Despite positive developments, women leaders still face barriers: Aditi Mittal

We, at Adgully, have always saluted and honoured women managers and leaders across diverse fields. W-SUITE is a special initiative from Adgully that has been turning the spotlight on some of the most remarkable women achievers in the M&E, Advertising, Marketing, PR and Communications industry. In the refurbished series, we seek to find out how women leaders have been managing their teams and work as well as how they have been navigating through the toughest and most challenging times brought about by the global pandemic.

In conversation with Adgully, Aditi Mittal, Group Head - HR, SAVE Solutions, speaks about the shift in gender stereotypes and roles in the workplace, prioritising self-care, setting boundaries, and fostering a supportive work environment, and more.

How do you think the role and scope of women leaders have widened in the current market ecosystem?

I believe that there are few key factors that have contributed to this value creation. A shift in gender stereotypes and roles in the workplace has led to the recognition of women leaders as capable, competent, and influential. As organisations have started implementing initiatives that focus on Diversity and Inclusion we are seeing more females joining the workforce. The definition of what comprises of an effective leadership has also evolved over the years, as qualities naturally associated with women are gaining more focus. However, I feel that despite these positive developments, there are still challenges and barriers that women leaders face, including gender bias, limited access to networks, and work-life balance considerations.

What has been your major learning from the pandemic period?

As an HR leader, the pandemic period has brought about several major learnings that have reshaped my perspective and approach towards people management. I had to quickly adapt myself and my team to work over remote work arrangements, while implementing new policies and procedures, as we navigated the changing circumstances. I also realised how important it is to prioritise and support employee well-being initiatives, including mental health resources, and fostering a culture of care and empathy. Regular and empathetic communication between the management and employees through emphasis on organisational developments and safety protocols took a front seat which helped us build trust and alleviate anxiety among employees. I believe that these learnings continue to shape my current HR strategies and practices as well as we strive to create more adaptable and supportive work environments for our employees.

What is your mantra for maintaining a successful work-life balance in the new normal? According to you, what makes women the best in crisis management?

My mantra is to prioritise self-care, set boundaries, and foster a supportive work environment. Some key principles that I follow:

• I prioritise activities that promote physical and mental well-being, such as exercise, meditation, hobbies, and spending quality time with loved ones.
• By defining specific working hours and I strive to maintain a clear separation between work and leisure time.
• Recognising the importance of teamwork and collaboration, I delegate tasks when possible and encourage a culture of shared responsibility.
• I feel that focusing on time management allows me to accomplish work efficiently and have dedicated time for personal activities.

While these are my personal learnings, I also believe that women are often better at crisis management owing to a large number of qualities that has not only been ascribed to them by society, but have also often been imbibed by us through learnt experiences in daily lives. I don’t mean to intend that these characteristics are exclusive to women, however, these traits have often been associated with women leaders and I feel that they contribute to their effectiveness in crisis management scenario.

What are the five most effective leadership lessons that you have learned?

I believe that it is extremely important for us as leaders to lead by example, because actions speak louder than words. The ability to listen actively, provide feedback, and articulate one’s expectations and visions in a way that resonates with the team members is of utmost importance. I believe in laying my trusting in my team’s capabilities and giving them the autonomy to make decisions and take ownership of their work. In my opinion an effective leadership requires a great control and balance over emotions. It is a process of continuous learning, thus remaining updated on industry trends, seeking feedback, and adapting the leadership style to different situations and individuals is important to encourage a culture of learning within the team.

Gender sensitivity and inclusion in the new normal – how can organisations effectively encourage and groom women leaders in challenging times?

There are some strategies that can be kept in mind as we ensure an effective promotion of gender sensitivity and inclusion.

• Creating equal opportunity policies that ensure that recruitment, promotion, and training processes are fair and free from gender bias are extremely important.
• An allowance towards flexible working arrangements can help women manage their personal and professional responsibilities and while ensure the retention of top talent.
• The key to workplace gender sensitivity is creating awareness about unconscious biases and stereotypes that may hinder women’s progress.

Various other initiatives that can help with women leader grooming can include work-life integration by promoting wellness programs, parental support, and family-friendly policies; along with access to resources such as childcare facilities, parental leaves, and flexible scheduling; engagement of senior leadership to be active participants in taking inclusive initiatives; tracking and analysing data about gender disparity to improve organisational inclusivity and highlighting the achievements of women leaders in the work place can go a long way in inspire more women to aspire for leadership positions.