DeepDyve eBooks - A Woman’s Place is in the Boardroom

Chapter 1Introduction

Thomson, Peninah; Graham, Jacey; Lloyd, Tom

Pages: 1 –5

[We thought we had said it all in our first book, A Woman’s Place is in the Boardroom. We analyzed the figures on female directors on boards. We explained why the gender imbalance on boards was a problem for businesses. Through dozens of interviews with male chairmen, female directors, women who...

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Chapter 2The state of play

Thomson, Peninah; Graham, Jacey; Lloyd, Tom

Pages: 6 –22

[When the story of the gender balancing of main boards is written 100 years from now, 2006 will be seen as a minor hesitation in the march of women to their rightful position of parity with men.]

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Chapter 3Deciding to engage

Thomson, Peninah; Graham, Jacey; Lloyd, Tom

Pages: 23 –36

[It begins with curiosity – What would it be like to be a main board director? Am I good enough? If the traffic lights stay green as you move up the hierarchy, your curiosity makes you alert for the weak signals the less curious would miss; that the powers that be in and around your organization...

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Chapter 4The written rules of engagement

Thomson, Peninah; Graham, Jacey; Lloyd, Tom

Pages: 37 –45

[It is one thing to accept that boards are political arenas and quite another to understand the kind of political arena, and the contexts in which it operates, that you will enter when you’re appointed to a board. Company politics may not be governed or regulated in the same way as national...

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Chapter 5The unwritten rules

Thomson, Peninah; Graham, Jacey; Lloyd, Tom

Pages: 46 –62

[Imagine you’re climbing the vertical element of a “T.” There comes a point, a “hinge moment,” when you emerge from the vertical and enter the horizontal. This is what happens when you emerge from the top of your functional silo into the board milieu. Your horizons abruptly broaden.]

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Chapter 6A sense of direction

Thomson, Peninah; Graham, Jacey; Lloyd, Tom

Pages: 63 –71

[Ambition and aspirations gain power and energy when they become more specific. The wish to be successful by itself provides no guidance for action. To be successful at what, or as what? To be successful tomorrow, the day after or in five years’ time? And what do you mean by success? How will you...

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Chapter 7Cultivating board qualities

Thomson, Peninah; Graham, Jacey; Lloyd, Tom

Pages: 72 –81

[Who is this person who has the temerity to believe she has something worthwhile to contribute to a main board? Is she really you now, or someone you believe you can become in the future? If she is not you as you are now, how does she differ, and in what ways would you have to change to become her?]

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Chapter 8Setting out your stall

Thomson, Peninah; Graham, Jacey; Lloyd, Tom

Pages: 82 –93

[The English intellectual Thomas de Quincey (1785–1859), friend of Wordsworth and Coleridge and best known for his Confessions of an English Opium Eater (1822), made a distinction between the literature of knowledge and the literature of power:]

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Chapter 9Mind the gap

Thomson, Peninah; Graham, Jacey; Lloyd, Tom

Pages: 94 –102

[In the previous chapter, we discussed how to assemble your experience, aptitudes, skills and qualities into a credible persona for an executive or a non-executive board role and then promote it. Maybe you felt, while reading it, “that’s all very well, but it’s easier said than done” or “there...

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Chapter 10Board games

Thomson, Peninah; Graham, Jacey; Lloyd, Tom

Pages: 103 –112

[Orr was crazy, and could be grounded. But, because the rules said “a concern for one’s safety in the face of dangers that were real and immediate was the process of a rational mind,” Orr would cease to be crazy as soon as he asked to be grounded, and would thus have to fly more missions. Orr...

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A Woman’s Place is in the Boardroom

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A Woman’s Place is in the Boardroom

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