Being a new member of the board can be nerve-wracking for anyone, but for female general counsel finding they are the only woman in the room the challenge can feel even bigger.

Recalling her time as a lawyer at an elite London firm one GC at an online retailer says she would initially panic about which chair to sit in if she was ever in a boardroom. She says it is "devastating" to hear some women still find the setting uncomfortable.

But women continue to face the same challenge as board continue to be male dominated. As one female law firm GC says: "At the top level, you still see a preponderance of pale, male and stale lateral hires — that's the way the boardroom tends to stay."

And yet general counsel know the value of sitting on their company's board. According to recent research, many who don't currently have a seat at the table are aiming for one over the next five years.

So if a female GC finds herself as the only woman with a voice in that room, how best can she speak up and use it, and conquer any uncomfortable feeling?

Several U.K.-based women GCs have shared their experiences of being the only woman in the boardroom, offering tips to those who may find themselves in the same situation.

Embrace your differences

The online retail GC says embracing her femininity and not hiding behind a masculine uniform when attending board meetings was a powerful move for her.

"The day I stopped wearing suits to blend in was incredibly liberating for me", she said. "You can still be professional without conforming to the male look and feel".

Ellen Hastings-Jones, general counsel at Pepper Money UK, also advises female GCs to embrace the differences they can bring: "If you've got that place on the board, you're doing yourself and women a disservice by being something you're not," she says.

Speak up and be confident

Rupa Patel, general counsel at Awaze, agrees that "you have to be confident in yourself and know that your opinion has the same value as anybody else in that boardroom has theirs".

Building that confidence can come from many things, such as preparation, understanding who else is in the room, with an eye for key decision makers and influencers, while also keeping your intended outcome at the forefront of your mind, she says.

But once you have built that confidence, do not use your voice just for the sake of it, she adds.

"It might not be relevant and could undermine your position", she said. "But if you have an opinion then of course, you should voice it."

Another GC, who is also the only woman on her company's board, adds that although being in that position can feel daunting at first, this does wear off. "The board are human beings and nobody is a monster", she says.

"Don't be ashamed of your views", she added. "Put them across and back them up to give them validity."

Plan, plan and plan some more

Lesley Wan, general counsel at FBN Bank, also recommends proper planning to ensure confidence and good communication when sat around the table.

Such an approach can set you apart. Wan recalls an experience of a male non-executive board director pulling her aside for some feedback after a meeting. At first, she was expecting critique, but he instead commended her on her ability to command attention in board meetings.

Once into a rhythm and feeling more comfortable in the boardroom environment, one London based legal director recommends keeping a record of positive moments like that – and not looking back at times of feeling uncomfortable.

"You should aim to do your best which by the very definition is good enough, even though it may not be perfect", she said. "Stop trying to prove that you deserve the role—just get the job done!"

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