Lena Yasmin Dridi

Subtle Norms and Codes

Boards have their own language: financial shorthand, references to old networks, inside jokes. If you do not share that background, you can feel like an outsider, even if you are fully qualified. 

There are also unspoken rules: who speaks first, how dissent is framed, what counts as “serious” versus “peripheral.” These rules are rarely written down, but they shape who gets listened to.

Then there is the double bind: women are expected to be strong but not “too aggressive,” collaborative but not “too soft.” It is a balancing act that men are rarely asked to perform.

Invisible Labor

Women are often steered toward committees on ESG, sustainability, or diversity. These are vital, but they are sometimes dismissed as less “core” than audit or finance. At the same time, women often take on the emotional labor of smoothing tensions or ensuring everyone is heard, work that is rarely recognized, but essential to board culture.

And of course, there are the microaggressions: the interruptions, the overlooked ideas, the credit taken by someone else. Each may seem small. Together, they build walls.

Making the Invisible Visible… and Acting on It

The first step is recognition. Invisible barriers are often dismissed because they are subtle, but that does not make them less damaging. Boards can start by measuring who speaks, how often they are interrupted, and whose ideas are acknowledged. Simple data creates awareness.

But awareness alone is not enough. Concrete actions are needed:

1. • Stronger role for the Chairs
      Chairs set the tone. A well-prepared Chair can actively manage airtime, ensure no one dominates, and circle back to ideas that were ignored. Training Chairs to spot microaggressions or patterns of exclusion is one of the most effective levers for change.
   • Rotation of committee leadership
      Too often, women are steered toward ESG or diversity committees. By rotating leadership across all committees – including audit, risk, and remuneration – boards distribute influence more equitably and break stereotypes about what women “should” focus on.
   • Clear governance guidelines
      Boards can adopt codes of conduct that go beyond compliance: explicit rules on equal speaking time, respectful engagement, and accountability for behaviors. These guidelines send a signal that culture matters as much as content.
   • Mentorship and sponsorship
      Formal mentoring programs help women navigate unspoken codes. Sponsorship goes further – when senior members actively advocate for women’s ideas and career progression. Both need to be recognized as part of good governance.
   • Creating spaces for candid dialogue
      Sometimes the most effective solution is outside the boardroom. Confidential peer groups or reflection sessions allow women to share experiences, strategies, and regain confidence after difficult meetings. Turning isolation into solidarity builds resilience.
   • Use of technology and feedback tools
      Anonymous surveys on softwares like DiliTrust or tools that track participation patterns can expose recurring issues. They turn subjective impressions into objective evidence, making it harder to ignore invisible barriers.