Among the S&P 100, women hold just 19% of board seats, and women of color hold less than 4%. The path to boardroom diversity remains complex and uneven. Even for those who overcome the barriers to entry, retaining a seat—or being considered for others—can be a challenge if they dare to question the status quo.
At a recent conference, I was shocked to meet a female director who had been removed from a board simply for questioning the CEO’s compensation. Afterward, she confided that she knows of many similar situations. I’ve personally seen investment management firms push for board seats solely to control outcomes at high-growth tech companies.
For both women and men who navigate the boardroom successfully, corporate directorships offer unique rewards: challenge, influence, and yes, compensation. One woman, whose experience includes a senior role at the FAA, reportedly earns around $100,000 in cash and stock as an outside director for a major airline group—on top of her full-time role at a leading aerospace trade association.
Beyond financial incentives, board service brings meaningful work, intellectual stimulation, and the opportunity to stay professionally engaged long after retirement from traditional roles. Many boards don’t require directors to step down until age 72, and some have no age limit at all.
It’s no wonder corporate boards are packed with former CEOs, senior government officials, and high-profile entrepreneurs. Fortune 500-level women are often seen as trophies for boards seeking diversity—but highly capable women outside of that narrow spotlight often struggle to gain access. That’s why women supporting women is essential. Networking is everything.
Here’s some of the best advice I’ve gathered over the years for getting on a corporate board:
Start Early.
Build your network in your 30s and 40s through nonprofit board service, community leadership, and industry events. Surround yourself with people already serving on boards and learn from them.
Get P&L Experience.
One of the most sought-after credentials for board candidates is P&L (profit and loss) responsibility—typically earned in upper management roles. While I’ve been fortunate to have this experience, many women are underrepresented in the C-suite due to systemic job discrimination, the choice to step off the career track for motherhood, and societal expectations. Gen Xers and Millennials—take note.
As one expert put it:
“Boards want people who can be contributors. Since fewer women have held P&L roles, your network needs to be even stronger, and your credentials even more refined.”
Form Strategic Relationships.
Seek out senior colleagues who can elevate your trajectory. Traditional mentoring can feel outdated—consider becoming a reverse mentor to bring fresh value while building genuine relationships.
Build Marketable Expertise.
Boards increasingly value expertise in digital technology, regulation, and executive compensation. To convert that expertise into a board seat, you’ll need connections. Most board appointments happen through someone already in the room—someone who knows you or can vouch for you.
Target the Right Nonprofit Boards.
Nonprofit service can be a gateway—but be selective. Focus on prestigious institutions: university boards, national nonprofits, or leading arts organizations. These boards are often populated by corporate board members, making them prime networking platforms.
Understand the Role of Recruiters.
Headhunters are often brought in late in the search process—to vet existing candidates, not to find new ones. If you want their support, make their job easy. Your bio should showcase something specific and sellable—for example, leading cost-cutting during a corporate transition.
Boost Your Digital Presence.
A strong online footprint helps. A simple LinkedIn connection led to a meaningful board opportunity for me. Last fall, a senior education consultant I hadn’t seen in 20 years found me online. After meeting for coffee in New York, she recommended me for a major university board—just like that, doors opened.
Think Globally.
International experience is a major asset, especially in Asia. Some boards seek directors with real cultural understanding and on-the-ground experience in foreign markets. While fluency in another language is rarely a requirement for U.S.-based companies, it may be essential if the board is located overseas.
Create Opportunities to Connect.
Last May, I attended an event best described as “speed dating for corporate directors.” Guests were invited to “bring your favorite director to cocktails.” With wine, hors d’oeuvres, and strategically placed topic tables, it created the perfect space for networking. Everyone wore name tags that included their company and an elevator pitch.
There’s no one-size-fits-all formula for landing a board seat. But for the right woman at the right time, it can be one of the most rewarding and impactful roles of her career. The key is to start early, stay visible, and never stop building your network.
Written by : Marietta Colston-Davis
