Bonnie Hill’s first board opportunity came through a search firm while she was transitioning from a government role. Most of her subsequent board positions were through referrals. She was attractive to boards due to her environmental and consumer affairs expertise, business experience, and government background.
Hill emphasizes that race did not play a significant role in her board appointments. She believes boards sought her for her skills and experience, though her diversity was an added benefit. When evaluating board opportunities, Hill prioritized boards that valued her expertise rather than just diversity.
To be effective on boards, Hill prepared thoroughly, asked questions before meetings, and participated actively from the start. She built relationships with other directors and gained consensus on issues before meetings. Hill became known for her leadership, ability to build consensus, and focus on shareholders’ interests.
Hill advises aspiring directors to develop expertise that makes them desirable candidates. She recommends putting skills and experience forward first, rather than emphasizing race or gender. Hill believes black representation on boards will continue to increase due to the qualifications of younger generations.
Regarding board dynamics, Hill prefers annual elections for directors and boards of around 12 members. She believes shareholders should have the power to make decisions about board composition and director tenure.
Hill is hopeful about the future of board diversity. She encourages young people interested in board service to gain visibility, focus on developing expertise, and move past any feelings of “imposter syndrome.”
