Why “Give to Gain” Matters for Women’s Leadership
International Women’s Day 2026 marks more than a century of progress since the first global observance in 1911. Each year, organisations take the opportunity to celebrate women’s achievements and reflect on the work that still lies ahead.
This year’s campaign theme, “Give to Gain,” encourages individuals and organisations to support the advancement of women by sharing knowledge, opportunities, visibility and resources.
It is a powerful idea. Progress rarely happens in isolation. It happens when people actively open doors for others.
Yet when we look closely at the data on leadership, we see that progress is uneven. Representation in boardrooms is improving, but access to the roles that shape strategy and drive organisational change is still limited.
If the “Give to Gain” principle is going to accelerate progress, it must extend beyond symbolic support and into the structures that shape leadership pipelines.
The Progress Worth Celebrating
There is good news.
According to the FTSE Women Leaders Review, women now hold over 42 percent of board positions across the FTSE 350, and almost half of non executive director roles.
This represents a significant shift from the early 2010s, when women held fewer than 15 percent of board positions.
The UK’s voluntary approach to improving board diversity has been widely recognised as one of the most successful international examples of change.
For many organisations, this progress reflects a genuine commitment to improving gender balance and ensuring leadership teams better reflect the societies they serve.
Where the Leadership Gap Remains
However, the picture changes when we look beyond board representation to operational leadership.
The same FTSE Women Leaders Review shows that:
- Only around 8 percent of FTSE 350 CEOs are women
- Women hold around 21 percent of Finance Director roles
- Women hold around 21 percent of Chief Information Officer roles
These positions are not symbolic. They shape corporate strategy, control investment decisions and drive transformation initiatives.
In other words, they represent executive authority.
For many women aiming for senior leadership roles, the challenge is not simply visibility. It is access to the experiences and responsibilities that lead to the most senior positions.
This is where the idea of “Give to Gain” becomes particularly relevant.
What “Give to Gain” Means in Leadership
The International Women’s Day campaign encourages people to accelerate progress by actively supporting women’s advancement.
In leadership contexts, that support can take many forms.
It might mean:
Giving access to opportunity
Offering high potential women the chance to lead major projects or transformation initiatives.
Giving visibility
Ensuring contributions are recognised in strategic discussions and leadership forums.
Giving sponsorship
Senior leaders advocating for talented individuals when opportunities arise.
Giving resources
Providing funding, mentoring and networks that help women build sustainable careers and businesses.
These actions are not symbolic gestures. They directly influence leadership pipelines.
Source:
https://www.internationalwomensday.com
The Role of Mentorship, Sponsorship and Networks
Research consistently shows that mentorship and sponsorship play a critical role in career progression.
Mentors provide advice and perspective. Sponsors actively advocate for opportunities.
Several organisations are working to support women through these mechanisms, including:
Virgin StartUp
Supports women entrepreneurs through funding, mentoring and training programmes.
Businesswomen UnLtd
Provides coaching and funding opportunities for women building businesses.
https://businesswomenunltd.co.uk/
Women in Tech
Empowering women and girls across six continents through education, business innovation, digital inclusion, and high-level advocacy
These initiatives reflect the practical application of the “Give to Gain” philosophy.
When organisations invest in mentoring, networks and sponsorship, they strengthen the leadership pipeline for the future.
Practical Actions for Organisations
For organisations looking to support gender equality in leadership, there are several practical steps that align with the “Give to Gain” mindset.
- Provide stretch assignments that build commercial and operational experience
- Ensure equal access to leadership development programmes
- Conduct regular pay and promotion audits
- Encourage senior leaders to sponsor emerging talent
- Create environments where diverse perspectives are valued and heard
Small actions taken consistently across an organisation can create meaningful change.
Practical Advice for Women Advancing Their Careers
For women aiming to progress into senior leadership roles, it is also helpful to think strategically about career development.
Consider seeking opportunities that provide:
- Budget responsibility or profit and loss ownership
- Leadership of cross functional projects
- Exposure to strategic decision making
- Experience in growth areas such as technology, finance or transformation
These experiences often form the foundation for executive level progression.
Building strong networks, seeking mentors and being open about career ambitions can also help ensure opportunities are visible when they arise.
Conclusion
International Women’s Day is both a celebration and a call to action.
The progress seen in board representation shows that change is possible when organisations commit to it. But achieving meaningful equality in leadership requires more than representation.
It requires shared responsibility.
The theme of “Give to Gain” reminds us that progress accelerates when people actively support one another’s advancement.
Giving access, visibility, opportunity and sponsorship does not diminish anyone’s success. It expands the leadership landscape for everyone.
As we mark International Women’s Day 2026, it is worth asking:
How are we helping others progress?
Because when opportunities are shared, progress becomes collective.
