Babs Murphy
such as manufacturing, construction or certain professional services, tend to have lower female representation at senior levels.
She added: “Addressing these issues requires a concerted effort from organisations to foster inclusive leadership, implement mentoring programmes and create flexible working arrangements that support women in reaching executive roles.”
Pauline Wild, managing partner at Lancashire law firm Forbes, said: “These are statistics that should make all of us pause - not because they are shocking, but because unfortunately they are familiar.
“Lancashire is special and it has no shortage of talented, ambitious women. We see them at every level of our businesses and celebrate them in so many ways. Yet when you look at the boardroom, the numbers fall away.
“That tells us that this isn’t a pipeline problem. In my experience, the issue is rarely about ability or aspiration. It’s about access, expectations, visibility and confidence.
“Many women still don’t see a clear route to the top, don’t feel encouraged to put themselves forward, or are balancing expectations that may not be placed on their male peers.”
Pauline believes boards need to take ownership. She said: “Diversity in this way doesn’t happen by accident. It requires intentional succession planning, broader definitions of what ‘ready’ looks like, and a willingness to back potential, not just experience that mirrors what’s been in place before.”
She also calls for senior roles to be made “visibly achievable” alongside flexible working, clear development pathways and sponsorship that is not just mentoring.
Pauline added: “The systems in which we work needs fixing, not women. And finally, women who are already in leadership have a responsibility too. Visibility matters.
“Saying yes to opportunities, being honest about the challenges as well as the rewards, and actively supporting the next generation makes a real difference – particularly in a region where role models carry weight.
“Lancashire has always punched above its weight in business. If we’re serious about growth, resilience and long-term success, our boardrooms need to reflect the full breadth of talent available to us. The numbers can change. But only if we choose to change them.”
Pauline Wild
Professor Miranda Barker, chief executive of East Lancashire Chamber of Commerce and Industry and chair of the RedCAT Group, The Lancashire Centre for Alternative Technologies, takes a similar approach when it comes to visibility.
She said: “We have got to keep on applying the message of diversity in the boardroom and the positive results that delivers for businesses, in terms of better collaboration and the wider perspective that can be so beneficial.
Miranda Barker
“The more positive examples of this we can put in front of boards the more likely they are to act. We have to keep on demonstrating those business benefits.
“That means continually highlighting how women in the boardroom will help drive higher profitability, enhanced innovation, and better risk management. It is all about the advantages diversity brings.”
Continued on Page 32
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LEADING A CULTURE CHANGE
When it comes to women in senior leadership, PM+M is setting a benchmark many others are still striving toward.
Of the Blackburn headquartered accountancy and business advisory firm’s 177 employees, 104 are women. Nine of its 15 directors are female, as are six of its 13 partners. And, in the last year, 29 of 49 promotions went to women.
For managing partner Helen Clayton, PM+M bucking the trend isn’t a coincidence. She says: “It is in our culture and everybody has an equal shot.
“Everybody is rewarded on merit, performance, effort and getting involved, so it is open to all.”
Helen says diversity in leadership isn’t just fair but offers benefits to organisations. She adds: “That blend of experiences, learnings and attitudes is the most powerful aspect.”
She adds that a part of Lancashire’s history is embedded in manufacturing and engineering – traditionally male dominated worlds.
“To break that cycle, we have to go back to the educational establishments to showcase females that have come through and why it meant something to them.
“Empower girls in school so it becomes the norm and you’ll start to see a ripple effect through into business and into leadership in business.”
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WOMEN IN BUSINESS
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