Chloë Faulkner and Kayla Ratz
Three years after our last Women’s History Month conversation, we spoke again with Jennifer Brown, globally recognized DEI thought leader and best-selling author of How to Be an Inclusive Leader and her newest book, The Shape of Change. We talked with Jennifer about what she’s seeing across organizations today: where progress is showing up in everyday leadership moments, where momentum may be slowing, and what leaders can do to create environments where people feel seen, heard, and valued during times of change.
Q: Thank you, Jennifer, for joining us again. When you look at women in leadership right now, where have you seen meaningful progress day to day? And where have you seen momentum stall or slide backward?
Thank you, Kayla and Chloe. When I look at the leadership landscape today, I see a real reckoning with the old blueprints of what leadership was supposed to look like. In my coaching
work, I’m seeing more women question the expectation that they must adopt a certain kind of executive persona to be taken seriously. There’s a growing willingness to talk about the invisible work that keeps teams functioning—the emotional labor, the relationship-building, and the effort it takes to hold people together through uncertainty.
We’re also seeing more honesty about the realities of leadership. Conversations about burnout, the weight of responsibility, and the complexity of leading through change are happening much more openly. That openness matters because it creates space for leadership to become more human and more sustainable.
At the same time, the broader environment has become more complicated. In some organizations, momentum around equity and inclusion has slowed or become more contested, and that can affect how supported women leaders feel in their roles. When systems feel uncertain, there can be a tendency to fall back on familiar leadership patterns, even if those patterns haven’t historically created opportunity for everyone. This may slow the progress that was underway toward more inclusive cultures, not just for women but for all.
So this moment holds both progress and pressure. Women are continuing to step into leadership and shape it in meaningful ways, but they’re also navigating organizations that are still evolving. Much of the work I’m doing right now is helping leaders stay grounded in their values and humanity as they lead through that complexity.
Q: Given this landscape, what does strong leadership look like in the moments that matter—running meetings, giving feedback, making decisions, managing promotions, and recognizing work? What are the behaviors that genuinely motivate people to engage?
Leadership doesn’t only show up in big vision statements or strategy documents. It’s lived in small, everyday moments: how a meeting is run, how feedback is delivered, how decisions are explained, and how contributions are acknowledged.
Some of the most important skills for leaders right now are humility and curiosity. The leaders who create engaged teams are genuinely interested in hearing different perspectives and making space for them. That might mean noticing who hasn’t spoken yet, asking thoughtful follow-up questions, or intentionally inviting input from those who may not naturally step forward. When there is stress on leaders and institutions, as there is now, leaders tend to revert to old patterns and “what’s worked before,” but humility and curiosity can keep exploration open.
Clarity is also incredibly important. In times of change or uncertainty, people want to understand how decisions are being made. When leaders explain the reasoning behind a promotion, a shift in priorities, or a difficult decision, it helps people feel included in the process rather than excluded.
People also want transparency from their leaders and an acknowledgement of the current environment. Many are struggling with feeling a basic level of safety (psychological, emotional, and maybe even physical) for themselves or their loved ones. Recognizing these realities is more important than ever.
Given this backdrop, recognition plays a bigger role than many leaders realize. When someone’s effort, perspective, or contribution is acknowledged—not just in formal reviews but in everyday moments—it reinforces that their presence and voice matter.
Ultimately, engagement grows when people feel seen, heard, and valued in the daily interactions that shape their experience of work, and when they feel genuinely cared for by the leaders in their organization.
Q: Engagement can look different for women navigating visibility, growth, and inclusion. What are you hearing about women leading authentically, and why does this matter?
To fit traditional expectations of professionalism, for many years women were encouraged to “cover” parts of themselves at work, whether that meant downplaying aspects of their identity, caregiving responsibilities, or lived experiences. That kind of covering is exhausting. It takes energy away from creativity, collaboration, and full engagement at work.
What I’m hearing more often now is a desire for a more integrated approach to leadership. Many women want to lead in ways that align with who they are—bringing their perspectives and experiences into the room rather than setting them aside. When people can show up more fully, their leadership tends to be more innovative, connected, and resilient.
- What are the signs that a high-performing woman may be starting to disengage? What does meaningful support look like in that moment?
The signs are often subtle. Someone who was once highly proactive may start to participate more transactionally. You might notice them contributing less in brainstorming conversations or hesitating to challenge ideas the way they once did. These shifts don’t usually reflect a loss of capability. More often they signal a change in how safe or supported someone feels in that environment.
In those moments, meaningful support from a manager starts by paying attention and asking thoughtful questions. It also includes advocating for that person’s contributions and ensuring their work and perspectives are recognized, even when they’re not in the room. Creating an environment where people feel seen, supported, and able to speak honestly makes a tremendous difference in whether talented women stay engaged and continue to grow.
Q: With AI and hybrid work changing how teams communicate, where do you see technology supporting engagement and inclusion, and where might it create new barriers?
Technology is changing how teams connect and collaborate in ways that both expand and complicate engagement. Digital tools and AI are creating new opportunities for participation. In hybrid environments especially, asynchronous tools, shared documents, and chat platforms can make it easier for people to contribute in ways that work for them, including those who may not always feel comfortable speaking up in traditional meetings.
At the same time, technology can introduce challenges if leaders aren’t intentional about visibility and decision-making. Proximity bias is a real concern in hybrid workplaces. If important conversations or decisions happen informally among those who happen to be physically present, remote team members can feel disconnected from opportunities and information.
AI also raises important questions. Because these systems are trained on existing data, they can reflect past patterns and biases. Without thoughtful oversight of automated tools in areas like hiring, promotion, or performance evaluation, organizations risk reinforcing inequities.
The real opportunity for leaders is to approach technology with intention. These tools are powerful, but they still require human judgment, curiosity, and accountability. When leaders pay attention to how visibility and opportunity are distributed, technology can support inclusion rather than hinder it.
Q: Looking ahead, what do you think the leadership landscape will look like for women who want to grow into leadership roles? What will motivate them to stay, stretch, or step into leadership, and what will organizations need to do differently to keep that momentum?
Many women considering leadership today are asking different questions than previous generations. Advancement still matters, but there’s a deeper focus on purpose, impact, and alignment with values. Emerging leaders want to know that stepping into leadership will allow them to shape culture and influence decisions, not just hold responsibility.
What motivates women to stay and grow is the sense that their leadership matters, that their perspectives are welcomed, their voices carry weight, and they can contribute to building healthier, more inclusive workplaces. Representation alone is rarely enough if people don’t feel that they have real influence within the organization.
For organizations, this means rethinking how leadership pathways are supported. Mentorship remains important, but sponsorship—leaders actively advocating for others—can make a significant difference. It’s also important to recognize and value the often unseen work that creates high-performing teams: relationship building, collaboration, and the emotional labor that keeps people connected and engaged.
- What do you wish you had known at the start of your leadership journey?
I wish I had understood sooner that leadership doesn’t require you to fit a particular mold. Over time, I realized that the experiences and perspectives that once made me feel different were actually central to how I lead. Leadership evolves as we do. It’s less about having all the answers and more about staying curious, continuing to learn, and growing alongside the people you lead.
Advancing women in the workplace requires intentional leadership by creating opportunity, removing barriers, and empowering women to lead with confidence and authenticity. Jennifer Brown’s insights challenge us to move beyond acknowledgment and toward action, building inclusive cultures through everyday choices. And this work isn’t limited to Women’s History Month…it’s a key to be used year-round to unlock the full talent and potential within an organization.