Transformation Advisor & Speaker Amna Zaidi On How We Can Increase Women’s Engagement in Leadership and Management

An Interview With Vanessa Ogle

Rethink “cultural fit” in recruitment and promotion — Focus on skills, potential, and diverse experiences rather than conforming to existing team dynamics.

Despite strides towards equality, women remain underrepresented in leadership and management roles across various sectors. In this series, we would like to discuss the barriers to female advancement in these areas and explore actionable strategies for change. We are talking with accomplished women leaders, executives, and pioneers who have navigated these challenges successfully, to hear their experiences, tactics, and advice to inspire and guide the next generation of women toward achieving their full potential in leadership and management roles. As part of this series, we had the pleasure of interviewing Amna Zaidi

Amna Zaidi is a distinguished transformational leader, international speaker, and business strategist with over two decades of experience in banking and financial services. Her career is a powerful testament to resilience and breaking through barriers. At just 24 years old, she became the first female, Asian, and Muslim, to report to a company board as a qualified Chartered Accountant, marking the start of a remarkable journey. She has since held senior leadership roles at prestigious institutions such as NatWest, Deloitte, Deutsche Bank, and Lloyds TSB, where she managed teams of over 300 people and oversaw budgets exceeding £80 million.

Amna’s expertise spans many areas including, takeovers, mergers, negotiation, leadership training, employee engagement, and diversity & inclusion. In 2022, she was appointed to the board of the Institute of Chartered Accountants in England & Wales (ICAEW), further establishing her as a thought leader in her field. Recognised for her work in diversity & inclusion and sustainability & ESG, she seamlessly integrates these principles into transformation projects to drive sustainable success. Known for her ability to humanise and simplify such complex topics, Amna is an international speaker who has shared her insights at prestigious events, including the Oxford Leadership Conference in Dubai, where she addressed audiences alongside prime ministers and other dignitaries. Her talks are designed to inspire action, shift mindsets, and provide tangible strategies to elevate leadership and resilience, enhance credibility and authority, and navigate today’s volatile, uncertain, complex, and ambiguous world.

Her dedication extends beyond professional achievements and she is a committed volunteer with the Samaritans, offering emotional support to those in distress. Her commitment to authenticity, lifelong learning, and mentorship has not only driven her own success but also empowered countless others to realise their potential. Amna is passionate about creating a culture of mentorship and talent development, striving to build a pipeline of skilled, confident leaders ready to drive future business success. Honoured with the title of Freeman of the City of London at the Chartered Accountants’ Livery Company, Amna Zaidi is a recognised leader in her field. Tackling some of the most pressing challenges facing today’s organisations, her talks range from navigating the complexities of leadership versus management, to empowering diverse leaders, and mastering the art of negotiation.

Thank you so much for doing this with us! Before we dig in, our readers would like to get to know you a bit more. Can you tell us a bit about your “backstory”? What led you to this particular career path?

My journey into the world of leadership and corporate transformation started with a defining moment early in my career. At 24, I became the first female, Asian, and Muslim to report to a company board. This achievement was more than just a personal milestone; it was a reflection of the challenges I had overcome in a traditionally male-dominated industry. Growing up, I was driven by a desire to challenge stereotypes and prove that diversity is a strength. Being the only woman and person of colour in the room fueled my passion for leadership, inclusion, and business transformation. These early experiences with adversity shaped my resolve to create spaces where diverse voices are heard and valued. This commitment to breaking barriers and driving meaningful change has been the foundation of my career, leading me to senior roles at some of the world’s most respected financial institutions and ultimately becoming a recognised thought leader and speaker on the international stage.

Can you share the most interesting story that happened to you since you began your career?

Early in my career, I found myself in a pivotal moment that greatly influenced my path. Following a sudden leadership shake-up, I was unexpectedly summoned to meet with a top executive. As I ascended to the executive floor, I was filled with anxiety, fearing the worst — perhaps even losing my job. Instead, I was confronted with an astonishing offer: I was to take over a critical programme previously managed by someone with a significantly higher salary. Despite my initial shock, I recognised this as a crucial opportunity but also a chance to assert my worth. Without much preparation, I boldly asked for the same salary as my predecessor. In a male-dominated industry, where I was one of the few young women in such a position, making such a request was daunting. The executive, initially taken aback, agreed to my terms. This moment was not just about securing a fair compensation but about affirming my value and standing firm in my professional worth. This experience was transformative. It taught me the power of self-advocacy and the importance of negotiating with confidence. It marked a significant step in my journey as a leader, shaping my approach to challenges and reinforcing my commitment to advocating for oneself and others in the workplace.

Can you share a pivotal moment in your career that significantly influenced your path to leadership?

Another pivotal moment in my career came when I was offered a much larger role within the same organisation, but with the stipulation that my corporate grade would be downgraded. The company presented this as a necessary adjustment due to their organisation-wide review and rationalisation of corporate grades — an issue the executive in charge claimed was beyond his control.

The offer felt deeply unjust, particularly because it highlighted a disparity in expectations. A bigger role in return for a smaller position? Would a male colleague in my position would ever have been subjected to such a downgrade or even be offered it? This did not match with the hard-earned achievements I had worked for and the profile of the job I was being offered.

Facing the prospect of redundancy, I found it more acceptable to risk that outcome rather than relinquish a position I had worked so hard to achieve. I declined the offer.

Just two days later, the company reassessed my stance and offered to uphold my current grade, asking me if I would re-consider accepting the role. This moment was transformative. It strengthened my position as a leader in a male-dominated industry, underscoring my commitment to fairness and equity. This experience solidified my belief in the necessity of challenging inequities, knowing when to say ‘NO’ and advocating for respect and recognition in the workplace.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story about that?

Certainly. Reflecting on my journey, I am deeply grateful to my parents, who I genuinely owe all of my success to.

It began in high-pressure environments from a young age and quickly I found myself in roles that required significant responsibility and decision-making. The intensity of these roles, particularly early on, was daunting, and I often felt overwhelmed. During this period, my parents were my anchor and greatest source of support.

My mum, with her characteristic empathy and wisdom, reminded me to focus on the fundamentals of what I had already achieved and encouraged me to believe in my abilities. She helped me regain my perspective and confidence. My dad provided his guidance and practical advice which were crucial in navigating the immediate challenges I faced. His support in ‘handling the job’ and prioritising effectively was invaluable.

Their encouragement went beyond just the immediate crisis; it instilled in me a sense of resilience and a deep understanding of the importance of having a strong support system. They taught me that achieving success is not just about individual effort but also about the strength drawn from those who support and believe in you. Their unwavering support during those formative years has been a cornerstone of my journey, helping me navigate the complexities of a demanding career and reinforcing the importance of family.

Is there a particular book that made a significant impact on you? Can you share a story or explain why it resonated with you so much?

Yes, one book that made a profound impact on me is “Dare to Lead: Brave Work. Tough Conversations. Whole Hearts.” by Brené Brown. This book resonated deeply with me, particularly because it addresses the complexities of leadership with a focus on vulnerability, courage, and authenticity — qualities that I’ve found crucial in my career.

Do you have a favorite “Life Lesson Quote”? Do you have a story about how that was relevant in your life or your work?

Yes. “Winning in the moment but losing the future relationship is not winning”

While power can lead to immediate victories in our walk of life, it can also create lasting resentment and damage future relationships. True success involves building rapport, understanding the needs of the less powerful party, and fostering cooperation. It is about finding a balance that respects all parties and promotes sustainable, positive interactions.

How have you used your success to make the world a better place?

My twenty-year career has taught me valuable lessons about leadership, resilience, and overcoming barriers. I actively mentor young professionals, especially women and underrepresented groups, providing guidance on navigating career challenges, developing leadership skills, and advocating for oneself. By sharing my experiences and insights, I aim to empower them to excel beyond what I’ve accomplished.

In addition, I integrate diversity, equity, and inclusion into business strategies, fostering inclusive environments where diverse perspectives are valued. This approach is driven by a desire to create spaces where others can thrive and make meaningful contributions. I also volunteer with organisations like the Samaritans, offering emotional support to those in need. This is part of my broader commitment to giving back and supporting community well-being.

Every aspect of what I do now is underpinned by the objective of giving back — sharing my knowledge and experiences so that others can build upon them and achieve even greater success. It’s about using my journey to inspire and enable others to reach their full potential, creating a ripple effect of positive change and leadership.

Ok, thank you for that. Let’s now jump to the primary focus of our interview. According to this report, only about 31.7% of top executive positions across industries are held by women. This reflects great historical progress, but it also shows that more work still has to be done to empower women. In your opinion and experience what is currently holding back women from leadership and management?

Several factors contribute to this ongoing disparity.

One of the most challenging obstacles I’ve faced is the unconscious bias and stereotypes that still persist in the workplace. These biases often cast doubt on women’s capabilities and commitment, especially when we’re juggling both professional and caregiving responsibilities. Despite the progress that’s been made, these stereotypes still cast a long shadow, making it incredibly difficult for women to be seen and valued as equally competent and dedicated as our male counterparts.

Equally challenging is the perception of assertiveness. I can’t count the number of times my assertiveness was mistaken for aggression, simply because I’m a woman. This double standard is not only frustrating but can be deeply discouraging, as it often means that women’s true leadership qualities go unrecognised. Thankfully, there’s a growing awareness of this issue, and slowly but surely, people are beginning to see assertiveness in women for what it truly is — a vital and positive leadership trait.

Self-doubt is another feature. The internal pressure to exceed expectations and the fear of not measuring up can be overwhelming. But as more support systems and mentoring programmes become available, I’ve seen women gain the confidence to pursue leadership roles with a renewed sense of assurance and determination.

Opportunities for leadership roles can often feel scarce, and this scarcity can sometimes create an environment of fierce competition among women. However, there’s a growing recognition of the need for a more inclusive approach, with initiatives now focusing on creating opportunities that allow women to rise together, fostering a spirit of collaboration rather than competition.

Another deeply frustrating challenge has been the bias in performance evaluations. Over the years, I’ve seen how unconscious bias can taint the way women’s achievements are assessed, often leading to our contributions being undervalued. But I’m heartened to see that progress is being made here, with many organisations adopting fairer and more transparent evaluation practices that recognise true contributions.

Promotion and pay equity are issues that remain close to my heart. While systemic changes are slowly being implemented to ensure women have equal opportunities for career advancement and fair compensation, the journey towards true equity is far from over. However, I’m encouraged by the growing commitment within organisations to address these disparities — there’s a real desire to make things right, and that gives me hope.

Lastly, access to high-visibility projects is crucial for career progression, yet it’s something that has historically been more accessible to men. I’ve had to fight for these opportunities, knowing that they’re essential to showcasing my skills and leadership potential. It’s encouraging to see that more organisations are now recognising the importance of promoting diverse talent in key roles, which is helping to pave the way for more women to step into leadership. In the end, while there has been progress, these challenges continue to shape the experiences of women in the workplace. Overcoming them is not just about achieving gender parity in leadership — it’s about creating a future where every woman has the chance to lead with confidence, knowing that her abilities and contributions are truly valued.

This might be intuitive to you but I think it will be helpful to spell this out. Can you share a few reasons why more women should become leaders and managers?

Increasing the representation of women in leadership and management is not merely a matter of equity; it’s a strategic imperative with far-reaching implications for organisational success and societal progress. Here’s why:

1. Innovation: Women often bring fresh, diverse perspectives that challenge conventional thinking and who bring creativity.
2. Economics: Numerous studies have shown that companies with gender-diverse leadership teams see improved financial performance. Women’s leadership not only enhances growth by tapping into new markets and customer bases that male counterparts otherwise wouldn’t.
3. Female leaders often excel in creating inclusive and supportive environments. Their leadership styles, which frequently emphasise collaboration and empathy, can transform workplace culture, leading to better employee satisfaction, retention and cohesion as just some examples.
4. Women serve as powerful role models, showing how high-level success is attainable. This helps dismantle stereotypes and inspires women to pursue ambitious career goals.
5. Women make up a significant portion of the consumer market and leadership teams that reflect this demographic are better positioned to understand and meet the needs of their customers, leading to more targeted and effective business strategies.
6. Women often introduce leadership qualities such as emotional intelligence, resilience, and inclusiveness that complement traditional management approaches.
7. Promoting women into leadership roles reflects a commitment to the social good and equality, and challenges outdated norms and biases.

Can you please share “5 Things We Need To Increase Women’s Engagement in Leadership and Management?”

1. Accountability — Organisations must be held accountable for their commitment to gender equality, with measurable goals and transparent reporting. It’s not enough to have policies on paper — there must be a clear, enforced expectation that progress towards gender parity will be tracked, and leaders will be responsible for the outcomes. Here’s a real-life example. A major corporation set a bold target to achieve 50% female representation in leadership within five years. To ensure this wasn’t just an empty promise, they tied executive bonuses to the achievement of these diversity goals. The result was a significant cultural shift, as leaders at every level became actively involved in mentoring women, advocating for their advancement, and ensuring equal opportunities. The firm not only met its target but also saw improved performance across teams, demonstrating that holding leadership accountable can drive real, impactful change.
2. Address the ‘perfectionism trap’ — So that women are flawless in their roles, which can lead to undue pressure and hinder their willingness to take on leadership positions.
3. Reframe ‘ambition bias’ — shift the narrative around ambitious women by challenging the stereotype that high ambition in women is aggressive or somehow ‘unfeminine’.
4. Challenge the ‘motherhood penalty’ — the assumption that women with children are less committed or capable of handling demanding roles.
5. Rethink “cultural fit” in recruitment and promotion — Focus on skills, potential, and diverse experiences rather than conforming to existing team dynamics.

In your opinion, what systemic changes are needed to facilitate more equitable access for women to leadership roles?

There are several systemic changes that are crucial for increasing women’s engagement in leadership roles, and addressing these can lead to significant progress.

• Firstly, institutions need to institutionalise flexible working arrangements, such as remote working and flexible hours and adding to the core of organisational culture, and not as perks but as fundamental norms. This shift would create an environment where it’s easier for women to participate in and excel within leadership roles.
• Secondly, it’s essential to revise performance evaluation metrics. Traditional metrics often favour characteristics traditionally associated with men, like decisiveness and assertiveness. To level the playing field, organisations should reassess these criteria to value traits such as collaboration, strategic insight, and innovation. By recognising diverse leadership styles, we ensure a fairer assessment of all candidates.
• Thirdly, implementing diversity targets with rigorous accountability measures is crucial. Organisations should set clear, mandatory diversity targets at all levels and hold senior leaders accountable for meeting these goals. Transparent tracking and reporting, along with consequences for non-compliance, can drive genuine commitment to inclusivity and create a more diverse leadership pipeline.
• Fourth, strengthening pay equity legislation is a key step. Addressing the gender pay gap requires robust laws that enforce fair compensation practices. Regular pay audits, transparency in salary ranges, and proactive measures to correct disparities are necessary to ensure equitable pay for similar roles and performance levels, helping to dismantle barriers for women in leadership.
• Finally, inclusive networking opportunities can make a significant difference. Organisations should create these that support women in connecting with senior leaders and industry influencers. Structured mentorship and sponsorship initiatives can help women build valuable relationships and gain the visibility needed for leadership advancement.

What strategies have you found most effective in mentoring and supporting other women to pursue leadership positions?

One key approach is the development of tailored career plans. Recognising that each individual’s path is unique, I work closely with women in leadership and management positions to create personalised development plans that align with their specific strengths and goals. This customised support provides clarity and direction, helping them navigate their careers with confidence.

Increasing visibility is also crucial. Women often face barriers to being recognised for their capabilities, so I encourage those in leadership and management positions to take on high-visibility projects, engage in public speaking, and actively network within their industry. Building this visibility is instrumental in showcasing their skills and establishing themselves as leaders.

Another important strategy is fostering a supportive network. I stress the significance of building strong professional relationships and frequently facilitate introductions to influential contacts within their field. A well-established network not only opens doors to new opportunities but also provides essential emotional support and shared experiences.

Constructive feedback and advocacy are vital as well. I offer honest, actionable feedback to help women in leadership and management positions refine their skills and address areas for improvement. Additionally, I advocate for their achievements and potential within my professional circles, which helps create new opportunities for advancement.

Finally, promoting resilience and adaptability is essential. I encourage women to view challenges as opportunities for growth rather than obstacles. By fostering a resilient mindset, they are better prepared to handle the complexities of leadership roles with confidence and determination.

By applying these strategies, I’ve seen many gain the confidence, skills, and opportunities necessary to excel in leadership positions. My aim is to empower them to not only reach their goals but to exceed them, paving the way for future generations of leaders.

How would you advise a woman leader about how to navigate the challenges of being a woman in a leadership role within a male-dominated industry?

Stepping into a leadership role in a male-dominated industry can feel daunting, but remember, your presence and leadership are both powerful and essential. Here’s a heartfelt message to encourage and empower you as you navigate this path:

• First and foremost, embrace the incredible value you bring. Your unique perspective, shaped by your experiences and insights as a woman, is not just valuable — it’s transformative. Don’t underestimate the power of your voice and ideas. They have the potential to drive innovation and inspire change.
• Build genuine, supportive relationships. Surround yourself with allies and mentors who uplift you and understand your journey. These connections are not just support systems — they are sources of strength that will help you navigate the complexities of your role with confidence and grace.
• Stand tall in your expertise. It’s crucial to recognise and assert your own worth. Your achievements are a testament to your skills and dedication. Don’t shy away from celebrating your successes and advocating for your contributions. Your talent deserves to shine brightly.
• Cultivate resilience and adaptability. Challenges will arise, but remember, every obstacle you overcome is a testament to your strength and perseverance. Embrace these moments as opportunities for growth, and let them fuel your determination to succeed.
• Champion inclusivity and support others. By fostering an environment where diverse voices are valued, you’re not only enhancing your own leadership but also paving the way for future leaders. Your commitment to inclusivity creates a ripple effect of positive change.
• Find your balance. Integrate your professional and personal life in a way that sustains your well-being and drives your success. Your ability to manage this balance sets a powerful example and reinforces the importance of self-care and personal fulfilment.
• Challenge and transform. Don’t be afraid to question the status quo and advocate for necessary changes. Your courage to push boundaries is what will create lasting progress and make a profound impact.
• Remember, you have the strength, talent, and resilience to thrive in this role. Your leadership is not just about breaking barriers — it’s about creating new paths for others to follow. Embrace your journey with pride, knowing that your contributions are shaping the future of leadership.

How do you balance the demand for authoritative leadership with the stereotypical expectations of female behavior in professional settings?

Balancing authoritative leadership with the stereotypical expectations of female behaviour in professional settings can be challenging, but it’s a vital aspect of effective leadership. Here’s how you can navigate this delicate balance:

• First, embrace your authentic self. Your unique style of leadership is your greatest asset. There’s no need to conform to stereotypical norms or fit into predefined boxes. By being true to who you are, you’ll lead with confidence and inspire those around you. Authenticity fosters trust and respect, which are crucial for authoritative leadership.
• Communicate assertively yet empathetically. Assertiveness is key to authoritative leadership, but it’s equally important to balance it with empathy. Make decisions with conviction, but also listen to and value the perspectives of your team. This combination not only reinforces your leadership but also cultivates a supportive and inclusive environment.
• Redefine the narrative around leadership. Challenge and reshape the stereotypes that may dictate how female leaders should behave. Demonstrate that leadership is not about adhering to gendered expectations but about achieving results, driving progress, and supporting your team. By setting this example, you pave the way for more inclusive definitions of leadership.
• Set clear boundaries and expectations. Being authoritative doesn’t mean you have to be rigid or unapproachable. Establish clear expectations and boundaries while remaining open to feedback and collaboration. This approach helps you assert your leadership while fostering a positive and respectful workplace culture.
• Lead with integrity and confidence. Integrity and confidence are powerful tools in balancing authoritative leadership with societal expectations. Stand firm in your values, make decisions based on principles, and communicate your vision with clarity. Your unwavering commitment to your principles will reinforce your authority and earn respect from colleagues.
• Foster a culture of mutual respect. Create an environment where diverse leadership styles are valued and respected. Encourage open dialogue about leadership expectations and challenge any biases that may exist. A culture of respect allows for a more nuanced understanding of leadership, where authoritative and empathetic styles can coexist harmoniously.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good for the greatest number of people, what would that be? You never know what your idea can trigger.

I would launch the “Leadership Mentorship Pledge Movement,” an initiative designed to create widespread growth and equity. This movement would involve leaders and influential figures adopting someone from a junior or diverse background, committing to their professional development with clear, measurable objectives.

Here’s how it would work:

1. Mandatory Leadership Adoption: Each leader or influential figure would pledge to mentor and support an individual from a junior or diverse background within their organisation or community. This structured mentorship would include specific key performance indicators (KPIs) focusing on the mentee’s development, skill enhancement, and career advancement.
2. Performance Metrics: Establish KPIs to ensure accountability and track the progress of these mentorship relationships. Metrics might include improvements in job performance, achievement of developmental milestones, and career progression. Regular reviews would help maintain focus and motivation.
3. Recognition Platform: Develop a dedicated digital platform where mentorship outcomes are publicly celebrated. This platform would feature success stories, highlight milestones, and allow mentors and mentees to share their journeys. By showcasing these achievements, the platform would inspire others to join the movement and promote a culture of shared success.
4. Annual Awards and Celebrations: Organise an annual event to recognise and celebrate the most impactful mentorships. Categories could include “Most Impactful Mentorship,” “Breakthrough Achievement,” and “Diversity Advocate.” This celebration would not only acknowledge individual successes but also demonstrate the collective power of mentorship.
5. Community and Industry Integration: Expand the movement to involve entire industries and communities, creating a broad network of mentors and mentees. This integration would help build a supportive ecosystem that fosters continuous development and collaborative success.

The essence of the “Leadership Mentorship Pledge Movement” lies in the belief that sharing success doesn’t diminish one’s share of the pie — it enlarges the entire pie.

How can our readers further follow your work online?

I’m glad you asked! To stay updated with my work, insights, and initiatives, readers can connect with me through two main platforms:

1. LinkedIn: Follow me on LinkedIn for regular updates, articles, and professional insights. It’s where I share my latest projects, thought leadership pieces, and industry news. linkedin.com/in/amna-zaidi
2. Personal Website: Visit my personal website for in-depth articles, blogs, and resources related to leadership and mentorship. You can also find information about upcoming events, workshops, and speaking engagements. Https://www.amnazaidi.com

Thank you for these fantastic insights. We greatly appreciate the time you spent on this.

About The Interviewer: Vanessa Ogle is a mom, entrepreneur, inventor, writer, and singer/songwriter. Vanessa’s talent in building world-class leadership teams focused on diversity, a culture of service, and innovation through inclusion allowed her to be one of the most acclaimed Latina CEO’s in the last 30 years. She collaborated with the world’s leading technology and content companies such as Netflix, Amazon, HBO, and Broadcom to bring innovative solutions to travelers and hotels around the world. Vanessa is the lead inventor on 120+ U.S. Patents. Accolades include: FAST 100, Entrepreneur 360 Best Companies, Inc. 500 and then another six times on the Inc. 5000. Vanessa was personally honored with Inc. 100 Female Founder’s Award, Ernst and Young’s Entrepreneur of the Year Award, and Enterprising Women of the Year among others. Vanessa now spends her time sharing stories to inspire and give hope through articles, speaking engagements and music. In her spare time she writes and plays music in the Amazon best selling new band HigherHill, teaches surfing clinics, trains dogs, and cheers on her children.

Please connect with Vanessa here on linkedin and subscribe to her newsletter Unplugged as well as follow her on Substack, Instagram, Facebook, and X and of course on her website VanessaOgle.