f companies like Twitter want our business, they can't pretend this is a supply issue or a diversity issue. Women make up the majority of Twitter's users. Structuring an all-white male board is not reflective of Twitter's talent pool or customer base.
It's not good enough for Twitter CEO Dick Costolo to only have one woman on his board. One is too often a token. On a board of seven -- it should be at least two. No one wants to be a token, not even women seeking to serve on boards.
We now know that having diverse product design teams creates better products. We also now know that having women on boards makes companies more competitive. So why would a company build its management team and board entirely from men?
We know greater board diversity leads to better governance and stronger economic growth. Now we need to put our economic power behind this legislation by supporting companies who comply with this recommendation, and taking our business away from those who don't.
Corporate boards and CEOs may not always understand the need for diversity and the advantages of having more women within their ranks, but they do understand the importance of profits, investors and keeping customers happy.
Instead of having to deal with a room full of people that are put off every time you voice your opinion, or face being stuck in a rut because no one wants to risk changing anything, many women are simply forgoing the traditional corporate ascent and striking out on their own.
I celebrate the progress we've made. I honor the 20 percent. But I don't want us to get complacent and bright-eyed with 20 percent. I want us to demand power sharing from the guys. Let's get our fair share of the money, the top jobs, the board seats, the positions of influence--and the power.
After years of campaigning for more gender-diverse corporate boards, ION published its Ninth Annual Status Report on Women Directors and Executive Officers of Public Companies. The good news? We're making progress, and have several thriving companies that lead by example.
One of the biggest obstacles blocking the ascent of many women is an outdated perception that a narrow list of credentials is critical to being a good board member. Historically, these credentials have been those that men, as they have risen to the tops of organizations, have acquired.
Let's face it -- the number of women on boards is a problem, and everyone knows it. Even old-school companies with homogenous leadership understand the business case for increasing the number of women on boards.