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3their organisational experience is at one removefrom what generates the revenues and drivesprofit. Development acquired from experiencesin the heat of operational management alsohelps speed the acquisition of judgement andresilience, and the attainment of perspective.So, organisations have to be bold and tellwomen who may be more risk-averse to move,making it as easy as possible.Lack of experience not necessarily a barrier topromotionA significant feature in the open market fortalent now is the resistance of CEOs to take onpeople who have anything less than the preciseexperience of the role they’re seeking to fill.Whereas the risk of placing an internalcandidate into a bigger job or different functioncan be mitigated by coaching from a strong linemanager, there are too many ‘unknownunknowns’ with someone with no internaltrack record. Women who have not movedacross functions or roles can inadvertently lockthemselves out of jobs simply because theycan’t evidence past performance, even if theirpotential and adaptability are high. Combinethis with the fact that we tend inadvertently tohire people like us, and it’s clear why the riskfree hiring choice can all too easily be a man.Some organisations form special managementcommittees with responsibility for strategicinput into pressing major business issues, andactively (though perhaps covertly) placewomen in such groups to help them step backfrom the typically diligent pursuit of the dayjob’s objectives. Mentoring is a goodcompliment to this from a next–in-linemanager, providing an opportunity for ahelicopter-view reflection on the issues.From a tactical perspective, there are twopractical things organisations can seek to do tokeep women in the pipeline.One is to offer those in the mid stage of boththeir career and their lives domestic conciergesupport. Having a ‘work wife’ to pick up thepieces when work and home collide noisily andmessily into one another makes the juggling actsustainable at what can become in retrospectcrunch moments.A second is simply to identify, assess, promoteand support the accelerated development ofhigh potential females earlier in their careers sothey are in more senior roles when they start afamily. Women who have made it past themiddle rung tend to be more likely to return towork, better able to find good, flexible childcare and more motivated to find ways aroundthe associated challenges of their ‘dual lives’.Lack of work-life flexibility doomsorganisations to failureFinally, something as simple as the absence offlexible working may be the biggest practicalbarrier to middle-ranking women pursuingcorporate life. Cheap to implement with theavailability of Skype, GoToMeeting, and othertechnologies; reducing accommodation andtravel costs, delivering benefit in so many otherways, flexible working is a magnet that pullsmany working mothers into consulting, self- orSME employment, simply because it meansthey can prepare for a meeting, master thedetail or deliver the report, around managing afamily. Of course, both genders would have thesame entitlements. Measuring success throughoutputs (deliverables, no matter whereexecuted) and not inputs (time clocked in theoffice) requires a huge shift in corporatebehaviour and attitude. Sadly, the only hurdlemany organisations must overcome may be thehardest for some – trust in their people.At an individual level …What does ‘Board ready’ mean? If it’s aboutunderstanding your audience, picking yourbattles, clarity and restraint in communication,and mastering specific corporate codes, thenmentoring becomes invaluable. A good mentorcan offer these insights, and also helps to builda person’s confidence in themselves and thevalidity of their aspirations. They also have thecritically important role of ensuring thatwomen connect and network with those withinand beyond the organisation who can alsoteach them, help them solve particularproblems and give them opportunities. This isalso something on which HR should advise.If ‘Board ready’ also means that the Boardknows who you are by both direct exposure