If you had a collective of Super Women by your side, what help would you ask for? This was the question that Are Media’s Jane Huxley asked more than 800 incredible attendees at B&T’s Women in Media awards in August this year.
Last week on B&T’s Superwomen Series we spoke with Women In Media Power List inductees Anathea Ruys, Laura Nice and Mandie van der Merwe, about feeling seen, inspiring others and fighting for change in a system built against you. To view last weeks instalment click here.
The women of the Australian media, marketing and advertising spoke out loudly, sharing their biggest fears and doubts. So, now, in partnership with Are Media, B&T has called upon our legion of superwomen – that’s our winners and the Women in Media Power List inductees – to guide this generation of women through some of the industry’s most consistent problems.
This week, we tackle workplace questions with Power List inductees Sian Whitnall and Maria Grivas, as well as a representative from Are Media, Leisa Williams.
How do I make this industry better for the next generation of women?
Leisa Williams, people culture & workplace director, Are Media: I hope that I’m a positive role model for the next generation of women – approachable, flexible, curious, and commercial. I’d like to think I demonstrate that you can be fair, firm and a human leader all at the same time and that I don’t always know the answer, but I’ll actively work to find a solution. I also encourage and role model ongoing learning. There are so many opportunities for self-driven learning, and it’s key to building capability and keeping our skills current. It could be as simple as listening to a podcast series, reading an article, or joining an industry-run webinar; so long as I’m doing it regularly.
Sian Whitnall, co-ceo, OMD: I believe the most meaningful legacy we can leave is one of access, visibility, and agency. That means mentoring generously, advocating fiercely, and challenging systems that weren’t built with us in mind. I want the next generation to inherit an industry where they don’t have to shrink to fit, but can expand to lead. That starts with us modelling unapologetic leadership – and making sure it’s not the exception, but the norm. It’s also about listening beyond our own echo chambers, ensuring everyone has a seat at the table, and creating environments where people feel safe to speak up and be heard. As Co-CEO and as Mum to my daughters Isobel and Anwen, it’s so important to me to set that example both at work and at home.
Maria Grivas, CEO, Mindshare: We need to create working environments that actively dismantle the barriers that have historically held women back. That starts with recognising that our people bring their full selves to work – life, identity, responsibilities and ambitions. Work needs to adapt to life, not just expect life to bend around work. I focus on building cultures that are flexible, inclusive, and human. That’s how we make space for women to thrive – not just survive.
How do I assert authority without feeling “too much”?
LW: This can be tricky and particularly for women. I think it’s about having confidence and being respectful in conversations, along with being clear on what the purpose is or what you’re asking for. I like to propose an option or a way forward and then ask for feedback to demonstrate that I have an opinion. I also think that you sometimes need to use your judgment and ask for forgiveness rather than permission.
SW: I’ve learned that “too much” is often code for “too powerful”. Authority doesn’t have to be loud – it just has to be clear. You’ve earned the right to assert your voice because your perspective matters and your leadership is needed. Noise and chaos don’t serve anyone – clarity and impact do. This has been a lesson hard learned for me, but I’ve taught myself to hit a mental pause button before I respond, and to reflect on how I’m showing up in the moment. I’ll be frank and admit I don’t always get it right, but building that self-awareness has helped me become a much more empathic and effective leader.
MG: “Too much” often shows up as “too different,” “too intense,” or “too focused” – especially when empathy isn’t visible. But I’ve found that difference is where growth lives. We need to be open to different perspectives, because that’s how we evolve as organisations and serve our clients better. For me, empathy is the key. When I lead with empathy, I can be laser-focused and still deeply human. That’s what allows me to show up with authority and authenticity.
How do I gain respect in rooms where I feel invisible or overlooked?
LW: Fortunately, I don’t encounter this regularly. For me it’s about being able to demonstrate that I can add value beyond my functional expertise in People & Culture. I try to do this in a practical way by bring curious, asking questions and deliberately being part of the conversation in a relevant way. Building credible relationships with stakeholders and knowing my audience is also key to being respected.
SW: Respect isn’t always given – it’s often claimed. In rooms where I’ve felt invisible, I anchor myself in clarity: what I know, what I bring, and why I’m there. Sometimes, gaining respect means being the one who shifts the energy – reframing the conversation, connecting the dots, and seeing what others miss. When you lead with integrity and impact, even the quietest presence becomes impossible to ignore. And when you help others feel seen, you create a ripple effect of respect and recognition.
MG: I lean into what makes me different – my quirks, my perspective – and I show how they add value to the conversation. I make sure I lead with honesty. That means I have a point of view, and I’m not afraid to share it. Actually, it’s all about removing the fear. Respect doesn’t come from waiting to be seen – it comes from showing up, speaking up, and trusting that your voice matters. And when you do that consistently, the room starts to shift.
