This International Women’s Day, we hear from Francesca Woodward, Global Managing Director for English at Cambridge University Press & Assessment, on how organisations can meaningfully support women in business: empowering fresh voices, diverse perspectives and a stronger workforce.
Having been in managerial positions for over twenty years, it’s fair to say that I have seen great organisational and cultural changes in the way that women are encouraged to approach leadership within business settings. Even so, invisible barriers still exist, and it is our responsibility as leaders to be aware of these.
Visibility of women in leadership has, and always will, matter. Awareness days like International Women’s Day are great for this. But visibility itself is not enough. We have to actively support one another daily, to affect true and meaningful changes.
One of the most formative moments in my own career came from a manager who consistently stretched me, giving me opportunities I didn’t initially feel ready for. It was both scary and energising, but what stayed with me most was the feeling that someone genuinely saw potential in me. Those early challenges helped me build resilience, learn to prioritise, and grow the confidence to set clearer expectations. That experience has shaped the leader I am today.
Supporting women from day one
It is no secret that supporting women needs to begin before they enter the boardroom. Confidence, access, and opportunities can make all the difference in the early stages of a career. What we learn when we start out in the world of work shapes how we view our own opportunities for growth and how we go on to lead.
I have had my own moments of doubt, of course, but having a supportive professional network – people who advocated for me, challenged me, and celebrated my progress – made a profound difference. Those early stretch opportunities taught me not to be fazed by new challenges and helped me develop the confidence to say, “If I take on X and Y, I won’t be able to deliver A and B. Is that okay?” That skill of prioritisation and boundary-setting is something many women are not encouraged to develop early enough.
Creating clear and measurable opportunities for growth – such as project ownership, providing practical training such as public speaking practice, and actively sharing knowledge and creating opportunities for networking are also crucial actions we can take.
Building sustainable progress
The aim is not just to get women a seat at the table; it’s ensuring that all playing fields are level, accessible, and tailored to individual ambition.
As leaders, we need to begin by asking questions and identifying what people want, what their unique aspirations are. We then need to invest in relevant coaching and training, provide opportunities to enhance skill sets such as cross-functional secondments, and track progress and development outcomes. To ensure awareness of strong female talent, we should be rotating meeting chairs to diversify voices heard and offer valuable new points of view.
This should be available to women at all levels of seniority. It can be easy for mentorship to fall away as a career advances; however, ensuring an empowering and safe space remains critical – particularly as roles become more male-dominated. Gender balance in leadership teams should not be seen as a nice to have; diverse perspectives strengthen decision-making, fuel innovation, and build more resilient organisations.
One of the things I value most today is seeing the moment when someone I’ve coached shows a new level of self-belief. Often, it comes right after they’ve delivered something they once thought was beyond them. You can see that shift, a readiness for the next challenge, and it reinforces why developing people matters so deeply to me. It’s incredibly rewarding to know that, in a small way, I’ve helped someone grow.
What meaningful organisational support looks like
Meaningful support is about what happens every single day. How people are hired and promoted, how we listen in meetings, and how we encourage success all year round are practical choices made within organisations. One thing Cambridge University Press & Assessment does is invest in support networks. For example, we have a Gender Balance network, a safe space where staff can get together to voice concerns and support one another’s confidence in progression.
When organisations create strong foundations, leadership positions become a natural outcome. The goal shouldn’t simply be helping women make their way up the ladder, but instead creating environments in which they feel nurtured, able to thrive, and supported for the long-term.
A final thought – not just for today but always
This year’s International Women’s Day focus is ‘give to gain’. I know from experience that when we invest in developing female talent we all benefit. Let’s reflect on what we’re already doing, and what further steps we can take to empower women in the workplace.
Every one of us can play a part in nurturing the next generation of leaders, and I aspire to a future where women’s voices are heard at every table.
Francesca Woodward is the Global Managing Director for English at Cambridge University Press & Assessment
