Latest / The Marketing Career Podcast with Fexingo: Marketing Jobs, Skills, and Career Growth / How Marketers Can Use a Career Personal Board of Advisors
Transcript
- Lucas: So today is our one hundred fiftieth episode, and we've spent a lot of time talking about individual tactics — resumes, salary negotiation, side projects. But I want to step back and talk about something that underpins all of that: the people who help you make those decisions. Luna: You're talking about mentors, right? But I have a feeling you're going to give this a bit of a twist. Lucas: Exactly. We often think about mentorship as this one-on-one, informal relationship. But I'm a big fan of what's called a personal board of advisors. It's a small, intentional group of people who give you guidance on your career, kind of like a board of directors for a company, but for your professional life. Luna: That sounds interesting. So instead of one Yoda, you have a council? How does that work in practice? Lucas: The way I've seen it work best is you pick three to five people who bring different perspectives. Not all senior people, and not all peers. You want a mix. Maybe someone a couple of steps ahead of you in the field, a peer who's navigating similar challenges, and even a junior person who can offer a different lens on the industry or what it's like to be early-career right now. Luna: I like the junior person idea — that's something we haven't touched on much in past episodes. So how do you actually approach people and ask them to be on your board? I imagine you can't just say, 'Hey, will you join my personal board of advisors?' Lucas: You're right, that would be a bit awkward. The key is to frame it as an informal arrangement. You might say something like, 'I'm putting together a small group of people I trust to give me career advice, and I'd love to include you. It would just be a few conversations a year, not a huge commitment.' Most people are flattered to be asked. Luna: That makes sense. So what kind of structure should there be? Like, do you meet quarterly? Is there an agenda? Lucas: I've seen people do it both ways. Some just have a loose agreement that they'll grab coffee a couple times a year. Others are more formal — they have a standing meeting once a quarter, and they share an agenda beforehand so everyone can prepare. The more structure you have, the more value you get, but you also have to be flexible. Luna: Let's talk about a concrete example. How might this work for someone who's trying to move from a generalist marketing role into something more specialized, like, say, product marketing? Lucas: That's a great scenario. Let's call her Sarah. She's been in marketing for five years, mostly in social media and brand, but she wants to pivot into product marketing. She puts together a board of four: her former boss who's now a VP of marketing, a peer who already made the leap to product marketing, a former colleague who's now in sales and can speak to the customer side, and a friend who's a product manager in a tech company. Luna: That's a smart mix. So how does that board help her? Lucas: Well, she meets with them individually, but she also thinks of them as a collective. She might ask her VP boss, 'What skills do you see on the other side of the table that are missing?' And that person might say, 'You're great at social, but you need more experience with positioning and messaging frameworks.' Then she can go to her product friend and ask, 'How do you and product marketing actually collaborate?' Luna: So it's not just about getting a pat on the back. It's really about getting honest feedback from different angles. Lucas: Exactly. And the peer who's already in product marketing can be her accountability partner. She might say, 'I'll review your portfolio draft if you commit to applying to five roles by the end of the month.' That's the kind of push you need sometimes. Luna: I love that. So how do you keep your board engaged over time? I mean, people get busy. Lucas: The key is to give back. A board is a two-way street. You don't want to just take. You can share articles, introduce them to people in your network, or offer your own expertise. And when you do something they suggested, you follow up and tell them how it went. That makes them feel invested in your success. Luna: That's a good point. Another thing I'm curious about — how do you avoid building a board that just tells you what you want to hear? Lucas: That's the danger, right? If you only pick people who agree with you, you're not going to get the honest feedback you need. So you need to deliberately include people who will challenge you. Maybe a mentor who's known for being direct or a peer who's not afraid to push back. You also have to set the tone that you're open to criticism. If you get defensive, people will stop being real with you. Luna: And maybe that's why this works better than just having one mentor. You get a diversity of thought. Lucas: Right. And that's especially important when you're making a big decision, like whether to take a new job, move to a different industry, or start your own thing. You can get multiple perspectives. One person might warn you about the risk, another might encourage you to take the leap, and a third might point out something you hadn't considered about the company culture. Luna: So how do you go about actually assembling this board? Let's say someone listening is like, 'Okay, I want to do this.' What's the first step? Lucas: First, write down a list of five to eight people who you respect and who you think could offer valuable insight. Don't overthink it at first. Then narrow it down to three to five based on diversity of perspective. And then just reach out. You can do it over email or LinkedIn. Keep the ask light and flattering. Luna: And what's a good way to frame that initial ask in a message? Lucas: Something like, 'I'm at a point in my career where I'm looking for a few trusted voices to run big decisions by. I'd really value your perspective. Would you be open to a coffee once a quarter?' That's not too heavy, and it respects their time. Luna: I like that. Now, let's talk about a different scenario: someone who's a freelancer or a solopreneur. They might not have colleagues in the traditional sense. How do they build a board? Lucas: That's a great point. Freelancers often feel isolated, so a personal board can be even more valuable. They can look for other freelancers in complementary niches, a former boss who now hires freelancers, and maybe someone in finance or law who can advise on the business side. The board becomes a mini advisory committee for their little business. Luna: Can you give an example of how that works? Lucas: Let's say you're a freelance content marketer. Your board might include a former client who's now a marketing director, another freelancer who does SEO and can refer you work, and a friend who's a small business accountant. You meet with them periodically. The former client gives you insight into what brands are looking for. The freelancer friend helps you with pricing strategies. And the accountant keeps you grounded on your financial goals. Before you know it, you have your own consulting team. Luna: That's powerful. And I imagine this board can also help you stay accountable for your business goals. Lucas: Absolutely. The freelancer friend might say, 'Hey, you said you were going to raise your rates last quarter. Did you do it?' Just having someone ask that question can be a huge motivator. Luna: So, all this talk about boards and helping each other out — it reminds me of something. We have listeners who support this show, and that's kind of like a board of advisors for us. They guide what we cover. Lucas: That's a nice parallel. And honestly, a small group of listeners do chip in each month at buy me a coffee dot com slash fexingo. That support is what keeps this show running ad-free and allows us to keep making these episodes. Luna: Yeah, it's genuinely because of them. But back to the topic — I want to make sure we cover how to handle disagreements on your board. What if two advisors give you conflicting advice? Lucas: That's inevitable, and it's actually a good thing. It forces you to think more deeply about your decision. You shouldn't just follow the majority. You should weigh each piece of advice against your own values and goals. Sometimes you might even go back to each person and say, 'This other person suggested X. What do you think about that?' That can lead to a richer conversation. Luna: So it's more about the thinking process than getting a clear yes or no. Lucas: Exactly. Your board is there to help you see your options clearly, not to make decisions for you. The ultimate responsibility is yours. But with a good board, you can make those decisions with more confidence. Luna: I think another important piece is knowing when to change your board. As your career evolves, your needs change. How do you handle that? Lucas: That's a good point. Your board isn't static. When you make a big shift, like moving from corporate to freelance, or from a large company to a startup, you might need different advisors. Some members might naturally drift away, and that's okay. You can also add new people as your career evolves. The key is to review your board annually and ask, 'Is this group still serving my goals?' Luna: So it's like a living thing that you curate over time. Lucas: Absolutely. And I'd also say, consider having a diverse board in terms of industry, background, and experience. That diversity will bring in perspectives you wouldn't have otherwise thought of. Luna: Let's talk about the practical side of maintaining these relationships. How do you keep in touch without being a burden? Lucas: The best approach is to be proactive and organized. Set reminders to reach out every few months, even if it's just a quick text or email. When you meet, have a clear agenda. And always follow up with a thank-you note and maybe a summary of the advice you took. That shows you value their time. Luna: And what if you're on the other side? Someone asks you to be on their board. Any advice? Lucas: Say yes if you can genuinely commit. But be honest about your availability. If you're too busy, it's better to decline than to say yes and not follow through. And when you do commit, be a good advisor: listen more than you talk, ask questions, and be direct when needed. Luna: So this whole concept is really about investing in your career network on a deeper level. Lucas: It is. And I think it's a more intentional and structured way to get the support you need. Instead of hoping you'll run into the right person at a conference, you proactively build a circle of trusted advisors. Luna: I'm curious — have you ever had a personal board? Lucas: I have, actually. When I was making the jump from in-house marketing to journalism, I had a small group of three: my old marketing director, a friend who was already a business journalist, and a former professor who knew the industry well. They helped me weigh the pros and cons, and they gave me the confidence to take the leap. I still keep in touch with all of them. Luna: That's a great testament to the approach. So for our listeners, what's the one takeaway you want them to leave with? Lucas: Start small. Don't feel like you need to assemble a full board this week. Just identify one or two people you trust and have an honest conversation about your career. Then build from there. You'll be surprised how much momentum you can generate with just a couple of trusted voices. Luna: And remember, you can be a board member for someone else too. It's a reciprocal relationship. Lucas: Right. That's what makes it sustainable. So as we hit one hundred fifty episodes, maybe this is a good moment to reflect on the people who've helped you in your career. And if you haven't, consider building your own personal board. It might be the most important career investment you make. Luna: Well said. And for those who want to dig deeper, we've put together a worksheet on building your personal board of directors that you can find in the show notes. Until next time, keep growing.