Tonie Leatherberry discusses her unique path to board service, having spent nearly 30 years at Deloitte before retiring and pursuing board opportunities. She emphasizes the importance of demonstrating leadership and staying current in one’s technical craft, especially in areas like technology and cybersecurity that are increasingly relevant to boards. Leatherberry also highlights the value of diverse representation on boards, noting that her own boards prioritize diversity and inclusion, using scorecards to track progress and engaging in meaningful discussions about employee sentiment and community impact.
When considering board opportunities, Leatherberry advises candidates to evaluate their potential contributions, learning opportunities, and alignment with the organization’s values. She believes in term limits of 12-15 years to ensure fresh perspectives and recommends board sizes of no more than 15 members. Leatherberry also notes the increasing complexity of board service, with issues like COVID-19 and supply chain challenges requiring deeper understanding and oversight.
To be effective as a new board member, Leatherberry suggests seeking out a board buddy, spending time with committee chairs, and engaging with senior leadership to gain insights and historical context. She also emphasizes the importance of authenticity and being willing to share unique perspectives. To advance diversity in board representation, Leatherberry believes that both the moral and business cases must be made, highlighting the power of consumer spending and the impact of diversity on various aspects of business performance.
She encourages search firms to invest in diversity programs and sitting minority directors to actively mentor and recommend diverse candidates. Finally, Leatherberry advises aspiring directors to excel in their current roles while also demonstrating leadership in external organizations and pursuing governance experience through non-profit board service.
