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they were much more likely to do so if the Governor was speaking. I spent a week of our family summer holiday hand-writing notes (which kept flying into the hotel pool) to invite CEOs and policy-makers to the event, indicating that we expected the Governor to be our speaker. Meanwhile I kept the Governor’s office up to date with the list of expected influential attendees, as that would surely increase the chances of his attendance. Brenda Trenowden of ANZ Bank, who later took on the mantle of leading the 30% Club, worked tirelessly to round up those acceptances. Finally, it was confirmed that the Governor would speak. Unlikely as it seems, this whole precarious plan, infused with a dose of bravado, paid off. The room was full of influential men and women and the Governor spoke openly and eloquently about the Bank’s 300-year traditions and the importance of diversity in creating a modern culture. The bank CEOs, seated at tables at the front, took turns with the microphone to contribute their own thoughts and ideas about how to accelerate progress around the globe. Nothing ventured, nothing gained.

      The 30% Club’s final key success factor was taking a feminine approach to solving a business problem.

      The word ‘feminine’ divides people. Some object to the very idea that there are characteristics more generally associated with girls and women. Of course, there can be as much (or more) difference between individuals of the same gender as between the genders. That is, in my view, perfectly compatible with using the words ‘feminine’ or ‘masculine’ to describe traits more commonly found in either girls or boys. It certainly doesn’t mean that those words apply to every individual girl or boy.

      I’ve also encountered the anxiety that by using the term we may perpetuate gender inequalities. In fact, I believe the opposite may be true. If we understand each other’s (average) differences better, we can develop more ‘gender intelligent’ strategies to encourage both men and women to thrive, rather than try to force everyone into a system that tends to motivate one or the other. It’s important to recognise that we can be equal but different if we’re really going to achieve progress.

      It’s a contentious topic, and we’ll explore it more fully in the next chapter. For now, let’s use ‘feminine’ as perhaps imperfect shorthand for the approach that defined the 30% Club. We were not looking to assume the traits of the group that we were aiming to join – not trying to simply replace a few men with a few women who were just the same. The goal was, and remains, more diversity of thought, of approach, of behaviours. The 30% Club’s approach therefore emphasised, not downplayed, difference and in particular the qualities associated with women and girls: empathy, social sensitivity, collaboration and gentleness.

      Encouraging voluntary action rather than legislation or quotas to achieve our goal of more women on boards was the most obvious manifestation of this feminine approach. Forcing people to do something would have completely undermined what we were trying to do. Quotas are very much command-and-control, a confrontational rather than an empathetic approach. Few people seemed to understand this, focusing on the speed of attaining results, not what those results really signified. The 30% Club’s ambitious goal was that men and women would become unified in desiring boards with a better gender balance, and that this would help improve culture throughout their organisations, as well as increasing the numbers of women on boards. We wanted to ensure not only that the very best people serve on boards, but to open up the definition of ‘best’ so it did not mean ‘just like the existing directors’.

      Another symptom of our feminine approach was to be open source, to partner not only with the Davies Committee but with many others who were already doing great work in this area. There was no sense of competition, helped by the fact that the 30% Club was not a diversity business, simply a group of business leaders focused on achieving results. Members of the Steering Committee included leaders of successful initiatives like the Professional Boards Forum, which introduces chairmen to women with the ‘undiscovered’ potential to be non-executive directors. The Forum stages events where candidates solve fictitious boardroom problems: its success rate (attendees appointed to boards) is impressive, with 45 alumnae appointed as non-executive directors to date. We had no desire to reinvent the wheel but looked to provide cohesion to fragmented efforts, as well as fill in any gaps.

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