In the rapidly evolving landscape of technology and innovation, the need for diverse leadership has never been more critical. Yet, despite progress, the innovation and technologies sector continue to grapple with a significant gender gap, particularly at the senior level. As we look towards the future, it’s imperative that we not only acknowledge this disparity but actively work to dismantle the barriers that perpetuate it.
Under representation of women in the sector
The stark reality is that women remain underrepresented in technology and innovation leadership roles. Recent data paints a sobering picture: only 12.6% of board members in the UK technology sector are women, while a mere 8.5% of senior leaders come from minority backgrounds. This lack of diversity at the top echelons not only reflects a failure to tap into a wealth of talent but also perpetuates a cycle of homogeneity that stifles innovation and growth. Furthermore, recent data indicated a drop in senior women working in technology and innovation from 16.5% to 15.7%. This equates to a reduction of circa 40,000 women in the field in 2024. Worryingly, this decline is not seen in non-engineering and technology sectors, where the retention levels have remained largely static.
Strategies for success
For women currently in senior tech roles, leadership success requires a multifaceted approach:
Cultivating Constructive Confidence
One of the most powerful tools at both senior executive and board level is the ability to be constructively confident. By this we mean, having the courage to call out behaviours that undermine diversity and inclusion and doing so in a way that builds bridges rather than burns them. At the roundtable we discussed the importance of being assertive without causing alienation or being overly confrontational. It was agreed that this skill is crucial for creating an environment where all voices are heard and respected.
Leveraging sponsorship and support
The importance of sponsorship cannot be overstated. Unlike mentors who offer advice, sponsors actively advocate in senior meetings and decision-making processes. it was agreed that it is important for women leaders to seek out and cultivate relationships with a diverse range of sponsors who can champion their cause and provide visibility to their achievements.
Engaging with professional women’s networks
Joining professional women’s groups, like this round table, can be incredibly cathartic and empowering. These networks offer a safe space to discuss common challenges, share experiences, and gain support from peers who understand the unique pressures of being a woman in technology and innovation leadership. Such groups not only provide understanding and support but also offer opportunities for knowledge sharing, mentorship, and career advancement.
Managing reputation and visibility
For senior women leaders, managing reputation becomes increasingly crucial. The adage “it’s not just what you know, but who knows you” rang particularly true at the roundtable. Discussion on this centred around the fact that managing reputation and visibility requires deliberate strategies to enhance professional standing and ensure recognition. For senior women leaders in technology and innovation, this involves cultivating a strong personal brand, leveraging networks, and maintaining an active online presence. Building visibility can be achieved through participation in industry events, thought leadership, and mentorship programs that showcase expertise and amplify influence. By fostering meaningful connections and aligning visibility efforts with career goals, women leaders can strengthen their reputation while paving the way for future opportunities. This rang particularly true for those who have progressed their career within the same organisation for a long period of time and thereby potentially narrowing networks and wider industry recognition.
Calling for Systemic Change
While individual strategies are crucial, they must be complemented by systemic changes within organisations:
Improving board diversity
Organisations must make a concerted effort to improve diversity at the board level. This isn’t just about meeting quotas; it’s about enriching decision-making processes with diverse perspectives. There was a concern that if boards lack diversity there is a risk that they can become blockers to innovative thinking and ideas across the business. To further support this change at the top we touched on organisations implementing “board-ready programs” to support and train candidates from diverse backgrounds, preparing them for senior leadership roles.
Creating inclusive cultures
Technology and innovation organisations need to foster cultures where women feel empowered to speak up, take risks, and lead. This involves not only policies that support work-life balance but also actively challenge unconscious biases and promote inclusive behaviours at all levels of the organisation.
Conclusion
Leadership for women in the technology and innovation sectors can be fraught with challenges, but it’s also filled with opportunities. By being constructively confident, leveraging support networks, managing reputation, and advocating for systemic changes, women can not only succeed as leaders but also pave the way for future leaders.
If you are struggling to secure diverse leadership talent for your organisation, please do contact Rebecca at rebecca.jones@mcleanpublic.com
