle, either. Sometimes, the most insightful advice comes from unexpected places. I found that Muriel Wilkins coaches people to overcome obstacles, which is a great skill for an advisor.
Clarifying Expectations and Commitment
Once you’ve got a list of potential members, it’s time to reach out. Be clear about what you’re asking of them. People are busy, and they need to know what kind of time commitment is involved. I made sure to explain that this wasn’t a formal mentorship thing, but more of an informal sounding board. How often will you be reaching out? Will it be quick texts or more in-depth conversations? Being upfront about your expectations from the start will save everyone time and potential awkwardness down the road. I think it’s important to have a clear idea of the skills and experience you hope to gain.
Key Types of Supporters
When building my board, I realized I needed a mix of different types of supporters. There’s the “challenger” who isn’t afraid to push back and question my assumptions. Then there’s the “connector” who can introduce me to new opportunities and people. And of course, the “cheerleader” who provides encouragement and reminds me of my strengths when I’m feeling down. Having this variety ensures that I get a well-rounded perspective and the support I need to navigate career shifts. It’s also important to have people who can help me with negotiating my offer of employment.
Crafting Your Highest Impact Board
Gaining Diverse Perspectives
When I’m making big decisions, I’ve learned that my own viewpoint can only take me so far. That’s where a personal advisory board really shines. Having people who see the world differently, who come from different backgrounds and have different experiences, can open my eyes to possibilities and pitfalls I’d never considered. It’s like having a built-in reality check, ensuring I’m not just operating in an echo chamber. This is especially important when dealing with complex issues where there isn’t a clear right or wrong answer. I find that authenticity is crucial in these discussions, as it allows for honest and open dialogue.
Accelerating Learning and Skill Development
I’m a firm believer in lifelong learning, and my advisory board is a key part of that. I try to include people who are experts in areas where I want to grow. This isn’t just about getting advice; it’s about having access to a sounding board who can challenge my assumptions and push me to think more critically. It’s about having someone who can share their knowledge and experience, helping me to learn faster and more effectively. I can call for help from them when I need it.
Addressing Weaknesses and Amplifying Strengths
I’m not afraid to admit that I have weaknesses. We all do! My advisory board helps me address those weaknesses head-on. By including people who are strong in areas where I struggle, I can get the support and guidance I need to improve. But it’s not just about fixing what’s broken; it’s also about amplifying my strengths. If I’m pursuing an opportunity that aligns with my skills and passions, I want to surround myself with people who can help me take it to the next level. It’s about creating a team that complements my abilities and helps me achieve my full potential.
Starting with a Clear Vision
Clarifying Personal and Professional Goals
Before I even think about who I want on my personal advisory board, I need to get crystal clear on what I’m trying to achieve. What are my big, hairy, audacious goals? What do I want to accomplish in my career? What about my personal life? These goals will act as my compass, guiding me in selecting the right people for my board. It’s not enough to just say, “I want to be successful.” I need specifics. Do I want to launch a new business? Write a book? Become a better leader? Run a marathon? The clearer I am, the better I can identify the skills and support I’ll need. This clarity also helps me later when I’m expressing gratitude to my advisors; I can point to specific ways they helped me achieve those goals.
Identifying Necessary Skills and Relationships
Once I have a good handle on my goals, I can start thinking about the skills and relationships I’ll need to get there. What am I missing? Where do I have gaps in my knowledge or experience? Do I need someone who’s a marketing whiz? A financial guru? A seasoned entrepreneur? Maybe I need someone who can connect me with the right people. Identifying these needs is crucial. It’s like putting together a puzzle – I need to figure out what pieces are missing before I can complete the picture. This step is also about recognizing that I don’t know everything, and that’s okay. Seeking out people with complementary skills and experiences is a sign of strength, not weakness. I might need someone with leadership habits to guide me.
Listing Potential Board Members
Now comes the fun part: brainstorming potential board members. Who do I know who possesses the skills and experience I’m looking for? Who do I admire and respect? Who has a track record of success in the areas I’m targeting? I’ll start by making a long list of names, without worrying too much about whether they’ll actually say yes. I’ll think about people from all areas of my life – former colleagues, mentors, friends, even acquaintances. The key is to think broadly and creatively. I can always narrow down the list later. I’ll consider people who can help me develop a growth plan.
Maintaining Your Advisory Board Relationships
Providing Regular Updates
It’s easy to get caught up in my own world, but I’ve learned it’s super important to keep my advisory board in the loop. Even if I’m not actively seeking their advice, I try to touch base every now and then to give them updates on my progress and any challenges I’m facing. A quick email or call can make a big difference. This helps them stay informed and ready to jump in when I really need them. It’s about career journey, not just reaching out when I need something.
Being Open to Feedback and Criticism
While it’s great to have people who support and encourage me, I also need people who will give it to me straight. I try to be open to feedback and constructive criticism from everyone on my board. It can be tough to hear, but it’s essential for growth. I try to remember that they have my best interests at heart, even if their advice isn’t always what I want to hear.
Expressing Gratitude and Reciprocating Support
I always make sure to express my gratitude to my advisory board members for their time and help. A simple thank you goes a long way. But it’s not just about saying thanks; it’s about reciprocating their support. I try to find ways to help them out in return, whether it’s offering my own advice or connecting them with someone in my network. It’s a two-way street, and I want to make sure I’m contributing to the relationship as well. It’s important to reciprocate and act as a board member in return.
Refreshing Your Board as You Grow
Like a company’s board, my personal advisory board shouldn’t stay the same forever. My needs, interests, and even my network will change as time goes on. I shouldn’t be afraid to shift my focus away from some professional relationships as they become less useful.
Adapting to Evolving Needs and Interests
As I grow, what I need from my advisory board will change. What was super helpful a year ago might not be relevant now. Maybe I’m diving into a new area, or my goals have shifted. It’s important to recognize these changes and adjust my board accordingly. This might mean bringing in people with different skills or experiences that align with my current path. It’s all about making sure I have the right support system in place for where I’m headed. I need to make sure I’m still getting that different perspective.
Establishing a Regular Review Cadence
I think it would be helpful to set up a regular schedule – maybe every few months – to reassess what skills and relationships I need. This doesn’t mean I have to completely cut ties with people, but I need to understand that I won’t be leaning on them as much. It’s like pruning a garden – I’m not getting rid of everything, just making sure the right things have room to grow. I need to remember that it’s a mutual relationship.
Integrating New Connections and Expertise
As I meet new people and gain new experiences, I’ll naturally come across individuals who could bring fresh perspectives and skills to my advisory board. It’s important to be open to these new connections and consider how they might complement or even replace existing members. This isn’t about being disloyal, but about ensuring my board remains relevant and effective. Sometimes, a new voice can provide the spark I need to reach the next level. I need to build my highest impact board.