Your Guide to Driving Change

I remember standing in that boardroom,  feeling nervous and more than a little exposed. I took a deep breath and began to present my proposed change initiative to the executive team. As the only woman in the room — when was it ever different as a woman in tech? — I looked around the room and noticed the frowns and raised eyebrows. Their scepticism was palpable. I realised this  wasn’t just about the proposed changes — it was about whether I, a mere woman in their eyes, could successfully drive this transformation. Not a great start.

A similar scene plays out in boardrooms and offices everywhere. Change initiatives are challenging enough on their own, but as women leaders, it’s a bit more complicated.  The unconscious biases and gender stereotypes that permeate workplace culture can turn even the most promising change initiatives into an uphill struggle.

Through my years of working with women leaders, I’ve noticed a pattern. Many brilliant ideas for positive organisational change get diluted or dismissed — not because of their merit, but because of subtle resistance to women-led initiatives. One client recently shared how her innovative proposal for restructuring team dynamics was met with scepticism, while a similar suggestion from her male colleague months later received immediate support.

But here’s what I’ve learned: these challenges, while real, aren’t insurmountable. The key lies not in fighting against these biases head-on, but in building a foundation of influence that transcends gender stereotypes. It’s about creating what I call “change resilience” – the ability to maintain your vision and drive results despite the additional hurdles we face as women leaders.

I’ve seen this work firsthand. One of my clients, a senior director in tech, transformed her approach to leading change. Instead of trying to push through resistance, she focused on building a coalition of supporters across different levels of the business. She cultivated allies who could advocate for her initiatives, and more importantly, she learned to frame her changes in terms of concrete business outcomes rather than just innovative ideas.

The lesson here isn’t just about leading change – it’s about understanding that as women leaders, we need to be more strategic in how we position and drive our initiatives. The traditional change management playbook doesn’t account for the unique challenges we face.

Here’s what I tell my clients:

Start by building your change foundation before you even announce your initiative.

Develop strong relationships across your organisation.

Document your successes and build a track record of smaller wins.

Create a narrative that connects your proposed changes to tangible business results.

And most importantly, cultivate a network of allies who can amplify your voice and support your vision.

Remember, your ability to drive change isn’t determined by gender – it’s determined by your strategy, resilience, and leadership skills. The unconscious biases and stereotypes you encounter aren’t a reflection of your capabilities; they’re simply obstacles that require a more nuanced approach to navigate.

When I think back to that conference room, I realise now that success in leading change isn’t just about having the right plan – it’s about having the right strategy to ensure your plan gets the support it deserves. As women leaders, we have the unique opportunity to not only drive organisational change but also to change the very way change initiatives are led.

If you’re facing resistance to your change initiatives, remember: you’re not alone in this journey. The path might be more challenging, but with the right approach, you can turn these challenges into opportunities to demonstrate your leadership capabilities and create lasting positive impact. Book a call; let’s ensure your change initiative succeeds.