如今只要聊起性別和企業(yè)董事會(huì),，總免不了提起女性董事人數(shù)太少,，以及需要多招一些女性。

人們往往會(huì)忽視女性首席執(zhí)行官的聲音,。畢竟統(tǒng)計(jì)數(shù)字顯示,，在標(biāo)普1500綜合指數(shù)的成分股公司之中，只有16%的董事是女性,，而且初次坐上執(zhí)行官之位時(shí)可能都沒在董事會(huì)任職過,。

本周二上午在加州拉古納尼格，《財(cái)富》2016年最具影響力商界女性峰會(huì)上午一場論壇里,，多位經(jīng)驗(yàn)豐富的女首席執(zhí)行官發(fā)表講話,，分享了首席執(zhí)行官如何贏得董事會(huì)支持的心得：

1,、董事會(huì)成員不僅性別要多元化,，其他很多方面也要多元化。

勞務(wù)市場平臺(tái)TaskRabbit的首席執(zhí)行官,、惠普公司的董事史黛西·布朗-菲爾波特說,，惠普公司拆分后組建董事會(huì)時(shí)，惠普的董事長梅格·惠特曼特別注意尋找觀點(diǎn)不同的人選,?！八X得，要讓董事會(huì)煥然一新,，多元化是最重要的,。”布朗-菲爾波特回憶道,。

2,、保持溝通節(jié)奏

“董事會(huì)與管理層需要密切溝通，千萬不要低估溝通的作用,。如果了解一下溝通實(shí)際上花了多少時(shí)間,，估計(jì)都會(huì)大吃一驚?！币淹诵莸那岸虐疃麻L兼首席執(zhí)行官,、現(xiàn)任初創(chuàng)公司Carbon3D 和聯(lián)合技術(shù)公司董事柯愛倫如是說,。

3、與某些董事一對(duì)一交談,，虛心征詢建議

美容產(chǎn)品零售商Ulta Beauty首席執(zhí)行官,、星巴克公司董事瑪麗·迪倫解釋說，和每位董事一對(duì)一交談“真的很有好處,?！眻?zhí)掌杜邦期間挫敗主動(dòng)投資者尼爾森·佩爾茲分拆公司企圖的柯愛倫接著補(bǔ)充：“特別是受到攻擊時(shí)，就更要依靠平時(shí)積累的關(guān)系,，關(guān)鍵時(shí)刻能董事坦誠交流,，尋求反擊機(jī)會(huì)?！?/p>

4,、讓每位董事都有一位“好朋友”

布朗-菲爾波特指出，惠普公司的“董事會(huì)好朋友”方案卓有成效,。她解釋說,，具體方案是讓每位董事與董事會(huì)內(nèi)“另一人建立聯(lián)系?！边@樣即便不開會(huì),，每位董事也會(huì)關(guān)注董事會(huì)動(dòng)向。

5,、必要時(shí)卸下董事長的角色

董事長和首席執(zhí)行官的職位何時(shí)兼任,，何時(shí)分開？曾經(jīng)身兼杜邦董事長和首席執(zhí)行官的柯愛倫稱,，并沒有一定之規(guī),。她說：“我認(rèn)為要視情況而定。假如首席執(zhí)行官剛剛上任,，你真的放心他兼任董事長嗎,？”布朗-菲爾波特表示贊成，說在可能兩人各自管理更有利的時(shí)候,，就可以調(diào)整職責(zé),，還指出她在TaskRabbit接任首席執(zhí)行官時(shí)，公司創(chuàng)始人利亞·巴斯克仍擔(dān)任董事長,。（財(cái)富中文網(wǎng)）

作者：Valentina Zarya

譯者：Pessy

審校：夏林

Most conversation around gender and corporate boards revolves around the scarcity of female directors and the need to recruit more.

Often overlooked: the perspective of the female CEO on the other side of the table, who, given the stats—just 16% of directors of S&P 1500 companies are women—may not have board experience when taking her first executive post.

Speaking at a Tuesday morning panel at the 2016Fortune Most Powerful Women Summit in Laguna Niguel, Calif., a number of experienced female executives shared words of wisdom for how CEOs can make the most of their boards:

1. Make sure your board is diverse—in more ways than just gender.

TaskRabbit CEO and HP Inc. board member Stacy Brown-Philpot said that HP Inc.’s chairman, Meg Whitman, specifically sought out diverse perspectives when putting together a slate of directors for the Hewlett-Packard spin-off. “Diversity was the number one thing she felt was going to create a different board,” Brown-Philpot recalled.

2. Create a cadence for communication.

“You can never underestimate how much communication needs to take place between the board and management. The biggest surprise is how much time it really does take,” said Ellen Kullman, retired chair and CEO of DuPont and director of Carbon3D and United Technologies.

3. Seek out advice with specific members one-on-one.

Talking to each of your directors individually “really pays dividends,” explained Mary Dillon, CEO of Ulta Beauty and Starbucks director. Kullman, who fought off activist investor Nelson Peltz during her tenure at DuPont, added: “Especially when you’re under attack, you’re going to rely on those relationships to make sure you’re getting the straight talk and opportunity.”

4. Give each board member a “buddy.”

Brown-Philpot noted the effectiveness of HP Inc.’s “board buddy” program. The idea is for each board member to “build a relationship with one other person,” she explained. That way, each of the directors remains engaged in board goings-on between meetings.

5. Hand off the chairman role when it makes sense.

There’s no hard and fast rule on whether and when to keep the chairman and CEO roles together or to separate them, said Kullman. “I think its situational,” said the former chair and CEO of DuPont. “If you have a new CEO—do you really want him to take on [the role of] chair at the same time?” Brown-Philpot agreed that transitions are times when it may make sense to split the two, noting that when she took on the CEO role at TaskRabbit, founder Leah Busque remained on as chairman.