The number of women in executive positions still leaves much to be desired. However, Labour’s recent landslide victory in the general elections has suggested a potential change in the status quo. Keir Starmer’s cabinet has the highest number of female ministers in history, with Rachel Reeves being the first female chancellor ever, indicating a positive shift in the representation of women not only in politics but also in the corporate world.
Despite more women climbing the ranks, research indicates that career blocks make the journey to executive leadership roles harder to navigate and achieve. To delve deeper into these challenges, we spoke with Shalini Khemka CBE, CEO and Founder of the entrepreneurial community E2E, who has singlehandedly climbed the corporate ladder.
Work/Life balance
According to Khemka, there is still an expectation for budding entrepreneurs, especially women, to maintain an “always-on” mentality. However, it’s crucial to step back from the grind to avoid burnout. The industry’s expectation of a stereotypical leader—gym at 5am, breakfast meetings at 7am, working tirelessly throughout the day, and networking at night—can easily lead to burnout, ultimately affecting one’s ability to excel. Khemka advocates for work/life balance, emphasising the importance of taking breaks and recuperating for mental preservation, even though it’s easier said than done.
Industry and sectoral imbalances
While there have been positive steps toward closing gender and skills gaps in certain industries, significant imbalances and gender stereotypes remain. Many industries continue to uphold traditional gender stereotypes that hinder women’s advancement. For instance, sectors like technology and finance have historically been male dominated, perpetuating the notion that leadership roles within these fields are more suited to men. This stereotype manifests in biased hiring practices, unequal opportunities for mentorship and sponsorship, and cultural norms favouring male leadership styles.
Moreover, in industries where women are underrepresented at senior levels, the absence of visible female role models and robust networks further complicates the path to leadership. Access to funding and capital also remains a critical barrier for female entrepreneurs, with women-led startups receiving significantly less funding compared to their male counterparts.
“Having it all”
Echoing the sentiment of Madeleine Albright, Khemka believes that “women can have it all, but not all at the same time.” She advises that, in pursuit of greatness, one should understand the importance of approaching life in segments, recognising that we can achieve everything if we are not trying to do it all at once. This perspective aligns with her advocacy for a balanced approach to work and life, reinforcing that success is a marathon, not a sprint.
Addressing the barriers that female CEOs face requires concerted efforts from multiple stakeholders, including companies, policymakers, educational institutions, and professional organisations. By implementing inclusive hiring practices, promoting workplace flexibility, advocating for equitable funding opportunities, and challenging gender biases, we can create inclusive environments where all individuals have equal opportunities to succeed. While progress has been made, achieving true gender equality in leadership positions across all industries demands ongoing commitment and proactive measures.
