More Than a Mandate: How to Truly Welcome Women to Your Boardroom

Imagine this: You've just posted a call for nominations for your board. You’re hoping for a flood of new, diverse, and talented applicants. But when the deadline passes, the pool of candidates looks… well, a lot like the people already in the room.

If this sounds familiar, you're not alone. It’s one of the most common frustrations I hear from sport leaders. And now, with the federal government's mandate for gender parity on NSO boards by April 2025, the pressure is officially on.

For many, this new requirement feels like another box to check on an already overflowing to-do list. But what if we saw it differently? What if we treated this not as a compliance headache, but as a powerful opportunity to build stronger, more resilient, and more effective organizations?

Moving from a state of frustration to one of strategic momentum starts with understanding what’s really going on beneath the surface. The good news? The research gives us a clear map.

The Real Reasons Your Board Isn't Growing (And It's Not What You Think)

For years, when faced with a lack of women in leadership, the sport sector has often defaulted to a simple explanation: "we just can't find qualified women who want the job."

This narrative is convenient, but it's also a myth. Academic research and real-world experience show that the barriers are rarely about individual women's capacities or ambition. Instead, they are built into the very culture and structure of our organizations. This is often called "masculine hegemony," but let's call it what it feels like: the "way we've always done things" problem.

Let's break down the three subtle but powerful forces at play.

1. The Myth of the "Unqualified" or "Unwilling" Woman

Have you ever heard someone in a board meeting say, "We'd love to recruit more women, but they need to have the right experience"? This is often code for a few flawed assumptions:

• A belief that women lack the specific technical sport knowledge.
• The idea that women with jobs or families don't have time to volunteer.
• The assumption that women are simply less likely to put their names forward.

These are personal factors, but the responsibility is placed entirely on the individual, ignoring the environment she is being asked to enter.

2. The Power of the Room Itself

Think about your own board. Does it feel welcoming to outsiders? Contextual factors play a huge role. Research shows us that:

• Representation matters. The more women who are already on a board, the more likely new women are to join.
• Openings are essential. If you don't have term limits or a plan for board renewal, there's literally no seat at the table for a new person to fill.
• Intentionality works. Organizations with a clear, written gender equity or inclusion policy are far more successful. This isn't about quotas; it's about making a clear statement of values.
  
  

3. The Experience of Being "The Only"

This is the most critical piece. Even if you succeed in recruiting a woman to your board, will she stay? Interpersonal factors are the key to retention. Women are more likely to stay and thrive when:

• Their contributions are genuinely valued, not just tolerated.
• They are given meaningful roles, not just placed on the "social" committee.
• They don't feel they have to perform at 150% just to be seen as equal to their male counterparts.

When we fail here, we create a revolving door, confirming the biased belief that "women don't stick around."

Six Ways to Move from Mandate to Momentum

Alright, that's the "why." It's complex and deeply ingrained. But the "how" is surprisingly practical. You can start building a more inclusive and effective board today.

Here are six tangible ways to begin:

1. Write It Down. If you don’t have one, create an Inclusivity Policy. Don't just focus on gender; think about the diversity of your entire community—including individuals who are Black, Indigenous, and People of Colour, people of diverse genders, and people with a disability. Frame it as a floor, not a ceiling.
2. Recruit Proactively, Not Passively. An open call for nominations is not enough. The best recruitment is personal. Identify promising leaders and invite them directly. Start building relationships now, perhaps by inviting potential board members to join a committee first.
3. Rethink "Experience." Challenge your assumptions about what qualifies someone for board service. Expertise in finance, marketing, community engagement, or human resources can be just as valuable as technical sport knowledge.
4. Onboard and Mentor Everyone. Create a structured onboarding process and assign a mentor to every new board member (not just the women!). This fosters a supportive culture, accelerates learning, and improves retention for all.
5. Set Term Limits. If your board members have been in their seats for a decade, it’s time for a change. A policy on term limits is the single most effective way to ensure fresh perspectives and create opportunities for new leaders to step up.
6. Ask, Listen, and Act. Actively collect feedback from the communities you want to engage. If you're designing a program for female coaches, are women co-designing it with you? Giving diverse stakeholders a real voice in decisions that affect them is the ultimate sign of respect.

This work isn't about checking a box. It's about building a future where your organization benefits from a wider range of talent, a healthier culture, and a deeper connection to the community you serve.

Feeling overwhelmed by this process or not sure where to start? You don't have to do it alone.

If you're ready to develop a practical recruitment and retention strategy that truly welcomes new leaders to your table, let's chat. Get in touch, and we can map out the next steps for your organization.

References

Adriaanse, J. A. & Schofield, T. (2013). Analysing gender dynamics in sport governance: A new regimes-based approach. Sport Management Review, 16, 498-513.

Adriaanse, J. & Schofield, T. (2014). The impact of gender quotas on gender equality in sport governance. Journal of Sport Management, 28, 485-597.

Claringbould, I. & Knoppers, A. (2012). Paradoxical practices of gender in sport-related organizations. Journal of Sport Management, 26, 404-416.

Hancock, M. G. & Hums, M. A. (2016). A “leaky pipeline”?: Factors affecting the career development of senior-level female administrators in NCAA Division I athletic departments”. Sport Management Review, 19, 198-210. 

Hovden, J. (2010). Female top leader – prisoners of gender? The gendering of leadership discourses in Norwegian sports organizations. International Journal of Sport Policy, 2(2), 189-203.