Walking into Google felt like walking in the dark
When I joined Google as a senior engineering manager: new company, new role, new world, I felt a bit like a blind person groping in the dark.
I was the first external manager hired into the Israeli development center. Until then, every manager had grown from within. Which meant: I had big gaps to close.
There was so much “oral tradition”: the kind of knowledge people absorb over years inside an organization: the unspoken norms, the values, the invisible expectations.
I didn’t have that.
I knew I had to learn fast, not just what people did, but how and why.
So I did something that changed the trajectory of my career.I built myself a personal board of directors.
My personal board: before I even knew it had a name
I started reaching out to people intentionally.
- Technical mentors who helped me understand Google’s engineering culture and code practices.
- Leadership mentors who taught me how to navigate organizational dynamics and lead at scale.
- Women mentors who shared what it meant to be a woman in tech at Google, how to lead boldly, recruit inclusively, and build social-impact initiatives.
I set my ego aside, put aside all the rich experience I brought from startups and external industries, and focused first on learning: the culture, the people, the system.
Over the years, some of those mentors changed as my needs evolved. Others stayed with me throughout my time at Google, walking beside me through growth, challenges, and incredible opportunities.
But one thing became clear: What I achieved with this network, I could not have achieved alone.
So what is a personal board of directors?
Think of a company’s board of directors: a group of experienced people who guide the organization, challenge assumptions, and help it grow wisely.
Now imagine having that same thing, but for you.
A personal board of directors is an informal group of trusted people who support your growth, challenge you, open doors, and hold you accountable to your vision.
According to Harvard Business Review:
“If you’re looking to rise through your organization’s ranks, consider creating a personal board of directors. This informal group comprises six to eight people who can help with your professional development.”
(HBR – Build Your Own Personal Board of Directors)
The key is diversity: You need people who will support you, people who will challenge you, and people who will advocate for you when you’re not in the room.
Other great articles like HerAgenda’s guide and FGPM’s practical framework describe how these relationships can evolve naturally, through intentional connection and curiosity, not formal meetings.
Why this tool is so powerful
Over time I learned that this simple idea has profound effects:
- It multiplies your perspective. You stop relying on one manager or mentor, and start hearing diverse voices.
- It accelerates learning. You can navigate new roles and cultures faster.
- It helps you see blind spots. The people who dare to challenge you are often the ones who help you grow the most.
- It keeps you accountable. When you share your goals and progress with others, you naturally take yourself more seriously.
- It makes growth relational. We grow best in connection, not isolation.
For me, this board became a compass, helping me align my choices with my values, manage transitions, and stay grounded through change.
How to build your own Personal Board of Directors
Here are some practical steps you can start with:
1. Clarify what you need
Before inviting anyone in, ask yourself: Where am I growing right now? What kind of support or challenge would make the biggest difference?
2. Define the roles
Think of different “hats” you want around your table:
- A mentor who guides.
- A challenger who tells you the truth you don’t want to hear.
- A connector who introduces you to opportunities.
- A sponsor who advocates for you behind closed doors.
- A peer who walks alongside you.
You don’t need all of them at once, just start intentionally.
3. Choose people who align with your values
Don’t just go by title or prestige. Choose people who see you, who are generous with their wisdom, and who model something you want to learn.
4. Make the ask
Reach out personally. Share what you admire about them, what you’re hoping to explore, and how you imagine staying in touch.
This doesn’t need to be formal. Sometimes it’s just coffee every few months, or a quick message when you need perspective.
5. Keep your board dynamic
As your life changes, so should your board. Review it once a year. Who still fits your next chapter? Who might you thank and release?
What’s possible when you have one
When I look back, I realize that this network, my personal board, was one of the most impactful tools in my leadership journey.
It gave me courage when I doubted myself.
It gave me clarity when the path felt messy.
And it reminded me that growth doesn’t happen in isolation, it happens in connection.
So if you’re stepping into something new, a role, a challenge, a season of uncertainty, consider building your own board.
It doesn’t need to be perfect. It just needs to be intentional.
A gentle invitation
Who would you invite to your table right now?
Who could stretch you, guide you, or open a door you didn’t know existed?
Take a moment to think, and maybe send that first message today.
And if you want to explore this tool more deeply through coaching, you can reach out here.
It’s one of my favorite tools to use with clients, and one that can truly change how you grow.
Mor Schlesinger 
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