The tech industry in the UK has seen a gradual rise in the number of women over the past 11 years since Everywoman held its inaugural Tech Forum. However, women still struggle to reach senior positions. Data from the Tech Talent Charter shows that women only represent 21% of senior tech leaders among its signatories. Similarly, Frank Recruitment Group reported that only 25% of CIO roles in FTSE 100 companies were filled by women in 2023.
Everywoman co-founder Maxine Benson highlights several hurdles, such as the lack of female role models, impostor syndrome, work-life balance challenges, and limited access to leadership positions. These issues need urgent attention to retain women in tech.
Impostor syndrome poses a significant barrier for many women in the field. This feeling of self-doubt often leads to qualified women hesitating to apply for roles or express their opinions. Avril Chester, CTO at the Royal Pharmaceutical Society, admits she still battles those racing thoughts even as a senior leader. She emphasizes the importance of trusting one’s instincts when advancing in a career. Chester suggests reflecting on whether feelings of discomfort stem from genuine concerns or simply from fear. If self-doubt leads someone to hesitate, it might be worthwhile to take that leap.
Moving into a leadership role is daunting, and Chester notes that individuals should recognize their own barriers. Personal strengths should be embraced rather than diluted to fit a mold. Mivy James, Digital Transformation Director at BAE Systems, agrees. She mentions how traditional views on leadership often favor masculine traits, causing women to feel like they have to act differently to fit in. But she argues that bringing unique qualities to the table is what truly benefits a company. As she put it, there’s no single way to lead, and embracing diversity in leadership styles empowers everyone.
Both speakers stress that without diversity at the top, it affects the entire organization. If leadership lacks inclusivity, attracting and retaining diverse talent becomes difficult. James points out that many leaders exhibit “affinity bias”—they feel safer promoting those who are similar to them. Chester shares her experiences with biases that hinder advancement, such as being told she was in a “queue” for promotions or being questioned about potential family plans before a job opportunity.
Choosing the right company matters when seeking leadership roles. Cheryl Razzell from Amazon Web Services looks closely at an organization’s values and principles before joining. “No one wants to follow a leader who doesn’t inspire them,” she notes, stressing that authentic leadership resonates with teams.
Creating an environment where diverse voices can thrive is essential. Razzell highlights the need for role models from all backgrounds and focuses on inclusivity. Conversations about diversity should encompass various identities and experiences, not just gender.
Continuous learning is vital in tech, where change is the only constant. Chiamaka Odikanwa from HSBC recalls a time when she thought her education would end after her master’s degree. She quickly learned that learning is an ongoing journey. A good leader fosters an environment where employees feel safe to experiment and fail. Odikanwa encourages teams to reflect on failures with the question, “What can we learn?” This mindset promotes a culture of curiosity and innovation.
Jo Churchley from SSE adds that enjoying your work often translates into effective leadership. When a leader is passionate, they tend to attract others to their team. Once established, they should give back through mentoring and supporting others in their journey, creating a cycle of growth in the industry.