30572_Kao Data Critical Careers_Pages - Flipbook - Page 74
Do you think younger women have more
opportunities today?
What changes would you like to see for
women in the industry?
believe that while younger women entering the 昀椀eld today might face different
challenges, it’s not necessarily easier for them, but they do have more resources at
their disposal. Early in my career, there were key individuals, both women and men,
who signi昀椀cantly helped pull me up and create opportunities that were crucial for my
advancement. However, the challenges I faced as a young professional were
quite pronounced.
I
O
For example, dealing with outdated expectations about appearances in professional
settings, like the courtroom, was a common hurdle. I recall superiors insisting I wear a
skirt suit rather than a pantsuit and a judge criticising me for my ear piercings, re昀氀ecting
a stark power imbalance and a conservative perspective on professional decorum
aimed particularly at young women. These experiences were not just about personal
style but indicative of the broader cultural and structural biases that affected my
professional trajectory.
Throughout my career, I’ve observed a mix of responses from women
in power; some are incredibly supportive, while others, possibly feeling
isolated or threatened, might not advocate as strongly for bringing more
women into leadership. It’s easy to see how this can come from a place
where women feel they must compete for limited spots at the top rather
than work together to expand those opportunities.
Navigating career expectations post-motherhood presented another set of challenges.
Colleagues and executives often assumed I would not return to work after having
children, questioning my commitment to my career simply because of gendered
assumptions about roles and responsibilities. Superiors often would comment on me
being “attractive” and wanting to know if marriage was on my horizon. These instances
highlighted the subtle yet pervasive nature of social biases that women often confront in
the workplace.
Today, younger women have greater access to information and networks early in their
careers, which can help them navigate these biases more effectively. The conversation
around gender equity has become more open, and there is a stronger support system
within many organisations aimed at fostering diversity and inclusion. While the tools
and resources may have improved, the need to assert oneself and command respect in
professional settings remains a critical skill. Learning to stay focused on one’s agenda
and manage interpersonal dynamics effectively is still essential for success, and it’s
something that every generation needs to master in their own context.
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ne change I’m particularly passionate about is accelerating the
pace at which women are promoted to leadership roles. I also
really want to see women who achieve these positions actively
work to elevate other women. This mentorship and support can help
create a powerful ripple effect that challenges and ultimately changes the
existing dynamics.
I’ve also seen how women are often judged more on their past
performance rather than their potential, a standard that differs notably
from how men are typically evaluated. I believe we need to start placing
more women in leadership roles, even if they don’t meet every traditional
criterion of ‘readiness.’ Everyone learns on the job, and women are
no exception. They deserve the chance to grow into these roles with
adequate support and the grace to learn.
I would also like to see more 昀氀exible work environments. The shift towards
requiring more in-of昀椀ce presence can be a barrier to women, especially
those balancing family responsibilities. Hybrid models that allow for a mix
of remote and in-of昀椀ce work provide a practical balance, enabling women
to manage professional growth alongside personal commitments. Such
昀氀exibility is crucial not only for maintaining diversity in leadership but
also for fostering an inclusive environment that accommodates different
lifestyle needs.
