For me, International Women’s Day has become far more than a moment of celebration. It’s a pause in the year that asks us to look honestly at where we are, where we’re falling short, and what still needs to change. I see it as an opportunity for accountability – a reminder that progress isn’t inevitable, and that the work only moves forward when we choose to move it.
When I think about gender equality today, I see a picture of meaningful progress layered with enduring realities. More women are leading, shaping businesses and influencing decisions than ever before, but too many still face invisible barriers: uneven access to opportunity, the pressures of unpaid labour, bearing the brunt of the mental load, the expectation to “fit” a narrow definition of leadership. And for women facing intersecting inequalities, those challenges are even steeper. The progress is real – but it isn’t universal.
In my own leadership role, one of the most important lessons I’ve learned is the power of creating space for different styles of leadership. Some of the strongest leaders I’ve worked with bring a blend of empathy, pragmatism and resilience that comes from navigating complex and sometimes unequal systems. I’ve also seen first‑hand how vital sponsorship is – not just mentoring, but advocating for women in rooms they’re not yet in. That’s often where change really happens.
Economic equality remains one of the biggest barriers we haven’t yet broken through in the UK. The gender pay gap is about more than numbers; it reflects uneven access to progression, the undervaluing of care, and the structures that still make it harder for women to thrive at the same pace as men. Closing the gap requires transparency, accountability and a willingness to challenge some long‑embedded norms.
In recent years, grassroots activism has played a huge role in pushing this conversation forward. Community‑led movements – whether local, industry‑specific or global – have shifted taboos, accelerated reforms and given women the confidence to speak up about inequality in all its forms. Their impact shows that change doesn’t only come from the top; it can start with one community saying “enough”.
Being a mother of a teenage daughter, I’m also heartened by the attitudes of Gen Alpha. They are growing up with a fundamentally different expectation of equality – they assume women should lead, decide and influence as standard. They’re less tolerant of outdated behaviours, quicker to call out inequity, and far more vocal about wanting workplaces that are genuinely inclusive rather than performative. Their expectations will raise the bar for all of us.
However, the real test is what happens on all the days that aren’t 8th March. Supporting women year‑round means creating truly fair structures: equitable hiring and progression, flexible working that doesn’t penalise people, psychological safety, clarity around pay, and cultures where women can lead authentically, without having to over‑correct or over‑prove. It also means listening, really listening, to what women say they need. And let’s not forget the men in this equation. Male allyship is vital. Real progress depends on people in positions of influence choosing to use their voice, their access and their authority to open doors for women, not just stand beside them.
International Women’s Day is a powerful moment, but the most meaningful work happens quietly, consistently, every other day of the year. And that’s where we still have the most opportunity to lead.
