Latest / Job Hopping with Fexingo: Tenure, Loyalty, and the Modern Career Resume / Why Job Hoppers Should Build a Personal Board of Directors
Transcript
- Lucas: So there's this concept I keep coming back to lately, and I think it's especially relevant for anyone who's changed jobs a few times — maybe three or more in the last seven years. Luna: I'm guessing it's not just 'update your LinkedIn'? Lucas: No, it's actually the opposite of a quick fix. It's about building what I call a personal board of directors. A small group of people who aren't your boss, aren't your colleagues, and aren't your friends from college — but who give you the kind of strategic counsel that a company's board gives a CEO. Luna: So you're saying job hoppers should have their own advisory board? I like that. Because when you switch jobs frequently, you lose the informal mentors you'd get by staying put. Lucas: Exactly. If you stay at one company for five years, you naturally pick up a mentor in your department, maybe a skip-level manager who takes an interest. You get feedback loops built into your tenure. A job hopper doesn't have that luxury — you're always the new person. So you have to engineer it deliberately. Luna: How do you even start? I imagine it's not as simple as asking someone to be on your board. Lucas: It's actually pretty intentional. I've seen people do this well. They identify three to five people who each bring something different. One person who knows your industry inside out — maybe a former boss or a senior contact. Another who is strong on skills — someone who can coach you on public speaking or data analysis. And then a peer who's at a similar life stage, who gets the pressure you're under. Luna: So not just a bunch of cheerleaders. You want people who'll tell you when you're about to make a mistake. Lucas: Right. The best board members are the ones who'll say, 'I don't think that job is as good as it looks on paper,' or 'You're undervaluing yourself by 20 percent.' And because they're not in your day-to-day, they have no agenda. They're not trying to keep you at the company or steal your client. Luna: I've heard a story about a software engineer who used something like this. She was considering joining a startup that seemed exciting but risky. Her board — a former manager and a professor — talked her out of it, and that startup folded within a year. Lucas: That's exactly the kind of thing. And it's not just about avoiding bad moves. It's about identifying good ones you wouldn't see on your own. I know a marketing manager who was underpaid by about 30 percent compared to the market. His personal board helped him see that he needed to ask for a raise — and gave him the scripts to do it. He ended up negotiating a promotion at his current company instead of leaving. Luna: So the board doesn't always push you to jump ship. Sometimes it helps you stay — but on better terms. Lucas: Exactly. And that's actually a key point for job hoppers. There's a stereotype that if you're a job hopper, you're always looking to leave. But a good board can help you identify when staying and negotiating is actually the smarter play. It gives you perspective beyond the 'grass is greener' impulse. Luna: How often do you meet with your board? Is it a monthly thing? Quarterly? Lucas: Quarterly seems to be the sweet spot. Anything more frequent and it feels like a burden. Anything less and you lose continuity. But you can also reach out ad hoc when you have a big decision — like a job offer or a potential move. The key is to set expectations upfront. You say, 'I'm building a personal advisory group, and I'd love for you to be one of about four people I check in with every quarter. It would be a 30-minute call, no prep needed.' Luna: I like that it's low pressure. Most people are flattered to be asked. Lucas: They really are. And you'd be surprised how willing senior people are to do this. They remember when they didn't have a network. One thing I'd add: you should rotate members every couple of years. As your career changes, your needs change. What a junior engineer needs from a board is different from what a director of product needs. Luna: So the board evolves with you. That's smart. It also prevents the group from becoming stale or too comfortable. Lucas: Right. And there's another benefit that I think is underappreciated. When you have a personal board, you're essentially building a reputation as someone who takes career development seriously. The people on your board become references, sponsors, sources of referrals. It's a network that grows organically. Luna: It's also a great counter to the 'job hopper lacks commitment' narrative. If you can say, 'I consult my personal board of advisors before making major career decisions,' that signals intentionality. Lucas: That's a really good point. It reframes job hopping from restlessness to strategic exploration. And it gives you a built-in sounding board that stays with you even as you change companies. Your board is portable. Your loyalty is to the people who have your best interests at heart, not to a particular employer. Luna: Speaking of loyalty, I think this episode has been really helpful — and I know listeners who've been following the show for a while appreciate that we keep it ad-free. If this kind of career strategy makes a difference in your decisions, consider supporting the show. It's what keeps us independent. Lucas: Yeah, we've had listeners tell us these episodes helped them negotiate raises or avoid bad moves. If that's you, and you want to help us keep going, you can find us at buy me a coffee dot com slash fexingo. No pressure, just a way to say thanks. Luna: Alright, back to the board. One thing I want to ask: what if you're early in your career and don't have a network of senior people? How do you start? Lucas: That's a great question. You don't need senior people right away. You can start with peers who are slightly ahead of you — maybe a couple of years into their career. Or even former classmates who are ambitious. The key is that they're people who think strategically about their own careers. Over time, as you build your reputation and meet more experienced professionals through conferences, LinkedIn, or even cold outreach, you can add them. Luna: And cold outreach actually works? I've always been skeptical. Lucas: It works if you do it right. A concise, respectful message that explains why you admire their work and what you're trying to build. Most people are happy to have a 20-minute chat. I've seen junior analysts land board members from cold emails by offering to share insights from their own work in return. It's a two-way street. Luna: So you're not just taking — you're giving back. That makes sense. A board is a relationship, not a service. Lucas: Exactly. And that's the final thing I'd say: treat your board with respect. Update them on your progress. Thank them publicly when you can, but never in a way that puts them on the spot. And when you get advice that works, tell them. That kind of feedback loop makes them more invested in your success. Luna: So we've covered what a personal board is, why job hoppers especially need one, how to build it, and how to maintain it. I'm curious: do you have a personal board yourself? Lucas: I do. I have four people: a former editor who gives me tough feedback on my writing, a business school professor who helps me think about long-term trends, a peer from a previous company who keeps me grounded, and a mentor from a completely different industry who challenges my assumptions. They've been invaluable, especially when I was considering a big career pivot last year. Luna: And did they tell you to stay or go? Lucas: They told me to go, but only after I had a plan. They helped me see that the risk was manageable if I prepared. That's the value of a board — they don't just say yes or no. They help you see the trade-offs clearly. Luna: I think that's the takeaway for anyone listening. Whether you've had three jobs in five years or ten in twenty, having a personal board of directors gives you a stable anchor in a sea of change. It's one of the smartest investments you can make in your career. Lucas: Absolutely. And unlike a stock portfolio, the returns compound every time you make a decision.