Katia Ciesielska is a business law graduate. Over the past few years, she completed executive education programs from top business schools such as Insead (International Directors Program), HEC Paris (International Certificate in Corporate Finance), London School of Economics and Political Science (Certificate in Real Estate Economics and Finance) and Frankfurt School of Finance and Management (Certified Expert in Sustainable Finance).

What are the main challenges you’ve faced as a female independent board member?

Since I began working as an independent director, I have encountered significant skepticism. I’ve heard it all: being told I am too young, that the role is too risky, that I lack expertise in specific areas, or that I might not be available for meetings because I am a mother. Finally, I’ve even faced the assumption that I secured my board mandates simply because I am a woman.

How do you handle resistance or skepticism directed at you?

I approach resistance or skepticism with calmness and professionalism. Overly critical behavior often stems from jealousy or insecurity, and I choose not to let it affect me. I am confident in my abilities and focus on demonstrating my value through my work, rather than engaging with negativity.

 Do you believe gender equality is improving within boards of directors? 

Women’s presence in the boardroom is improving, but we still have a long way to go. In Luxembourg, the percentage of board seats held by women has steadily risen over the past five years, reaching 21.8% in 2023. While this demonstrates real progress, it is still slow, and there is significant room for improvement. 

In Luxembourg, the approach largely relies on organizations’ voluntary targets to achieve gender balance over time. This stands in contrast to countries like Norway, Spain, and France, where binding quotas have been implemented to increase female representation, promote career development, and secure women’s presence in decision-making roles. Both approaches have merit. If quotas work to drive change in some regions, they should be applied more widely. Conversely, if voluntary measures are effective, then there’s no need to change strategies but rather to reinforce efforts.

However, recent data, such as that from MSCI, highlight that even with current initiatives, achieving gender parity in the boardroom might not happen until 2045. Notably, public companies in Luxembourg have shown faster progress, with women holding close to 39% of executive board positions by the end of 2023, up from 27% in 2015.

Boards play a critical role in driving change. They need to question whether they are doing enough to foster diversity, including how they select candidates and promote women into leadership roles. Companies should also broaden their skill profiles to diversify boards and address any skill gaps. Achieving true gender equality requires both commitment and action at every level.

What is your opinion on quotas for women on boards? Are they necessary or counterproductive in your view?

I’m not inherently a fan of quotas, but I believe they are necessary to accelerate progress. Without such regulations, meaningful change tends to happen too slowly or not at all. Quotas force us to address the issue directly and create opportunities for women to step into leadership roles.

Luxembourg’s decision in 2016 to introduce a 40% minimum quota for women on executive boards in public establishments is a step in the right direction. Early adopters of quotas, such as Norway which fully implemented corporate board gender quotas in 2008 demonstrate that these measures work. They not only improve gender diversity but also broaden perspectives and enrich decision-making.

Although the quotas might feel prescriptive, they set realistic targets rather than an expectation of immediate parity; therefore, boards can still focus on finding qualified people while working toward greater diversity. In the end, quotas are a catalyst for change by creating one level playing field and ensuring that the best talents are considered, regardless of gender.

 As a female board member, do you feel a particular responsibility to advocate for gender parity and inclusion?

Yes, I feel a strong responsibility to advocate for diversity and inclusion, but in a broad sense - encompassing not only gender but also culture, demography, education, and socioeconomic factors. I actively support initiatives that empower women on boards, whether through mentorship, speaking at industry events, or sharing my experiences with fellow female directors over coffee or lunch. For me, advocating for inclusion is not just about meeting quotas or fulfilling obligations; it’s about fostering a culture where everyone has equal opportunities to contribute and thrive.

  In your view, how does diversity impact a board’s performance?

“Diversity is essential to a board’s performance, but it’s important to approach it holistically. Focusing solely on one type of diversity, such as gender, is not enough. Social diversity - encompassing gender, race, ethnicity, and age - combined with professional diversity, enhances the range of perspectives and expertise in the boardroom.

I’ve witnessed younger directors bring fresh, innovative ideas, colleagues from different cultural backgrounds share unique insights, and women excel in emerging areas like ESG and AI. This blend of experiences energizes the boardroom, fosters motivation, and challenges traditional thinking. Board members outside the ‘old boys’ club’ often bring enthusiasm, critical thinking, and a willingness to question the status quo.

However, achieving the right balance is critical. Too little diversity can lead to groupthink and a lack of critical analysis, while too much diversity, without a foundation of shared understanding, can create communication barriers and hinder collaboration. The most effective boards are those that strike a balance, embracing varied perspectives while maintaining enough common ground to work cohesively.

What solutions or policies could foster better gender parity?

“Achieving better gender parity requires a combination of transparent processes, fair practices, and structural changes. For example, implementing a more transparent selection process, similar to the practices in the UK, can ensure that all candidates, regardless of gender are evaluated based on their skills, experience, and potential. This approach reduces bias and opens the door for more women to be considered for board positions.

Rotation policies within boards could also help. After serving a certain number of years, board members are no longer considered independent, which creates opportunities for new voices, including those of women, to enter the boardroom. This rotation ensures fresh perspectives and helps break long-standing networks that often limit diversity.

Lastly, while quotas are sometimes controversial, they have proven effective in accelerating progress toward gender parity. Combining these measures can create a more inclusive and balanced environment in boardrooms.

 What advice would you give to a woman hesitating to take this path?

The role of an independent director offers many advantages--freedom to work independently, flexibility to organise your day, and the opportunity to collaborate with diverse clients. Each day brings new challenges, making the work dynamic and far from repetitive. It’s a career path that fosters continuous learning and growth.

If you feel you don’t yet have enough experience or confidence, don’t let that hold you back. The best time to start is now. Experience and self-assurance will come with time, as long as you remain committed and open to learning. Believe in your potential, take the leap, and don’t hesitate to seek mentorship or advice along the way. You might be surprised at how much you can achieve.

 Do you have an anecdote or a defining moment in your career that illustrates the reality of being a woman in this role?

A few months ago, I was invited to a conference at Cercle Munster. I was the only woman among thirty participants. During a conversation with a Danish participant and one of the organizers, they asked about my profession. When I mentioned that I am an independent director, the organizer immediately dismissed it, saying it was impossible.

Curious, I asked why he thought so. He responded that being an independent director requires knowledge of topics like Dora, CSRD, AML, AI etc. implying that I couldn't possess such expertise. To make matters worse, they proceeded to make disparaging remarks about ILA, where I serve as a board member, and accused women of stealing their mandates.

This moment highlighted to me the rude and unfounded biases that can persist in professional environments, not only against women but also against the evolving diversity in boardrooms. It is a reminder of why advocating for inclusion and challenging stereotypes remains crucial.

 What advice would you give to a young woman who wants to make her mark in society? And what would you caution her against?

I would advise her to focus on cultivating a strong and growth-oriented mindset. Far too often, women undervalue their own abilities, doubting themselves even when they are fully capable. It is crucial to believe in your potential and approach challenges with confidence and determination. Remember, growth comes from stepping out of your comfort zone and embracing opportunities to learn, even if they seem daunting.

Surround yourself with mentors, role models, and a supportive network that encourages your ambitions. Engage in continuous learning, as knowledge and skills empower you to make informed decisions and lead with confidence.

What would you caution her against?

I would caution against relying too heavily on others for validation or support. While collaboration and mentorship are essential, true fulfillment comes from self-reliance and independence. Financial and emotional independence will provide you with the freedom to make choices that align with your values and aspirations.

Finally, I would caution against comparing your journey to others. Everyone’s path is unique. Focus on your goals, stay true to your values, and take pride in the progress you make along the way.