Intersection Subject Line
Plus: What it takes to get on a corporate board
.
| DELIVERING ON DIVERSITY, GENDER EQUALITY, AND INCLUSION
|
|
| In this issue, we look at a mismatch between the work that companies reward and what they say they value. Plus: the relationships you need to get on a corporate board, and a project created to document the experiences of Black corporate directors. |
|
|
| Barry Lawson Williams has served on the boards of 16 major public companies over the course of his career. In a recent McKinsey interview, the founder of Williams Pacific Ventures—an investment and consulting company in San Francisco—reflects on his career path and the importance of taking risks, building strong networks, and proactively seeking sponsors. Williams also discusses his efforts to get more Black executives on boards. |
| Williams, who is now 77, was on five different boards when he began to approach his retirement. A weighty question arose: “What is the likelihood that I will be succeeded by a Black director?” Williams set about increasing that likelihood; ultimately, a Black director succeeded him on two of those boards. Williams says it’s essential to develop the pipeline of Black leaders “to destroy this myth that there’s a lack of supply.” That means both identifying potential candidates—particularly Black women—and offering them mentorship and training. |
| A few years ago, Williams realized that more and more Black directors were retiring from corporate boards. He decided to create a record of their experiences that could be passed on to the next generation. Williams embarked on the Black Corporate Directors Time Capsule Project and interviewed 50 Black directors who together had served on nearly 275 corporate boards. Among the parting lessons from retiring board members for Black leaders who aspire to be on boards, or who have recently become board members: “Remember that you are not there because ‘they ran out of smart White people.’” |
| Williams himself has advice for all those coming up through the corporate ranks: identify someone who can help you and ask that person for help. As he recalls, “None of my sponsors were losing sleep because they weren’t doing something for me. They were delighted to take on this role, but I had to ask them first.” |
| — Edited by Julia Arnous, an editor in McKinsey’s Boston office |
|
Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too.
Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.
|
|
|
This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy.
|
|
You received this email because you subscribed to the Intersection newsletter.
|
|
Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
|
|
|
|
| |
