Critical Careers - Women Building Careers in Digital Infrastructure - Book - Page 82
How would you describe your leadership style
today and how has it evolved from earlier in
your career?
You are very active in building women’s
networks in the industry. How did that
evolve for you?
Earlier in my career, I was de昀椀nitely more of a people pleaser. I felt like I had
to step up, do everything, have all the answers, and prove myself constantly.
I put a lot of pressure on myself, and if I’m honest, I was quite high strung.
I thought being a good leader meant being across everything and keeping
everything under control. Over time I’ve realised that you can’t control
everything and you shouldn’t try to.
It really evolved quite naturally and more out of a need than a plan.
Today, my leadership style is much more about meeting people where they
are and helping them grow into who they want to be. I don’t see leadership
as directing people or having all the answers. It’s more about creating the
environment where people can do their best work. Sometimes that means
stepping in, but often it means stepping back, clearing the path, and letting
people 昀椀gure things out even if that means making mistakes, because that’s
how we all learn.
I’ve also become much more aware of how people experience environments,
especially in this industry. I know what it feels like to walk into a room and
not know anyone, to feel a bit on the outside. So I try to lead in a way that
makes people feel included, supported, and seen. Those small things make
a huge difference to someone’s con昀椀dence and sense of belonging.
And I think another big evolution for me has been how I see other women.
Earlier in my career, it was easy to see other women as competition. Once you
move past that and start building genuine connections and support networks,
it changes everything. That sense of community is incredibly powerful, and it’s
something I try to actively create for others now.
When I 昀椀rst came into the industry around 2015, it was a very different
environment. The ratio of men to women was signi昀椀cant, and early in your
career, that can create an unspoken sense of competition. Whether it’s real
or not, it shapes how you show up.
I was part of a smaller group of women who were regularly connecting and
supporting each other. It was a great network, but it was limited. So, we
kept asking the same question: how do we bring more people into this?
On International Women’s Day in 2024, some ladies in the industry and
I were discussing the Women in Mission Critical LinkedIn group. Carrie
Goetz is a mentor of mine and originally started the group. However, the
messaging capability reached maximum capacity at 49 women. I decided
to do something about it. I set up a WhatsApp group, added the women
I knew in the industry, and it grew very quickly from there. People started
inviting others, and it became this global community almost overnight.
What’s been really powerful is seeing how it’s taken on a life of its own.
People are sharing opportunities, making introductions, and meeting at
events with no outside direction. I’ve had women tell me they’ve found
jobs or built meaningful connections through it, which is exactly what it was
meant to do.
I think the reason it works is because it’s simple and low pressure. You can
engage as much or as little as you want, but the space is there when you
need it. Sometimes that alone makes a difference because just knowing
there’s a community you can tap into can be a very reassuring feeling.
We created the space and the community shaped what it became.
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