Paula has a background in finance and investment management. She positioned herself for corporate board seats by networking, attending board readiness programs, and talking to people already on boards. She got her first board seat on a diversified credit fund through a connection from Northwestern University. Though she was the only woman and person of color on that board, she felt welcomed and that her opinions were valued. She advises being curious and willing to learn about industries outside one’s core area of expertise.
On her corporate boards, networking with fellow directors oneon-one has helped her develop relationships and feel part of the team. Though imposter syndrome can crop up when asked something unfamiliar, self-confidence and wisdom gained through experience helps overcome it. Paula can’t be anything other than her authentic self on boards now. She enjoys getting together with the other women directors before board meetings. While golf may open up bonding opportunities, it is not necessary to get a board seat.
As a board member, Paula asks questions about talent pipelines and advancement timeframes for people of color. She is optimistic that board diversity will continue increasing, though the Supreme Court ruling could temporarily slow progress. Those already on boards must keep advocating for diversity and inclusion, making the business case for it tied to profitability and shareholder value. Different terminology may be needed so that DEI efforts don’t suffer from overuse of the words. More accountability and measurement tied to income could help ensure corporate DEI spending commitments are fulfilled.
