What are effective strategies for building a diverse board of directors?

Diversity spans many dimensions, but board seats are finite (small orgs could have 4). So, focus on which diversity dimensions you require immediate representation on to broaden your org’s perspective and empower your leadership. As you grow, you can broaden your board’s diversity profile further.

Defining diversity goals is good first step. However defining in the standard format of gender, race, ethnicity, age etc is not enough. Specific is IMPORTANT here. Be specific when defining which experience you need, for example, you need someone from technology background to advise you if your business is focussed on the digital transformation.

I hire into a great deal of Founder led consumer brands. I see a lot of unconscious bias that has people considering hiring 'mini-mes'. This tends to lead to small, but homogenous groups in small brands, with very little diversity, especially diversity of thinking. It's super important to have as many different eyes, and environments during the hiring process as possible. If there isn't then it's most comfortable to exercise affinity bias by asking questions you're most comfortable with, in environments you're most comfortable in, and that will produce people you are most familiar with.. not the best thing for your business.

There is necessity to understand the purpose of the organisation and the expected purpose or in/output from.the board composite. That should then frame the scope of inclusivity reflecting on the desired skill set . Bearing in mind that fitting the culture mentality can be a barrier to challenging and opportune thinking or contribution to the board. Knowledge of the industry would help in tandem with collaborative sectors that are or can be of value

Publish and speak to the case studies of your experience that showcase your values and the achievements of which you are most proud.

Keeping in mind that best potential candidates come from different backgrounds, experiences and perspectives. Creative problem-solving or disruptive innovation might be the only skills needed.

Select individuals with varied backgrounds and cultures to guarantee a global and comprehensive perspective that is free from "like thought," fostering openness to a diverse range of ideas and innovations.

A culture of listening and mutual appreciation is also the basis for the Board of Directors, so that everyone can contribute their perspectives effectively. Otherwise, the diverse composition is useless.

Ensuring openness and widespread awareness is essential for providing an inclusive and diverse membership, free from biases and discriminatory practices. Conducting regular open elections, whether monthly or annually, promotes fairness and transparency in the process.

An individual exploring the possibility of joining the board may inquire about the necessary steps and subsequent actions. Following this, effective communication and patience are key. It's important to recognize that the board may be exceptionally busy, and any delays should not be perceived as a personal issue.

Diversity is more than the traditional areas we all look to measure… Diversity of thought. Diversity of character. Diversity of educational background or socio economics are to be celebrated and embraced also. Especially at board level…. My experience leads me to believe that the way we look at diversity needs to change. It’s not a tick box exercise and it never should be. In the same way that we shouldn’t hire carbon copies of our part leadership, we shouldn’t make hires to appear diverse. We should always hire with purpose. That purpose should be meaningful change. How can you think and work for a group of employees or customers, if they aren’t represented?

You need to first make a commitment to make this part of your organization’s mission. Define what diversity means to the organization as diversity is bigger than skin deep. Take actionable steps to recruit diverse talent - that means expanding the way you recruit for new talent. While you are making the commitment and setting the plan in motion, please refrain, with every ounce of your being, from speaking on what you do not know about. Diversity has long been a delicate subject; therefore, you need to admit what you do no know and hire the right person for the job that does know. Lastly, take careful consideration on who you appoint to oversee the execution of your plan to diversify - this is critical. Who has the CEO’s ear? Choose wisely!