Boards often claim to value diversity, yet actual progress remains slow. Giving back through governance requires opening doors so that policies and practices reflect the full spectrum of talent and experience. The way boards are structured can either perpetuate inequities or actively dismantle them, creating access and opportunity for those historically excluded.

Closed networks continue to limit access. Boards recruit from people they already know. Spencer Stuart’s 2023 Canada Board Index found that 67% of Canadian boards rely on referrals and existing networks. Anyone outside these circles is invisible, regardless of skills or experience.

The requirement for previous board experience also blocks first-time candidates. Black professionals, immigrants, and women often have not had prior access to these roles, so asking for prior board experience automatically excludes them. These two barriers shape leadership pipelines long before formal evaluation even begins.

Boards that lack diversity tend to approve policies that do not consider equity impacts. They may ignore the barriers faced by underserved communities and miss opportunities in diverse markets. Homogeneous board design policies for the dominant group by default. The exclusion is rarely intentional, but it has tangible consequences. Organisations miss opportunities for innovation, fail to achieve financial growth in diverse markets, and fail to serve all stakeholders equitably.

Challenging Governance Practices

A recruitment process I observed sourced all candidates through informal referrals. The shortlist mirrored the existing board. I raised two concerns. The first was that the process contradicted the board’s stated commitment to diversity. The second was that referral-only recruitment excluded entire communities. The board agreed to open applications publicly. The next candidate pool was the most diverse they had ever seen. That experience proved that talent exists, but access is restricted by systemic barriers.

Tokenism Versus Inclusion

Tokenism occurs when a single diverse voice is present but has no power. Inclusion looks different. It ensures access to information, confidence to ask hard questions, influence over decisions, and psychological safety. The real test of governance is not who sits at the table but who shapes outcomes. Governance Professionals of Canada reports that only 10% of boards rate inclusion as very high, revealing how much remains to be done.

Accountability for Real Change

Boards can implement several mechanisms to ensure diversity initiatives produce tangible results:

• Public Targets and Timelines: Boards with measurable targets move faster. 76% of top Canadian boards now have gender targets.
• Open Recruitment: Public postings replace the “tap on the shoulder” approach.
• Annual Reporting: Publish results and review outcomes regularly.
• Governance Committee Oversight: Diversity must be owned at the board level, not just HR.

Aspirations without accountability leave systemic inequities untouched.

Evidence of the Benefits

In healthcare, boards that increased diversity strengthened patient equity strategies because decision-makers reflected the communities being served. Organisations in the top quartile for ethnic diversity are 39% more likely to financially outperform peers. These results confirm that diverse boards improve decisions, equity, and organisational outcomes.

Pathways to Opening Doors

Many organisations struggle to identify diverse board candidates. I have found several strategies effective:

1. Put Your Hand Up: I became the first Black board member of a national nonprofit in its sixty-year history simply by applying. No one tapped me; I raised my hand.
2. Structured Volunteer Leadership: Committees, nonprofit boards, and advisory groups allow candidates to build governance skills and confidence quietly over time.
3. Skills-Based Competency Frameworks: Recruiting based on skills rather than titles creates space for capable individuals who lack traditional labels.
4. Visibility: People cannot enter rooms where they are invisible. Contributions should be clear, consistent, and visible without requiring loud self-promotion.

Building Influence in the Boardroom

Board culture can empower or silence underrepresented voices. I have strengthened my influence by asking strategic, evidence-based questions, grounding recommendations in risk, governance, and outcomes, and building relationships outside formal meetings. Remaining calm and true to myself in every room has reinforced credibility. These practices build what I call “boardroom muscles,” allowing meaningful participation in shaping decisions.

The Cost of Exclusion

Boards that fail to prioritise diversity face serious financial and operational consequences:

• Financial Underperformance: Companies with low diversity are twenty-nine per cent more likely to underperform financially.
• Operational Blind Spots: Decisions made by homogeneous boards often fail in practice because they do not reflect the realities of the people served.
• Reputation and Talent Loss: Workforce and consumers notice who sits at the table. Lack of representation can drive trust and talent elsewhere.

Exclusion is expensive. Organisations pay twice: first in performance, then in credibility.

Structural Changes Needed in Canada

Data drives change, yet Canadian boards often track only gender. Race, disability, and Indigenous identity remain inconsistently measured, leaving systemic inequities invisible. Open, skills-based recruitment, combined with mandatory disclosure beyond gender, begins dismantling hidden barriers that exclude underrepresented talent. Transparent processes create access, accountability, and opportunities for capable leaders.

Black professionals can take ownership of their governance journeys. Seek certifications, formal and informal mentoring, strategic relationships, and opportunities to step onto boards. Skills, preparation, and visibility open doors rather than waiting for invitations.

The John Ware Institute (JWI) exemplifies this approach. The institute develops board-ready Black leaders through governance education, mentorship, and structured pathways. Its Fellowship supports senior Black professionals pursuing credentials like the Chartered Director (C.Dir.) credential, a recognized endorsement of expertise, leadership, and professional knowledge in governance. Its Associate Program provides emerging leaders with nonprofit board experience. JWI builds a strong, visible pipeline, so being the first Black board member becomes the exception rather than the rule.

Giving Back by Opening Doors

Diverse governance shapes outcomes, strengthens organisations, and advances equity. Giving back through boards means creating access, mentoring emerging leaders, and ensuring that policies reflect the experiences of all communities. Opening doors benefits both institutions and the people they serve. Representation transforms systems. Leadership that prioritises diversity, inclusion, and accountability delivers results and sets the stage for future leaders to thrive.