Survival Skills for Women on Boards

As discussed in the What's in it for Me? help sheet, all people regardless of gender can at times find Board service as challenging as it is rewarding. For women, there may be even more challenges in store.

This help sheet is not designed to scare you off joining a Board – in fact, quite the opposite. We hope that in offering some idea of the challenges you may encounter, and tips for overcoming them, we can help you approach your new or potential role with greater confidence.

Thankfully, a lot of the challenges we describe here are gradually being broken down. Not all of them will be experienced by everyone, not all will be experienced in the form we describe and there may well be other problems you encounter that we have missed. Likewise, our tips for overcoming the challenges should not be seen as the last word on the matter. You probably already have a range of coping strategies in your armoury of life skills; identify them, hone them and use them.

Challenge #1: a woman's place

Believe it or not, there are still people who believe that a woman's proper place is in the home – not in positions of power. And you may well encounter some of these people as part of your Board role.

Even once you have established that you are qualified to take a seat on the Board, you may face the additional challenge of your role being seen through a prism of traditional ideas of a woman's abilities and strengths. Many women report being pushed to take on Board roles involving "soft" or "feminine" issues (family issues, childcare, etc.) and being pushed out of the "harder" areas such as finance and risk management.

Try this:

Set boundaries and don't allow yourself to be corralled into areas you have no skills or interest in. You need to be up-front and very clear about what you are and are not willing to do. Be prepared to re-state these feelings more than once – sometimes misconceptions can be exploded and disposed of very easily, other times they are harder to dislodge.
Be clear in your own mind about your own range of skills, experience and abilities and don't be afraid to cite them if you feel they are unknown or unacknowledged among your colleagues.

Challenge #2: a woman's experience

Women have struggled for years with perceptions that the skills and experience they have to offer do not easily lend themselves to leadership positions.

These may be self-perceptions or those held by others. In either case, there are at least two reasons why they are patently wrong. Firstly, there are now many, many women carrying out workplace roles traditionally assigned to men – they can be found among the ranks of accountants, lawyers, managers and in any number of professions from which highly sought after skills have traditionally been sought.

Secondly, it is now increasingly being recognised that even those women with little "high-powered" professional experience may have a huge range of skills of great value to a Government Board. The skills of a woman who has spent the past 10 years running a household – time management, budgeting, communication, negotiation, to name just a few – may be just as valuable as those of a woman who has been running a small business, or a multinational company. It's only the scale that differs.

Try this:

Everyone has knowledge gaps – even (and often especially) those who may be highlighting yours. Focus on what you do know, not what you don't. And don't hide your light under a bushel – make sure others know about your skills too.
Think laterally about the skills and experience you have. Stripping your experiences back to their core will help you identify the inherent transferable skill. For example, a person who has run a tuck-shop is used to making up a roster – they therefore will probably have excellent scheduling, negotiating and time-management skills.
Set realistic expectations for yourself when you are considering what sort of Board might be right for you. If your experience or confidence is limited, consider starting out on a smaller Board with fewer responsibilities.

Challenge #3: a woman's work is never done

The United Nations estimates that women do two-thirds of the world's work (although they earn only one-tenth of the world's income). So it is little wonder that some women find adding another dimension to their busy lives – Board service – more taxing perhaps than their male counterparts might.

On the other hand, everyone knows that if you want something done you're better off by-passing the thumb-twiddler and assigning the task to the busiest person; very busy people (and the above statistic seems to indicate that women are busier than men) are usually good time managers. They have to be.

If you're signing up to join a Board, chances are you're about to join the ranks of the very busy, particularly if you already have a challenging career and full personal life. A Board member needs to consider more than just attending the monthly or three-monthly ordinary meetings. There will also be committee and special meetings to attend and a range of tasks that will need to be carried out between meetings. You will need to keep on top of any required reading and may have to attend functions on your Board's behalf.

Try this:

Before you take up a Board role, make an honest assessment of the time required and the time you have to give. Talk to your partner, family and work colleagues about your plans and assess their commitment to helping you carry out your new role.
Keep in mind the need to keep a balance in your life – don't let your Board role consume you. Do what you say you will do but don't agree to take on tasks that you think may stretch you too much.
Talk to your Board colleagues about scheduling meetings at family-friendly or work-friendly times, depending on your requirements and those of your colleagues.
Think about your time management skills – are you able to efficiently plan, organise and prioritise your Board responsibilities? Are you spending a lot of time on unnecessary tasks? Do you have enough flexibility to allow you to cope with unexpected tasks? Do you delegate your responsibilities when you are able to do so?

Challenge #4: a woman's influence

The cultural shift in recent decades has seen women enter all facets of public life in greater and greater numbers. Change always brings about at least a small degree of discomfort and some people will inevitably put up a degree of resistance.

Women embarking on Board service can expect to push up against this resistance from time to time. They may be subject to claims that they are changing the Board's culture, altering "the way things have always been done," breaking down traditional alliances, making things uncomfortable, etc.

It is not always easy to break into what is often referred to as "the old boys' club". Women attempting to do so may have to contend with attitudes that can at times translate into covert or even open hostility.

Try this:

Don't let any hostility or resentment cloud your focus on what you are doing and your plans for how you will do it. Ignore the background noise and tackle the task at hand.
Recognise that attitudinal change may be slow and lumpy – it is unlikely that everyone will come around to the same way of thinking at exactly the same time. Recognise and celebrate small steps.
Real comfort with the shift in power relations is unlikely to occur before women take up an equal place in leadership positions. Rather, it is only likely to happen in response to women assuming such positions, as people begin to adjust to the new state of play. Sometimes the only way to do it is to do it.

Challenge #5: a woman's isolation

As many a wise person has said before, it can be lonely at the top. Being one of only a small (but growing) number of female trailblazers can at times lead to a sense of isolation; a sense that you are doing this all by yourself, that there is no one to help and no one to talk to.

This can become even more pronounced as women on Boards become more and more successful and take on even greater leadership roles.

Try this:

Look for mentors – on your own Board or on others – who may have had similar experiences. Check out the Networking and Mentoring help sheet for some tips on the best way to do this. Use your networks to find people who can provide information or advice.
If you're one woman on an otherwise all-male Board, try to focus on the personal qualities of your Board colleagues, rather than their gender. People who can help and support you in your role can come in all guises (and genders!).
Search the internet for online forums where you can find like-minded people with which to discuss what you're doing and experiencing.

Challenge #6: a woman's voice

For women on Boards, particularly those who are the only woman on a Board, getting your voice heard can sometimes be a struggle. Studies seem to suggest that women and men communicate differently – and these differences may extend to how conflict or confrontation is approached or dealt with.

If you are finding it hard to speak up and speak out, you cannot afford to merely dismiss the problem – not only can it be harmful to your self-esteem, it can impede your ability to fulfill your legal duty to be an active participant in the Board's deliberations.

Try this:

Before meetings, make a thorough reading of the meeting papers and make a note of which items you would like to speak about and what you would like to say. This will prompt you to make a contribution when the item is considered.
If you are experiencing an ongoing problem with being shouted down, talked over or ignored, speak to the Board Chair – it is his/her job to ensure everyone's voices are heard.
If you feel you are being unfairly singled out or attacked by a Board colleague, try to remain calm; however personal the attack, don't respond in a personal way. Stick to the issues.
If a Board colleague is behaving in a way you find threatening or intimidating, consider speaking to them privately about the problem and outlining your concerns. If this doesn't work, speak to the Board Chair. In extreme cases, you could consider making a formal complaint in line with your Board's complaints procedures.

Challenge #7: a woman for a woman's sake

Tokenism is one of the greatest threats to the legitimacy of efforts to ensure greater diversity on Government Boards. No one wants to be invited to sit on a Board just to fill a quota and those who are perceived to be doing so will find it very hard to earn the respect of their colleagues and other Board stakeholders. The legitimacy of the Board itself may also be undermined.

A woman who feels she is acting in a tokenistic capacity may also be faced with the expectation that she will have to work twice as hard and be twice as successful to achieve the same respect and recognition as a male Board member might.

A related problem will occur if a woman serving on a traditionally male-dominated Board is perceived as representing "all women" in her role. No one can properly represent 50 per cent of the population.

Try this:

A culture of tokenism really needs to be addressed by the entire Board. However, there are some steps you can take to minimise the risk of getting yourself caught in the trap. Before you agree to join a Board, ensure you are being approached for the right reasons and that you have the appropriate skills and experience for the role. You want to feel confident that you are valued for your skills, not your gender.
Wherever possible, and without bragging, point out (at least to yourself) your achievements, both pre-Board and since your appointment. Keep track of the contributions you are making to ensure you are having a real impact.
Recognise that someone always has to go first. Be proud of your role as a trailblazer.
There is always strength in numbers. When Board vacancies come up, think about the women you know who would make good candidates. Put their names forward and make sure their nominations are given a fair hearing. Read the Doing Your Bit - how you can help get more women on Boards help sheet for more tips on how you can do this.

Challenge #8: a woman's rights

Women entering a traditionally male-dominated arena may encounter some degree of "blokey" or even sexist language or behaviour. This could range from fairly benign expressions used without malice by people struggling to catch up with the changing social landscape, to textbook cases of sexual harassment and discrimination.

Try this:

Sexual harassment and discrimination are illegal and should not be tolerated. Familiarise yourself with legislation and Board policies relating to these offences and be aware and ready to take action when someone steps over the line.
There are many different strategies for coping with language or behaviour considered relatively harmless. Some women find the best option is to ignore it, while others will challenge it head-on. Some women will use humour to take the sting out of inappropriate language or behaviour and still others adopt an "if-you-can't-beat-them-join-them" mentality. It is up to each individual to find an approach that's right for you. However, if you choose the "do nothing" option, be aware that you're guaranteeing the behaviour will continue. Consider speaking to the Chair about your concerns. If you are the Chair, it's up to you to make a statement about what language is considered appropriate.

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