How diverse leadership gives you a big competitive advantage | Entrepreneur

Despite the progress in gender equality, women remain considerably under -represented in leadership roles in almost every sector. In management rooms, in executive teams and in important decision -making positions, the figures still do not reflect the available talent and the possibility.

As one of the few women who lead a worldwide company in the oil and gas industry, I had to find my way in rooms where I was often the only woman – sometimes the only outsider of any kind. But I have also seen how different, thinking differently and leading differently can be a business advantage.

This is not just about solving inequality. It is about reforming how we define leadership in the first place and why every company, regardless of industry, benefits from bringing more women into senior roles.

Related: Why women make great leaders

Various leadership is not a trend – it is a growth strategy

Companies that give priority to various leadership do not only do it out of goodwill, they do it because it works. Studies consistently show that companies with more gender diversity at the top perform financially better, more effectively innovate and retain talent more successfully.

A 2020 Report from McKinsey & Company Discovered that companies in the top quarter for gender diversity at executive teams were 25% more likely to have an above -average profitability than those in the lower quartile. Yet the gap continues to grow, which suggests that diversity has gone beyond useful optics and is now essential for business productivity.

Why? Because different perspectives reduce blind spots. They make it more difficult to fall into group thinking. They come up new questions and identify different risks. Especially in high-pressure environments or now a startup or control of the volatile markets, these insights are important.

At BGN, where we are active in more than 120 countries, our success depends on understanding different cultures, responding to unpredictable situations and building trust among stakeholders in political and social lines. Those are not just technical challenges. They require empathy, adaptability and the ability to look around corners, properties that many female leaders bring naturally and that every organization should more intentionally appreciate.

How inclusive leadership works in practice

Inclusive leadership cannot just rest on slogans or soft skills. There must be a joint emphasis on who is being heard, who gets opportunities and who trusts real responsibility. In my experience, the most effective leaders create systems that emerge different perspectives and challenge their own assumptions, not just strengthening. This may mean that pushback is actively invited to decision -making meetings, pay attention to who is promoted and who is not or is fair about whether your leadership team actually reflects the people that your company serves.

It also means that you are willing to let go of comfort. It is easy to say that you appreciate diversity; It is more difficult to give someone other than you fully owned a project with a high bet or customer relationship. But that is where real change happens. If we want better results, more innovation and stronger teams, we should not just change how we conversation About leadership, but how we excercise It, day in day out.

Related: Women rise: why we need more women at the top

What female leaders bring to the table

In industry I see women lead differently and effectively. Not by simulating the traditional leadership model, but by rewriting it. In particular, women often bring three strengths that are crucial in today’s business environment:

First, Empathetic decision -making. That does not mean that you are submissive. It means thinking about how decisions influence people, how you can navigate competing priorities and how you can build trust in the long term. In the markets in the Middle East in which we work, empathy helped our teams to get a buy-in where others have struggled.

Second, measured risk assessment. In environments with high efforts, many women tend to evaluate risks, not only in terms of profit and loss, but in terms of stability and long -term reputation. BGN has helped this broader image to navigate volatility with fewer surprises and better resilience.

Third, Community-oriented leadership. More and more expect customers and employees that companies will make more than make a profit. They want to know what you stand for. Female leaders often embed those clarity, and demonstrate values ​​in strategy and demonstrate that goal Is an essential part of how things are done.

Credibility, no conformity

One of the most powerful things I have learned is that leadership does not have to fit into an old mold. It even works better if you don’t. Over the years I have discovered that the more I lead in a way that reflects my values ​​and instincts – not the playbook of someone else – the more credibility I earn. That is true, whether I meet managers in Europe or negotiate commercial deals in Asia.

The same applies to every leader in every area: your largest possession is your ability to think independently and to lead authentically. That is how you build trust. That is how your followers earn. Ultimately, you distinguish yourself in a market full of noise.

Related: to see more women in leadership roles, here is what needs to be done

Women don’t need any more reasons Why Leadership is important; We need more opportunities to lead. Similarly, companies no longer need a diversity team; They must start with shifting strength and responsibility where it has never been before.

Whether you build a company, manage a team or prepare for the next step in your career, remember this: Leadership is not about how loud you are in the room. It is about the clarity of your vision, the quality of your decisions and the way in which you take others with you.

And when more women who get a chance, the result is better companies, better leaders, more motivated employees and happier customers.