Sarrah Le Marquand the head of entertainment, multi-platform audios and News360 at News Corp Australia is this week’s guest writer in the IMAA’s Female Leaders of Tomorrow program, following on from last year’s series. Le Marquand, delves into the realities of mentoring, the cost of imposter syndrome, and why women supporting women isn’t enough.
1. How did you get involved (and why) in this program specifically?
Sarrah Le Marquand: I was approached late last year and while, if I’m being completely honest, I was initially concerned my already overloaded calendar wouldn’t allow me to take it on, I also believe initiatives such as this are worth trying to find the time for.
A few months into the program, I’m so glad I said yes. Even in the most hectic of weeks, I’ve not regretted a moment I have spent with my mentee – and on a selfish note it’s been a reminder of the importance of prioritising commitments that feel genuinely meaningful.
2. Why is mentoring women in the industry so important for its future success?
I’ve said this before but it’s no good simply talking about the importance of women supporting women if we’re not serious about offering practical advice and facilitating opportunities for the next generation.
SLM: I know from my day job that there’s immense power in sharing our stories with one another with candour and vulnerability. Being privy to the non-sugar coated experiences of someone who’s navigated similar terrain, from the challenges to the triumphs and everything in between, is the best way to combat imposter syndrome or a sense of isolation. And with women in Australia remaining under-represented in senior leadership positions across most industries, those feelings of self-doubt and isolation are still more common in the country’s emerging female leaders than we might have hoped would be the case by mid 2026.
3. Who are/were your mentors, and what did you learn from them?
SLM: My mentee, Hannah, asked me at our first session if I’d ever had a mentor myself and the answer is no. Not in a formal capacity, at least. But informally I have been extremely fortunate in learning so much from managers and colleagues throughout the course of my career.
From the subeditors who instilled in me a no-mistake approach to copy editing and fact checking in my very first job in media, to the magazine features editors who taught me how to pitch a celebrity interview, to the newspaper editors who helped me navigate a newsroom, to the sales director who I quietly observed working on my first commercial partnership, it’s impossible to namecheck everyone whose wisdom I have benefitted from over the years. And there’s so many people I crossed paths with as a young journo when first going on radio or hosting live TV to whom I’m forever grateful.
So I think it’s helpful to acknowledge that mentoring can take many forms, and doesn’t have to be in an official or recurring capacity.
That said, as someone who has had the privilege of mentoring quite a people over the past few years, I’ve noticed younger women are a lot more proactive in seeking out mentors than I ever was and I admire their initiative.
4. If you could offer one piece of advice to all future leaders, what would it be and why?
SLM: Two topics close to my heart are the importance of the audience, and navigating the angry algorithms of the outrage era. So the one piece of advice I would offer is where these two intersect.
When publishing content or building a brand, you have to consistently centre the audience in everything you do, even while balancing multiple stakeholders. Not losing sight of that requires not being distracted by the lure of an easy win or the loud but unnecessary white noise – and I think that’s an invaluable skill in knowing what to listen to and what to shrug off in a culture where everyone has an opinion. I’m not pretending it’s always easy, because performative online conversations are not exactly compatible with sensitivity or nuance, but staying focused on what truly matters to your core audience will invariably prove the best strategy
