Because early in my career, I, like many others, was taught to conform to a specific, often male-centric, model of leadership. The narrative was that to succeed, you had to be hard, to leave your emotions at the door, and to present a front of unwavering resolve. The boardroom was a place for strategy, not for vulnerability. But this approach, while once seen as a sign of strength, is now revealing itself to be a limiting model.

By contrast, the leadership dynamic and board that I now sit on is one of balance. It is more rational and realistic, because it embraces a wider range of perspectives and experiences. Tough and strategic decisions still need to be made and deadlines are, of course, important, but they are made with a deeper understanding that business is more than just a transaction; it’s a significant part of people’s lives. It is a space where both assertiveness and empathy are valued, not as opposing forces, but as complementary skills that build a stronger whole. This is a leadership style that doesn’t just focus on the bottom line, but on the cultural resonance of every decision we make.

Read more at: https://www.entrepreneur.com/en-gb/leadership/lessons-from-leading-a-majority-female-board/495951