Unlockingthepowerofgenderdiversity

 

Media Release 

November 

Unlocking the power of gender diversity: insights from industry leaders

At RMB Ventures our purpose is to empower people, teams and businesses to unlock their full potential. Fostering diversity of thinking is a cornerstone in achieving this.  During a recent event focused on Gender Diversity, a panel moderated by Dharshni Padayachee, RMB’s Head of Inclusion, Belonging, Diversity, and Equity, underscored the role of inclusivity in driving business performance. The panel featured industry leaders Helen Nicholson, CEO of The Networking Company; Niven Postma, strategy, leadership, and culture expert; Alan Pullinger, former CEO of FirstRand Limited; and Andiswa Bata, CEO of FNB Business. Together, they explored the complexities of gender diversity and shared practical insights on building a pipeline of female leaders.  

Shifting focus and challenging bias 

One of the central themes that emerged during the event was the need to move beyond tokenism and toward a focus on competence. Gender diversity is not about ticking boxes or hiring designated people to fulfil a quota, but about recognising and nurturing both talent and aptitude.  

However, bias can sometimes influence our perception of competence, especially when leadership traits are traditionally shaped by long-established norms that do not fully reflect diverse perspectives. Challenging these biases and evaluating leaders based on their abilities, rather than preconceived notions tied to gender, is essential. By adopting this mindset, organisations can create more inclusive environments where diverse talent is recognised and nurtured. 

The panel also challenged the idea that performance and equity are mutually exclusive. This perception, rooted in traditional views of performance as something that can only happen in a 9-to-5, in-office environment, has been disputed since the shift toward remote and hybrid work environments. It has become essential for organisations to shift mindsets alongside challenging bias, to remain relevant as younger generations demand more social consciousness and work life harmonisation. 

Sponsorship, exposure and the importance of networks 

While women often possess the technical skills required for leadership roles, many feel they lack the exposure and experience necessary to thrive in these roles. Sponsorship and advocating for women in the boardroom are critical factors in helping women gain confidence to put themselves forward for leadership opportunities. Exposure, whether through participation in decision-making bodies or visibility in leadership roles, allows women to build the experience needed to lead. These are opportunities that often cost nothing but can significantly impact women’s career trajectories. 

In addition, support systems and effective networks are essential. Women looking to move into leadership roles should actively seek mentors, sponsors, and allies who can help them navigate the complexities of corporate environments. Additionally, creating a culture where women can find their voice, network effectively, and put themselves forward is key to empowering the next generation of female leaders. 

Rethinking workplaces and overcoming barriers 

Despite progress, women still face societal and organisational challenges, especially when it comes to balancing caregiving responsibilities and career. The workplace often does not account for the additional responsibilities women carry as primary caregivers, and many organisational policies and cultures fail to accommodate the unique challenges women face. This imbalance leads many women to drop off in mid-management roles.  

For real change to happen, companies need to adapt their structures to support parents’ dual roles, offering policies and cultures that accommodate the realities of life outside the office. From flexible work arrangements to reshaping traditional perceptions of what performance looks like, companies need to create environments where everyone can thrive. In practice, a more flexible, inclusive work environment does not just benefit women; it enhances overall performance and boosts employee engagement. 

Diversity is proven to boost performance  

Research shows that diverse teams outperform homogenous teams – but only if they are inclusive. Teams with diverse backgrounds and perspectives, and thus more cognitive diversity, are more likely to develop more robust strategies and solutions.  

However, building a pipeline of competent female leaders takes intentional action. Companies need to be conscious of biases and focus on sponsorship, and upskilling women in areas beyond technical skills, such as office politics, networking, and power presence. Mentorship from other women is also vital to helping female leaders succeed. Role models in the form of women in leadership inspire others to follow suit.  

By fostering an inclusive culture, addressing biases, and actively supporting the advancement of women, organisations can unlock the full potential of female talent leading to better decision-making, stronger leadership teams, and improved business outcomes. 

Ends.