Attitudes towards supporting other women in the workplace have evolved significantly, and with mentorship programs and other initiatives, inclusivity is being supported from the top down. “One of the biggest evolutions that I’ve seen was seeing companies invest in structured sponsorship programs that actively match senior leaders with high-potential women,” explains Lucy Cooper, Chief Commercial Officer.
“I personally benefited from that kind of sponsorship early on, and it shifted the conversation from ‘let’s hope women progress’ to ‘let’s make sure they do’. It’s a straightforward, tangible action that any organisation can replicate,” she adds. Jo Drake, Chief Information Officer, agrees: “having mentors who challenged and supported me was invaluable; they helped me navigate challenges and recognise my strengths.”
This shift in attitude is often influenced by a dedication to changing a workplace’s culture, says Jo: “the minute people stop focusing on my gender and instead focus on what I bring to the team: that’s when I know I’m working for an organisation with a truly inclusive culture.”
There’s a difference between genuine inclusion and tokenism, though, and it’s not hard to spot: “the most successful environments don’t just ensure women are represented; they actively value diverse perspectives, create meaningful platforms for all leaders to contribute, and integrate different viewpoints into decision-making processes,” says Alex Felton-Crawford, VP of Alliances & Partnerships.
Genuine inclusion always starts from the top down by having representation in senior roles, adds Cat Mellor, Director of Creative Services, THG Studios (THG Ingenuity’s creative agency). “Seeing more women step into senior leadership roles has been inspiring. It’s proof that progress is happening, and it’s not just about filling quotas—it’s about recognising talent, hard work, and the right people for the job. At THG, I’ve seen this first-hand, where both women and men are championed equally based on merit.”
Shining a light
Having women in senior leadership roles is one thing, but it’s crucial that they use their position to highlight and support other women. “Nothing accelerates action like women being showcased and supported,” says Lucy. “I make it a point to nominate women for high visibility projects and external speaking opportunities, and I do this as transparently as possible so it happens in the open for everyone to see.”
Going a step further, Alex explains that women need to invest time in other women, “creating pathways for visibility and advancement wherever possible.” She adds: “I consistently nominate women to represent our business at events, encourage them to take on speaking engagements, and deliberately create space in meetings for their voices to be heard.”
Women-led networks – such as THG Ingenuity’s recently launched Women in Commerce – allows like-minded women to come together and affect change. “Our Women in Commerce industry network was created to meaningfully contribute towards relevant debate and inspire action across senior female leaders,” says Hannah Pym, Chief Brand and Marketing Officer.
“It’s been amazing to feel the energy and momentum of bringing together women who feel passionately about topics such as leadership, advocacy, diversity, sponsorship, and self-development, using the network as a catalyst for change amongst their own businesses,” she adds.
No more imposter syndrome
Particularly in typically male-dominated fields, how can we ensure women’s voices are being heard? “I encourage proactive advocacy whereby women actively pursue opportunities instead of waiting for them to be offered,” explains Jo.
Alex agrees, noting that women need to push beyond the imposter syndrome we often feel, in order to achieve our goals: “I’ve advanced my own career by proactively pursuing growth opportunities even when my experience wasn’t a perfect match. By clearly communicating my professional ambitions to leadership and intentionally building relationships, I’ve expanded both my capabilities and network beyond my immediate circle.”
But, for Cat, there’s still a long way to go in many industries, particularly from her experience in creative roles. “Women are still underrepresented in Creative Director and other leadership positions, and that needs to change,” she says. It’s important that companies don’t view this as a tick box exercise, though: “it’s about making sure talented women are actively promoted, mentored, and supported to step into these roles.”
To foster a truly inclusive workplace culture where women can excel in leadership roles, companies need to ensure “individuals feel comfortable expressing their ideas, asking questions, admitting mistakes, and taking risks without fear of embarrassment or retribution,” clarifies Jo.
“Creating a psychologically safe environment is crucial,” she adds, and Hannah agrees, adding that businesses must “champion ideas, create more inclusion, provide more opportunities, and create a seat at the table.”
Inspiring momentum for change
Looking ahead, what more can be done to accelerate action in the workplace and move closer to true gender equality?
Continuing to raise awareness every day – not just on International Women’s Day – is vital, says Hannah. “It’s about consistency, making small and positive change habitual within the workplace. It’s great to use IWD to shine a spotlight on the importance of gender equality, but the critical action is to champion it every day.”
Alex is of the same mind, adding that fostering networks and a sense of community “helps women to connect outside of their day-to-day interactions, both cross-functionally and across levels of seniority. These connections break down silos and barriers to build coalitions that can advocate for change and establish safe spaces where women can discuss challenges and share success strategies.”
Cat asserts that it’s time for men to step up and use their voices to advocate for women, too. “Whether it’s putting their name forward for big opportunities, backing them in key meetings, or ensuring they’re included in leadership conversations, these actions make a real difference,” she explains. “Training on unconscious bias, inclusive hiring, and workplace behaviour should go beyond theory and lead to real, actionable changes in how decisions are made.”
Lucy and Jo acknowledge that without steadfast company policies and initiatives, there’s no structure for gender equality to be supported on.
“We need to anchor DEI initiatives and policies into business outcomes,” stresses Jo. “Companies with diverse teams consistently outperform those without, so making the business case for inclusion is essential. The key is to integrate DEI into business strategy and not treat it as a standalone initiative that is seen as someone else’s problem.”
“We must fuse individual passion with organisational backing,” adds Lucy. “It starts with speaking candidly about the inequalities we see – calling them out without fear – and then championing practical fixes like inclusive hiring panels and continuous leadership development for underrepresented groups. Momentum thrives on results we can see and replicate.”
