The landscape for women in leadership is changing rapidly. I’m excited by the seismic shifts we’ve seen in recent years, while being cautious to acknowledge that we still have a long way to go.

So, how can we boost this movement? It’s essential that people of all genders contribute to the momentum and that we, as women, proactively address it. I’ve been coaching female leaders and running female-led programs for longer than I care to say, and I want to share some insights I’ve gained along the way.

 

Open, respectful discussion is the way forward

Before we begin, I want to acknowledge that this can be a contentious topic where opinions, insights and experiences can differ. Today, I want to share mine in an open, respectful way because it is through having these discussions that real change happens. 

(I also want to add that, as a woman who started her career in the very male-dominated world of engineering several decades ago, I love working with male colleagues. I don’t see this as a division but as a conversation about how we achieve great things together.)

 

Persistence is key

There is a palpable change in the air. Companies are embracing policies that support women in leadership, recognising the undeniable fact that diversity at the top drives better performance. The evidence is clear, and it’s fantastic to see organisations actively seeking to elevate women into senior positions.

That said, many tangible hurdles remain. Despite the progress, some haven’t fully embraced the concept of women at the top, sometimes feeling threatened or resisting the change. It’s a complex challenge but not insurmountable. The key is persistence. Shifting deep-seated perceptions takes time and patience.

 

Let’s get loud

Self-promotion remains challenging for many women. It’s not that we don’t own our achievements, aren’t proud of them or lack confidence. In fact, according to this Harvard article, the answer might be evolutionary. 

Time and again, I meet incredibly qualified women who don’t express their success upfront. It’s often something we go through in initial coaching sessions, talking about an individual’s work experience and qualifications to get to the wealth of achievements. On the other hand, with male participants, the achievements tend to come to the surface much faster. 

In my experience, as women, we expect that our managers will see and value our contributions without us having to tell everyone about them. But it is often the loudest who gets heard, which can become a barrier to promotion.

 

Dealing with the negative talk track

The negative internal talk track isn’t limited to women, and not every woman experiences it. But if you experience it, there’s a good chance it’s holding you back in both your personal and professional lives. 

If you’re experiencing it, you know what I’m talking about. It’s that little niggling voice that shuts you down when you have an idea, want to take a risk or need to speak up. 

So if that’s you, here’s a little exercise. 

Give your voice a name. It can be anything you like, but give it a name so it has an identity. For the next two weeks, write down everything that the voice tells you. I like to use sticky notes because you can stick them up side by side and see the whole picture.

At the end, ask yourself – if this was one of your employees or even a family member, would you accept them talking to you this way? 

If the answer is no (and it usually is!), then start an internal dialogue with that voice. Whenever it pipes up, shut it down. Tell it not today and not now.  If you stick to doing this, it may not ever completely go away, but it will lessen and, critically, you will stop listening to it. 

 

Embrace your emotional intelligence

Again, it’s a stereotype to say all women have high emotional intelligence. We don’t. But it can be tricky to navigate a world that, in 2024, can still brand women as ‘too emotional’ for leadership or power roles. We only have to look at how women in political leadership roles have fared, from Julia Gillard to Kamala Harris. Our responses can be belittled or shut down simply by implying that they are emotional. 

But ‘emotional’ is not a dirty word.  Having an emotional response and showing emotional intelligence are, in fact, key to building trust. David Maister’s Trust Equation comes to mind as a framework we can lean on. 

To gain trust, we need to exhibit high credibility, reliability and intimacy (showing our human side). So don’t be afraid of it. 

There’s an irony here – the stereotypes that are often used to suggest women don’t make great leaders are the things that will make us great ones. 

 

So, let’s get loud!

The tide is shifting. We’re on the brink of a new era, so let’s get loud and proud and ensure our voices are heard. 

Find out more about Phuel’s leadership programs here or contact us on 1300 091 163 to discuss your specific challenges.