In Conversation with Dame Neslyn Watson-Druée: Leadership Opportunities

In Conversation with Dame Neslyn this year, is a series of interviews developed in tandem with the Leading with Courage Workshop and we are introducing an audio overview of the previous conversation, to help you explore practical strategies to enhance your leadership skills and cultural competence. From building self-awareness around unconscious biases to practicing active listening and ensuring equity in retention and leadership opportunities.

Courageous leadership is about more than technical expertise or strategic vision—it’s about cultural competence. As organisations grow increasingly diverse, leaders who can navigate cultural differences with empathy and insight have a distinct advantage.

But cultural competence isn’t just an innate quality; it’s a skill you can develop. Whether you’re aiming for a CEO role or already leading a team, understanding how to interact with people from diverse backgrounds is essential for fostering inclusion, innovation and trust.

If you’re ready to step into leadership with confidence and compassion, these insights will help you cultivate an inclusive mindset and create a workplace where everyone can thrive. In today’s interview Dame Neslyn looks into leadership opportunities.

Dame Neslyn, your work has consistently highlighted the importance of empowering women in leadership. In 2024 we talked about Women Empowering Women and you outlined the top 10 Tips. This year we will take a closer look and
explore each tip in greater depth in a series of conversations, starting with Leadership
Opportunities, looking into the factors and strategies for developing female leaders.

Why do you think leadership opportunities for women are critical in today’s workplace?

Leadership opportunities for women are not just about fairness or representation; they’re about harnessing the full potential of our workforce. Research consistently shows that diverse leadership teams drive better business outcomes, whether through financial performance, innovation, or employee engagement. For instance, McKinsey’s “Diversity Wins” reports highlight that organisations in the top quartile for gender diversity are 25% more likely to experience above-average profitability. This is a compelling case for businesses to invest in creating pathways for women to lead.

Can you share some of the key findings that underscore the value of women in leadership?

Studies from McKinsey, Credit Suisse and the Boston Consulting Group all point to tangible benefits of diverse leadership. For example, Credit Suisse found that companies with women on their boards have better stock performance and resilience during economic downturns. BCG showed that diverse management teams see 19% higher revenue due to innovation.

Harvard Business Review research demonstrated how diverse teams outperform homogeneous ones, particularly in solving complex problems. These studies confirm that women bring unique perspectives and strengths to leadership roles, enhancing decision-making, fostering creativity, and driving organisational growth.

Despite the evidence, women remain underrepresented in leadership. What are the key barriers, and how can organisations address them?

The barriers are multifaceted. They include unconscious bias, lack of mentorship or sponsorship, and limited access to leadership training. Addressing these challenges requires intentionality. For example, mentorship and sponsorship. Women benefit greatly from mentors who provide guidance and sponsors who advocate for their advancement. Organisations should actively pair high-potential women with senior leaders who can champion their careers.

Also, leadership training designs tailored programs focusing on emotional intelligence, negotiation and strategic thinking are essential to close skills gaps and build confidence.

An inclusive culture is creating environments where women feel valued and supported is vital. Psychological safety and respect for individual contributions are foundational.

In our conversations, you often highlighted love-based leadership. Can you explain how this approach supports women in leadership?

Love-based leadership is about leading with compassion, empathy and authenticity. It’s particularly empowering for women because it creates a culture of care and inclusion. For example, leaders who demonstrate vulnerability encourage women to lead authentically, embracing their strengths and challenges.

When prioritising employee well-being, organisations signal that women’s needs are respected, which can inspire them to step into leadership roles confidently.This approach aligns beautifully with transformational leadership, which I also discussed.

Speaking of leadership courage, how does it help in developing female leaders?

Leadership is about inspiring and motivating others to achieve a shared vision. For women, it’s especially powerful because it emphasises empowerment, shared values, and a commitment to positive change. By encouraging women to lead initiatives and voice their ideas, organisations build a pipeline of leaders who can inspire others. This approach not only develops individual leaders but also fosters an environment where women thrive collectively.

What steps can organisations take to ensure sustained progress in creating leadership opportunities for women?

Sustained progress requires a holistic and committed strategy. To answer your question here is what you could consider- I know it from my own experience:

• Data-Driven Decisions: Regularly measure diversity metrics and use data to identify gaps.

• Policy Support: Implement policies that support work-life balance and address unconscious bias.

• Ongoing Training: Leadership development should be continuous, not a one-time initiative.

• Cultural Change: Foster a culture where diverse perspectives are valued and celebrated.

• Ultimately, it’s about creating a workplace where everyone has the opportunity to lead and contribute.

To close today’s conversation, what is your vision for the future of women in leadership?

My vision is a world where women are not just participants in leadership but key architects of change. By empowering women to lead with compassion, authenticity, and strength, we can shape organisations that are not only more equitable but also more innovative and resilient. Leadership opportunities for women are not just beneficial for them; they are essential for building a better future for all of us.

Thank you, Dame Neslyn, for sharing your insights. Your work continues to inspire and drive meaningful change in the leadership landscape. I will like to remind our readers to grab a seat at your next event online Saturday, 25 January, 2025 “Leading with Courage Workshop”

Thank you. It has been a pleasure to discuss this critical topic. Let’s continue to champion women in leadership.

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