[Women only] Can you share one example of how you advocated for yourself in a leadership role? What was the outcome, and what suggestion would you give others in similar situations?

"Advancing in your career often requires not just skill and hard work, but also the ability to break free from cultural norms that may hold you back." Letting go of my cultural norms and unlearning the ingrained desire to always be modest was a challenging but necessary shift in my journey to securing a promotion as a brand manager. I had been raised to believe that hard work speaks for itself, but I realized that in a competitive corporate environment, visibility and self-advocacy were just as important. To break through this mindset, I made a conscious effort to openly express my ambition. I shared my interest in the role with colleagues, mentors, and decision-makers, ensuring that those with influence knew I was ready and eager to take on the challenge. While this initially felt uncomfortable, it gradually became empowering as I noticed how my enthusiasm shaped others' perceptions of my readiness for the role. Beyond vocalizing my ambition, I also took proactive steps to demonstrate my capability. I began assuming responsibilities typically assigned to a brand manager, stepping up in meetings, making strategic decisions, and leading initiatives that showcased my leadership and problem-solving skills. By taking on these responsibilities within my current role, I eliminated any doubts about my ability to handle the position. Instead of waiting to be recognized, I made it impossible to be overlooked. Over time, this shift in mindset and action not only gave me the confidence to advocate for myself but also positioned me as the natural choice when the opportunity arose. For others looking to break free from similar cultural constraints and position themselves for a promotion, the key is to embrace both visibility and proactive leadership. Start by openly communicating your career aspirations to colleagues, mentors, and decision-makers-don't assume that others will automatically recognize your potential. Seek out opportunities to highlight your contributions. Demonstrate that you can handle the job before officially receiving the title, making it clear to everyone that you are the natural choice when the opportunity arises. Most importantly, reframe self-promotion as a tool for professional growth rather than arrogance-advocating for yourself is not about boasting, but about ensuring that your skills and contributions are recognized.

Early in my career, I discovered that a male colleague was being paid 30% more than me for the same role. I was initially told that nothing could be negotiated until the annual review cycle, which wouldn't take place for another 8 months. I was confident in my performance in my role and my value to the firm and found a way to be assertive without conflict. I explained that if they felt like my value to the firm over the next 8 months was genuinely 30% lower than my colleagues, then I would see that as very tangible and direct performance feedback. However, if that was the case, I should probably look for somewhere I could have a greater impact. I made sure that they understood that this outcome would leave me sorely disappointed, as I genuinely loved my role, was highly committed, and believed from feedback that I was exceeding expectations in my role. They equalized our pay within the week. My advice to others in similar situations is to know your value and to communicate that without the defensiveness or aggression that can come with self-doubt. That means doing your research, requesting feedback regularly, and storing testimonials or positive emails. Advocate from strength.

In my leadership journey, one of the biggest lessons I've learned about advocating for myself is this: it's not enough to point out problems-you need to show how you can add value. Early on, I made the mistake of speaking up in meetings just to highlight issues. "This process isn't working," or "This team is struggling" became a recurring theme in my feedback. While I thought I was being helpful, I noticed I wasn't being taken seriously. One day, I decided to try a different approach. During a leadership meeting, a discussion came up about inefficiencies in a key department. Instead of focusing on what wasn't working, I took the opportunity to share a solution I had brainstormed, complete with data, actionable steps, and a clear vision of the potential impact. The response was night and day. Not only did leadership implement my idea, but I was also invited to lead the project, which later became a success story for the department. That moment was a turning point for me. I learned that being seen as a leader isn't just about identifying what's broken-it's about contributing to the bigger picture. My advice to others is simple: Don't just point out problems; show how you can solve them. When you come to the table with ideas, solutions, and the confidence to advocate for those ideas, people see you as a strategic thinker and a leader who drives change. It's a shift in mindset that can truly transform how you're perceived and the opportunities that come your way.

Can you share one example of how you advocated for yourself in a leadership role? I was interested in a senior business leadership role. At the time, I was serving as the chief legal counsel for the regional business division of a large corporation. I discovered that it would be difficult for me to shift to a business operations position unless I had experience owning a P&L. Since I was in a shared service role, my work was an expense line in the ledger. Therefore, I decided to advocate for myself. I shared my goal with the Regional President (who was not my direct supervisor, but who I had a dotted line to) and asked her if she would help me obtain P&L experience. What was the outcome? I was provided with the opportunity to lead a product development initiative, which had clear P&L goals. It was an invaluable experience and I am happy to report that it was successful and profitable. What suggestion would you give others in similar situations? You own your professional development. Have clarity as to your goals. Be sure to ask for what you want and be willing to do what it takes, even if it seems challenging or risky.

Advocating for ourselves doesn't always come easily-especially for women. Research shows we are statistically less likely to self-promote, contributing to what some call the 'gender confidence gap.' This gap has real-world consequences, but the good news is that self-advocacy is a skill you can develop. Looking back at the times I've successfully advocated for myself in leadership roles, I realize I was most effective when I applied best practices in negotiation. So, if self-advocacy doesn't come naturally to you, that's okay. Take the time to learn basic negotiation skills before asking for that promotion-it can make all the difference. I saw this firsthand shortly after taking a full course on negotiation as part of my MBA studies at Boston University. I put the tactics I learned into practice-and to my surprise, the raise and promotion I asked for were granted! That experience showed me that preparation, strategy, and confidence can transform the way we advocate for ourselves in the workplace.

I was a senior director at a $50M non-profit when I noticed an exciting innovation project happening on another team. Seeing it as an opportunity to gain strategic experience and contribute to a high-priority initiative, I took the initiative to advocate for myself. I spoke with my manager and senior leaders about how I could add value and help lead the project. They appreciated my initiative, and I was given the opportunity, which ultimately helped me earn a promotion. My advice to other women is not to assume that hard work alone will get noticed-advocate for yourself, seek out strategic projects, and take initiative in shaping your growth.

Advocacy in leadership can feel like walking a tightrope: finding that balance between standing your ground and keeping things collaborative. One time, I had to push for a change that wasn't exactly popular at first: revising our approach to performance reviews. At the time, we had a rigid annual review system that felt more like a chore than something meaningful. People dreaded it, and honestly, it didn't do much to help anyone grow. We needed something more continuous and personal, so I proposed switching to monthly check-ins. This wasn't just me trying to shake things up; it came from feedback employees were quietly sharing but didn't feel comfortable voicing directly to higher-ups. The leadership team wasn't sold on it right away. They worried it would take too much time and add pressure on managers. So, I did what I always do: I got specific. I walked them through examples of how small, regular check-ins helped address issues faster and improve team dynamics. I also shared how other companies in our space were using this approach successfully. And I kept at it - not in a pushy way, but by having conversations and showing how this could work without creating extra chaos. Eventually, we rolled it out on a trial basis. The result? People felt more seen and supported, and the conversations became more practical for employees and managers. It wasn't perfect at first - there were bumps, like getting managers comfortable with the new rhythm - but those monthly check-ins are now part of how we work. I'd say to anyone trying to advocate for something, whether for yourself or your team, to keep it accurate. Bring up examples, show the impact, and don't just present it as "your" idea - tie it to what's good for the company or the team. And don't let one "no" knock you off course. Sometimes, you just need to reframe the idea or find another way to make your case.

Throughout my startup journey, I've faced a pivotal moment when our team proposed cutting costs by using a cheaper material for our sensory blocks. While it met basic safety standards, I knew from my medical background that the texture and durability weren't ideal for developing fine motor skills. While some argued it would delay production, I framed it as a brand integrity issue-parents trust us to prioritize safety over profit. The outcome? We stuck with the higher-quality material, and that line became our top seller, earning a 'Parent's Choice' award. Retailers highlighted our 'rigorous safety focus' in marketing, which directly boosted customer loyalty. It's important to advocate with context, not just conviction. Ground your stance in expertise and align it to the company's mission. If I'd just said, 'I don't like this material,' it would've failed. Instead, I showed how the compromise would erode trust-our core value. For leaders, especially in child-focused industries, being the 'guardian of trust' isn't self-advocacy-it's stewardship. Speak in outcomes, not opinions, and others will follow.

In a pivotal leadership moment at Marquet Media, I advocated for expanding our membership program, BrandYourBusiness.co, during a strategic planning meeting. Despite initial reservations from some team members about allocating additional resources, I presented compelling data from our early template sales and member feedback indicating a strong demand for more personalized support and exclusive content. I highlighted how enhancing the membership would drive recurring revenue and deepen our community engagement, aligning perfectly with our Dual Catalyst framework. My stance and data-driven approach convinced the team to invest in the membership upgrade. The outcome was remarkable: within six months, membership sign-ups surged by 30%, customer retention improved, and our community became a cornerstone of our brand's success. My advice to other women in leadership roles is to confidently present evidence-based arguments and clearly articulate how your proposals align with the company's core values and long-term goals. By demonstrating the tangible benefits and staying steadfast in your vision, you can advocate for initiatives that drive both personal and organizational growth.

One of my most challenging moments of self-advocacy came during Tied Sunwear's launch phase when our startup manufacturing partner wanted to reduce our fabric quality to cut costs. While the suggested materials technically met UPF 50+ standards, they lacked the luxurious feel and drape that was central to our vision of transforming sun protection into high-end fashion. As a young female founder facing seasoned industry veterans, it would have been easier to compromise. Instead, I arranged a competitive analysis session with our manufacturing team, bringing samples from leading luxury brands alongside our prototypes. I demonstrated how our target market's expectations for fabric quality aligned with high-end resort wear, not traditional athletic UPF clothing. I also shared early focus group feedback showing that 89% of participants cited fabric feel as a key factor in their willingness to pay premium prices for sun-protective clothing. The turning point came when I invited our manufacturer's team to attend one of our pre-launch pop-up events. Watching potential customers interact with our samples and hearing their direct feedback about fabric quality made the abstract market research concrete. This firsthand experience helped them understand that our fabric quality standards weren't just about perfectionism - they were essential to our business model and brand positioning. For others in similar situations, my advice is to transform self-advocacy moments into collaborative learning experiences. Rather than simply defending your position, create opportunities for stakeholders to directly experience the reasoning behind your decisions. When you can shift the dynamic from confrontation to shared discovery, you often find that initial opponents become your strongest allies in maintaining high standards.

When my team was consistently assigned more projects than other teams, leading to burnout, I advocated for myself in a leadership role. Based on the projects assigned, workload distribution, and team performance, I found that my team handled 25% more projects than others. Using these data, I presented the importance of equitable workload distribution to upper management. Therefore, management agreed to reallocate projects more fairly, which led to improved team morale and performance. For those in similar circumstances, gather concrete data and present it professionally. Clear, data-backed arguments are hard to ignore.

One moment that stood out was when I pushed back against a major supplier who tried to pressure us into accepting lower-quality ingredients to cut costs. They assumed I'd compromise because it would mean higher margins, but that's not how I do business. Bella All Natural was built on trust, and I wasn't about to let anyone jeopardize that. I clarified that I wasn't just another client-they needed to respect our standards. At first, there was resistance. They insisted that no one would notice the difference, but I knew better. Customers always notice. So, I stood my ground and started exploring alternative suppliers. That's when everything shifted. They suddenly became open to negotiation once they saw I was serious about walking away. Not only did we maintain our quality, but we also secured better pricing and a stronger partnership because they saw I wasn't going to be bullied. My advice? Never be afraid to walk away from a deal that doesn't align with your values. People will test your limits, especially as a woman in business, assuming you'll cave to pressure. Don't. Confidence and consistency earn respect. When you set a standard and stick to it, the right opportunities and people will come your way.

One (recent) example that easily comes to mind of a time I advocated for myself in a leadership role, was during a meeting I had with a potential investor last summer. You see, one of the daunting realities of being a woman in business is people always questioning your abilities, your skills, and even the successes you have achieved. What's even sadder and more disappointing is having to defend your skills and successes to a woman like yourself. Last summer, my business needed funds for these eco-friendly projects we had to develop, and during my meeting with one of the potential investors who happened to be a woman, the question of my availability and ability to 'man' the project came up. This investor was concerned that the project might just be too much for me to sufficiently handle without putting her money at risk. Although I understood her concerns and thought them to be genuine and reasonable to a large extent, the fact that my abilities and expertise were being questioned by another woman, left me feeling frustrated. The reminder that I couldn't escape being stereotyped even of my gender was just disappointing. However, after a much-needed moment to compose myself, I acknowledged her concerns, then I reemphasized my previous successes in similar projects, also pointing out that I wouldn't be alone in the project, but would be working with a team of experts, and then shared our strategy and action plan with her. And though I was a bit skeptical about addressing her assumptions about my availability, especially as a parent, I went ahead to assure her that my business decisions are driven by my passion for sustainable homes and the real estate industry at large. In the end, she was impressed by my preparation and strategy. She also commended my confidence and agreed to become our investor for the project. For others in a similar situation (especially women), my suggestion is to also stay prepared, with proof of your expertise to show as evidence of your competence. Stay calm, and do not get emotional or offended when you are stereotyped for your gender, background, or identity, instead, stay focused on the issue at hand. Also, with a polite but firm tone, directly address biased comments.

One powerful example of advocating for myself in a leadership role occurred while co-founding Charcuterie Marketing Crew. Being in a male-dominated industry, I was often faced with skepticism about our unique approach to marketing in niche segments. I stood firm on our data-driven strategies and presented case studies that highlighted our success in growing businesses like the drywall contractors we serve at The Drywall Marketers. By showing clear results and a well-defined ROI model, I gained the trust and commitment from skeptical partners and clients. This experience taught me the importance of combining confidence in one’s vision with undeniable results. My suggestion for others is to gather concrete data that supports your strategy and use it to push past doubts or biases you may encounter. Confidence paired with evidence makes a compelling case in leadership and can prove to be your best tool in advocating for your vision. In advocating for our mission at The Drywall Marketers, I insisted on a custom service model specifically designed for drywall contractors, an unconventional approach at the time. It was crucial to show how specialization could open up immense opportunities for clients, and it paid off—our targeted strategy became integral to countless contractors breaking into larger markets. For others, identifying and advocating for a distinct and innovative strategy can turn skepticism into success.

In my role as founder and CEO of MentalHappy, advocating for myself became crucial when we pitched to behavioral health hospitals resistant to embtacing virtual support groups. I focused on the unique value proposition of our platform: its HIPAA compliance and specific tools designed for mental health care. By highlighting how our platform reduced operational costs and improved health outcomes by 30%, I secured their trust and partnership. One particular breakthrough was when MentalHappy was recognized as an approved ARPA-H Spoke. This acknowledgement not only validated our approach but also reinforced my leadership position in mental health innovation. For others, I recommend emphasizing your product's distinct features and measurable impact to overcome skepticism and secure stakeholder support. For women in leadership, combine personal experiences with data-driven insights to establish credibility. Lean into your results and consistently demonstrate the effectiveness of your solution, as that can build confidence and allow you to effectively advocate for your initiatives.

The truth is that self-advocacy has played a major role in my career growth and success, and has helped me take control of my career trajectory, it has also helped me create and take advantage of career-advancing opportunities that would have otherwise passed me by. However, one vivid example of how I advocated for myself in a leadership role, happened two months ago when I requested a meeting with the CEO to discuss my future in the organization and explore opportunities for growth and advancement. You see, I have been taking on additional responsibilities and have been quite efficient in delivering high-quality results. However, I felt that the extra mile I was going, had gone unnoticed for too long. Before the meeting, I prepared by gathering data and metrics to demonstrate the extra value I was adding by volunteering to mentor and coach colleagues, making sure to highlight how the company has been benefiting from this endeavor, and drawing a connection between this and my future in the organization. To ensure a vivid presentation, I also qualified the impact of my mentoring and coaching efforts, tracking positive results from my mentees like promotions, successful project completions, and new skills acquired, then I went further to prepare examples of how my mentoring and coaching efforts have been instrumental in increasing retention, improving productivity and detailing in figures the impact it has had on the company's bottom line. During the meeting, I presented these data using charts and graphs, plus some personal anecdotes and stories from my mentees. The outcome of this meeting was quite overwhelming, in addition to a salary increment, I was also offered a promotion and a job title that better reflected my responsibilities and contributions. My suggestion to other women in similar situations, is that they prepare and be armed with data and metrics that demonstrate the value of their work, let the evidence they present, be their argument, and the proof that they can be counted on for efficiency. Also, be assertive and confident, and after the meeting, always make sure to follow up on any agreement that was reached.

In a previous role, I was leading an international marketing team and noticed a gap in our strategy for digital outreach, which I strongly believed could enhance our brand visibility. I advocated for increasing our budget to develop a comprehensive digital campaign, highlighting the expected ROI and presenting a data-driven case to the executive team. The outcome was positive; I received the budget approval, and the campaign increased our lead generation by 30% in six months. This experience taught me the importance of backing up my requests with solid data and confidence in my vision. My suggestion to others in similar situations is to prepare thoroughly, quantify the benefits of your proposal, and clearly communicate how it aligns with your organization’s goals. Being well-prepared not only boosts your confidence but also reinforces your credibility as a leader.

When I was up for a leadership role, a senior executive told me I was "too collaborative" and needed to be more aggressive. Instead of changing who I was, I flipped the script. I highlighted how my approach led to higher employee retention and better team performance. I made my leadership style my selling point. I got the role. You don't have to fit someone else's mold to be a leader. Own your strengths. If you're told you're too "something," reframe it as an asset. The best leaders succeed by being authentic, not by forcing themselves into outdated stereotypes.

Raising capital for 123 Baby Box was one of the biggest tests of my leadership. Investors were already hesitant about the baby subscription space, but being a young woman added another layer of doubt. I've had to advocate for myself in ways that weren't always comfortable. One major moment came during fundraising for 123 Baby Box. Investors kept questioning whether a young woman, especially one fresh out of college, could scale a company in the baby industry. I pushed back, presenting hard data on growth projections, customer retention, and market demand. I refused to let doubt dictate the conversation. The result? A $1.2 million investment from XRC Ventures, Sunstone Fund, and other key players. If I hadn't spoken up and owned my expertise, that funding might have never come through. If I had let their hesitation define me, I wouldn't have built a company that's growing 245% year over year. For women in leadership, confidence has to be backed by numbers. Saying "I deserve this" isn't enough. Show the results, prove the market need, and hold your ground. Too many women wait for validation instead of demanding it. My advice? Walk into every room knowing you belong there. The people who question your authority will think twice once they see your results.

In my early days at work, I noticed some decisions didn't fully reflect the diverse needs of our community. Though hesitant at first, I reminded myself that advocating for others begins with speaking up. I scheduled a meeting with senior leadership, shared my concerns calmly, and backed them with data and personal insights. This led to team workshops that improved decision-making and prioritized inclusion-an outcome I'm truly proud of. For anyone in a similar situation, I suggest trusting your voice and balancing your perspective with empathy. Prepare your points thoughtfully, but also approach the conversation with openness and flexibility. Advocacy is most effective when it fosters collaboration rather than contention.