Why is “Why she leads” important?

Standard Bank boasts excellent talent, and it behoves us to showcase it. Women have stories of inspiration or are simply superlative in their roles, but their contributions may go unnoticed in a male-dominated field. “Why she leads” is an opportunity to elevate and celebrate our women leaders.

What have been the biggest contributors to your success?

Excellent training and wholesome, empowering relationships with mentors, role models and confidants who have all, ultimately, become friends. Without these, my journey would have been significantly less fulfilling.

Even more importantly, my partner has consistently provided incredible support, whether with difficult career-related matters, celebrating successes or family logistics (including sleepless nights with babies and school runs).

What challenges do women leaders face, especially in financial services?

Not having an enabling domestic environment – the so-called triple burden of womanhood – means that a large majority of women have more balls to juggle than their male counterparts.

A great starting point to address this challenge is to enable and encourage men to take up non-career-related responsibilities. How do we do that? Start by addressing paternity leave and flexible working hours so men can share family responsibilities.

What is the value of mentorship in the workplace?

Good mentorship nurture leaders and has the potential to unlock a young person’s perspective on work, planning, career building, networking, conflict resolution and work-life balance.

Leadership is taught, not just innate. Incrementally increasing exposure to appropriate levels of responsibility is the key to nurturing talent.

What role can male corporate leaders play in fostering and growing women leaders?

The heart of the challenge is that true equal treatment is of course something that transcends formal rules and gestures, and it is achieved when women are de facto equals.

A true ally for gender equality is not just someone who is ‘on your side’, but somebody who seeks to see matters from your perspective, however jarring it might be to their own.

How do you handle criticism?

I take professional criticism in the best spirit possible, and where I’ve succeeded in making the necessary changes, it has made a vastly positive difference. I am also lucky that I am amnesic when it comes to non-professional criticism.

What’s your approach to taking care of yourself and your mental health?

I’d love to have enough time to exercise, take time off, practise gratitude, pamper myself and connect with loved ones. Realistically, self-care is more prosaic – protecting my mental bandwidth, celebrating small victories, and not despairing when I can’t achieve everything.

How should women support other women in their organisations? 

Go out of your way to make other women feel seen and encouraged. Show compassion in times of conflict, disappointment and/or grief.

Which three women would you invite to dinner and why?

Jacinda Ardern – she’s a strong yet compassionate leader who understands the personal and career compromises that need to be made. Winnie Byanyima, for her eloquence and actions towards social justice and gender equality on the African continent. And Celeste Barber who looks like a lot of fun to have around. 

How do you continue to learn and expand your knowledge? 

Limited time means that the courses I enrol in and books that I read are only a fraction of what I wish to achieve – isn’t this true for everyone? I enjoy my role and I’ve switched positions appropriately to ensure a challenging, growing career path. Plus, my husband is a very smart non-financial goof, and this helps a lot.

What is your advice for the next generation of female leaders?

You can achieve almost anything, but you are unlikely to achieve everything. It’s liberating to be explicit about your goals, as you can plan accordingly. There is something to be said for limiting your targets, being easy on yourself for your imperfections and leaning hard into your strengths and passions.

'Leadership is taught, not just innate. Incrementally increasing exposure to appropriate levels of responsibility is the key to nurturing talent.'