Latest news with #womeninleadership
Fast Company
4 days ago
- General
- Fast Company
How to move past ‘mom guilt' in a world that thrives on it
WORK LIFE They key is to realize it's them, not you. [Source Photo: Freepik ] BY Jessica Wilen, Ph.D is an executive coach and the founder of A Cup of Ambition, a popular newsletter about working parenthood, the psychology of work, and women in leadership. Listen to this Article More info 0:00 / 6:29 'Mom guilt' is such a familiar phrase that we rarely stop to ask what it really means—or why it's so persistent. It describes that quiet, gnawing feeling that many mothers carry: that we're not doing enough, not present enough, not loving, patient, or creative enough. That we're falling short, even when we're doing our best. But what if that guilt isn't just about personal choices? What if it's not a private emotional shortcoming, but a reflection of something much larger—cultural messages, historical expectations, and systemic gaps that shape how mothers live and feel today? This essay offers a different way to think about mom guilt: not as a flaw in individual women, but as a symptom of a society that demands too much, offers too little, and then asks mothers to feel bad about the gap. Subscribe to A Cup of Ambition. A biweekly newsletter for high-achieving moms who value having a meaningful career and being an involved parent, by Jessica Wilen. To learn more visit SIGN UP A guilt with no off switch Psychologically, guilt is often defined as a moral emotion—a response to doing something wrong and wanting to make it right. But mom guilt rarely stems from a specific mistake. Instead, it often shows up as a vague, persistent sense of inadequacy. It lingers, shapeless but heavy. Because it's so diffuse and constant, mom guilt may be less a personal emotion and more a shared emotional pattern—a kind of cultural atmosphere. Cultural theorist Raymond Williams called this a structure of feeling: not a formal rule, but a common way of feeling shaped by a particular time and place. In this view, mom guilt isn't just something mothers feel—it's something we've been taught to feel. Where did these expectations come from? To understand how this emotional pattern developed, we need to look at the historical construction of the 'good mother' in American culture. After World War II, the ideal mother was cast as a full-time homemaker: white, middle-class, married to a breadwinner, and entirely devoted to her children. Her work was invisible but essential, and her worth came from self-sacrifice. By the 1990s and early 2000s, that ideal had morphed into what sociologist Sharon Hays called intensive mothering: mothers were now expected to be constantly emotionally attuned, manage every detail of their child's development, follow expert advice, and sacrifice their own needs to do it all. And even as more women entered the workforce, this new model still assumed unlimited time, energy, and emotional bandwidth. The result? Many mothers felt stretched thin, torn between competing demands: be selfless but successful, always available but independent. Mom guilt wasn't a sign of failure—it was a natural outcome of being asked to do the impossible. The role of systems—and their silence These expectations don't exist in a vacuum. They're intensified by how little structural support American families receive. Unlike many wealthy countries, the U.S. offers no guaranteed paid parental leave. Childcare is expensive and hard to access. Most workplaces still operate as if someone else is handling everything at home. advertisement When mothers feel exhausted or overwhelmed, the message they receive is: Try harder. Be more grateful. Find balance. This reflects a deeper cultural logic—one that blames individuals for structural problems. In this model, the solution to burnout is self-help, not social change. Mom guilt thrives in this space. It turns systemic failure into personal shame. It keeps women striving, quiet, and inwardly focused—wondering if they're doing enough, instead of asking whether society is. Guilt is gendered It's also important to say this clearly: mom guilt is not evenly distributed. Fathers, especially in heterosexual partnerships, are rarely expected to feel guilty for long work hours or needing rest. When they show up for parenting, they're often praised for 'helping.' Mothers, by contrast, are expected to organize their lives—and emotions—around their children's needs. Sociologist Arlie Hochschild called this emotional labor: the often invisible work of managing others' feelings. In families, mothers are expected to carry the emotional weight. When they fall short, they feel guilt—not just about actions, but about presence, patience, and even joy. So what do we do with it? Rather than telling mothers to 'get over' their guilt, we might ask: what is this guilt doing? Who benefits from it? Mom guilt isn't just a feeling—it's a social mechanism. It keeps women pushing toward unattainable ideals, keeps them quiet about their needs, and keeps attention focused inward instead of outward. It makes it harder to question the systems that are, in fact, failing us. There's no quick fix. But there's power in naming it. When guilt creeps in, we can pause and ask: Where did this 'should' come from? Whose expectations am I trying to meet? What would I need—personally and structurally—to feel less torn? These questions won't erase guilt, but they can loosen its grip. They shift the story—from one of individual failure to one of cultural clarity and collective care. Subscribe to A Cup of Ambition. A biweekly newsletter for high-achieving moms who value having a meaningful career and being an involved parent, by Jessica Wilen. To learn more visit SIGN UP The super-early-rate deadline for Fast Company's Most Innovative Companies Awards is Friday, July 25, at 11:59 p.m. PT. Apply today. ABOUT THE AUTHOR Jessica Wilen, Ph.D., is a trusted partner to top-tier leaders and organizations looking to elevate their leadership, strengthen teams and cultivate sustainable, high-performing cultures. As a member of the Fast Company Creator Network and author of the popular newsletter, A Cup of Ambition, Jessica writes about working parenthood, the psychology of work, and women in leadership. More
Times
09-07-2025
- Business
- Times
Young directors face fight to get on board at London-listed firms
London's biggest listed companies are hiring more women on to their boards but have been criticised for their reluctance to appoint younger directors. Of the 305 new directors hired by FTSE 350 companies last year, only 12, or 3.9 per cent, were under 45, according to research from Heidrick & Struggles, the executive headhunter, which called on businesses to 'bring in more fresh faces'. 'Boards should reflect the world their businesses operate in, and this can be achieved through a broader mix of people and experience,' Kit Bingham, head of UK board practice at Heidrick & Struggles, said. • 'Wrong lanes' hold up boardroom progress for women and minorities More than half, 57 per cent, of those joining the board of a FTSE 350 company last year were retired and the average age of new appointees increased to 58, the highest in six years. Heidrick & Struggles' research showed that London-listed companies 'remain slower to look to younger appointees' when compared with other countries. In Ireland, for example, 21 per cent of board directors hired by Dublin-listed businesses were younger than 45. In Germany the proportion was 8.2 per cent and it was 5.4 per cent in France. 'Times are tough and have been for a few years, so what I think we're seeing is a default to experience,' Bingham said. 'Equally, at a time when companies are trying to keep costs down, chairs are very careful to keep the board lean and don't want to expand the board just to give different individuals their first taste of board life.' He added: 'It is important that boards hear from a whole range of different voices; how different generations are thinking, acting and buying.' UK companies are, however, faring better when it comes to recruiting more female board directors. Half of last year's appointees on the FTSE 350 were women, compared with just 36 per cent of Fortune 500 companies in the US and 46 per cent in Germany. Heidrick & Struggles said there had now been 'five years of strong gender balance', even if last year's percentage was down on the high of 58 per cent set in 2022. The research shows that 21 per cent of new UK directors last year identified as non-white. The Parker Review suggests that FTSE 350 boards should have at least one director from an ethnic-minority background, although Bingham cautioned against adopting a 'one and done philosophy'.
Entrepreneur
07-07-2025
- Business
- Entrepreneur
Cracking the Ceiling
Opinions expressed by Entrepreneur contributors are their own. You're reading Entrepreneur United Kingdom, an international franchise of Entrepreneur Media. For decades, gender parity in the workplace has been the subject of discussion, debate, and data. But despite years of targeted initiatives, executive pledges, and shifting public discourse, women remain underrepresented in senior roles across most industries - particularly in science and technology. One executive who has seen both the limitations and the potential of change from inside the C-suite is Tara McGeehan, President of CGI UK and Australia, a London based global IT and business consulting services firm. "Throughout my career, I have learnt that as women, we often subconsciously put limitations on ourselves for a variety of reasons," she says. "I have also learnt that sometimes limitations are put upon us outside of our comprehension or ability to control." These barriers - both internal and systemic - remain a defining feature of the female professional experience. Yet McGeehan argues that meaningful progress begins with the choices made at the very outset of a woman's career, specifically, where and with whom she chooses to work. "For women looking to start a career, it is important to work for a company that emulates and reflects your values," she advises. "Does it already employ role models you can look up to and learn from? Will it inspire you? Can you see yourself thriving and developing in your career there?" McGeehan advocates for a level of scrutiny on employers that is often reserved for applicants. In an increasingly talent-led labour market, she believes candidates should feel empowered to ask hard questions. "Ask yourself these questions or better still, ask them at the interview stage and see if it's the right fit for you. You want to work in a comfortable, supportive, and inclusive environment that supports you in your growth and success." The ability to thrive in such an environment, she notes, is also tied to confidence and communication. Speaking up, particularly early in one's career, can be a challenge. But for McGeehan, it is essential. "Once you have secured your first role, I'd encourage you to share your thoughts and ideas. Diverse talent creates diverse ideas. This, in turn, pushes boundaries and innovation." Innovation, she suggests, is not the product of a singular vision, but of collective input from across levels and backgrounds. "It's important to have strong female voices across the whole business, be it those in leadership positions or those in their first professional role." Despite improvements in representation, McGeehan remains clear-eyed about the distance still to go. "There's still a long way to go in tackling the glass ceiling, and so none of us, regardless of our role, can afford to let up in our efforts to make our industry as diverse, equitable, and inclusive as it absolutely must be." That sense of shared responsibility - at all levels - is a consistent theme in her commentary. While individual advancement is important, collective advocacy remains central to progress. So too does ambition, often viewed with discomfort or suspicion when expressed by women in the workplace. McGeehan is unequivocal: such ambition is not only acceptable, it is necessary. "My final piece of advice is that it's okay to aspire to a successful career as a woman," she says. "If you have the ambition and the drive, and are working with a company that embraces this, there's no reason why you shouldn't achieve it." Her words suggest a quiet but resolute optimism: that change is possible, but not inevitable. It must be built - consciously, collaboratively, and continuously.
Forbes
03-07-2025
- General
- Forbes
The Power Of Vulnerability In Leadership
Vulnerability makes for stronger and more authentic leadership. You're a leader. You want people to follow you, be inspired by you, to have faith that you will do the right thing. So you don't dare show your soft side. Or do you? I believe openness actually makes for stronger and more authentic leadership. When you are honest and open with those who work with and for you, something powerful happens. You inspire trust. What About the Rest of Us? Over the years, I devoured business and self-help books, looking for practical tips as well as soul nourishment. At that time, many of the most popular books were written from male points of view, and they often overlooked the unique challenges faced by women, especially those who choose motherhood later in their careers when they have already established themselves professionally. Nor did these books address the intersection of mental health and leadership, a topic with which I have first-hand experience. What about what my friends and I are juggling? I asked myself. What about the rest of us? When I wrote my own book, Changemakers Wanted: Your Blueprint for Lasting Impact and Ethical Change, I set out to examine what it truly means to lead while managing mental health challenges, drawing from my personal experiences and ongoing work with therapists. I wanted to offer practical guidance and encouragement for those facing anxiety or burnout in demanding roles. I also included a section on setting boundaries, especially around sharing personal stories and experiences—because it was the kind of support I needed but could not find when I was starting my company. My goal was to provide not only inspiration, but also real-world language and actionable tools readers can use to advocate for their own needs in both personal and professional settings. Vulnerability Is A Strength I understand why many leaders hesitate to reveal their vulnerable side. There is a real fear that others might lose trust in them or, worse, use that openness against them. Above all, there is a concern that vulnerability will be mistaken for weakness. I have wrestled with these same questions, both in conversation with colleagues and in the quiet moments alone. It is undeniably difficult to be vulnerable, to expose the deeper, more human parts of yourself, and simply hope to be accepted. Ironically, it is precisely this willingness to be open that builds genuine trust and demonstrates true emotional strength. Vulnerability means acknowledging your mistakes and asking for input. Some of our greatest leaders have failed before they succeeded. They have struggled to balance work and home. They are not perfect; they are just like us. More Energy. When you are open, you no longer have to hide behind a manufactured image of what a leader should be. Instead, you can direct your energy toward being your authentic self. Authenticity paves the way for greater clarity and genuine belonging. Connection. When you are a person first and a leader second, others will feel more comfortable confiding in you. Strength. By knowing where your weaknesses lie, you can focus on your strengths and actively improve, rather than simply covering up areas that need attention. Inspiration. When you are brave enough to show up as your authentic self, you inspire others to do the same. Just imagine the kind of world this could spark. To truly distinguish yourself, especially as a leader and Changemaker, it is essential to not only experience vulnerability but also to discuss it openly with others. By welcoming honest dialogue during times of discomfort, we dismantle the shame so often intertwined with fear and doubt. I learned this lesson early in my career while coping with anxiety associated with flying, a necessity for my job. I found that simply acknowledging my feelings by saying, 'I am feeling a bit overwhelmed at the moment,' allowed me to release the resistance against those negative emotions. That vulnerable statement shifted my focus from the fear itself to creating a genuine human connection with those around me. I know I am a better leader because I chose to embrace and expose my vulnerability. Vulnerable Leaders Are Authentic Leaders In a world that prizes stoicism in leadership, vulnerability is often overlooked. However, studies show that authentic leaders build stronger teams and positively impact the well-being of others. Vulnerability is not a weakness—it might just be a leader's superpower. When you choose openness, you build trust, inspire courage, and invite real connection. Lead bravely. The world needs leaders like us.
Forbes
03-07-2025
- Business
- Forbes
Two Influential Women Hospitality Leaders Talk Shop
Women make up the majority of the hospitality industry. getty Women have played a vital, albeit often overlooked, role in the hospitality industry since its early days. Initially, they were primarily employed in roles like innkeepers, serving food and making beds. Throughout history, they have gradually expanded their roles, working in various aspects of the industry, including management and leadership. While women still face some challenges in reaching top leadership positions, known as C-suite levels, their contributions have been significant in shaping the industry. Two female leaders in the industry recently offered their opinions concerning the outlook for women in hospitality: Rosanna Maietta brings a wealth of experience to the industry. AHLA Having previously served as president & CEO of the AHLA Foundation and executive vice president of communications and public relations of AHLA, Maietta brings a deep knowledge of AHLA's mission, operations, financials, and people, and has solid relationships with AHLA's key stakeholder groups, including members of the AHLA board and Foundation board of trustees. Here's what I love about our industry—and what makes it so different from so many others—you don't necessarily need a formal four-year degree to build an incredible career. What you DO need is training, and you need to be intentional about it. Hospitality is exactly what it sounds like—it's about people and service. Those skills can be learned, and some of the best leaders I know started in entry-level positions and worked their way up. Whether or not you have a hospitality degree, you need to be deliberate about your development and advocate for yourself. Seek out mentorship. Take advantage of training programs—whether that's through your company, industry associations like AHLA, or programs like what we offer through the AHLA Foundation. The ForWard initiative, for example, is an incredible platform for networking, leadership development, mentorship, and supporting the growth of women leaders in our industry. If you work hard and are passionate about service, there's a path for you. And our job is to make sure women see those paths and feel supported in pursuing them. What are the skills required for the hospitality industry? Hospitality is an industry of people and service. Fundamentally, it's about human connection and taking care of people. When we create environments where our teams feel valued and empowered, that's when we deliver truly exceptional experiences for our guests. And while people skills are the most critical component of the job, there's much more too it. You need to be a problem solver. Great hospitality professionals don't just fix problems; they anticipate them and create systems to prevent them. Business acumen is critical, especially as you move into leadership roles. You need to understand revenue, labor costs, and think strategically about market positioning and operational efficiency. Our industry is being transformed by technology—you need to be increasingly tech-savvy. From AI-powered customer service advancements to sophisticated property management systems, you need to understand how technology can enhance the guest experience and improve operations. It's one of the coolest and most innovative industries you can join, with hundreds of career pathways. It's not just a job, it's a lifelong career and AHLA and the AHLA Foundation are here to help assist people in that journey. Cooper has more than 25 years of experience in the hotel industry. Atrium Hospitality Anneliesse Cooper, Chief Human Resources Officer, Atrium Hospitality With more than 25 years of experience in the hotel industry, Cooper focuses on Atrium Hospitality's core values and company culture as she partners with the company's leadership team to drive talent strategies that support the successful execution of organizational objectives. She joined Atrium Hospitality in April 2022 as Senior Vice President, Human Resources. She advanced to Chief Human Resources Officer in December of that year. Cooper promotes a culture of leadership excellence that attracts and develops best-in-class talent, therefore facilitating both individual as well as organizational growth. Describe the goals and progress of the WomenRISE Program. With the kickoff of Atrium Hospitality's WomenRISE Program in 2024, our company focused on the development of women General Managers by providing mentorship, resources and growth opportunities to support them in successfully navigating their career journeys. Consensus among WomenRISE class participants, instructors and mentors is that the investment in time and resources for the nine-month program was well worth it. Feedback from program graduates revealed improved preparedness and self-confidence for taking the next steps to achieve their career goals. What more can be done to even the playing field for women hoping to advance to the C-suite level? While leadership training programs, mentorship and advocacy are becoming more popular with hospitality companies for leveling the playing field for women, potential candidates' growth mindset is also a factor that can influence their advancement to management and the C-suite level. Mentors and advocates can encourage hospitality professionals to go for next-level opportunities, but candidates must decide for themselves when to take the leap to broaden their presence and responsibilities within an organization. What education and training should women consider who are trying to advance within the hospitality industry? When it comes to education in the hospitality industry, women are winning in this space. In fact, women make up about 70% of hospitality graduates today. Additionally, most hospitality managers overall are women. The majority of hospitality C-suite level leaders started in hourly roles in the industry, and most worked in several different departments or functions of the business throughout their careers. While today's emerging leaders will likely not have to travel the same career paths as those who went before them, there are still core lessons they can take away from those examples. Emerging leaders need to find a hotel department or role that they're passionate about, where they can build their skills and really shine; learn from their colleagues; seek guidance from knowledgeable mentors; and when presented with an opportunity to broaden their exposure to other areas of hotel operations, take it. In any business, performance and results are table stakes, but what will differentiate emerging leaders is intentionally cultivating their own leadership styles that demonstrate a willingness to be a lifelong learner, the desire to connect with people authentically, and the ability to inspire others to action. Throughout my 25-year hospitality career journey, I've had many mentors that helped me along the way and great bosses that supported my growth by challenging me and giving me the autonomy to make decisions. I'm grateful for their support, which bolstered my own confidence to make personal choices to go for next-level opportunities, including the C-suite level. MORE FROM FORBES Forbes How To Best Experience The Great American Road Trip By Roger Sands Forbes The Uber-Rich Are Flocking To This Small Mountain Town By Roger Sands
