Lou Wilson, director of marketing solutions at LinkedIn AUNZ and co-founder of The Village is the next guest writer in the latest instalment of the IMAA’s Female Leaders of Tomorrow program, following on from last year’s series. Wilson unpacks why mentoring women isn’t just good in practice, but is essential to the industry’s future.
1. How did you get involved (and why) in this program specifically?
Lou Wilson: Throughout my career, I’ve benefited enormously from people who took the time to back me, challenge me and help me see opportunities I couldn’t yet see for myself. As I’ve progressed into leadership, I’ve felt a strong responsibility to pay that forward.
I was particularly drawn to the IMAA Female Leaders of Tomorrow program because it focuses on creating tangible pathways for women to grow their careers and build confidence in their leadership potential. The industry is full of incredibly talented women, but talent alone isn’t always enough. Access to networks, sponsorship, guidance and honest conversations can make a significant difference. Being able to contribute to that journey is something I care deeply about.
2. Why is mentoring women in the industry so important for its future success?
LW: The future success of our industry depends on having diverse perspectives represented at every level of leadership. We know that when teams are diverse, organisations make better decisions, drive stronger innovation and create more meaningful outcomes for customers and communities.
Mentoring plays an important role in helping women navigate challenges, build confidence and accelerate their growth. But it’s also about helping people see possibilities for themselves that they may not have considered. Sometimes, the difference between someone staying, progressing or stepping away from an opportunity is simply having someone in their corner who believes they can do it.
As someone who co-founded The Village, I’ve seen firsthand the power of connection and community. When people feel supported, understood and equipped to succeed, they thrive. Mentoring creates exactly that kind of environment.
3. Who are/were your mentors, and what did you learn from them?
LW: I’ve been fortunate to learn from a number of mentors throughout my career, both formally and informally. Some have been leaders I’ve worked for, while others have been peers, colleagues and people outside my immediate industry.
The most impactful mentors shared a few common traits: they were honest, generous with their time and willing to challenge my thinking. They taught me that leadership isn’t about having all the answers: it’s about creating clarity, building trust and helping others succeed.
One of the most important lessons I’ve learned is that your career doesn’t have to follow a perfectly linear path. Growth often comes from stepping into opportunities before you feel completely ready. Many of my mentors encouraged me to back myself, take calculated risks and focus less on being perfect and more on continuing to learn.
4. If you could offer one piece of advice to all future leaders, what would it be and why?
LW: Lead with curiosity and empathy.
The best leaders I’ve worked with genuinely seek to understand people – what motivates them, what challenges they’re carrying and what helps them perform at their best. When you understand people as humans first, not just employees, you build stronger teams, better cultures and ultimately better business outcomes.
The world of work is changing rapidly, but one thing remains constant: people want to feel seen, valued and supported. Future leadership isn’t just about strategy and execution – it’s about creating environments where people can do their best work and grow into their potential. If you can do that, the results will follow.
