• Visible contributions: Agree team rituals, demo days, impact logs, “day in the life” updates so invisible labour is seen and celebrated. checks
• Reality on
perceived pressure from actual priorities; use self-check prompts to recalibrate.
• Dual-career support: Integrate family considerations in mobility planning; leaders acknowledge and design for the whole person.
• Memorable insight: Confidence in boundary- setting grows from inner clarity. Know who you are; say what you need.
FIVE KEY FINDINGS FROM OUR INSPIRATIONAL THINK GLOBAL WOMEN DAY IN LONDON • Embrace inclusive conversations: encourage quieter voices and create a balanced dialogue, which will help teams strive to foster inclusive participation. modelling
• Role and intergenerational
learning: Adults can model positive behaviours for children, not only at home but also within professional and community settings. This will help to challenge stereotypes and demonstrate effective communication.
• Creating safe spaces: Addressing challenging topics requires a specific skill set. The discussion highlighted the importance of providing training on having difficult conversations, ensuring psychological safety, and establishing norms that encourage open dialogue. Leaders play a crucial role in modelling respectful communication and supporting their teams in navigating sensitive subjects.
• Promoting Gender Equity: Societal norms and perceived expectations can significantly influence career choices and work-life balance, particularly for young individuals embarking on their professional journey. Encouraging children to engage in diverse play experiences, challenging gender stereotypes, and fostering equitable domestic roles emerged as actionable steps. Promoting a culture of shared responsibilities both at home and in the workplace contributes to more balanced and inclusive environments.
• Supporting employees in different roles: Whether it is understanding the stresses of remote working, making a risk assessment for an assignee travelling to a difficult location, creating a more inclusive workplace, or trying to understand the “lived experience” of colleagues, providing support is a vital part of the role of a leader, particularly when leading an international team.
In her final call to action, Fiona Murchie asked everyone to be a catalyst: take what you learned, apply it, and share back what you’re doing next. Our Outstanding Global Women and international experts have set an influential agenda; now we execute. We’ll continue to spotlight progress stories from our network, including Outstanding Global Women across sectors, to show what works, where, and how to replicate it.
EIGHT BEDROCK PRINCIPLES WE’RE
expectations: Separate
TAKING FORWARD International experience as a gateway to leadership: support and promote access for women to international roles; ensure women have access to international assignment opportunities. Practice genuine inclusion: Move beyond targets to everyday behaviours that ensure all voices are heard, pre-work reflection, structured rounds, and “no-interrupt” norms. Champion equity to unlock progression: Audit role pipelines for horizontal segregation. Sponsor women visibly; make career opportunities transparent and accessible. Invest in conversation skills: Treat feedback, negotiation and conflict as learnable capabilities. Equip managers with tools and rehearsal time. Explore and support challenges for women at different ages and stages in working life: early employment; maternity & fertility; menopause; board experience; age discrimination. Start early and keep going: From early years to emerging leaders, prioritise confidence, curiosity and critical thinking. Partner schools with employers. Design for real lives: Assess risk in assignments properly; support families; make remote work visible; normalise boundaries. Inclusion is human-centred by design. Succession planning: pass on what you have learnt; mentoring; networks.
SEE WHAT HAPPENED IN 2025, INCLUDING RESOURCES
SEE WHAT HAPPENED IN 2024
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