Rewriting the Playbook: How Women Leaders Can Build Authentic Power
In the boardrooms of America’s most established industries, women are rewriting old rules, often while facing barriers their male counterparts never encounter. While progress has been made, too many talented women still find themselves at the crossroads of ambition and opportunity, wondering how to carve a path to influence that is sustainable, authentic, and impactful.
As someone who has worked with leaders across traditionally male-dominated sectors, I’ve seen firsthand the transformative power of strategic relationships—what I call “moving from the barre to the boardroom.” It’s not enough for women to simply occupy more seats at the table; real progress requires becoming architects of their own advancement, mentors to each other, and advocates for systemic change.
Yet, the biggest challenge isn’t a lack of ability or ambition. It’s often the absence of a clear, practical framework for navigating the complexities of leadership, succession, and advocacy in environments where the old guard still holds sway.
What works? Start by building a network that is both diverse and intentional. Relationships built on authenticity, mutual investment, and strategic purpose have the greatest power to propel business. This means reaching beyond comfort zones, aligning with colleagues, mentors and partners who challenge and champion you, and paying that support forward to others coming up the ranks.
Next, approach business growth and succession planning as a team sport. Too often, these conversations are shrouded in secrecy or reserved for a select few. Instead, organizations thrive when women leaders create transparent, actionable plans—inviting participation, feedback, and shared accountability. This not only opens doors for oneself but also ensures that the path is easier for those who follow.
Developing confidence and executive presence is another essential component. This is not about mimicking existing leadership styles, but about bringing your full, authentic self to the role. The most effective leaders I’ve worked with are those who balance candor with kindness, and who aren’t afraid to “say what others won’t”—not to disrupt for its own sake, but to drive progress that benefits everyone.
The final piece is advocacy: creating cultures where mentorship, allyship, and equitable policies are not just encouraged, but expected. Women who choose to champion others—while also advocating for themselves—tend to see the most lasting impact, both for their organizations and for the industry as a whole.
Women leaders have the opportunity and the obligation to change the landscape for themselves and future generations. The blueprint is clear: build real relationships, develop actionable plans, show up authentically, and never stop advocating. Business and the world, will be stronger for it.