Sulzberger’s trajectory to corporate boards involved preparedness and serendipity. She had Private Equity Investing experience serving on private company boards and non-profit boards, developing skills and relationships. A past colleague, knowing her background, recommended her for an open board seat at Whole Foods. That first public company board experience led to others.
Sulzberger chooses boards through the “double lens” of professional growth/learning and making an impact, seeking good cultural fits aligning with her values. She serves on boards reaching many people, representing underrepresented communities. Regarding accessing boards, beyond formal credentials, Gabrielle built lasting mutually supportive relationships with board placement professionals over time, not just transactions. She listens more initially on a new board, asking thoughtful questions, before asserting opinions.
Gabrielle maintains her authentic self across boards, aligned with direct communication style. She tailors her board member role, not overall persona. Although some boards have clubby cultures, she succeeds being her authentic self, eschewing activities like golf. Instead, she engages individually with executives to support diversity.
Sulzberger has no doubts about the benefits of diversity in corporate boards. Now, with more people of color on boards, reversal seems difficult governance-wise. However, she worries trends may stall progress, especially on Venture Capital and Private Equity boards which already lack diversity. While legislated board requirements could quickly increase diversity, Gabrielle believes consensus-based pressure from stakeholders and business imperatives around skills is more sustainable. Regardless, sitting directors must keep working to lift up talent within their networks and advocate within current boards. There is always room for existing directors to have greater impact.
