10 questions a board director should ask about getting more women on the board
1. What is our current gender diversity on the board, and how does it compare to other organisations in our sector?
Why ask this? Deciding where you want to head as an organisation will inform the actions you take and how you prioritise this compared with competing priorities. This analysis informs strategic decisions, enhances corporate reputation. In addition to improving board decision making, ensuring board diversity demonstrates a commitment to inclusive leadership, which can attract top talent and stakeholders.
2. What specific skills and perspectives are we currently lacking on the board that new board members might bring?
Why ask this? Identifying these gaps helps in recruiting diverse talent that complements existing expertise, so that women are not joining the board in replication of existing skills, but in their own right as experts around the table. This approach fosters innovation, mitigates risks, and strengthens the board’s ability to navigate complex challenges.
3. How can we make our recruitment and selection processes more inclusive to attract qualified female candidates?
Why ask this? Many recruitment practices are not intentionally biased against women. However, they can include relying on informal networks that largely exclude women, using gender-biased language in job descriptions, and setting unrealistic or irrelevant experience requirements. Lack of transparency in the recruitment process, not advertising positions widely, and failing to address unconscious biases in selection can also deter female candidates.
4. What internal biases might be hindering the appointment of women to the board, and how can we address them?
Why ask this? An example of an internal bias is the preference for candidates who fit the traditional "executive profile," often associated with male-dominated traits like assertiveness and risk-taking. This bias can lead to overlooking qualified female candidates who may bring different but equally valuable leadership styles and work experience.
5. Are there existing female leaders within our organisation or networks who could be supported and worked with to ready them for board positions?
Why ask this? Women might need more support and mentoring than men due to historical and systemic barriers that have limited their access to leadership roles. These include gender bias, fewer networking opportunities, and lack of mentorship. There may be women with relevant skills who do not put themselves forward for board roles, but would say yes if asked.
6. How does our board culture and meeting practices support or hinder the inclusion and participation of women?
Why ask this? Sometimes culture is invisible and board members are unaware of ingrained practices which are off-putting to people around the table. Encouraging all members to voice their opinions without interruption fosters a welcoming environment. Conversely, allowing a few members to dominate discussions in meetings can marginalise female voices. Relying on informal, possibly male-dominated networks for decision-making can exclude women. Accommodating diverse schedules can make participation easier for those with caregiving responsibilities and not doing so can impact on the diversity of the board.
7. How will we measure our progress towards achieving gender diversity on the board?
Why ask this? It’s easy for things to fall into the ‘too hard basket’ and fall off the agenda entirely unless you establish a goal and a way to track progress against it. By establishing a goal, it also helps everyone to be on the same page regarding how to prioritise this work.
8. What policies and initiatives can we implement to ensure sustained gender diversity and inclusion at the board level?
Why ask this? Policies and initiatives formalise the commitment to diversity, driving proactive efforts to identify, recruit, and – importantly - retain female board members. They also help challenge any existing biases within recruitment and selection processes, ensuring a more equitable approach that opens opportunities for qualified women.
9. How do we ensure that our board's commitment to gender diversity is clearly communicated and understood throughout the organization and to external stakeholders?
Why ask this? Ensuring the board's commitment to gender diversity is clearly communicated helps to reinforce organisational values and fosters a culture of inclusivity. It demonstrates accountability to stakeholders, enhances the organisation’s reputation, and encourages a broader range of perspectives in decision-making.
10. What lessons can we learn from other not-for-profits or organisations that have successfully increased female representation on their boards?
Why ask this? Learning from successful peers provides proven strategies and actions. Ensuring you have asked other organisations about what did not work for them will help you avoid common pitfalls.