A Chief of Staff’s personal board of advisors

It’s not ALL about your boss.

You’re a Chief of Staff. Who are you appointing to your personal board?

• Someone who knows you well?

• Someone who doesn’t?

• Someone who’s done your role before?

• Someone who knows your industry inside out?

• Someone with outsized emotional intelligence?

• Someone to coach you?

 I'd recommend one of each.

 Let’s be honest – the Chief of Staff role can be exhilarating, but it can also be lonely. You're a strategic sounding board, a filter, a fixer, a force multiplier. You're supporting a senior leader, often quietly holding an extraordinary amount of influence and pressure – but without the usual peer network or playbook. That’s where a personal board of directors comes in.

 Now, this isn’t a formal group. You’re not calling meetings or filing minutes. You’re building a circle of trusted voices, each offering something different but vital. They’re your personal advisory panel – cheerleaders, challengers, coaches – helping you show up as your best self in a high-stakes, high-trust role. 

Here’s who I’d invite, and why:

1. Someone who knows you well

This person sees you – not the polished LinkedIn version or the work-you, but the full, human version. They know what energises you, what derails you, and what you need (but might not ask for). They might be a former colleague, an old mentor, a friend who’s seen your career evolve. They spot your patterns. They remind you of your strengths when you forget them, and gently flag your blind spots before they trip you up.

This person is your mirror. Not always flattering, but always honest. When imposter syndrome rears its head – and let’s be real, even the most capable Chiefs of Staff get it – this is who steadies you.

2. Someone who doesn’t know you well

Sounds counterintuitive, but it’s gold. This person brings fresh eyes. They won’t default to old assumptions or familiar scripts. They see who you are now – how you’re showing up today, not five years ago.

They might ask the questions others don’t: Why are you approaching it that way? What’s stopping you from trying something different? You’re not looking to them for history – you’re looking for perspective. They’ll spot opportunities you’ve grown blind to. They’ll challenge the narratives you’ve outgrown.

This person acts a bit like an executive coach – without necessarily being one. They reflect, question, and gently prod you to grow.

3. Someone who’s done your role before

The Chief of Staff role is a shape-shifter. It flexes based on the leader, the company, the moment. But if you’ve done it, you get it. The ambiguity, the context-switching, the delicate dance of influence without authority – it’s hard to explain to outsiders.

That’s why someone who’s been in the seat can be so valuable. They can share real talk. Shortcuts. War stories. What worked. What didn’t. They offer validation when you need it and can spot the subtle shifts that signal it’s time to evolve your approach.

They won’t be surprised by the weird mix of adrenaline and invisibility. They’ve been there.

4. Someone who knows your industry inside out

This is your subject matter sage. The one who keeps you grounded in the reality of your sector. Whether it’s the competitive landscape, regulatory trends, or internal dynamics that are “just how it is around here,” this person helps you make sense of the system you’re operating in.

They won’t always give you direction, but they’ll give you context – and that’s priceless. Especially in a fast-moving environment, they’ll help you stay two steps ahead. They can spot potential pitfalls, offer introductions, and help you think beyond your immediate remit.

They might not understand the mechanics of your role – but they’ll understand the playing field you’re on.

5. Someone with outsized emotional intelligence

Every Chief of Staff I’ve known (and admired) has eventually had to level up their relational game. Navigating personalities, building trust, managing tension without drama – it’s all part of the job.

This person is your go-to for the messy middle: the awkward team dynamics, the tricky conversations, the situations where the logic is sound but the emotions are running the show.

They’re probably not offering neat solutions. What they offer is insight – into people, power, and how to show up with grace and clarity when it counts. They’ll help you see the undercurrents and stay connected to your own emotional steadiness.

6. Someone who is dedicated to your growth

Finally, the coach. Or mentor. Or champion. The person whose focus is not on the business, the role, or the industry – but you. Your growth. Your aspirations. This person asks the stretch questions. Holds you to your higher standards. Pushes you when you’re ready – and sometimes when you’re not.

They might not give you answers, but they’ll help you ask better questions. They help you reconnect with your ‘why’, especially in moments when the work gets heavy or the path gets foggy.

Why all this matters for Chiefs of Staff

I’ve loved the idea of a personal board since I first came across it in a Harvard Business Review article years ago. It gave shape to something I was already doing instinctively, and added just enough structure to make it deliberate.

I needed it most when I was a Chief of Staff. My board never sat around a table. There was no agenda. But they helped me find my way through unfamiliar terrain, and encouraged me to craft a playbook that was mine – not borrowed.

They didn’t read reports, but they offered insight. They didn’t weigh in on compensation, but they coached me on how to do my best work. They gave me a safe place to think out loud, dream big, and navigate the tricky bits with more clarity and less drama.

A few rules of thumb

You don’t need ten people. Three might be plenty. Just make sure each one brings something distinct – a different lens, a different kind of support.

And treat their time with care:

• Be clear about what you need. Don't waffle. Come with a question, a challenge, or an update.

• Follow through. If you said you’d reflect on something or take action – do it. Your board can only help if you show up ready to grow.

• Receive feedback openly. Assume positive intent. You invited these people in for a reason – trust that they want to see you thrive.

Final thought

You’re the CEO of your own development. Your personal board are your trusted advisors – each one bringing something essential to help you lead, learn, and grow.

So – who are you appointing first?