In particular, we were interested to discover these members’ experience of women on boards, and how the picture has changed over the years. Both Janet Gaymer and Mei Sim Lai have impressive lists of appointments as non-executive directors (NEDs) on their CVs, as does Monica Fisher, our most long-standing member, who has a distinguished track record in corporate banking. Between them their appointments have covered such diverse organisations as the Surrey Ambulance Service, NHS Trust, the Royal Shakespeare Company and the DTI’s Ethnic Minority Business Forum.
The consensus was that the situation is improving, albeit slowly. According to Janet Gaymer, there is a growing demand for women board members, with headhunters now actively seeking suitable women. Even five years ago, Janet observed, this was not the case. The increasing pressure from government for diversity is definitely having an impact.
Mei Sim Lai broadly agrees. Public appointments, she has found, are much more likely to be open to women now, whereas in the private sector much more work is still needed. Some chief executives are converted, while others still need to face up to why women are not being appointed.
How to keep up the pressure for more women on boards? Mei Sim sees it as a huge challenge. ‘Women,’ she says, ‘must play their own part in changing the picture, putting themselves forward much more, and building up a track record through voluntary work first, before moving on to paid appointments.’
Monica Fisher also thinks that there is some way to go. Though most of the larger corporations advertise nowadays, even now few of their boards have female members. She regrets this, for women have a very positive contribution to make to meetings. ‘Women,’ she says, ‘are less abrasive and better at reaching agreement. And they tend to focus much better on the matter in hand, making the meeting much more effective. They don’t talk about golf!’ Janet Gaymer is very much of the same opinion. ‘Women can think of several things at the same time, so discussions are much livelier. They pay more attention to detail, too.’
All three women were emphatic that being NEDs had brought great benefits both to themselves and to their organisations. But it is vital, according to Janet Gaymer, to ensure that you have the support of your colleagues, and that they understand the contribution that the outside activity is bringing back into the business. The benefits far outweigh any potential risks.
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