Are you strategic about your CV or are you just documenting your past?, writes ema consultancy MD Anne Elliott.

For social housing Board and Non-Executive appointments, a CV that lists roles and responsibilities is not enough. A CV with intent is what gets noticed.

Shortlisting is not about who has done the most. It is about who makes sense for this organisation, at this moment. Boards are not recruiting history. They are recruiting judgement, perspective and future contribution.

Too many candidates treat their CV like an archive. Strategic candidates treat it like a business case.

That means being clear about the value you bring to a Boardroom, not just the positions you have held. It means demonstrating how you think, how you challenge constructively and how you add value in complex, regulated environments where governance, culture, risk and delivery all intersect.

Know your value before you try to sell it

Being strategic starts with knowing your value, and that works on two levels.

First, your core values. What matters to you. How you like to work. What energises you and what drains you. When your work aligns with these, you are more effective and credible as a Non-Executive. When it does not, no job title will compensate.

Second, the value you offer Boards. Not tasks completed, but outcomes delivered. Problems solved. Insight provided. Momentum created. This is especially critical in social housing, where Boards need people who can balance purpose with performance.

When those two align, your CV stops being a list and starts telling a story.

Stop listing jobs. Start defining who you are.

Instead of defaulting to job titles and timelines, ask better questions:

• What am I genuinely good at?
• What motivates me?
• What do people rely on me for?
• What would colleagues say I bring to a team?
• What skills do I want to use more of?

This self-awareness gives you a clear personal profile. Recruiters don’t just want experience. They want context. They want to understand how you think, how you work and where you add value.

Every CV should be bespoke. No exceptions.

If you’re sending the same CV to every role, you’re doing it wrong.

Your CV should speak directly to its audience. That means researching the organisation, its culture, its challenges and its people. Look at their website, social channels, press coverage and competitors. Pick up the phone. Ask questions. Learn what matters to them.

Then tailor your CV accordingly. Not by exaggerating, but by prioritising the most relevant parts of your experience.

Prove your worth. Don’t claim it.

Anyone can say they’re a great candidate. Few bother to prove it.

Focus on impact. Results. Change. Benefits delivered. Show how your work made a difference and what that means for them going forward. Employers hire for the future, not as a reward for the past.

Your headline matters more than you think

Your opening statement has seconds to work.

Keep it to four lines max. Make it specific. Sum up your experience, your strengths and the value you bring. If it doesn’t spark interest immediately, the rest won’t get read.

Avoid the basics that trip people up

It’s surprising how often strong candidates fall at simple hurdles:

• Incorrect contact details
• Grammar and spelling errors
• A LinkedIn profile that doesn’t match the CV
• Undeclared conflicts of interest
• Trying to cram everything in

Polish matters. Credibility is fragile.

Think direction, not just application

The strongest CVs are written with purpose. They reflect where you are going, not just where you have been.

For Board and Non-Executive roles in social housing, this matters more than ever. Organisations are navigating regulation, financial pressure, reputational risk and rising tenant expectations. They are not looking for passengers. They are looking for people who understand the landscape, can add perspective and will contribute meaningfully from day one.

Be selective. Apply for roles that genuinely fit your skills, values and strategic direction and make that alignment clear in your CV. When you do, your applications gain traction and your Board career develops with intent rather than chance.

Key takeaways

1. Know your value
   Understand both your core values and the value you bring to Boards so your CV reflects who you are, not just what you have done.
2. Write with intent
   Treat your CV as a business case for your appointment, not a record of employment history.
3. Prove impact
   Focus on outcomes, judgement and contribution rather than task lists or role descriptions.
4. Make the headline count
   Your opening statement should quickly and clearly communicate why you make sense for the role now.
5. Get the basics right
   Accuracy, consistency and clarity are non-negotiable. Credibility is easily lost and hard to regain.

A strong CV is not longer. It is smarter. It has a point of view.

If you would like an informal conversation about creating a CV that clearly reflects your value and direction, you can contact Anne Elliott at anne.elliott@emaconsultancy.org.uk