Many accomplished women are qualified for board service, yet never seriously consider pursuing a paid seat. Some assume they are not quite ready. Others believe they might be ready, but want to understand exactly what it takes to earn a place at the table. In reality, board readiness comes from recognizing the strategic value you already possess and learning how to present it effectively.
You will discover how to take this exact step at Women in Localization’s upcoming Road to the Boardroom Master Class on July 15, 2026. Ahead of the event, we spoke with our program leaders, Anna N. Schlegel and Gary Muddyman. They shared helpful insights about corporate governance, the differences between US and European boards, and the key lessons they learned during their own leadership journeys.
Many experienced leaders assume they aren’t ready or lack the right profile for a board. In your experience, what’s the biggest misconception qualified senior executives have about what actually makes someone board-ready?
Anna: The biggest misconception is that you need to have been a CEO or already served on a corporate board before you can contribute at the board level. In reality, boards are looking for leaders who bring expertise, sound judgment, strategic thinking, governance awareness, and the ability to ask the right questions. Many highly qualified executives underestimate the value of the operational, global, technology, transformation, and people leadership experience they have accumulated throughout their careers. Board readiness is often less about title and more about perspective, business acumen, and the ability to help guide an organization through growth and change.
Gary: Undoubtedly, you will need to prepare yourself for a board position. Financial and Governance competence are non-negotiables and it may be that your executive role hasn’t prepared you for that yet. So, take actions to inform yourself about these elements. Having said that, everybody needs to start from somewhere and if you are someone capable of strategic judgment, an able communicator and, an ability to think independently, it is likely that you have the raw materials to develop into a productive board-level person. Boards are teams of people, made up of varying talents, so have confidence that the skills, experience and acumen you have accumulated in your career add value to the board.
This masterclass uniquely combines North American and European boardroom perspectives. What is one major difference in how US versus EU boards operate or recruit that surprises most aspiring directors?
Anna: One difference that surprises many aspiring directors is how boards are recruited and composed. In the United States, boards often place significant emphasis on functional expertise, industry knowledge, and executive operating experience, particularly in areas such as technology, finance, cybersecurity, and growth. In Europe, there is often a stronger emphasis on governance structures, stakeholder representation, sustainability, and long-term strategic oversight. While both approaches are evolving, understanding these nuances helps leaders position themselves more effectively for opportunities across different markets.
Gary: The differences often center around custom and practice rather than the regulatory structures (although there are some variations). It is also worth remembering that there will be real variations caused by factors like business size, industry and ownership structure. Typically, the role of the CEO is subtly different. In North America, a CEO is a more dominant figure on a board and, of course, that in turn means there is significant focus on CEO performance. In Europe the position is more variable and, in particular, there are many instances of two-tier boards – supervisory and management. This leads itself to more collaborative, collective responsibility for performance.
The global statistic that women hold only about 23% of board seats is well known. Beyond balancing the numbers, what unique risk do corporate boards face right now if they fail to recruit leaders with deep global, localized, and operational expertise?
Anna: Organizations today operate in an increasingly interconnected world. Boards that lack leaders with global, localized, and operational expertise risk making decisions without fully understanding customer needs, cultural nuances, market realities, and execution challenges. As AI, digital transformation, geopolitical shifts, and workforce changes accelerate, boards need directors who understand how strategy translates into action across regions and functions. Diversity is not only about representation, it is also about ensuring the board has the breadth of experience necessary to navigate complexity and drive sustainable growth.
Gary: For me, it’s all about talent and effectiveness. If groups are under-represented, boards fail to make best use of the available talent pool and become less effective as a result. As we increasingly operate in globalized market places, leaders must have a sense of global shifts, regional culture differences and specific local market challenges. A diverse board of directors puts an organization in an optimum position to navigate the challenges and maximize performance.
As part of this masterclass, two attendees will win a private 1:1 mentoring session with each of you. When you look back at your own journey to your first corporate board seat, what is the piece of advice you wish someone had given you?
Anna: I wish someone had told me to stop waiting until I felt completely ready. Many accomplished leaders spend years building expertise but hesitate to pursue board opportunities because they believe they need one more role, one more certification, or one more achievement. The reality is that board opportunities often come to those who are willing to raise their hand, build their network intentionally, and communicate the value they bring. Confidence and visibility matter just as much as qualifications.
Gary: Candidly, looking back (although I accept it’s a long while ago now), I came on to my first board completely intimidated. Absolutely ridiculous! I sat there listening to discussions, where I knew I could make a contribution and kept my mouth shut for fear of looking foolish or, worse still, openly disagreeing with someone. After my fourth or fifth attendance, a fellow director who I knew well, challenged me on why I stayed quiet when he knew the subject matter was an area of expertise for me. He then said that if I continued acting this way, there was little reason for me to stay on the board because I was adding no value. I changed from then on, contributing every time I felt I had something of value to add. Bottom line for new board attendees: You are not sitting there because your fellow directors have done you a favor. You are there because they think you have valuable contributions to make. So do it!
If a senior leader is looking at this master class description right now, fits the profile, but is hesitant to take the leap, what would you say to them?
Anna: I would tell them that board service is not reserved for a select few, it is a path that many experienced leaders can pursue if they are intentional about preparing for it. If you have spent years leading teams, driving transformation, managing risk, building businesses, or influencing corporate strategy, you likely have more board-relevant experience than you realize. This masterclass is an opportunity to learn, ask questions, understand the realities of board service, and build confidence in your next step. Don’t self-select out of opportunities before giving yourself the chance to explore them.
Gary: An offer to join a board will not happen by accident or luck. It requires ability, preparation and learning. If you genuinely aspire to a role on a board or even if you are not sure you have the capability to do so you owe it to yourself to explore the possibilities. Many companies are crying out for more diverse talent on their boards. So explore the possibilities. With this course you have the opportunity to engage with two people (as well as fellow delegates) who have experienced their own journeys and served on multiple boards. Their paths are different and they are committed to giving you their insights built up over many years. There is little to lose. Pick their brains, learn from their mistakes and judge if this is a journey you are willing and able to make.
Join the July Master Class Cohort
The road to governance starts with the decision to prepare. If you are ready to use your executive leadership experience for board-level impact, join Anna and Gary for this interactive program.
Event Details:
- Date: July 15, 2026
- Time: 9:00 AM to 11:00 AM PT
- Location: Zoom
- Course fee: $150
Please note spaces are limited to ensure an interactive cohort experience. As a special bonus, two attendees will win a private 1:1 mentoring session with Anna and Gary.
Apply for the July Cohort Now: Applications close June 26, 2026