Shannon Nash

And then when you look at women of color, you know, the gap is even wider. Women of color hold roughly about 8% of all corporate board seats. I think the other thing to focus on is when you look at who's in the leadership roles of these boards. So who is the board chair? Who's the chair of the nominating and governance committee? Things of that nature. It's under 10%.

And then when you look at women of color, you know, the gap is even wider. Women of color hold roughly about 8% of all corporate board seats. I think the other thing to focus on is when you look at who's in the leadership roles of these boards. So who is the board chair? Who's the chair of the nominating and governance committee? Things of that nature. It's under 10%.

So the leadership at the top of the board hierarchy still is heavily dominated you know, dominated, if you will, by men. So there's some, you know, there's some room for some improvements there. I think that, you know, what we can say is this is what's going on in the United States.

So the leadership at the top of the board hierarchy still is heavily dominated you know, dominated, if you will, by men. So there's some, you know, there's some room for some improvements there. I think that, you know, what we can say is this is what's going on in the United States.

But when you look at internationally and you look at the FTSE 350 in the UK, they're at almost 43, 44% women on boards. So, you know, there are some differences. And what I'm seeing, and I think we'll get into it, is that I'm seeing a lot of women also look at international, U.S.

But when you look at internationally and you look at the FTSE 350 in the UK, they're at almost 43, 44% women on boards. So, you know, there are some differences. And what I'm seeing, and I think we'll get into it, is that I'm seeing a lot of women also look at international, U.S.

women at least, look at international boards, because there's a lot more opportunity, quite frankly, that we're seeing in other places outside the U.S. But, you know, look, all in all, I think that we've made some significant changes. It's just progress is the trend is showing that we're slowing down a bit.

women at least, look at international boards, because there's a lot more opportunity, quite frankly, that we're seeing in other places outside the U.S. But, you know, look, all in all, I think that we've made some significant changes. It's just progress is the trend is showing that we're slowing down a bit.

Well, what I'll say is one of the biggest difference between being on my first, let's say, nonprofit board and for-profit board and what I learned was, especially the size of those nonprofits, they were just a lot smaller. There was more of an expectation for you to work.

Well, what I'll say is one of the biggest difference between being on my first, let's say, nonprofit board and for-profit board and what I learned was, especially the size of those nonprofits, they were just a lot smaller. There was more of an expectation for you to work.

be more hands-on with management and more hands-on with like the operations of the actual nonprofit organization, especially with me having a finance background and on a public company board in particular, that is the opposite. And so what I learned from my first public company board was that your job is to

be more hands-on with management and more hands-on with like the operations of the actual nonprofit organization, especially with me having a finance background and on a public company board in particular, that is the opposite. And so what I learned from my first public company board was that your job is to

truly be strategic it is not to you know then micromanage like the management's job and you go to the meeting you talk about strategy you talk about how things are are going you have ideas but then management needs to go out and do it not you and so that when you have a long career of being somebody who's you know i started as a lawyer being someone like like like

truly be strategic it is not to you know then micromanage like the management's job and you go to the meeting you talk about strategy you talk about how things are are going you have ideas but then management needs to go out and do it not you and so that when you have a long career of being somebody who's you know i started as a lawyer being someone like like like

dissecting you know everything and just being truly showing that like you can do the job that's not your role as to i can do the job your job is to be really strategic because i will say that that's a hard thing for a lot of especially type a people to turn on and off it is really hard and i think that's right on because so many people start out as being great operators or something lawyers ceos whatever they were that got them into board service

dissecting you know everything and just being truly showing that like you can do the job that's not your role as to i can do the job your job is to be really strategic because i will say that that's a hard thing for a lot of especially type a people to turn on and off it is really hard and i think that's right on because so many people start out as being great operators or something lawyers ceos whatever they were that got them into board service

Well, I always tell people that if you want to learn about, if you want to like dive into a company and learn everything about the business and the company, you got to do some time on the audit committee. Because everything, the audit committee is oftentimes like the receptacle of everything. There's the things that are required.

Well, I always tell people that if you want to learn about, if you want to like dive into a company and learn everything about the business and the company, you got to do some time on the audit committee. Because everything, the audit committee is oftentimes like the receptacle of everything. There's the things that are required.

And then when they don't know where to put something, they put it in audit. So you learn a lot about a company. And so to your point, could that be stressful? I mean, yeah, because you are literally have your hands and your eyes and ears on everything that's going on at the company. On the comp committee, look, you are one of the biggest assets.

And then when they don't know where to put something, they put it in audit. So you learn a lot about a company. And so to your point, could that be stressful? I mean, yeah, because you are literally have your hands and your eyes and ears on everything that's going on at the company. On the comp committee, look, you are one of the biggest assets.