What inspired you to pursue leadership roles in industries where women are underrepresented, and how has that shaped your approach to mentoring/coaching other women?
From early in my career, I was drawn to roles that pushed me outside of my comfort zone — often in environments where there were few, if any, women at the table. When I began my career in financial services, there were only a handful of women “stockbrokers” and even fewer managers. Rather than being discouraged, I saw this as an opportunity to bring a unique voice and perspective to the organization. Over time, I recognized how critical it was to have women in decision-making roles, not just for diversity’s sake, but for better business outcomes.
This experience has deeply shaped how I mentor and coach women today. I focus on helping them recognize their value, build confidence, and navigate unspoken rules. I emphasize the importance of staying authentic — you don’t need to mimic male counterparts to succeed; you need to bring your strengths to the forefront.
What are the most common challenges you see women facing in male-dominated industries, and what practical strategies do you recommend to overcome them?
One of the biggest challenges is being heard — having your voice recognized as authoritative in rooms where women are underrepresented. This phenomenon is applicable in all boardrooms both corporate and non-profit. Another is managing the double standard: behaviors seen as “strong” in men may be labeled “aggressive” in women.
My practical strategies that have developed over decades include:
- Building strong relationships with mentors and sponsors (not just other women, but across the organization).
- Preparing and speaking with data and confidence.
- Knowing when to push back and when to influence quietly.
These strategies relate to just about every industry, since so many of them are still male dominated. I also advise women to be intentional about their networks; success often comes not just from what you know, but from who advocates for you.
How can organizational leaders—both men and women—create environments where female talent can thrive and advance into senior roles?
Recognizing that we are currently in a unique workplace environment, it is important for us to recognize that we need to create environments in which the best talent can be nourished and developed. That requires an inclusive environment where everyone can thrive and advance in their roles. This means inviting all voices into key conversations, ensuring women and men are part of succession pipelines, and offering opportunities to men and women for stretch roles that build leadership muscle.
Importantly, leaders must also model inclusive behavior — recognizing and interrupting bias, giving fair credit, and providing feedback in a way that accelerates growth rather than discourages. From my consulting work, I’ve seen that when leaders actively sponsor men and women — not just mentor — the impact is transformative.
What role has coaching or consulting played in helping female professionals strengthen their leadership presence and navigate workplace dynamics?
Coaching creates a space where women can step back, reflect, and strategize without judgment. In my work at Tier 1 Level, I’ve seen firsthand how coaching helps women identify self-limiting beliefs, clarify their leadership style, and develop tools to navigate complex dynamics.
Consulting at the organizational level also plays a key role: it helps companies recognize systemic barriers and design pathways that allow women to thrive. For both individuals and organizations, the goal is the same —to unlock potential, drive results, and create workplaces where diverse leadership is not the exception but the norm.
