Three Boardroom Challenges—And How to Overcome Them

By Robin Madell (San Francisco)

When we hear about women in the boardroom, it is often about their absence rather than their presence. The research firm Catalyst finds that only 15.7 percent of board directors are female in the United States—a number that has remained largely stagnant for the last five years. Creditsafe reports that women hold only a quarter of director seats in the United Kingdom.

Why is this? Because women have difficulty getting on a board despite their qualifications, says Beth Stewart, Managing Director of Trewstar Corporate Board Services, a source firm whose mission is to source and place qualified women on boards. Through her experience, Stewart has seen that it is easy for even the most well-intentioned board directors to proceed with business as usual.

“There are lots of qualified men who are easy for search firms or fellow board members to find,” Stewart says. “So why make the effort, rock the boat, take the risk, or ask for a favor to get a woman on a board?” She notes that most board search firms are paid to find board members, but not specifically female board members. “The search firms have many interlocking relationships—for example, if they take a CEO from Company X for Board Y, they will expect to get other recruiting business from Company X .”

With challenges like these to even getting a board seat, we hear little about the specific obstacles that women face who have defied the odds and made it to the boardroom. But once there, there are still more hurdles to contend with. According to a range of workplace and governance experts, as well as experienced board members, here are a few insights on how to clear them.

The Problem: Not Speaking Up

As a frequent facilitator of board meetings, Stephanie Rogen, President and Founder of Greenwich Leadership Partners, notes that while most men are assertive in the boardroom, the majority of women seem reluctant to speak up. “Women directors often seem hesitant to voice their thoughts, particularly if there are vocal men who dominate the discussion,” Rogen says. “Many seem to lack confidence or speak only when asked direct questions based on their specific skill set.”

Roshini Rajkumar, executive communication and image coach and author of Communicate That! agrees. “Women are their own worst enemy when it comes to allowing themselves to speak up,” Rajkumar says. “Many financial disasters and other corporate tragedies could have been avoided if the level-headed women in the room voiced concern.”

Showcasing your opinion can be particularly challenging when you are new to the board and others have had a long-term relationship, says Charlotte Sibley, President of Charlotte E. Sibley and Associates, LLC  and who previously served as a senior executive in the pharmaceutical industry. “Speaking up at the right time, and challenging or disagreeing during the discussion—especially if with the chairman of the board—can also be difficult,” says Sibley.

The Solution: Diplomacy can go a long way, Sibley says. She suggests that women help get issues on the table by using lead-in phrases like “Have we considered….,” or “How does this fit with our strategy?”

Timing is also of the essence, and if you wait too long to comment, the moment will be gone. Perfectionism may be at the root of this. “Don’t spend so much time formulating the perfect comment that the opportunity is lost,” recommends Sibley. “Jump in—but be crisp and direct, or you will be cut off.  And you don’t have to comment on everything: two to three well-considered comments during the meeting are worth more than dozens that blather!”

Rajkumar says the solution lies in increasing women’s confidence. “Women must realize the very fact they’re at the table warrants their opinion and talents getting heard,” she says. “If a woman goes in with the attitude that her opinion is backed by major credibility, it will be easier for her to showcase her talents and experience.”

Sometimes the only way to be heard is to just interject. “Butt in respectfully when necessary,” says Rajkumar. “Men have mastered the art of not only butting in, but taking credit for someone else’s great idea when they butt in.” She adds that when women focus on their fiduciary duties as members of the board and visualize their own team on the line if they fail to speak up, they will have an easier time being assertive.

The Problem: Failing to Fully Understand and Assume the Role of Director

Women’s hesitancy to speak up in the boardroom may be attributed to a separate challenge: the fact that many female board members are intimidated by board dynamics and unsure of their role. Rogen, who has consulted and coached board leadership in Fortune 500 companies as well as educational and not-for-profit organizations, says that unless women fully understand and step into the role of director, they won’t contribute effectively.

Gerald Hurley, President of Association Executive Resources Group, who has spent 40 years in governance consulting and has served on numerous nonprofit boards, agrees with Rogen. He says that women, like men, must be clear on the classic roles and responsibilities of board directors and
 general expectations of them before seeking and accepting the
 seat.

The Solution: Women need to do their homework to understand their role on the board in relation to organizational governance. They must prepare for board meetings rigorously so that they can step fully into their responsibilities, rather than take a “wait to be asked and respond” approach.

“Women who understand their role as director and who invest deeply in understanding the issues on the table tend to be more successful in the boardroom,” Rogen says. “Armed with knowledge, they can then engage in the broader issues facing the organization with confidence and purpose. Moreover, women can play an important role in facilitating discussion that stays appropriately focused and inclusive.”

Hurley says that board members must determine the board leadership culture from the outset, and be clear on why they are willing to serve. “All should become intimately familiar with the governing documents, strategic plan, operating plan, policies, and procedures so as to participate intelligently and challenge clarity of intent,” says Hurley. He advises that any prospective board member do her due diligence by asking for documentation on the group’s vision, mission, and goals before accepting nomination or appointment to a given board.

The Problem: Delivering Difficult Data

Part of effective board participation involves delivering news that some people—including the chairman of the board—may not want to hear. Marla Gottschalk,
 Practice Manager at Gottschalk & Associates, LLC, says one of the boardroom situations that she personally finds the most difficult is having to share research or customer numbers that are unfavorable or unexpected.

Gottschalk recalls the discomfort of being in front of an entire boardroom of men—armed only with very poor customer research numbers. “With research, sometimes the information can be a bit shocking to upper management, and they fall into denial,” says Gottschalk. “I have even heard nervous laughter.”

Alicia Vargo spent 23 years as a senior executive in a male dominated industry and is now founder and CEO of her own company, Pampered Passions. Vargo remembers the uncomfortable feeling of being the only woman on the board and having to present the coming year’s goals, not knowing how well her news would be received. “Their eyes would scan and the jury would be out until about halfway through my presentation,” says Vargo.

The Solution: When faced with needing to present difficult information to the board, Gottschalk suggests that planning the right strategy in advance can help, as psychology plays a major role. “You cannot totally control the situation, but you can choose your opening statements carefully to prepare the audience,” says Gottschalk. “I find that the best defense is to position yourself as a fair and even expert. Be direct, and try not to sugarcoat the information. Offer solution starters to help the group moving forward. Volunteer to meet with stakeholder groups to plan next steps.”

When it comes to difficult issues like challenging the chairman, women can help grease the wheels in advance through networking. Sibley suggests taking the time to build relationships with others on the board, and discussing controversial issues with them prior to board meetings to make sure you understand the full context and background. “If they agree with your position, ask for their support,” advises Sibley.

“Many women have difficulty realizing they have just as much right, and oftentimes more, to be where they are as anyone else in the room,” says executive coach Robyn Odegaard, President of Champion Performance Development. “We need to get comfortable with putting our ideas on the table with authority.” Vargo suggests that women must “reprogram” mental messages that shake their confidence. “Delete those history buttons,” she says. “The audience will know if you are weak—just like hungry wild animals can scope out dinner, this can also happen in the boardroom.”