Why women's unspoken insights matter in leadership

𝗢𝗡 𝗕𝗘𝗜𝗡𝗚 𝗛𝗘𝗔𝗥𝗗 I was once in a meeting where I relayed an idea. I was a VP. There was another male VP in the meeting. And our boss. The meeting went on as if I didn't say anything. Then, the male VP relayed the same idea. And the boss said, "Great idea!" The oversight wasn't necessarily intended. It manifested an unconscious bias that often goes unnoticed in our daily interactions. Recognizing this is the first step toward making meaningful changes. When a woman states an idea, it may be overlooked, but everyone notices when a man repeats it. This is called the “stolen idea.” When a male coworker runs away with a woman’s idea, remind everyone it originated with her by saying something like, “Great idea! I loved it when Katie originally brought it up, and I’m glad you reiterated it.” If someone takes your idea, you can speak up for yourself by saying, “Thanks for picking up on that idea. Here’s my thought. . .” (then add something new). Ways that we can make sure women’s ideas are heard: 1. Invite other women to speak 2. Distribute speaking time equally 3. Ask to hear from women who are being interrupted and spoken over 4. Amplify other women’s ideas by repeating them and giving credit 5. Praise and showcase other women’s work 6. Create systems to distribute “office housework,” such as note-taking, in meetings 7. Share public speaking opportunities with women who have less power or privilege 8. Share pronouns In reflecting on this experience, I'm reminded of the importance of RAW leadership: Being 𝗥𝗘𝗔𝗟 in acknowledging our biases and striving for equity, Being 𝗔𝗖𝗧𝗜𝗩𝗘 in amplifying and crediting ideas regardless of their source, and recognizing the 𝗪𝗢𝗥𝗧𝗛𝗬 impact of ensuring every voice is heard and valued. By adopting these practices, we can dismantle unconscious biases and create a more inclusive environment where everyone feels seen and heard. How do you ensure all voices are heard in your spaces?

What Happens When Women Lead in Data? We talk a lot about data, how to collect it, analyze it, and leverage it. But rarely do we ask: Who’s leading these efforts? When women lead in data science and AI, they bring more than technical skills. They bring perspective, empathy, and a drive to build systems that work for everyone. And the results are Powerful, Inclusive and Transformative. Here’s how; 1. Inclusive Design Take Femtech as an example. Alicia Chong Rodriguez, founder of Bloomer Tech, developed a smart bra that monitors women’s heart health, something sorely missing from mainstream medical tech. Why:- - Because most health data excludes women. - Women in leadership noticed this gap, and innovated around it. When women lead, blind spots get solved. 2. Tackling Bias from the Inside Dr. Joy Buolamwini founded the Algorithmic Justice League to challenge racial and gender bias in AI. Her work exposed how facial recognition systems perform worst on women with darker skin. Because the training data was biased. The system followed suit. Her leadership pushed Big Tech to reform.   Lesson: Data doesn’t lie, but it often reflects our existing biases. 3. Building Trust with Ethical Leadership Women leaders tend to drive more transparent, people-centered decision-making. This isn’t about being “soft.” It’s about building trust with users, teams, and the public. In the age of AI, where transparency is everything, this is a leadership advantage. 4. Better Representation When women lead data initiatives: Data models become more inclusive. Assumptions are challenged. Outcomes become more equitable. It’s not just a win for women, it’s a win for innovation and society at large. These wins aren’t unicorn stories. They’re evidence of what’s possible when we make space for women in data leadership. Let’s stop treating them as exceptions, and start seeing them as the standard we should all aspire to. 👉 Who’s a female data leader that inspires you? Tag her and let her know she’s making a difference. 

🧾 The cost of being seen isn’t the same for everyone. For women, it’s a "Surchage" no one talks about. 👩 Take Ling, a regional sales director. When she speaks up in strategy meetings, she’s told to “be mindful of her tone.” When she stays quiet, she’s labeled “not strategic enough.” It’s not a leadership gap. It’s a cost-benefit calculation, rigged against her. 👩 Meet Rina, a product lead. She’s built three go-to-market launches. Each one a success. But when promotion time comes, her boss says: “You’re doing great. Let’s not disrupt the team dynamic.” Her competence became the excuse to keep her contained. 👩 And then there’s Julia, a COO candidate. She’s been asked to mentor the next generation of women leaders. But no one’s sponsoring her to be the next CEO. 👉 Because championing others is celebrated. Championing yourself gets complicated. But the problem is, the system charges women extra for the power move: • Speak up? Pay the “too aggressive” tax. • Stay humble? Pay the “forgettable” fee. • Stay silent? Pay with your career.    ⚙️ So how do you stop overpaying for power? You fix it by changing the cost structure. Here are 4 strategic power moves to change the terms: 1️⃣ 𝗦𝘁𝗼𝗽 𝗣𝗹𝗮𝘆𝗶𝗻𝗴 𝘁𝗵𝗲 𝗟𝗶𝗸𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗚𝗮𝗺𝗲. Most women try to optimize for comfort: "How can I be visible without making anyone uncomfortable?" Wrong question. Ask: "What does this room need to believe about me to attach power to my name?" Then behave in a way that enforces that belief, consistently! 2️⃣ 𝗔𝘁𝘁𝗮𝗰𝗵 𝗬𝗼𝘂𝗿 𝗩𝗮𝗹𝘂𝗲 𝘁𝗼 𝗢𝘂𝘁𝗰𝗼𝗺𝗲𝘀, 𝗡𝗼𝘁 𝗘𝗳𝗳𝗼𝗿𝘁. Workhorses get thanked. Strategists get promoted. Shift the conversation from "how hard you worked" to "what changed because of you." Make people dependent on your thinking, not your labor. 3️⃣ 𝗠𝗮𝗸𝗲 𝗬𝗼𝘂𝗿 𝗜𝗻𝘁𝗲𝗻𝘁𝗶𝗼𝗻𝘀 𝗘𝘅𝗽𝗹𝗶𝗰𝗶𝘁, 𝗕𝗲𝗳𝗼𝗿𝗲 𝗢𝘁𝗵𝗲𝗿𝘀 𝗜𝗻𝘃𝗲𝗻𝘁 𝗧𝗵𝗲𝗺. When women lead, people often don’t know how to process it. So they fill in the blanks, with assumptions. Don’t let the room guess. Tell them why you’re doing what you’re doing. Say 👉 "I’m recommending this because it moves us closer to the long-term goal." 👉 "I’m raising this because keeping quiet will cost us more later." 4️⃣ 𝗖𝗼𝗻𝘁𝗿𝗼𝗹 𝘁𝗵𝗲 𝗥𝗼𝗼𝗺’𝘀 𝗠𝗲𝗺𝗼𝗿𝘆, 𝗡𝗼𝘁 𝗝𝘂𝘀𝘁 𝘁𝗵𝗲 𝗠𝗼𝗺𝗲𝗻𝘁. Decisions about you happen in rooms you’re not in. Those rooms won’t remember your to-do list, they’ll remember the shortcut version of you. Make sure the phrase people repeat about you is a power narrative, not a service narrative. Keen to own your narrative? 📅 Join our online workshop on July 24th 7:30 to 9pm SGT 𝗛𝗼𝘄 𝘁𝗼 𝗕𝗲 𝗦𝗲𝗲𝗻 𝗮𝗻𝗱 𝗛𝗲𝗮𝗿𝗱 𝗮𝘁 𝗪𝗼𝗿𝗸 👉 https://lnkd.in/gVT2Y59Q 👈 For women who are done paying extra just to be in the room. 👊 Because if you keep paying the power tax quietly, you’ll be subsidizing other people’s promotions forever.

“If she’s left out of the data, she’s left out of the solution.” This isn’t just a slogan—it’s the hard truth many organizations overlook. When women’s experiences, contributions, and challenges are not captured in data, strategic decisions are built on partial truths. We cannot address what we don’t measure. I remember working with an organization during a DEI audit where gender representation looked fairly balanced on the surface. But when we dug deeper, the data told a different story: • Leadership roles were overwhelmingly male-dominated. • Performance reviews showed a bias in language—men were described as “ambitious,” women as “cautious.” • Promotions for women plateaued at mid-management, despite equivalent performance metrics. The solution wasn’t more policies or more workshops—it was more data. Data that captured not just headcounts but lived experiences. Data that told the story of pay equity, growth opportunities, and workplace culture. When women are left out of these metrics, they’re left out of the growth, the opportunities, and the solutions that move organizations forward. If you’re serious about equity, start with the numbers. Measure what matters. Because if she’s not in the data, she won’t be in the boardroom either. #diversity #equity #inclusion

A highly qualified woman sat across from me yesterday.   Her resume showed 15 years of C-suite experience. Multiple awards. Industry recognition.   Yet she spoke about her success like it was pure luck.   SEVENTY-FIVE PERCENT of female executives experience this same phenomenon.   I see it daily through my work with thousands of women leaders. They achieve remarkable success but internally believe they fooled everyone.   Some call it imposter syndrome. I call it a STRUCTURAL PROBLEM.   Let me explain...   When less than 5% of major companies have gender-balanced leadership, women question whether they belong.   My first board appointment taught me this hard truth.   I walked into that boardroom convinced I would say something ridiculous. Everyone seemed so confident.   But confidence plays tricks on us.   Perfect knowledge never exists. Leadership requires:   • Recognising what you know • Admitting what you miss • Finding the right answers • Moving forward anyway   Three strategies that transformed my journey:   1. Build your evidence file Document every win, every positive feedback, every successful project. Review it before big meetings. Your brain lies. Evidence speaks truth.   2. Find your circle Connect with other women leaders who understand your experience. The moment you share your doubts, someone else will say "me too."   3. Practice strategic vulnerability Acknowledging areas for growth enhances credibility. Power exists in saying "I'll find out" instead of pretending omniscience.   REALITY CHECK: This impacts business results.   Qualified women: - Decline opportunities - Downplay achievements - Hesitate to negotiate - Withdraw from consideration   Organisations lose valuable talent and perspective.   The solution requires both individual action and systemic change.   We need visible pathways to leadership for women. We need to challenge biased feedback. We need women in leadership positions in meaningful numbers.   Leadership demands courage, not perfect confidence.   The world needs leaders who push past doubt - not because they never experience it, but because they refuse to let it win. https://lnkd.in/gY9G-ibh

You walk into the room. You take the right seat. And then—someone starts talking to the man next to you. It happens more often than it should. A friend of mine—an accomplished executive in a male-dominated field—recently shared how she handles this moment. She regularly meets with dignitaries and senior leaders. She takes the appropriate seat across from the most senior decision-maker—because she is the most senior leader from her organization. And yet, too often, the conversation begins with her male colleague beside her. A trusted member of her team, yes—but not the one leading the engagement. Her response? Pure executive presence. She gives her colleague a subtle signal to hold back. She listens. She waits. And then, at the right moment, she steps in—decisively and with clarity. The dynamic shifts. Her leadership is unmistakable. And sometimes, the initial misstep becomes leverage in the conversation. It’s not about ego. It’s about command—about knowing when to speak, how to pivot, and how to lead. I wish moments like this didn’t still happen. But they do. And while I’ve had the privilege of working with men who deeply respect and support women in leadership, we still operate in a world where assumptions linger—and presence must sometimes precede perception. So how do we lead through it—and create a better stage for those rising behind us? We stay sharp. We stay grounded. We lead the room before we speak. For women rising in leadership: 🔹 Let presence precede position. Don’t wait for a title to validate your authority—own the room before anyone asks who’s in charge. 🔹 Empower your team to echo your leadership—without saying a word. Silence, when intentional, can be the strongest show of alignment and respect. 🔹 Turn being underestimated into your competitive edge. When others misread the power dynamic, use the moment to reposition—and redefine—the conversation. We’re not just here to be included. We’re here to set new standards. And if we do this right—those coming next won’t have to prepare for moments like this. They’ll never have to face them at all.

#Leaders matter. They can provide #vision for a group and ensure that everyone understands and pulls toward the same shared #goal. Or, as can be the case for women leaders, through their very #presence, they can compel other women to “see” themselves as being capable, thereby enhancing their #performance. In an incredibly impressive randomized controlled trial, economists Loretti Isabella Dobrescu @Alberto Motta Akshay Shanker test whether #leadergender matters for #followerperformance. They do this in the context of large economics courses, in which they randomly assign groups of students to have either men or women leaders (who are other students in the course. the leaders themselves are also randomly chosen, so whatever differences in outcomes should not be due to differences in leader capability). Notably, they also randomize whether the groups are aware that their leader is a man or woman. They summarize their findings this way: “[F]emale students achieved 0.26 and 0.22 SD higher overall course #grades when the gender of the leader was revealed to be female relative to not disclosing that the leader was female and disclosing the leader was male, respectively. These treatment effects … suggest that female leadership has a considerable value in the education production function of female students.” In other words, when women are aware that there is a woman in charge, they perform better, even in a historically male-dominated field and class. Why? What appears to be happening is that knowing a woman is in charge leads women students to put in more effort (in this case, attempting more practice questions) and thereby reap the benefits. What these findings suggest is that if we want more women to be attracted to and to excel in spaces that are typically men-dominated, it truly is important that they be exposed to #womenleaders. It’s not enough to just increase the number of women entering into men-dominated spaces; we also need there to be more women leaders in those spaces if we want to increase the likelihood that those junior women succeed. Loretti Dobrescu, Alberto Motta, Akshay Shanker (2024) The Power of Knowing a Woman Is in Charge: Lessons from a Randomized Experiment. Management Science