Greater board effectiveness can be achieved through increased board diversity. Deborah Harris inverviews FTSE100 non-executive director Rudy Markham, and shares insights on the challenges for board diversity, and successful approaches to overcome them.
In June 2013, a gathering of leaders concerned with leadership capacity in the fields of education, community development, state government and the nonprofit sector gathered to identify map current initiatives and craft an idealized future, where leadership development is available to all Vermonters’ at each stage of their lives. During this 90-minute on-line presentation, Common Good Vermont and its partners will report on the findings of that day and open a discussion about next steps in developing a leadership “pipeline” for Vermont.
Club owners all over the country are fighting the same fitness club challenges; membership drops, low profitability, and inconsistent class sizes. This volatility affects your bottom line, as well as the motivation and morale of your staff.
Fitness club owners and managers spend thousands of dollars each month to attract new members, only to be challenged with higher membership retention costs, higher demands on management and clients, resulting in over 24% churn!
Governance: Who's looking at me when I'm looking at you?Zachman1
The document discusses big questions about nonprofit governance. It questions why there is so much emphasis on the importance of nonprofit boards but evidence that boards are only marginally relevant. It also questions why there are many guides on nonprofit governance but widespread disappointment in board performance. Additionally, it questions why organizations work hard to recruit qualified trustees but then allow them to be disengaged. The document suggests that as nonprofit managers have taken on more leadership roles, trustees have shifted more towards management roles, meaning boards focus more on routine tasks while strategic governance moves to executives.
This document provides an introduction to basic electric and magnetic circuits. It begins by describing a simple circuit with a battery, wire, switch and lightbulb. It then discusses how such circuits can be modeled using idealized components like constant voltage sources and resistors. The document goes on to define several key electrical concepts including charge, current, Kirchhoff's current and voltage laws, voltage, and power. Kirchhoff's laws state that the algebraic sum of currents at any node is zero, and the algebraic sum of voltages around any closed loop is zero. These laws form the basis for circuit analysis.
Central Park é um grande parque público localizado em Manhattan, Nova York. Foi projetado no século 19 e continua sendo um dos parques urbanos mais visitados dos Estados Unidos, oferecendo atividades ao ar livre como caminhadas, ciclismo e eventos culturais.
ASN-FWD: Shrinking the IPv4 Share on the Forwarding Information BaseLasaro Camargos
The document proposes ASN-FWD, a technique to shrink the IPv4 share of forwarding information base (FIB) tables by using 32-bit autonomous system numbers (ASNs) combined with IP prefixes for longest prefix matching. This allows more efficient use of limited FIB space. The approach was tested on a prototype that added optional headers to IPv4 packets without changes to routers or end systems. Experimental results showed that TCP and UDP communications functioned normally with ASN-FWD packets traversing the public internet between networks. The technique could help address scalability issues and facilitate IPv4 to IPv6 transition while maintaining backward compatibility.
Paper describing Atomic Broadcast protocol that delivers messages in two message steps (fast) even in the presence of multiple concurrent broadcasts (collision-fast).
In June 2013, a gathering of leaders concerned with leadership capacity in the fields of education, community development, state government and the nonprofit sector gathered to identify map current initiatives and craft an idealized future, where leadership development is available to all Vermonters’ at each stage of their lives. During this 90-minute on-line presentation, Common Good Vermont and its partners will report on the findings of that day and open a discussion about next steps in developing a leadership “pipeline” for Vermont.
Club owners all over the country are fighting the same fitness club challenges; membership drops, low profitability, and inconsistent class sizes. This volatility affects your bottom line, as well as the motivation and morale of your staff.
Fitness club owners and managers spend thousands of dollars each month to attract new members, only to be challenged with higher membership retention costs, higher demands on management and clients, resulting in over 24% churn!
Governance: Who's looking at me when I'm looking at you?Zachman1
The document discusses big questions about nonprofit governance. It questions why there is so much emphasis on the importance of nonprofit boards but evidence that boards are only marginally relevant. It also questions why there are many guides on nonprofit governance but widespread disappointment in board performance. Additionally, it questions why organizations work hard to recruit qualified trustees but then allow them to be disengaged. The document suggests that as nonprofit managers have taken on more leadership roles, trustees have shifted more towards management roles, meaning boards focus more on routine tasks while strategic governance moves to executives.
This document provides an introduction to basic electric and magnetic circuits. It begins by describing a simple circuit with a battery, wire, switch and lightbulb. It then discusses how such circuits can be modeled using idealized components like constant voltage sources and resistors. The document goes on to define several key electrical concepts including charge, current, Kirchhoff's current and voltage laws, voltage, and power. Kirchhoff's laws state that the algebraic sum of currents at any node is zero, and the algebraic sum of voltages around any closed loop is zero. These laws form the basis for circuit analysis.
Central Park é um grande parque público localizado em Manhattan, Nova York. Foi projetado no século 19 e continua sendo um dos parques urbanos mais visitados dos Estados Unidos, oferecendo atividades ao ar livre como caminhadas, ciclismo e eventos culturais.
ASN-FWD: Shrinking the IPv4 Share on the Forwarding Information BaseLasaro Camargos
The document proposes ASN-FWD, a technique to shrink the IPv4 share of forwarding information base (FIB) tables by using 32-bit autonomous system numbers (ASNs) combined with IP prefixes for longest prefix matching. This allows more efficient use of limited FIB space. The approach was tested on a prototype that added optional headers to IPv4 packets without changes to routers or end systems. Experimental results showed that TCP and UDP communications functioned normally with ASN-FWD packets traversing the public internet between networks. The technique could help address scalability issues and facilitate IPv4 to IPv6 transition while maintaining backward compatibility.
Paper describing Atomic Broadcast protocol that delivers messages in two message steps (fast) even in the presence of multiple concurrent broadcasts (collision-fast).
This document provides an overview of Deloitte's Women's Initiative (WIN) through statistics and descriptions of its programs. Some key points:
- WIN was launched in 1993 and has grown to include over 1,000 women partners, principals, and directors. It aims to retain and advance women at Deloitte.
- WIN runs numerous leadership development programs for women at all career levels, including Leading Edge, Leading to WIN, and Emerging Leaders.
- WIN has had a positive impact on Deloitte's gender diversity statistics and culture. It has also received external recognition for its commitment to women.
Women on Boards Voices of Experience KF J Norris Julie Norris
1. The document discusses adding more female directors to corporate boards and how boards can benefit from greater gender diversity.
2. It summarizes interviews with 12 experienced female Fortune 500 directors who provide insights into opportunities and barriers for women in board service.
3. The directors emphasized that boards must fully embrace diversity, see female directors as valuable team members rather than just fulfilling a quota, and be willing to change their composition to make room for more diverse perspectives.
Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012Elise Beyst
This document discusses the importance of gender-sensitive management. It argues that diversity and inclusion are critical for organizations to adapt to changing demographics. Failing to focus on these areas could put companies at a competitive disadvantage. The document also highlights research finding that gender-balanced leadership teams can improve company performance. Overall, it promotes taking proactive steps to recruit and promote more women into leadership positions.
Michael Dell, the Chairman of Dell, discusses how he previously believed that all growth was good for a company and that a company could not grow too fast, but Dell learned through experience that there are levels of growth that are too fast and can be dangerous or deadly to a company. Dell's company hit "the wall" by growing too fast in a spectacular fashion, which caused the company to splinter into thousands of pieces, and Dell had to learn lessons about understanding profitability, where the business was succeeding and failing, and how to build infrastructure to support growth.
This document discusses building an accountability culture in the workplace. It suggests that leaders choose to commit time to leadership development through human interactions like performance reviews and by setting clear expectations. It also emphasizes the importance of hiring the right people, holding employees accountable to metrics, and not accepting excuses. The Alternative Board is presented as a solution, offering monthly board meetings, coaching, education resources, and a network to help businesses improve accountability, strengthen operations, and increase sales.
The Women's Business Success Center of Memphis aims to offer business education and mentoring to women and girls through a strategic alliance between for-profit businesses and non-profit organizations. It seeks to do this by connecting women to networks to access resources, sharing the benefits of collaboration, and mentoring women and girls in business leadership roles in order to improve outcomes for woman-owned businesses. The Center provides workshops, events, and networking opportunities on various business topics and aims to double key metrics for woman-owned businesses by 2020.
Building Gender Diversity in Organizations to Deliver Award-Winning ProductsVMware Tanzu
The document summarizes a presentation about a program called the IT Circle launched by OneMagnify to build gender diversity in IT. The IT Circle aims to empower and enable women in IT to build leadership capabilities and technical excellence through knowledge sharing and networking opportunities. It discusses challenges women face in IT and how the IT Circle identifies opportunities to address these challenges. Examples of IT Circle events and programs delivered so far to develop women's personal brands, technical skills, and career awareness are provided. The summary concludes by noting positive results seen so far including more women moving into IT roles and departments at OneMagnify and long term goals to further increase women in leadership and IT positions and their retention.
The document summarizes a mentoring program held jointly by DH Consultants and the Women in Leadership Forum to help more women gain positions on corporate boards in India. It provides details on several high-level women executives who participated in or supported the program, including Veena YV, Chitra Viswanathan, Jyoti Narang, and Judith Pereira. It also outlines statistics on current low levels of women in board positions in India and a new Companies Bill seeking to require at least one woman on every board. The mentoring program aims to train over 100 women for board roles by the end of 2013 to help address the lack of gender diversity on Indian corporate boards.
Governing in a Digital Age - Conference Presentation at Upswell 2018Dottie Schindlinger
High level overview of themes from the forthcoming book,
by co-authors Brian Stafford and Dottie Schindlinger of Diligent, "Governance in the Digital Age: A Guide for the Modern Corporate Board Director," @2019 Wiley & Sons
Personal development has a broader scope than continuing professional development as it involves improving all aspects of oneself as an individual. To effectively develop personally, one must first conduct an honest self-assessment of strengths and weaknesses, such as competencies, ethics, and how they interact with others. This allows a person to identify areas for improvement, such as communication, planning, or assertiveness. There are many techniques one can use to develop these skills and grow as a person, both personally and professionally.
The document discusses initiatives taken to increase the percentage of women on corporate boards. It notes that some countries, like Norway, have implemented gender quotas that require a certain percentage of board seats be held by women. Other countries and organizations have adopted "comply or explain" rules which require companies to disclose their gender diversity policies and objectives or explain why they lack diversity. While there is debate around quotas, research suggests boards with greater gender diversity have strategic and financial performance advantages over homogeneous boards.
The lack of women on corporate boards parallels the lack of women in high-level leadership positions. So what's the big deal? Why do we need more women on corporate boards?
This document summarizes the findings of a survey on executive coaching. It reports that nearly 66% of CEOs do not receive coaching, though 100% said they are open to feedback. The top areas that CEOs and boards feel CEOs need improvement in are conflict management, mentoring skills, and delegation. While coaching was once seen as remedial, it is now viewed as a way for top performers to further improve, similar to how athletes use coaches. Many CEOs rated conflict management as their biggest individual development need, as they must balance many competing interests.
Empowering Women Leaders Through Mentoring PartnershipsKatie Mouton
This webinar discussed how mentoring can help increase gender diversity in leadership. It outlined that companies with more women in leadership roles see higher financial returns. Mentoring gives women opportunities to advance their careers and build confidence. The webinar recommended a 6-step process for organizations to create an effective mentoring program focused on developing women leaders: defining goals and success metrics; recruiting mentors and mentees; communications; training; matching mentors and mentees; and reporting results. While the program focuses on women, gender should not be a factor in matching and the program should not be exclusive.
Training to Develop Female Managers | CICOM BRAINS Inc.Cicom Brains Inc.
The document outlines an approach for training female managers at CICOM BRAINS Inc. It focuses on developing women as role models, providing opportunities for work experiences in coordination, innovation, and training. The training emphasizes developing core managerial skills as well as the strength to deal with challenges of being a minority in the workplace. It includes skills training in areas like team vision, mentoring, coaching, and critical thinking along with handling disputes, gaining respect, and building trust. The mindset training focuses on appreciating the responsibility of managerial positions and cultivating resolve, decision making, awareness of being a minority, and confidence.
A Crash Course on Being CEO. 7 behaviors every CEO must exhibit:
1. Know Your Business And Your People
2. Insist On Realism
3. Set Clear Goals And Priorities
4. Follow Through
5. Reward The Doers
6. Expand People’s Capabilities
7. Know Yourself
Women who break through into senior leadership positions get there by mastering the art of influence. Explore ways to gain a voice and a seat at the table in your company. Understand the mechanisms of power and influence within your organization and identify six sources of influence you may not be fully utilizing. This presentation explores ways to gain buy-in for ideas, enhance your credibility, and make a larger impact in business.
How To Form a Women's Business Success CenterNita Black
The Women's Business Success Center of Memphis aims to offer business education and mentoring to women and girls through a strategic alliance between for-profit businesses and non-profit organizations. It seeks to connect women to networks to access resources, share collaboration benefits, and establish a financial ecosystem supporting women entrepreneurs. Partners will provide training, mentoring, and networking opportunities while accumulating participant data to improve women's representation in business leadership.
These are the slides that were used at the first In-Person meeting of the PHXBusinessOwners Group. Please contact Robb Evans at robb.evans@PHXBusinessOwners.org with any questions.
The importance of women in organizational effectiveness cannot be overemphasised. Nonetheless, women are underrepresented in senior leadership positions in business today. Therefore, it is critical that you begin questioning and shifting the culture to ensure that your executive teams include women who can make critical decisions.
What role does your company's culture play in ensuring women succeed and grow in their positions? What are the most critical leadership skills for the next generation of female leaders?
In this deck, you'll find insights and actionable strategies to keep your organisational female leadership pipeline strong.
You will also learn:
• How to create a culture conducive to female retention and leadership
• How your company and its culture can empower women
• The most essential leadership competencies for emerging female leaders
• Unique and effective approach to women's leadership development
More Related Content
Similar to Widening The Talent Pool for Boards (Webinar)
This document provides an overview of Deloitte's Women's Initiative (WIN) through statistics and descriptions of its programs. Some key points:
- WIN was launched in 1993 and has grown to include over 1,000 women partners, principals, and directors. It aims to retain and advance women at Deloitte.
- WIN runs numerous leadership development programs for women at all career levels, including Leading Edge, Leading to WIN, and Emerging Leaders.
- WIN has had a positive impact on Deloitte's gender diversity statistics and culture. It has also received external recognition for its commitment to women.
Women on Boards Voices of Experience KF J Norris Julie Norris
1. The document discusses adding more female directors to corporate boards and how boards can benefit from greater gender diversity.
2. It summarizes interviews with 12 experienced female Fortune 500 directors who provide insights into opportunities and barriers for women in board service.
3. The directors emphasized that boards must fully embrace diversity, see female directors as valuable team members rather than just fulfilling a quota, and be willing to change their composition to make room for more diverse perspectives.
Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012Elise Beyst
This document discusses the importance of gender-sensitive management. It argues that diversity and inclusion are critical for organizations to adapt to changing demographics. Failing to focus on these areas could put companies at a competitive disadvantage. The document also highlights research finding that gender-balanced leadership teams can improve company performance. Overall, it promotes taking proactive steps to recruit and promote more women into leadership positions.
Michael Dell, the Chairman of Dell, discusses how he previously believed that all growth was good for a company and that a company could not grow too fast, but Dell learned through experience that there are levels of growth that are too fast and can be dangerous or deadly to a company. Dell's company hit "the wall" by growing too fast in a spectacular fashion, which caused the company to splinter into thousands of pieces, and Dell had to learn lessons about understanding profitability, where the business was succeeding and failing, and how to build infrastructure to support growth.
This document discusses building an accountability culture in the workplace. It suggests that leaders choose to commit time to leadership development through human interactions like performance reviews and by setting clear expectations. It also emphasizes the importance of hiring the right people, holding employees accountable to metrics, and not accepting excuses. The Alternative Board is presented as a solution, offering monthly board meetings, coaching, education resources, and a network to help businesses improve accountability, strengthen operations, and increase sales.
The Women's Business Success Center of Memphis aims to offer business education and mentoring to women and girls through a strategic alliance between for-profit businesses and non-profit organizations. It seeks to do this by connecting women to networks to access resources, sharing the benefits of collaboration, and mentoring women and girls in business leadership roles in order to improve outcomes for woman-owned businesses. The Center provides workshops, events, and networking opportunities on various business topics and aims to double key metrics for woman-owned businesses by 2020.
Building Gender Diversity in Organizations to Deliver Award-Winning ProductsVMware Tanzu
The document summarizes a presentation about a program called the IT Circle launched by OneMagnify to build gender diversity in IT. The IT Circle aims to empower and enable women in IT to build leadership capabilities and technical excellence through knowledge sharing and networking opportunities. It discusses challenges women face in IT and how the IT Circle identifies opportunities to address these challenges. Examples of IT Circle events and programs delivered so far to develop women's personal brands, technical skills, and career awareness are provided. The summary concludes by noting positive results seen so far including more women moving into IT roles and departments at OneMagnify and long term goals to further increase women in leadership and IT positions and their retention.
The document summarizes a mentoring program held jointly by DH Consultants and the Women in Leadership Forum to help more women gain positions on corporate boards in India. It provides details on several high-level women executives who participated in or supported the program, including Veena YV, Chitra Viswanathan, Jyoti Narang, and Judith Pereira. It also outlines statistics on current low levels of women in board positions in India and a new Companies Bill seeking to require at least one woman on every board. The mentoring program aims to train over 100 women for board roles by the end of 2013 to help address the lack of gender diversity on Indian corporate boards.
Governing in a Digital Age - Conference Presentation at Upswell 2018Dottie Schindlinger
High level overview of themes from the forthcoming book,
by co-authors Brian Stafford and Dottie Schindlinger of Diligent, "Governance in the Digital Age: A Guide for the Modern Corporate Board Director," @2019 Wiley & Sons
Personal development has a broader scope than continuing professional development as it involves improving all aspects of oneself as an individual. To effectively develop personally, one must first conduct an honest self-assessment of strengths and weaknesses, such as competencies, ethics, and how they interact with others. This allows a person to identify areas for improvement, such as communication, planning, or assertiveness. There are many techniques one can use to develop these skills and grow as a person, both personally and professionally.
The document discusses initiatives taken to increase the percentage of women on corporate boards. It notes that some countries, like Norway, have implemented gender quotas that require a certain percentage of board seats be held by women. Other countries and organizations have adopted "comply or explain" rules which require companies to disclose their gender diversity policies and objectives or explain why they lack diversity. While there is debate around quotas, research suggests boards with greater gender diversity have strategic and financial performance advantages over homogeneous boards.
The lack of women on corporate boards parallels the lack of women in high-level leadership positions. So what's the big deal? Why do we need more women on corporate boards?
This document summarizes the findings of a survey on executive coaching. It reports that nearly 66% of CEOs do not receive coaching, though 100% said they are open to feedback. The top areas that CEOs and boards feel CEOs need improvement in are conflict management, mentoring skills, and delegation. While coaching was once seen as remedial, it is now viewed as a way for top performers to further improve, similar to how athletes use coaches. Many CEOs rated conflict management as their biggest individual development need, as they must balance many competing interests.
Empowering Women Leaders Through Mentoring PartnershipsKatie Mouton
This webinar discussed how mentoring can help increase gender diversity in leadership. It outlined that companies with more women in leadership roles see higher financial returns. Mentoring gives women opportunities to advance their careers and build confidence. The webinar recommended a 6-step process for organizations to create an effective mentoring program focused on developing women leaders: defining goals and success metrics; recruiting mentors and mentees; communications; training; matching mentors and mentees; and reporting results. While the program focuses on women, gender should not be a factor in matching and the program should not be exclusive.
Training to Develop Female Managers | CICOM BRAINS Inc.Cicom Brains Inc.
The document outlines an approach for training female managers at CICOM BRAINS Inc. It focuses on developing women as role models, providing opportunities for work experiences in coordination, innovation, and training. The training emphasizes developing core managerial skills as well as the strength to deal with challenges of being a minority in the workplace. It includes skills training in areas like team vision, mentoring, coaching, and critical thinking along with handling disputes, gaining respect, and building trust. The mindset training focuses on appreciating the responsibility of managerial positions and cultivating resolve, decision making, awareness of being a minority, and confidence.
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These are the slides that were used at the first In-Person meeting of the PHXBusinessOwners Group. Please contact Robb Evans at robb.evans@PHXBusinessOwners.org with any questions.
The importance of women in organizational effectiveness cannot be overemphasised. Nonetheless, women are underrepresented in senior leadership positions in business today. Therefore, it is critical that you begin questioning and shifting the culture to ensure that your executive teams include women who can make critical decisions.
What role does your company's culture play in ensuring women succeed and grow in their positions? What are the most critical leadership skills for the next generation of female leaders?
In this deck, you'll find insights and actionable strategies to keep your organisational female leadership pipeline strong.
You will also learn:
• How to create a culture conducive to female retention and leadership
• How your company and its culture can empower women
• The most essential leadership competencies for emerging female leaders
• Unique and effective approach to women's leadership development
Similar to Widening The Talent Pool for Boards (Webinar) (20)
1. Non-Executive Directors’
Webinar Series
10 June 2011
Widening the Talent Pool for
Board Effectiveness
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2. Rudy Markham Deborah Harris
Rudy Markham is an experienced Non- This webinar is chaired by Deborah Harris, a
Executive Director on central government, consultant with DHU Associates. Deborah is
public sector and FTSE100 boards. Rudy is a the Chairman of the ICAEW Non-Executive
Fellow of the Association of Corporate Director Group and is also a non-executive
Treasurers, and a Fellow of the Chartered director of Moorfields Eye Hospital NHS
Institute of Management Accountants (CIMA) Foundation Trust, where she also chairs the
Audit Committee.
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3. Webinar Poll…
• What do you feel is the greatest challenge to
women seeking to move to a board director/ board
level position?
• Do you feel there are some business sectors or
professions that do not naturally lend themselves
to women participating at board level?
• To increase the number of board positions held/
retained by women the where should the greatest
focus of attention should placed?
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4. The ‘War for Talent’
WEBINAR OVERVIEW
• This issue is important if an organisation is to
successfully win in the war for talent
• User and general population
• Implications for business
• Q & A/ Other comments
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5. Current State of Play - Historical Performance
Number of FTSE100 Executive/ Non Executive Directorships
Cranfield School of Management: The Female FTSE board report 2010
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6. Current State of Play - Historical Performance
Cranfield School of Management: The Female FTSE board report 2010
BUSINESS WITH CONFIDENCE icaew.com
7. Current State of Play - Historical Performance
Of the FTSE 250 companies, only 119 (47.6%) have women in the
boardroom
This is lower than the 79% of FTSE 100 firms with female directors
Cranfield School of Management: The Female FTSE board report 2010
BUSINESS WITH CONFIDENCE icaew.com
8. Current State of Play
Women Representation
TOP TIER: Limited/ No Representation
SENIOR LEVEL: Significant Attrition Female staff
Attrition
MID TIER LEVEL: Equal
ENTRY LEVEL: Equal
Based on BIS Report: Women on Boards (Feb 2011)
BUSINESS WITH CONFIDENCE icaew.com
9. Dispelling the Myths...
“Certain industry sectors
do not typically attract
“Gender diversity is only women board members…”
possible where there is an
enlarged board…”
“The quality/ experience of
women coming through is not
yet sufficient for board
“Older board Chairmen do
positions…”
not want to appoint women to
their boards…”
“Boardroom climate is too
confrontational for women
“Women may not wish to/ do
to participate / feel
not demonstrate a forceful
comfortable…”
enough approach required...”
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10. Seizing the Opportunity...
• Recruitment processes
• Identifying and expanding the talent pool
• Board leadership
• Addressing the experience shortfall
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11. Seizing the Opportunity...
• Do Quotas work?
• Time for positive discrimination?
• Board leadership
• So what is really meant by ‘diversity’ on
boards?
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12. Reshaping Processes
• Recruitment processes
• Nomination Committee - Selection Panel criteria
• Peer Challenge to other Boards
• Evaluation of boards to include gender diversity
• External Encouragement
BUSINESS WITH CONFIDENCE icaew.com
13. Current State of Play
Address Under representation Issue
TOP TIER and SENIOR LEVEL:
Repopulate through:
Improved working practice
Recruitment/ talent retention etc
Active Sponsorship - not solely through
‘mentoring’
MID TIER LEVEL: Equal
ENTRY LEVEL: Equal
Based on BIS Report: Women on Boards (Feb 2011)
BUSINESS WITH CONFIDENCE icaew.com
14. Addressing the Challenges
• Managing the time commitment
• Balancing the family and career
• Career Structure
• Sensitivity to time usage
• Processes to help support women through to
board level
• Exchanging experiences of being an NED?
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15. Reflection Poll and results…
Questions and Comments
(NED Group members and Webinar attendees can access the
compiled questions and responses from the Webinar)
Final Thoughts/ Key Messages
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16. Useful ICAEW recourses
• eLibrary…
• Non-Executive Directors Group resources
• Join the debate on our LinkedIn group
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17. 2011 events
• Women on Boards – evening seminars
– 23 June 2011
– 3 October 2011
– 24 November 2011
• NED training workshop
– 9 September 2011
• NED Public Sector Conference
– 6 October 2011 (pre-conference Webinar / information)
– 16 November 2011
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18. Thank you!
Members of the ICAEW Non-Executive Directors Group can access
the recording of this session online
http://www.icaew.com/en/technical/business-and-financial-management/non-executive-
directors/non-executive-directors-group
ICAEW Non-Executive Directors group:
www.icaew.com/nedgroup
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