Will vs. Skill

Would you rather have a Nobel laureate who won’t engage, or a curious newcomer who asks the right questions?

This isn’t just hypothetical — it’s a real dilemma many boards face. As governance challenges grow more complex and stakeholder expectations rise, the composition of the boardroom has never mattered more. But when evaluating potential directors, one question often lingers: Is it more important to have the right skills — or the right mindset?

In this edition of The Savvy Director, we explore the tension between ‘will’ (the willingness to learn, adapt, and engage) and ‘skill’ (the technical expertise and experience a director brings). Which one truly adds more value to board discussions and decisions?

What Do We Mean by Will and Skill?

Skill refers to the technical competencies, industry knowledge, and governance experience a director brings to the table. These are often measurable and easy to list on a CV.

Will is hard to quantify. It includes a growth mindset, curiosity, humility, and the drive to actively contribute — even in unfamiliar territory.

Both are important. But in a world where change is constant, the balance between the two is shifting.

The Case for Skill — Experience That Speaks for Itself

There’s no denying the value of a highly skilled director. Boards benefit from members who are financially literate, understand the industry landscape, and can anticipate risks and opportunities. They bring credibility with investors, regulators, and stakeholders. They’re able to contribute immediately to complex discussions without a steep learning curve.

But there are downsides to relying too heavily on skill alone, for example:

• Complacency — Deep expertise can sometimes lead to overconfidence or resistance to new ideas.
• Stagnation — Directors who rely too much on past experience may struggle to adapt to emerging trends or technologies.
• Outdated knowledge — In fast-evolving sectors, yesterday’s expertise can quickly become obsolete.

The Case for Will — The Power of a Growth Mindset

Now consider the director who may not have all the answers but has a growth mindset and is eager to learn.

Directors with strong ‘will’ often ask insightful questions that challenge assumptions and spark deeper discussion. They embrace innovation and are open to new perspectives. Their curiosity helps to foster a dynamic board culture through active engagement and continuous learning.

Of course, there are trade-offs, including:

• Longer ramp-up time — A growth-minded director may need more onboarding and support.
• Initial credibility gap — They may lack the gravitas or confidence of more seasoned peers.
• Learning curve — It takes time to understand the nuances of governance and industry dynamics.

Still, in many cases, will can be a more sustainable asset than skill — especially when paired with the right support.

Big Name vs. Growth Mindset - A Tale of Two Directors

At the risk of over-generalizing, let’s compare two common boardroom archetypes:

The ‘Big Name’ Director

• Pros: Brings prestige, a powerful network, and instant credibility.
• Cons: May not prepare for meetings, contribute meaningfully, or adapt to the board’s culture. Some are ‘check-the-box’ directors — present in name, absent in impact.

The Growth-Minded Newcomer

• Pros: Eager to learn, deeply engaged, and often more attuned to emerging issues like ESG, digital transformation, or stakeholder capitalism.
• Cons: May lack experience or need mentorship to navigate boardroom dynamics.

Boards that prioritize name recognition over engagement risk missing out on the energy and insight that a growth-oriented director can bring.

As I reflect on this, it seems to be part of what the advocacy for Next-Gen Directors — often younger and with newer perspectives — is all about. They want to learn, grow, and make an impact.

In my travels, it also helps to explain the incredible contributions made by passionate community members on non-profit boards — directors who commit to learning board work on the job compared to some more seasoned professionals who believe they don’t need to invest time in board training or keeping up with the changing role and impact of stakeholders.

Striking the Right Balance – What Should Boards Look For?

The best boards know they don’t need to choose between will and skill. They look for both. Here’s how:

• They recruit for mindset, not just an impressive résumé. They use behavioral interviews to assess curiosity, adaptability, and commitment.
• They check references for engagement. They ask how the candidate has contributed to past boards, not just what titles they’ve held.
• They foster a learning culture. They encourage ongoing education, reverse mentoring, and open dialogue.
• They evaluate performance, not prestige. They use board assessments to measure actual contribution, not just credentials.

A director who possesses both will and skill is a rare find. But they are definitely out there. I’m willing to bet we’ve all served with savvy directors who have both a growth mindset and an impressive set of skills.

Still, when in doubt, choose the one who’s willing to grow.

Bridging the Gap — Helping Directors Grow in Both Will and Skill

While some directors arrive at the board table with deep expertise and others with a hunger to learn, the most effective boards don’t leave professional development to chance. They actively support directors in growing both their will and their skill.

Boards members — especially the board chair — can play a pivotal role in nurturing this balance by creating an environment that supports continuous growth, engagement, and contribution.

Motivating the Skilled Director to Engage More Deeply

Even the most experienced directors can lose momentum or fall into passive patterns over time. To ensure their expertise translates into real value, boards must create the right conditions to re-engage and inspire meaningful participation.

• Clarify expectations. Set clear norms around preparation, participation, and accountability.
• Assign meaningful roles. Give skilled directors ownership of specific initiatives or committees that align with their expertise.
• Foster peer accountability. Use board evaluations and peer feedback to highlight the importance of active contribution.
• Create space for challenge. Encourage debate and dissent to keep even seasoned directors intellectually engaged.
• Recognize and reward engagement. Acknowledge directors who go above and beyond — not just those with impressive résumés.

Helping the Growth-Minded Director Develop Their Skills

Directors with a strong desire to contribute bring energy and fresh thinking to the boardroom — but to maximize their impact, they need the right support. Here are practical ways boards can help these directors build the skills necessary to thrive and lead effectively.

• Structured onboarding. Provide a comprehensive orientation that covers industry context, board dynamics, and governance fundamentals.
• Mentorship. Pair new directors with experienced board members who can offer guidance and feedback.
• Continuous education. Encourage participation in director education programs, webinars, and industry events.
• Safe learning environment. Cultivate a board culture where questions are welcomed, and learning is celebrated.
• Feedback loops. Offer regular, constructive feedback to help new directors understand how they’re doing and where they can grow.

By investing in both will and skill, boards can unlock the full potential of every director at the table.

The Future Belongs to the Willing

In today’s boardrooms, skills are the ticket in — but will is what drives impact. Directors who are curious, committed, and coachable often outperform those who rely solely on past achievements.

As governance challenges become more dynamic, boards must evolve too. That means valuing not just what a director knows, but how they think, learn, and engage.

Because in a world that never stops changing, the most valuable director may not be the one who knows the most — but the one most willing to learn.

In the boardroom, both ‘will’ (motivation, drive) and ‘skill’ (competence, expertise) are crucial, but will often trumps skill. The right skills are important. The ability to apply them with passion and determination, to persevere through challenges, and to inspire others is what truly makes a difference in the boardroom.

Your takeaways:

• Boards should prioritize mindset in recruitment and development to future-proof their governance.
• In a world that never stops changing, the most valuable director may not be the one who knows the most — but the one most willing to learn.
• While skills provide the foundation for informed decision-making, the willingness to learn ensures adaptability in a changing environment. Skills are essential, but will may be the differentiator in a high-performing board.
• Will is the driver of your success. It's what you have within you, the thing that determines whether you can overcome the obstacles that appear in your way.  
• A vague desire to have or achieve something isn’t will. It’s just a wish.

Resources:

• The Battle for Success: Will vs. Skill. Mark Allred, CPLC, CGC. LinkedIn. April 2024.
• How to define the “right” people and skills for your board now and in the future. Rita Auritt. Board Effect. August 2024.
• Finding the Right Fit: Assessing First-Time Candidates for Non-Executive Directors. Julie Daum, William Dawkins and Angeles Garcia Poveda. Spencer Stuart. May 2019.
• Why Skill vs. Will is a Dangerous Management Tool. Alice Sowerby. Medium. June 2020.
• Skill vs. Will Matrix for download. Cirrus.

Thank you,

Scott

Scott Baldwin is a certified corporate director (ICD.D) and co-founder of DirectorPrep.com – an online membership with practical tools for board directors who choose a growth mindset.

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