Short of a crisis, the issues on the audit committee’s radar don’t change dramatically from year to year (and they probably shouldn’t); but sometimes small shifts tell a big story.

Every editor likes to bring in fresh voices to the pages of their publication. But every editor also has their “go to” authors — those who are known for their expertise in the subject matter and have written dependably for the editor before. I typically have both in every edition of Directors & Boards, and this issue especially so.

This past winter my partner Charles E. Fiero passed away. Chuck was my mentor for over three decades, first as a summer intern at Chase Bank, then as a management consultant at the Hay Group, and finally as a partner at MLR Holdings, publisher of Directors & Boards magazine. After a 25-year career at Chase where he rose to executive vice president reporting directly to Chairman David Rockefeller, Chuck joined my father at Hay and later at MLR, becoming his most trusted, loyal, and wise partner.

It seems as if every day one or two (or more) advisories come across my screen on board oversight of cyber risks. Just as I sit down to pen this note I download the latest newsletter of a good colleague and past author, IR expert Carl Hagberg, who headlines his lead story, “Cybersecurity Soars to the Top of Board Agendas” [The Shareholder Service Optimizer, Third Quarter 2014]. Webinars, roundtable dis- cussions, and conferences abound on this topic.

What topics do you expect will be top-of-mind in the upcoming proxy season?

If there is one inquiry that I get asked the most, it is for advice on getting on a board. It was that way again this year, which is why this topic gets addressed regularly in Directors & Boards.

And in the e-Briefings. This month you will find that both the Article of the Month and the Columnist pieces are full of insights and guidance for those looking to join a board.

A longer version of this article appeared in the Third Quarter 2014 edition of Directors & Boards.When we first wrote an article for Directors & Boards back in 1996, we shared some tips for vetting board candidates — what to look out for, what types of resources to check, and other guidance.

Call it the boardroom Catch-22: It’s difficult to get on a board if you don’t have board experience. But, you can’t get the experience without your first board seat.

The solution? If you’re really serious about getting on a board, create a strategy and be prepared to do the homework. Getting on board is like getting a job. Here are three steps.

The famous Marilyn Monroe comedy “The Seven Year Itch” examines the natural tendency of people to get bored and complacent after seven years of a relationship. Is it possible that companies and directors need to act after seven years to remove complacency and stay fresh and engaged? Let’s consider why companies and boards need to address the issue in a way that benefits all concerned.