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Or sign-in if you have an account.Kate Stevenson. SUPPLIEDReviews and recommendations are unbiased and products are independently selected. Postmedia may earn an affiliate commission from purchases made through links on this page.Women’s representation on corporate boards is growing — but slow­ly. The latest report on progress from the Cana­dian Securities Admin­istrators reveals that in 2023, 29 per cent of di­rector positions in Can­ada were held by women — a two-point increase from the previous year.Subscribe now to read the latest news in your city and across Canada.Exclusive articles from Barbara Shecter, Joe O'Connor, Gabriel Friedman, and others.Daily content from Financial Times, the world's leading global business publication.Unlimited online access to read articles from Financial Post, National Post and 15 news sites across Canada with one account.National Post ePaper, an electronic replica of the print edition to view on any device, share and comment on.Daily puzzles, including the New York Times Crossword.Subscribe now to read the latest news in your city and across Canada.Exclusive articles from Barbara Shecter, Joe O'Connor, Gabriel Friedman and others.Daily content from Financial Times, the world's leading global business publication.Unlimited online access to read articles from Financial Post, National Post and 15 news sites across Canada with one account.National Post ePaper, an electronic replica of the print edition to view on any device, share and comment on.Daily puzzles, including the New York Times Crossword.Create an account or sign in to continue with your reading experience.Access articles from across Canada with one account.Share your thoughts and join the conversation in the comments.Enjoy additional articles per month.Get email updates from your favourite authors.Create an account or sign in to continue with your reading experience.Access articles from across Canada with one accountShare your thoughts and join the conversation in the commentsEnjoy additional articles per monthGet email updates from your favourite authorsSign In or Create an AccountorWXN is committed to accelerating that prog­ress and has set a bold goal. Over the next five years, through its men­torship and coaching programs, the newly launched Global Alliance for Inclusive Leadership, and by turning the spot­light on women who are already changing the face of corporate director­ship, WXN wants to see women occupy 50 per cent of board roles.National Post sat down with this year’s WXN Canada’s Most Powerful Women: Top 100 Board of Director honourees to learn about their paths to the boardroom and what future female directors should know.Get the latest headlines, breaking news and columns.By signing up you consent to receive the above newsletter from Postmedia Network Inc.A welcome email is on its way. If you don't see it, please check your junk folder.The next issue of Top Stories will soon be in your inbox.We encountered an issue signing you up. Please try again*Responses have been edited for length.Kate Stevenson: Chair of the Board, CIBC What was your path to board work? Wanting to contribute to organizations that were important to me led me to get involved with the not-for-profit sector initially. It’s incredibly rewarding when your personal values align with the work an organi­zation does.From a corporate board perspective, at one time I was at a company that was going through a challenging period, and I had the chance to see the board up close and in ac­tion. Through that pro­cess, one of the directors suggested I interview for a board seat of a publicly listed biotech company in the U.S. Even though I was working long hours in my day job, it proved to be a stretch experience, and the challenge was invigorating.I’ve had the privilege to serve on a wide vari­ety of boards over the past 30 years — from the not-for-profit sector fo­cused on education and health care to boards in the finance, tech, phar­maceutical, energy and aerospace industries.What do you want the next generation of women board directors to know about the role? First, that it’s worth it! It can seem like a lot to take on in addition to the job you have today and the career you’re work­ing to build, but you get back even more than you put in. Second, that authentic­ity is powerful. Be inten­tional about making your mark throughout your career, and as a direc­tor. Consider in advance where you’d like to weigh in but make sure you do weigh in and make your voice heard. The most ef­fective boards work well together, so find ways to build consensus while being decisive — empa­thetic, but tough. Compassion and kindness are not in­consistent with being a strong board member. Listen well and embrace different perspectives. As a board chair, I love bringing out the best of each director and having a quiet influence.What does it mean to you to rise boldly? To be authentic and courageous. I started my financial career working at JP Morgan on Wall Street. There were very few women and I tried very hard to fit in. I had two suits, one dark gray and one navy blue. That was the uniform. But as my career progressed and I gained confidence, that changed. I learned that being my true self was powerful.I had a boss at the bank who told me, ‘Kate, don’t be afraid to take your shoe off and bang it on the table! You have good ideas but need to speak your mind more.’ Looking back, there were pivotal times throughout my career when I had my shoe in my hand, and I pounded the table — figuratively speaking, of course! Rising boldly is also about bringing others along on the journey with you — people who are different from you, with a different lived experience, who may be younger or older, or who have completely differ­ent experiences or skills. Surround yourself with diversity of thought and perspectives, and ask the quiet person in the room for their point of view. You may be surprised that the best idea is right there in the room — you just need to go and find it. Lori-Ann Beausoleil. SUPPLIEDLori-Ann Beausoleil: Founder CEO, Board Diversity Network Inc.; Board Director, Canadian Apartment Properties REIT, Brookfield REIT, GO REIT, Metro Inc. What was your path to board work? It was deliberate and took time. My first board appointment came in 2002 — Ryer­son Polytechnic during its transition to Ryerson University (now Toronto Metropolitan Universi­ty). As a government appointee, I learned im­mediately that effective board work demands passion, the confidence to challenge assump­tions, and patience. Throughout my PwC career, I intentionally built expertise across finance, operations, strategy and risk man­agement. I studied how businesses create val­ue and the governance frameworks that sus­tain success. But tech­nical knowledge wasn’t enough. I invested in relationships, spoke at industry events, and positioned myself as a thought leader in gover­nance. The regulatory reality for me was clear: PwC partners cannot sit on corporate boards. So, I waited. When I retired, Brookfield REIT became my first corporate board. By then, I had spent years preparing — pursuing governance education, networking with sitting directors, staying cur­rent on ESG and regula­tory changes. When the opportunity came, I was ready.What do you want the next generation of women board members to know? Your perspective isn’t just valuable — it’s es­sential. The business world desperately needs diverse thinking to solve today’s complex chal­lenges. But wanting a seat at the table isn’t enough. Preparation is every­thing. Invest in gover­nance education. Un­derstand fiduciary duty inside and out. Stay ahead of industry trends and regulatory shifts. The directors who make an impact are those who contribute meaningfully from day one. Networks matter, but they must be authentic. Board appointments flow through relation­ships built on mutual respect and proven com­petence. Find mentors. Sponsor others. Join or­ganizations advancing women’s leadership. Here’s the reality: if you aspire to serve on boards, you must be part of the network. That’s why I co-founded the Board Di­versity Network in 2023. We’re still new, but the results speak for them­selves — 75 per cent of our graduates now sit on the board of their choice. And be patient. Your path may take years. Every experience — ex­ecutive roles, non-profit boards, advisory posi­tions — builds your cor­porate board readiness. When your moment ar­rives, you’ll be prepared to drive meaningful change. Corporate gover­nance’s future depends on diverse voices around the table. Your contri­bution will create better outcomes for all stake­holders.What does it mean to rise boldly? It means understand­ing your unique value and using your platform to lift others. I rise bold­ly by demonstrating my worth as a board mem­ber — not just for myself, but to open doors for the women who follow. Ris­ing boldly is about being visible, being valuable, and being the proof that diverse leadership works. Rita Parikh. SUPPLIEDRita Parikh: Board Chair, Vancity Credit Union; Board Chair, Vancity Community Investment BankWhat was your path to board work? My path to board work is very connected to my career path. I started in journalism, writing about women’s repro­ductive health. My first real job was writing a newsletter and serving as the Asia program offi­cer for a women’s inter­national development organization in Ottawa. This was the early 1990s, and we were starting to talk about fair trade and exploitation of women in sweat shop labour. Being a good B.C. girl, I was also a member of Mountain Equipment Co-op (now Mountain Equipment Company). I saw a call to run for the board, and ran on an anti-sweatshop labour campaign. It was an extension of the work I was already doing. I joined small communi­ty boards that worked with immigrants and migrants; that exposed me to the world of reg­ulation. I worked for 14 years in the health regu­latory sector supporting the efforts of the Cana­dian health-care sector to ease the entry of in­ternationally educated health professionals to Canada — that was very connected to migration, immigration, justice, women’s health.Through all of that I was aware of VanCity and the work it does. My first bank account was at a credit union. VanCity was like a beacon because it is very present as a fi­nancial institution that is rooted in community. It is owned by almost 600,000 members who bank there. It is a won­derful way to protect and grow community wealth for the people who live in those communities. I saw a call for people to run for election to the board, and I put my name forward.What do you want the next generation of women board members to know? I think we need to pause for a moment and think about what it is like to navigate the world as women and, in my case, as a woman of colour. Those experiences are our superpower. The world wants to diminish us, dismiss us, yet at the same time we are often the heart of our families, of our communities. We bring people together, we nurture people both figuratively and meta­phorically, we manage conflict, we volunteer, we play so many roles and we get things done. If we think about all of that, we recognize that those are all powers we bring to the board table and that have real value. They may not show up on a CV, but they should. Being successful in board work is about navigating relationships, bringing out people’s strengths – we are masters of those skills.What does it mean to rise boldly? I think for me, rising boldly is redefining what being a corporate execu­tive or board director looks and sounds like and, in so doing, re-imag­ining those spaces. You can have a hot flash in the middle of a board meeting and still be pro­fessional. Kristi Peshal Honey. SUPPLIEDKristi Peshal Honey: Chief Administrative Officer, Township of Uxbridge; Board Director, Tantalus Systems (TSX: GRID) and Efficiency One What was your path to board work? I started on the board of a small, not-for-profit nursery that my children attended. That was where I was first introduced ed to governance. One of my mentors served on com­munity boards, and I wit­nessed how their expe­rience helped shape the organizations that have a big impact on our local community. One of those boards was Durham Col­lege, which contributes more than $900 million annually to the econo­my of Durham Region. That’s when I first under­stood the difference be­tween management and board work and wanted to dive in.It took some time, a few failed attempts, learning more about good gover­nance and building my network, but eventually I was able to secure a po­sition that culminated six years later to being the chair of that board, and the chair of the Col­lege Employers Council board, which oversees la­bour relations for the 24 colleges across Ontario.From my first board meeting, I knew I want­ed to be chair, so I leaned in. I took every opportu­nity to volunteer, attend Durham College events, learn about the organiza­tion and build relation­ships with every single board member.By leaning in, con­tinuously learning, and bringing a curious, cou­rageous and kind voice to the table, I built a rep­utation for myself. This led to the recruitment to the Trent University board, where I became vice-chair.It wasn’t until years into my board journey I learned you could be paid to be on boards. To ready myself for those opportu­nities I earned two post graduate designations in governance. That’s what led me to the two corpo­rate boards where I serve now.What do you want the next generation of women board members to know? A mentor once said to me, ‘if you have a seat at the table you have earned it and so you have a re­sponsibility to use your voice.’ That really stuck with me. There have been times around boardroom tables that I have found quite challenging, and I have reminded myself of that advice. I have a duty, I need to share my per­spective. That’s why I’m here. Finding the cour­age to find your voice will empower others to find theirs. Never underestimate the power of attending prepared. Read all the materials, think about how the decisions being made align to your orga­nization’s strategy and values, consider what risks might emerge, and who will be affect­ed. Send questions in advance wherever pos­sible — the goal is not to surprise management but to improve deci­sion-making. Stay out of operations. Your job is to oversee strategy, risk and accountability, not to manage. Finally, arrive early and plan to stay a few minutes after the meet­ing. Informal conversa­tions and relationships are essential for build­ing trust and will help you find your voice fast­er when you join a new board team.What does it mean to rise boldly? The first thing that comes to mind is a Mar­garet Atwood quote: “A word after a word after a word is power.” You need to find your voice, and that means having courage. Through cour­age we will be able to be bold and rise up and sup­port the next generation of female leaders in all ca­pacities. We need to use our voices when we sit around these tables, and we need to think about how we create more seats so others can join us.This story was created by Content Works, Postmedia’s Commercial Content Division, on behalf of Women’s Executive Network (WXN).This website uses cookies to personalize your content (including ads), and allows us to analyze our traffic. Read more about cookies here. By continuing to use our site, you agree to our Terms of Use and Privacy Policy.