Helping the future arrive well for women

2024 COMMEMORATIVE EDITION

HELPING THE FUTURE ARRIVE WELL FOR WOMEN

UPSKILLING A MILLION WOMEN IN AI BY 2030

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MASTHEAD CEO & PUBLISHER ANA C. ROLD EDITOR-IN-CHIEF SHANE SZARKOWSKI ART DIRECTOR MARC GARFIELD

EDITORS JEREMY FUGLEBERG MELISSA METOS CORRESPONDENTS ELIA PRETO MARTINI NIKOLA MIKOVIC

MULTIMEDIA MANAGER WHITNEY DEVRIES

OPERATIONS COORDINATOR BEKI ADAMS

BOOK REVIEWER JOSHUA HUMINSKI

PHOTOGRAPHER MARCELLUS MCINTOSH

EDITORIAL ADVISORY BOARD ANDREW M. BEATO FUMBI CHIMA KERSTIN COATES DANTE A. DISPARTE

SIR IAN FORBES LISA GABLE GREG LEBEDEV ANITA MCBRIDE

CONTRIBUTING AUTHORS ANDREA BONIME–BLANC ALEXIA D’ARCO DANIELLA FOSTER LISA GABLE AILEEN IONESCU–SOMERS JOYSY JOHN

MORGAN KING KIMBERLY A. REED STACEY ROLLAND LYDIA SAAD JAMILA–AISHA SANGUILA

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WOMEN’S HISTORY MONTH 2024 | 3

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W O M EN ’S H I ST O RY M ONTH I MARC H 2024

Welcome

Ana C. Rold CEO & Publisher

Helping the future arrive well for women

S

ince our founding in 2006, even when we only published a quarterly magazine, we dedicated an entire edition—and month—to international women’s day and history month. Since then, and with the advent of our annual Global Women’s Forum in 2012, we have dedicated March 8 to women leaders in policy, diplomacy, business, and civil society who inspire us. This year’s forum was no different except that instead of celebrating past accomplishments we dedicated the day to the women of the future.

Enterprise partnered with us for this year’s forum. Our keynote speakers Louisa Tomar, Director of the Center for Digital Economy and Governance and Barbara Langley, Director of the Center for Women’s Economic Empowerment echoed the same but stressed that skills of the future alone are not enough in the new economy.

Governance, regulation, and inclusive and ethical considerations are paramount to ensure the world in the next decade does not carry the same inequities of the current world.

We asked our expert network: how do we help the future arrive well for women?

A few years ago, I was addressing the honorees of the annual Women of Courage Awards. They asked me what I thought was the path to women getting into more political office. My answer: there is no such thing as political empowerment without economic empowerment. The two go handin-hand. The AI wave is here and is affecting all of us, especially our organizations and work. The future of work demands a new approach, particularly if we want that future to be equitable and inclusive. So that’s where we began our conversation this month and we hope to carry on to the future.

The answers—as diverse as they were— led to: teach them AI. But AI—forever the buzzword—is not just about upskilling. “It’s a mindset, not a skillset,” said Tarja Stephens, the cofounder of Mia - Impact Mission Academy, which aims to upskill one million nontechnical women in AI by 2030. Mia, along with the Center for International Private

WOMEN’S HISTORY MONTH 2024 | 5

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United Nations University

Knowledge to Transform the World

United Nations University

INSIGHTS

A monthly digest from the UNU research network

SUBSCRIBE NOW: unu.edu/insights Photo: Nicholas Doherty/Unsplash

Contents W O M EN ’S H I ST O RY M ONTH I MARC H 2024

PART I: Overcoming the gendered digital divide

part II: Women in leadership

08 I Women crucial to AI’s future— and the U.S. regulatory debate

24 I Breaking barriers: women on board

By: Stacey Rolland

12 I The diversity imperative of our exponential times By: Andrea Bonime–Blanc

16 I How we can empower women to drive innovation in AI By: Joysy John

20 I Bridging the gendered digital divide By: Morgan King

By: Daniella Foster

28 I Women’s leadership in a world of risk and opportunities By: Lisa Gable

32 I Championing the entrepreneurial spirit of women–owned, led businesses By: Kimberly A. Reed

36 I Assessing the state of women’s entrepreneurship By: Aileen Ionescu–Somers

40 I A ground level view on gender parity By: Alexia D’Arco

44 I Americans say more women officeholders would benefit country By: Lydia Saad

48 I Women peacebuilders continue to navigate gendered challenges By: Jamila–Aisha Sanguila

WOMEN’S HISTORY MONTH 2024 | 7

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Women crucial to AI’s future— and the U.S. regulatory debate

By Stacey Rolland

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he U.S. Senate recently completed a series of AI Insight Forums, dedicating extensive hours to directly educating elected off icials through in–depth panels of AI experts and industry stakeholders— an unprecedented commitment focused on the risks of one technological evolution. This rare intensive exploration of a single topic illustrates the weight and signif icance the legislative body places on AI’s future.

In the weeks ahead, guided by a report distilling key learnings, multiple Senate committees will be directed to advance AI–centric legislation across multiple areas of jurisdiction, with meaningful action throughout March and April. The goal, according to Senate leaders, will be to collect the most viable proposals f rom each committee to create a comprehensive approach to regulating artif icial intelligence in the United States.

Whether the “world’s greatest deliberative body” can accomplish such an ambitious feat in a consequential election year is debatable; time will soon tell whether meaningful action can be achieved. What is clear: There is signif icant momentum behind regulating artif icial intelligence, sparked by a deep distrust of the dangers of rapid, unchecked technological advances.

Women share this distrust of AI. In an Axios/Morning Consult survey, 53% of women said they wouldn’t let their children use AI products, compared with 26% of men. There is good cause to be distrustful. Women are predicted to be disproportionately impacted by AI automation, with CNN reporting that 79% of working women are in occupations at risk of disruption, compared with 58% of men. What’s more, women and girls are more likely to be targets of AI–enabled crimes like explicit deepfakes.

Not only are they disproportionately impacted by AI disruption and risk, women are underrepresented in AI

THE U.S. CAN REALIZE A FUTURE WHERE WOMEN ARE NOT ONLY WELL– REPRESENTED IN OUR AI FUTURE BUT ARE INFLUENTIAL VOICES IN DEVELOPING LEGISLATION THAT SETS THE DIRECTION FOR THE GROWTH OF THE EMERGING TECH INDUSTRY. professions, making up only around a quarter of the global AI workforce. This lack of diversity not only perpetuates gender inequality but also limits the very potential of AI. A diverse workforce across the AI ecosystem can help address and prevent biases within AI systems. It can bring varied perspectives invaluable for identifying blind spots and brainstorming innovative solutions extending beyond conventional approaches, thereby driving positive change.

Not only are women needed in the AI workforce, but their voices and perspectives are necessary in developing the federal policies that will shape the future of AI in the United States.

Hod Lipson, director of Columbia University’s Creative Machines Lab, says about AI: “Don’t fear, steer.” Because of their disproportionate impact, women should embrace emerging technologies, f ight for training and upskilling in the technologies of the future, and, just as importantly, use their voices to influence policies that help direct the course of emerging technologies for the better.

In the short term, Congress can strengthen and modernize laws that protect women and children f rom digital threats and the deceptive lures of dark patterns, which are digital design practices that WOMEN’S HISTORY MONTH 2024 | 9

NOT ONLY ARE WOMEN NEEDED IN THE AI WORKFORCE, BUT THEIR VOICES AND PERSPECTIVES ARE NECESSARY IN DEVELOPING THE FEDERAL POLICIES THAT WILL SHAPE THE FUTURE OF AI IN THE UNITED STATES. manipulate users into sharing data or acting in ways they did not intend. Congress can incentivize corporate accountability policies that anticipate and mitigate more immediate economic impacts, such as equitable career development programs to train for skills that AI cannot replicate, establishing a resilient workforce in the face of tech disruptions.

Over the long term, a sustainable approach to AI regulation must account for the necessity of closing the gender gap in science and technology f ields. This is not merely a moral imperative but also an economic one, fostering innovation and mitigating workforce imbalances caused by automation.

By addressing these issues, the U.S. can realize a future where women are not only well–represented in our AI future but are influential voices in developing legislation that sets the direction for the growth of the emerging tech industry.

The Axios/Morning Consult survey found 44% of women believed regulation of AI would not even be possible, compared to 23% of men. Women have good reason to distrust policymakers’ ability to address short– and long–term AI risks. The influence of large tech players has long dominated the discourse around regulation.

In public hearings and remarks, elected off icials have increasingly expressed f rus-

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tration about their own inaction around protecting citizens f rom social media harms; pointing to these learned lessons as justif ication for developing a more robust approach to artif icial intelligence regulation.

Unfortunately, these years of regulatory inaction by Congress on tech dangers have engendered public resignation— the belief that Congress will not act on critical issues. This can profoundly impact civic engagement, limiting widespread public involvement in policymaking, in which a small number of the largest stakeholders can have outsized influence.

To counter this, Congress must hear diverse viewpoints as a catalyst for legislative movement.

The discourse on AI regulation must extend beyond Capitol hallways to our virtual main street of small AI developers and service providers, many of whom are women and will employ women. Focusing on diverse stakeholders is strategic; it encourages more effective and future– proofed policies that benef it a broader swath of the economy and ensures that AI’s disruptive potential is harnessed to empower, rather than marginalize, women as essential contributors to our emerging technological future. ***** About the author: Stacey Rolland is a leading expert in emerging technology policy and strategy in Washington, DC.

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The new genius is a collaborative genius

At Northwestern University’s Roberta Buffett Institute for Global Affairs, we believe that relationships among individuals and institutions—globally and locally—are what generate new knowledge that sparks solutions to global challenges.

Learn more at buffett.northwestern.edu.

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The diversity imperative of our exponential times

By Andrea Bonime–Blanc

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hether it is diversity in the boardroom or the executive suite, or diversity in AI and tech roles and decision–making, diversity is the imperative of our tech present and future. Without diverse representation in these roles, across sectors and frontiers, humankind won’t be able to fully and constructively tackle the deep yet still undefinable risks and the “sky’s the limit” opportunities of AI, generative AI, and other exponential technologies that are coming at us at the speed of light.

AI’s diversity problem Two recent media stories powerfully illustrate a key issue with exponential technological innovation: a jarring lack of diversity that largely leaves out both women and people of color. The world cannot afford to move into the age of exponential technology without all –hands –on deck and a holistic, inclusive approach to steering our tech future.

Media Story #1: On 13 September 2023, the New York Times reported “In Show of Force, Silicon Valley Titans Pledge ‘Getting This Right’ with A.I.” In which the “titans” were almost all white men including the usual suspects: Elon Musk, Sam Altman, Sundar Pichai, Mark Zuckerberg, Bill Gates, Satya Nadella, Jensen Huang, Alex Karp, and Jack Clark.

The NYT piece referenced the closed–door meeting as “a rare congregation of more than a dozen tech executives in the same room.” Media photos of the event showed the “titans” arriving in style in their black sedans, and in the senate chamber with mostly male senators and staffers—with a few female exceptions.

This important conversation, of course, took place behind closed doors so that the “titans” and senators could freely express their thoughts about the end of the world without attribution and away from the watchful eyes of their undoubtedly diverse stakeholders.

This is a shame. The senate leadership and staff demonstrated relative blindness in making this a media circus about the tech titans rather than a more holistic, inclusive, and public discussion about humanity’s shared tech interests. The media, meanwhile, perpetuated bias in their coverage: pervasively male content, references, quotes, and photos.

The tech titans themselves, while not at fault for being successful, have a higher obligation to act on the tech diversity imperative because of their success.

Media Story #2: On 3 December 2023, the New York Times produced an upsetting fluff piece on the “Luminaries of AI.” The 12 luminaries were all men and ten of them were white. This story completely ignored the depth and breadth of the female and people of color leadership in tech and more specifically AI and other exponential technologies. This piece engendered a bit of a furor among diverse groups, especially women’s groups, with numerous media and social media posts countering the 12 male luminaries’ narrative (see below).

For diversity to really work, we need those in power to recognize the power of diversity and insist on a more diverse composition in all venues—jobs, media coverage, conference panels, etc.

The Diversity imperative What happens when we are only listening to the “titans?” We are only hearing one half of the story, the half that is about gung–ho tech breakthroughs and billions (and even trillions) of dollars. What we don’t hear about enough is the other half of the story, the part that asks about the purpose and mission of the tech, and its ethics, safety, and security—its impact on society and stakeholders.

The ongoing OpenAI governance saga perfectly illustrates this ongoing drama. OpenAI continues to twist and contort from having been a mission/purpose–driven nonprofit with a diverse board looking to develop safe AI for humanity, to now being something WOMEN’S HISTORY MONTH 2024 | 13

quite different: an on–fire, multi–billion– dollar, profit–seeking venture, whose board is currently all white men, rushing new products and services to the marketplace.

Building a Constructive Future We can do so much more. This isn’t about dethroning the tech bros. It’s about bringing in the voices, brainpower, and creativity of most of the rest of humankind. Together, we must deploy our skills and common humanity to solving our tech challenges and making the world a safer place for exponential change.

In the meantime, how can we work better together to build more positive and inclusive narratives? Here’s how: •

By immediately countering misinformation by offering actual information, data and facts, as Kara Swisher and Fei Fei Li did in response to the NYT’s “12 luminaries” article by posting the following on X:

THIS ISN’T ABOUT DETHRONING THE TECH BROS. IT’S ABOUT BRINGING IN THE VOICES, BRAINPOWER, AND CREATIVITY OF MOST OF THE REST OF HUMANKIND. als and other teams on implicit bias and blind spots and making sure you never construct a “manel” (a men–only panel).

•

And by doing original work disseminating important data and other information in your own space. Two such initiatives include the group of diverse women from the Athena Alliance who have written and published the Athena AI Governance Playbook, and XRSI, a non-profit dedicated to safety in the metaverse and made up mostly by women and people of color.

This is all to say that a concerted, communal, and collaborative effort is way past overdue on developing safe, secure, ethical AI, and other tech. When half of the planet is excluded because of gender—and more than that because of color, race, geography, or other diversity —one can only conclude that there is a better, more holistic way, both for reducing the risks of future tech and creating new opportunities.

•

By offering counter–narratives as did this column titled “NY Times Missed These 12 Trailblazers: Meet the Women Transforming AI.”

•

By doing better due diligence in building “best of” lists like the Time100/AI List of 100 most influential leaders in AI, with 36 women and many people of color on it.

•

By training your communications, public relations and media profession-

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***** About the author: Andrea Bonime-Blanc, JD/PhD, is founder & CEO of GEC Risk Advisory.

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How we can empower women to drive innovation in AI

By Joysy John

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Image via Adobe Stock.

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rtif icial Intelligence has immense potential to positively transform the world but it has a gender–diversity problem.

Empowering women in AI is not just a moral imperative but a strategic necessity. By upskilling women and increasing their representation in AI leadership, we can create a more inclusive, innovative, and productive future.

Women represent roughly 47% of the UK and U.S. labor force. Yet they make up just 16% of the tenure–track faculty focused on AI globally and only 26% of data and AI positions in the workforce.

The lack of gender diversity in AI research has far–reaching consequences.

SOCIETY IS SHAPED BY NORMS AND BEHAVIORS. THE UNDER–REPRESENTATION OF WOMEN IN AI PERPETUATES HARMFUL STEREOTYPES, CREATING A SELF– FULFILLING PROPHECY AND LIMITING THE DIVERSITY OF VOICES SHAPING OUR FUTURE.

Why does the lack of gender diversity matter?

AI failures disproportionately impact women and those f rom marginalized backgrounds. It perpetuates existing biases and reinforces societal inequalities.

For example, Amazon’s AI–driven recruitment system was found to discriminate against women for technical jobs. Beyond missed opportunities, this imbalance impedes progress on economic, cultural and technological f ronts.

•

•

Economic Impact: Diverse teams drive innovation and economic prosperity. When capable women are excluded f rom AI, we miss out on f resh perspectives, novel ideas, and potential breakthroughs. McKinsey research shows that companies whose workforces consist of more than 30% women outperformed the least gender–diverse companies with above–average prof itability.

Cultural Implications: Society is shaped by norms and behaviors.

The under–representation of women in AI perpetuates harmful stereotypes, creating a self–fulf illing prophecy and limiting the diversity of voices shaping our future. This has a negative impact on equality and belonging

in the workplace. Equitable gender representation is a must if we want to change the narrative around who can participate in and lead technological innovation.

•

Technological progress: AI systems that are predominantly designed and trained by men could lead to suboptimal solutions that disadvantage women consumers. For example, studies have shown that some facial recognition systems have lower accuracy for women and ethnic minorities than for white men. We can’t afford to ignore the perspectives of half the population in future design and development of AI.

Barriers for gender balance in AI Some of the root causes of underrepresentation of women in AI are insuff icient role models, unequal access to educational opportunities, stereotypes, biases in hiring, and hostile tech culture. A lack of education and clarity on the range of roles and industries in which one can work with AI has contributed to keeping women out of the f ield. Once women overcome the f irst hurdle of getting into AI, they often face another challenge: staying. Fifty seven percent of women WOMEN’S HISTORY MONTH 2024 | 17

CREATE A RESPECTFUL, INCLUSIVE, AND SUPPORTIVE ENVIRONMENT FOR WOMEN BY IMPROVING ACCESS TO OPPORTUNITIES FOR LEARNING, NETWORKING, AND LEADERSHIP.

customer experience, AI ethics, data science, and beyond.

•

Celebrate impact of women: Celebrate and amplify the achievements of women in AI by recognizing and rewarding their excellence and impact.

For example, Women in AI Awards, Women in Machine Learning, Women in Data, among others.

•

Provide training opportunities: Promote a culture of continuous learning and provide women with professional development opportunities to unlock their potential. Some examples include Teens in AI, AI4Good Lab, and Women in Data Science.

•

Build an inclusive culture: Create a respectful, inclusive, and supportive environment for women by improving access to opportunities for learning, networking, and leadership.

•

Be an ally: Collaborate and partner with other women in AI, by building and joining communities and organizations (e.g. Tech Talent Charter, National Center for Women and Information Technology) that share the mission of promoting gender balance in AI.

said that they left their employer due to discrimination.

Actions to foster gender diversity in AI I am inspired by Maria Klawe’s leadership at Harvey Mudd College where she increased the ratio of women in computer science f rom 10% to 40% in 5 years. This involved culture change, rigorous tracking, and course correction to increase interest and belonging in computer science. Concerted efforts by educational institutions, employers, policy makers, and individuals will be required to attract and retain women in AI. Based on Women in AI research I conducted while at Nesta and my experience of launching digital skills training in the UK (Ada National College for Digital Skills and 01Founders), I recommend: •

•

Showcase female AI trailblazers: Encourage and inspire more girls and young women to pursue and excel in AI by providing them with positive role models, mentors, and guidance. For example, you could join STEM Ambassadors, Girls Who Code or Founders4Schools to inspire the next generation of AI leaders.

Change the perception of AI: Create public dialog about new ways of talking about AI and thinking about its impact e.g. AI for Good Global Summit. Highlight not just the engineering and technical roles but also opportunities in product management,

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Empowering women in AI isn’t just about fairness, it’s about unlocking untapped potential. By taking these actions, we can create a more diverse, inclusive, and vibrant AI community that builds a better future, fuels innovation and drives economic prosperity for all. ***** About the author: Joysy John is an entrepreneur, edtech advisor and innovation consultant. Joysy is the ex-Director of Education at Nesta and ex-CIO of Ada National College for Digital Skills.

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Bridging the gendered digital divide

By Morgan King

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he digital transformation is reshaping businesses and entire industries at an unprecedented rate, revolutionizing everything f rom entertainment to operational processes to interactions and decision-making in ways that can save time and money. Amid this immense promise there are also concerns that the so-called digital divide could grow much wider without major and deliberate efforts for inclusivity. The gender aspect of this digital divide is signif icant and is reflected in ways many take for granted. For example, global studies conf irm that fewer women and girls have internet access or mobile phones than men and boys, and disparities are larger in low-income countries.

Realizing the full potential of the digital transformation requires we ensure that women and other historically marginalized groups are empowered and enabled to both contribute and benef it more fully.

Women’s active participation in the digital economy is about more than just gender equality and f inancial inclusion. It represents a strategic imperative for fostering sustainable economic growth, with the potential of adding many trillions of dollars to the global GDP in coming years. Today, impediments to women’s full participation in the digital economy— such as limited resources, limited access to the internet, inadequate digital skills, and online gender–based harassment— threaten that potential for growth and even worsen existing social and economic disparities. Those are just some of the issues that led G20 nations to pledge last year that they will pursue efforts to halve the digital gender gap by 2030.

How can that be accomplished in such a small amount of time?

A number of new initiatives are moving the needle, not just for working women, but also the world’s many women entrepreneurs. By most accounts, the majority of women–owned businesses are micro, small, or medium–sized enterprises (MSMEs). Frequent market barriers reported

IN MANY LOCATIONS, DEDICATED DIGITAL LITERACY BUILDING PROGRAMS ARE HELPING TO ADDRESS ANXIETIES ABOUT TECHNOLOGY, INCLUDING ONLINE GENDER–BASED VIOLENCE AND HARASSMENT, THEREBY FOSTERING A SUPPORTIVE LEARNING ENVIRONMENT. by the World Bank and others include access to credit or f inancing and e-commerce opportunities, challenges many women believe they could address more easily if they had better digital skills.

Here are three key approaches to bridging digital services that include a range of actions from the local to the global level:

Inclusive program design Partnering with relevant stakeholders like regional women’s organizations, community groups, and area business associations is helping many countries and communities ensure that training programs for local women are customized to their needs. For example, women typically shoulder disproportionate childcare and household responsibilities, which makes it challenging to participate in activities outside the home during the workday. The most successful programs tend to offer flexible scheduling (evenings, weekends) and childcare options that reduce accessibility barriers and can encourage broader participation. Women’s business resource centers in Guatemala and Papua New Guinea are among the promising new models. The locations offer safe work and training spaces with WOMEN’S HISTORY MONTH 2024 | 21

ENCOURAGING THE USE OF DIGITAL TOOLS AND PLATFORMS AMONG WOMEN–OWNED BUSINESSES IS ESSENTIAL FOR THEIR COMPETITIVENESS AND GROWTH. basic off ice equipment such as computers and printers as well as daycare facilities. Women who go there have the basic tools they need and time to focus on learning new skills and get mentorship.

These are programs that offer peer–to– peer experiences foster a sense of community and empower women to navigate the digital landscape conf idently.

Practical skills and application In many locations, dedicated digital literacy building programs are helping to address anxieties about technology, including online gender–based violence and harassment, thereby fostering a supportive learning environment. For instance, the Philippines government has incorporated online training modules and made them available to the country’s estimated 30,000 MSMEs as part of its e–commerce roadmap. Such offerings can equip women entrepreneurs with the basic skills to compete in the digital marketplace by utilizing tools that many take for granted: email, word processing, digital marketing, and online payments.

They can also learn about digital rights and online risks, cybersecurity, personal online safety, intellectual property protection actions, ethics, and more.

Equal access to technology Encouraging the use of digital tools and platforms among women–owned businesses is essential for their competitiveness and growth. Policy initiatives that promote access to affordable devices 22 | D I PLOM AT I C COU RIE R

and reliable internet connections further incentivize technology adoption amongst women. Affordability, access, and new tools are among the top aims of a global partnership launched by the United States Agency for International Development and the Bill & Melinda Gates Foundation as part of the Women in Digital Economy Fund. And multi-nationals such as Visa have launched global programs to digitally enable women-owned small and micro businesses. At the local level, a growing number of leaders and organizations are exploring partnerships with libraries, community centers, and schools to utilize existing computers or leverage available wi–f i access.

In the meantime, dialogues are growing to shape smarter public policies and guidance around education and digital governance matters, keeping in mind how technology may evolve in the coming years both globally and within certain markets. New concerns and developments may either negate or accelerate the needs for certain kinds of training, policies, and exposure. Most experts agree that collaborative efforts among governments, businesses, civil society, and international organizations are essential to progress. The world will be a much brighter place if we can further leverage the talent and creativity of more women, who now make up roughly half of the global population. ***** About the author: Morgan King is a CIPE Program Officer and oversees portfolios in Central America that include women’s economic empowerment and gender equity programs.

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Breaking barriers: women on board

By Daniella Foster

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Image via Adobe Stock.

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here’s something fascinating about the British, but it has nothing to do with the Royal Family. It has everything to do with the British focus on women in senior leadership. The proportion of board positions held by women in the Financial Times Stock Exchange (FTSE) 350 rose to 42% this year. This is more than double the global number, where women occupy just 20% of board seats.

In looking at the top 10 companies featured in the FTSE Women Leaders Review, it is striking that the majority are consumer or health focused. Research shows women make 80% of household healthcare decisions and are also responsible for 80% of consumer spending. So, it makes sense that the boards of these companies would be reflective of the audiences they serve. The same holds true globally, as consumer packaged goods and pharmaceutical companies have among the highest percentage of women in their C–suites. It makes good business sense. When your mandate is to design for HER, it’s important to have a team that understands her wants and needs. There’s an innate get–it factor and ability to create effective offerings because at least part of the team identif ies with the audience. More organizations would be wise to follow suit and that goes beyond the boardroom.

The UK Financial Conduct Authority has asked UK–listed companies to ensure 40% of their board members are women and one senior board position to be held by a woman. This is not mandatory but given pressures from various stakeholders, many companies are abiding by this, as evident by the most recent results. While guidelines like this one are not possible everywhere, organizational goal setting is critical.

What gets measured, gets managed.

Goal setting is not limited to just a number. There needs to be intentionality in terms of the skills and perspectives needed to drive an organization forward.

For instance, I am the board chair of the

WHEN WOMEN ARE WELL–INTEGRATED INTO BOARDS, THE COMPANIES EXPERIENCE 10% HIGHER STOCK RETURNS AND THEIR SHAREHOLDERS ARE LESS LIKELY TO DISSENT BOARD DECISIONS. UN Global Compact Network USA and used to oversee the nominations and governance committee. We put together a skills and prof ile matrix to help drive how we thought about the board makeup and what would be required to drive our mission forward. It’s not about box– checking; it’s about identifying what talents, characteristics and capabilities are needed to help the organization adapt and evolve. Boards are required to make tough choices about the future of a company, so ensuring varied skill sets to inform decision–making is critical.

Recent research shows companies in the top quartile for board–gender diversity are 27% more likely to outperform f inancially than those in the bottom quartile.

And when women are well–integrated into boards, the companies experience 10% higher stock returns and their shareholders are less likely to dissent board decisions. Women bring a unique skillset to boards that help drive better decision making. According to a study by Harvard Business Review, there are a few important ways women make an impact: 1.

They come prepared. They read the pre-reads, they do their research, they think about business problems and what success looks like before the meeting.

2. They’re not afraid to ask the tough questions. Women are not afraid WOMEN’S HISTORY MONTH 2024 | 25

to acknowledge they don’t know something and are willing to ask in–depth questions to foster understanding so the board can make the best decision possible.

3. They create inclusive environments.

They enable conversations that are deeper and more nuanced.

Interestingly, while the UK is doing well in terms of board representation, it does not echo into the broader organizations.

There’s still work to be done in the UK and across the world to bring more women into senior leadership roles. While most organizations start with gender parity in entry level roles, that balance tips towards men as responsibility increases.

We’re making progress, though. And to keep up that progress, focus needs to be placed on developing future talent. There are three capabilities I think are critical for women to rise through the ranks. First is comfort with ambiguity. Change is all around us and to navigate that change, being ok with that uncomfortable feeling of not knowing what’s going to happen next is key. Next is resilience. There are going to be hurdles. It’s how you deal with those hurdles that matters. And lastly, having a growth mindset. You don’t need to have all the answers, but with that spirit of continual learning and knowing you can develop the tools to figure out how to problem solve.

Progress is happening. And we need to be intentional about making sure progress continues. ***** About the author: Daniella Foster is the Senior Vice President and Global Head of Public Affairs, Science and Sustainability for Bayer’s Consumer Health Division and is a member of the division’s Executive Board.

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Women’s leadership in a world of risk and opportunities

By Lisa Gable

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ender equality is not just a moral imperative but a strategic necessity for nations aiming for stability and progress. The 2019 United States Strategy on Women, Peace, and Security highlighted a stark reality: Societies that empower women to participate fully in civic and economic life are more prosperous and peaceful.

Amidst the geopolitical and technological tectonic shifts, women are pivotal in leading through crises. The Ukraine conflict exemplif ies this: As men shoulder the burden of armed conflict, this country’s women emerge as crucial leaders, navigating the complexities of rebuilding and revival. The current devastation caused by the Russian invasion underscores the importance of women’s engagement across all spheres of recovery, signaling an imperative for their active involvement.

Despite numerous barriers, women around the globe have made strides in various sectors, including AI, health, technology, and politics. At the World Economic Forum in Davos this year, 28% of attendees were women, leading conversations in these crucial f ields.

Data f rom the UN shows that 28 women currently serve as heads of state or government. In addition, women represent over 22% of cabinet members globally.

The world is also witnessing increasing female representation in local governments. In 141 countries, over 3 million women hold local elected positions.

Today, young women excel in medicine, f inancial services, healthcare, education, non–prof it, human resources, and customer service sectors. We see young women pursuing higher education, with women representing 55% of graduate and undergraduate students and making up over 55% of f irst–year students in U.S. medical schools. In Tunisia, a surprising 61% of higher technical and engineering graduates are women.

THE WORLD IS ALSO WITNESSING INCREASING FEMALE REPRESENTATION IN LOCAL GOVERNMENTS. IN 141 COUNTRIES, OVER 3 MILLION WOMEN HOLD LOCAL ELECTED POSITIONS. However, despite these advances, women encounter signif icant risks to their continued ascendancy, f rom gender–based violence, authoritarianism, and the advancement of AI. Gender–based violence, including physical, sexual, and psychological abuse, remains a considerable concern globally.

International Republican Institute data shows that a staggering 82% of women parliamentarians report experiencing psychological violence, with nearly half receiving threats of death, rape, assault, or abduction.

Online harassment further exacerbates this issue, with 38% of women leaders experiencing violence online. Such violence discourages women’s participation in politics and leadership roles, threatening the progress made towards gender equality.

When democracy and the rule of law are not upheld, women often bear the brunt of the consequences. We have witnessed this in places like Afghanistan under Taliban rule, where educated women, jurors, and government off icials were suddenly thrust back into an era of Islamic repression. Overnight, their f reedoms were curtailed, and their abilities to participate in public life were severely restricted, illustrating the profound impact on women when such fundamental rights and systems were undermined.

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TO MITIGATE THIS RISK, WE MUST EQUIP WOMEN AND GIRLS WITH THE SKILLS NECESSARY TO THRIVE IN AN AI–DRIVEN ECONOMY, INCLUDING COMPETITIVE BACKGROUNDS IN STEM FIELDS. As we look forward, it’s clear that the intersection of AI and women’s roles in democratic societies is a topic that demands our attention. AI presents a dual reality: It can create new opportunities for women yet simultaneously threaten existing positions. According to the International Monetary Fund, about 11% of jobs currently held by women are at risk due to AI and digital technologies. This fact could signif icantly exacerbate gender inequality, particularly in traditionally occupied by women, such as administrative, marketing, communications, and entry–level positions.

To mitigate this risk, we must equip women and girls with the skills necessary to thrive in an AI–driven economy, including competitive backgrounds in STEM f ields. This proactive approach can help women adapt to the changing job market and are positioned to take on new and emerging roles.

Several organizations are taking proactive steps to address these issues. The Women’s Democracy Network (WDN), a program of the International Republican Institute established in 2006, has empowered over 5000 women in 80 countries, enabling them to participate in the political process and take on leadership roles. WDN also supports 10 days of Activism Against Gender Based Violence.

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WeConnect International connects women–owned businesses globally, integrating them into the supply chain, boosting their business capabilities, and extending their economic power. Such initiatives are crucial in creating a more inclusive and equitable world.

Mia–Mission’s Global AI Academy empowers non–technical women, aiming to upskill 1 million women, unlock 100,000 jobs, and accelerate AI skill advancement.

We must remain vigilant. Although promising opportunities exist for women, signif icant barriers and challenges remain. Addressing gender–based violence, preparing women for the impact of AI, and supporting organizations that empower women are critical steps towards a more prosperous and peaceful future for all. It is imperative for governments, businesses, and civil society to work together to ensure gender equality and women’s empowerment remain at the foref ront of discussions and actions. ***** About the author: Lisa Gable is a Diplomatic Courier Advisory Board member, Chairperson of World in 2050, and WSJ and USA Today best-selling author of “Turnaround: How to Change Course When Things Are Going South” (IdeaPress Publishing, October 2021).

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Championing the entrepreneurial spirit of women–owned, led businesses

By Kimberly A. Reed

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s a young female growing up in rural West Virginia in the 1970s and 1980s—which was before the Internet could bring the world to you—I had to think big, work hard, and challenge myself in every way possible to get on the right path to achieve my dreams. I credit my family, public libraries, organizations like 4–H and the West Virginia Governor’s Honors Academy, demanding teachers who pushed me to new heights, and diverse individuals who took the time to mentor or simply inspire me.

AS WE PAUSE FOR INTERNATIONAL WOMEN’S DAY 2024, MAY EACH OF US DO ALL WE CAN TO HELP WOMEN–OWNED AND –LED BUSINESSES PROSPER IN THE U.S. AND AROUND THE WORLD.

Serving as the f irst woman Chairman of the Board, President, and CEO of the Export–Import Bank of the United States (EXIM) f rom 2019-2021 also exposed me to new challenges and opportunities.

From reopening a federal agency founded in 1934 which essentially had been closed for four years due to Congressional inaction to working with the President of the United States and U.S. Congress to secure the longest reauthorization in EXIM’s history to taking on major new challenges f rom national and economic security perspectives, I worked the hardest I’ve ever worked in my life with hundreds of amazing colleagues who were dedicated to public service. It also gave me the most remarkable leadership experiences. I was inspired by things small and large, local and global, and, of course, the unfathomable. Each day—which never played out as expected—was a new challenge f illed with stresses and crises.

More importantly, every single day was a blessing and an opportunity.

Noting that 95% of U.S. businesses’ potential customers reside outside of our borders, I wanted to do all I could to encourage American women to bring their great “Made in the USA” products and services to the world. I also knew it would be a team effort to do this, so we worked closely with our government interagency partners, including the U.S. Departments of Commerce, Agriculture, and State, and the U.S. Small Business Administration, and external partners, such as the National Association of Manufacturers and U.S. and local Chambers of Commerce, to deliver “women wins.” I also visited women–owned businesses in rural and urban America to better understand their challenges, as well as determine if EXIM could help these entrepreneurs better succeed in the f iercely competitive and often unfair global marketplace.

As we mark International Women’s Day 2024, I want to share one key EXIM insight that inspired me: the entrepreneurial spirit and prosperity of women–owned and women–led businesses in the United States and around the world.

When I took my oath in the Oval Off ice as the f irst woman head of EXIM in the agency’s then 85–year history, I made helping U.S. businesses owned and led by women as one of my top priorities.

I will never forget visiting AcousticSheep LLC, a woman– and minority–owned small business in Erie, Pennsylvania, that manufactures headphones designed for sleeping and running. EXIM’s export credit insurance program supported its international sales. Founded in 2007, the innovative small business grew f rom a kitchen–table operation into an awardwinning company with 25 employees.

Alongside AcousticSheep’s female CEO Dr. Wei-Shin Lai, I noted that there was nothing more inspiring than seeing a great woman–owned business “built f rom scratch, like this one, and watching WOMEN’S HISTORY MONTH 2024 | 33

dedicated employees turn an innovative idea into a product that people around the world love.”

AcousticSheep’s story is important for other small businesses hoping to export.

As it grew, the company began selling its products internationally, but it also experienced diff iculty when the foreign customers defaulted on payments. This is where EXIM came in. EXIM’s export credit insurance provided protection against the risk of nonpayment and enabled the company to continue increasing its exports in its original markets and also expand into two new countries.

At the time, AcousticSheep’s exporting, which sustained local Pennsylvania jobs, accounted for about 25% of sales.

Between 2017–2020, EXIM supported the company’s exports, valued at nearly $170,000, to New Zealand, Canada, and Australia. AcousticSheep’s CEO commented to me, “As a small business, EXIM has given us the conf idence to work with new distributors in more risky countries as well as expand our sales to existing distributors, giving them more credit— and increased sales—over time.”

Looking back at my tenure at EXIM, I am pleased with what we achieved. In FY 2019 and 2020, EXIM approved $776 million in support of women– or minority– owned businesses. We also planted seeds with women across the U.S. who wanted to succeed in the global marketplace. In coast–to–coast outreach—both in–person and virtually, as this was at the height of the COVID–19 pandemic—my EXIM colleagues and I participated in 264 business development discussions to engage women– and minority–owned businesses about EXIM’s products and services.

But, there is more to this story. While at EXIM, we not only focused on women in the United States, but also globally. They repeatedly commented that the United States’ makes the highest quality products in the world. Their passion about being able to connect with and buy f rom 34 | D I PLOM AT I C CO URIE R

American women was truly infectious.

I will never forget one of these meetings, which took place in Khartoum, Sudan, with then Minister of Finance and Planning, Her Excellency Dr. Hiba Ahmed Ali. After our robust conversation, I presented Minister Ahmed Ali with a replica of the United States’ “First” First Lady Martha Washington’s pearl dove pin. I told her that the pin was a declaration of Mrs. Washington’s hope for the future, peace, and prosperity for the new United States of America, and I wished the same for Sudan.

Unfortunately, many atrocities have happened in Sudan since our special meeting, and I pray for the prosperity of the women of Sudan who were in Minister Ahmed Ali’s heart when we spoke.

As we pause for International Women’s Day 2024, may each of us do all we can to help women–owned and –led businesses prosper in the U.S. and around the world. ***** About the author: Kimberly A. Reed was the first woman Chairman, President, and CEO of the Export–Import Bank of the United States (EXIM).

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Assessing the state of women’s entrepreneurship

By Aileen Ionescu–Somers

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n recent years, the discourse on women entrepreneurship has been centered on questions of bias and stereotypes. While these are critical, it is important to also delve into the myriad aspects of women’s entrepreneurship that remain overlooked. It is of utmost importance to shift the conversation toward recognizing women’s strengths and exploring ways to support their continuous efforts.

Measuring the economic impact of women entrepreneurs Data can play a pivotal role in understanding the economic impact of women with regards to their specif ic motivations and aspirations. The right type of data can help policymakers and others make informed decisions related to policy, practice, and research.

The Global Entrepreneurship Monitor (GEM) 2022/23 Women’s Entrepreneurship Report: Challenging Bias and Stereotypes can serve as a reference. Based on interviews with some 175,000 individuals and covering 49 countries, the research notes that women’s entrepreneurship activities have been rapidly evolving and diversifying against all odds (global pandemic, economic downturns and the resulting supply chain and business model destruction). Amongst all entrepreneur respondents, it is notable that one in four high–growth innovation–oriented entrepreneurs are women. It has been a long time coming.

While this is progress on the women’s entrepreneurship f ront, there are still many areas for improvement. In terms of market focus, women are over–represented among the smallest businesses in highly competitive, low–margin markets and industries. On the other hand, they are also still facing inequality within their households. Women carry a heavier burden of family responsibilities, which contributes to increased economic dependence and decreased interpersonal power and privilege.

ON A GLOBAL LEVEL, FAMILY AND PERSONAL ISSUES CONTINUE TO DISPROPORTIONATELY CAUSE WOMEN (18%) TO LEAVE THEIR BUSINESSES, COMPARED TO JUST 12.6% FOR MEN. The GEM report has shown that, on a global level, family and personal issues continue to disproportionately cause women (18%) to leave their businesses, compared to just 12.6% for men. In fact, one in f ive women reported business exit due to family reasons; this is about 43% more often than men. This persistent gap underlines the importance of creating initiatives, programs, and policies that foster gender equity and support women in their parenting and professional journeys.

Women’s unique challenges The report also identif ied a signif icant gender gap in established business ownership, def ined as managing a running business for more than 42 months. Again according to GEM research, only one in three entrepreneur respondents running an established business is a woman. Additionally, women were less likely than men to know an entrepreneur (48.9% vs.

53.7%), a known factor that encourages the “staying power” of entrepreneurs.

And even though half of women globally report seeing good business opportunities, far fewer women than men feel prepared to start a business in terms of skills or knowledge.

Similarly, women are less likely to report feeling undeterred by the fear of failure than men. These numbers not only conf irm a gender gap in social capital but also underscore the critical need for WOMEN’S HISTORY MONTH 2024 | 37

training programs that equip women with the fundamental skills required to initiate, sustain, and scale a business. As a proactive example, the Cartier Women’s Initiative (CWI) addresses this gap by providing women entrepreneurs with f inancial, social, and human capital support, and helps build their leadership skills.

Women still have considerably steeper hills to climb than their male counterparts, particularly in developing countries. Greater focus needs to be directed towards women embarking on ventures that involve substantial growth, innovation, and market presence. Perpetuating stereotypes that portray women entrepreneurs as a disadvantaged cohort consolidates a misleading narrative, suggesting an unwarranted disparity in business leadership potential between men and women.

Recommendations for policymakers, educators, and researchers The report highlights how stakeholders can cultivate an inclusive and supportive ecosystem for women entrepreneurs.

1. Empower high–potential women entrepreneurs by shifting focus to those leading high–growth ventures. Stereotypes and biases that portray women as disadvantaged in business leadership need to be challenged. Women entrepreneurs are proving their competence in building large, successful businesses, despite obstacles.

2. Recognize the importance of segmentation so that support to women entrepreneurs can be more effective.

Rates and outcomes vary across sectors, growth stages, and social contexts. More analysis of gender differences within specif ic sectors and segments is needed to control for the inevitable influence of gendered structural differences in entrepreneurial activity rates.

3. Support digitalization access and related costs for women entrepreneurs, 38 | D I PLOM AT I C COURIE R

to overcome the current gender digital divide. The pandemic prompted widespread adoption of digital tools, benef iting sales and employment. However, challenges persist for small businesses, particularly in emerging economies and rural markets.

4. Commend the social and environmental sustainability contributions of women-led businesses. Investors and consumers increasingly prioritize companies that contribute positively to social and environmental issues. Impact investing platforms and vehicles encourage the prioritization of social and environmental sustainability. Governments could further incentivize such practices by providing procurement preferences or incentives to women–led businesses that integrate sustainability into their core business strategy. ***** About the author: Aileen Ionescu-Somers is the Executive Director at Global Entrepreneurship Monitor.

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A ground level view on gender parity

By Alexia D’Arco

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y career has taken me across the globe the past 19 years— f rom Germany, Italy, and the U.S. to Pakistan, Japan, and Singapore. I’ve worked in nearly every sector and capacity, f rom serving as a political–military affairs off icer in the U.S. Department of State and teaching international affairs to consulting for a public–private partnership and running a non–prof it. Regardless of aff iliation or job title, one of my professional throughlines has been empowering women politically, economically, and academically. The countries I’ve lived in these last two decades range f rom among the World Economic Forum’s top 10 for global gender parity (Germany) to a depressing 125th (Japan). Despite the unique cultural contexts of each of these countries and their relative WEF rating, the challenges for women’s empowerment are universal. So are the narratives on solutions: increasing access to skills and labor markets of the future while building robust support networks.

Mentorship is key to upskilling women and ensuring their professional resilience in a turbulent world.

Upskilling women Academic degrees provide students with in–depth knowledge, critical thinking skills, and early networks in their respective f ields. They will also remain an important prerequisite for certain career paths, particularly in STEM f ields. But academic degrees alone are insuff icient to close the gender gap. In both the United States and the European Union, women earned more degrees than men for decades, but fewer women entered the workforce after graduation. Those who did were more likely to enter f ields with lower income potential. In the U.S., even though college–educated women in the workforce overtook college–educated men in 2019, women who do the same work as men still earn less despite having the same credentials. Globally, women remain underrepresented in the labor market, and the gaps are greatest at the

IN BOTH THE UNITED STATES AND THE EUROPEAN UNION, WOMEN EARNED MORE DEGREES THAN MEN FOR DECADES, BUT FEWER WOMEN ENTERED THE WORKFORCE AFTER GRADUATION. top and in f ields with the highest income potential.

Academic parity was not the panacea that many hoped, but the changing nature of work and revolution in AI offer “leapf rog” opportunities that can help expand women’s employment opportunities. Recent breakthroughs in AI are already disrupting the global economy and have massive implications for the future of work. New sectors will provide women with more opportunities for advancement, but harnessing this opportunity will require women to develop new skills and gain greater access to the sectors that are most likely to grow in scope and signif icance. The rise of remote work and online learning platforms has democratized access to education and training, making it more accessible to women who may face barriers such as caregiving responsibilities or geographic location.

And as employers increasingly embrace skills–based hiring, underrepresented talent and skilled workers without college degrees—a major portion of the global workforce—will have greater mobility as they upskill and reskill, regardless of background or previous experience.

Mentorship and resilience Helping women to acquire critical skills in upwardly mobile sectors is important but—much like academic credentials— focusing solely on skills development WOMEN’S HISTORY MONTH 2024 | 41

AS EMPLOYERS INCREASINGLY EMBRACE SKILLS– BASED HIRING, UNDERREPRESENTED TALENT AND SKILLED WORKERS WITHOUT COLLEGE DEGREES—A MAJOR PORTION OF THE GLOBAL WORKFORCE—WILL HAVE GREATER MOBILITY AS THEY UPSKILL. will be insuff icient as we look to create and fund initiatives that will help women maximize the potential gains of AI and the future of work. I have developed, implemented, and participated in many women’s leadership programs over the years. Such programs can have outsized long–term impact if they are well designed, but all too often they end up as one–off experiences that live on only in resume bullet points. The most effective programs provide skills training while also enabling participants to build, maintain, and grow authentic connections.

While designing leadership programs in Japan for the TOMODACHI Initiative and running Young Professionals in Foreign Policy in Washington, DC, participants constantly asked for networking advice.

As digital natives, Millennials and GenZers excel at online engagement but often have less opportunity to hone their face–to–face communications skills.

Interpersonal skills are not innate—they are skills that require practice. I developed workshops that broke down the mechanics of networking, modeled how to use networking opportunities to build genuine relationships rather than exercises in collecting business cards, and emphasized the importance of developing both mentors—who provide advice— 42 | D I PLOM AT I C CO URIE R

and sponsors: senior leaders who have influence and will proactively use it on your behalf. Cultivating sponsors is critical to career advancement, and for a variety of reasons women often underestimate its importance, are under-sponsored, or fail to make eff icient use of sponsors. Leadership programs—for men and women— have to tackle this issue if we are going to achieve gender parity.

As the spouse of an active–duty U.S. military off icer, I’ve seen and experienced f irst–hand the importance of sponsors, upskilling, and resilience. In today’s fast– paced and highly globalized world, resilient individuals and organizations are the ones that will be best positioned to adapt, thrive, and drive change. We will all f ind ourselves in uncharted waters as AI changes the way that we work and live. One day we will be a sponsor—the next we will need a sponsor ourselves. ***** About the author: Alexia D’Arco is a Fellow with the Truman National Security Project and a World in 2050 Senior Fellow.

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Americans say more women officeholders would benefit country

By Lydia Saad

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ifty–seven percent of U.S. adults believe the country would be governed better if more women were in political off ice, more than double the percentage who think it would be governed worse (22%). Another 21% volunteer that it makes no difference or have no opinion.

The current proportion of Americans saying more female off iceholders would benef it the country is the same as in Gallup’s initial measurement in 1999, although it is lower than a 63% reading f rom 2014.

Meanwhile, since 1999, the share of Americans thinking more women in government would make things worse has increased by eight percentage points, from 14% to 22%, while the proportion saying it would make no difference has declined by the same amount.

The latest results are based on a Gallup poll conducted Feb. 2-22.

While women’s representation in government still doesn’t approach their roughly 50% share of the U.S. adult population, it is at record highs across most levels of government.

Women currently represent between a quarter and a third of elected leaders at all levels of government in the U.S., including 29% in the U.S. House of Representatives, 25% in the U.S. Senate, 24% of state governors, 33% of state legislators, 34% of large-city mayors and 32% of municipal officeholders. Additionally, Kamala Harris is serving as the nation’s first female vice president, and four of the nine U.S. Supreme Court justices are women.

Gender gap in positive views about women’s leadership widens Women have consistently exceeded men in believing the country would benefit from having more women in office, but the gender gap has increased because women have

WOMEN’S HISTORY MONTH 2024 | 45

become slightly more positive about women’s influence, while men have become less so.

In 1999, 62% of women versus 51% of men thought the country would be better off with more women officeholders—an 11-point difference. Today, those figures are 68% and 46%, respectively—a 22–point difference.

Attitudes have changed even more starkly among partisans, with Democrats becoming substantially more likely to think the country would be better off with more women in office—rising from about two-thirds saying this in 1999 and 2000 to more than 80% in 2019 and 2024.

At the same time, after registering just under 50% from 1999 to 2014, Republicans’ belief that women officeholders would benefit the nation fell to 21% in 2019 and remains depressed at 32% today. This also helps explain the gender trends, as men are more likely than women to be Republican. Throughout the trend, more than half of political independents have said the country would be better off with more women in office, although today’s 54% is down from the high point of 65% in 2014.

Republicans today are more inclined to say the country would be worse off with more women in government (43%) than to say it would be better off. This is similar to their views in February 2019 but a switch from 1999 to 2014, when more thought women would improve than worsen government.

The shift in partisans’ views between 2014 and 2019 spans several events that may explain why Democrats grew more likely to see women in politics as a benefit, while Republicans became less convinced. This includes Hillary Clinton’s candidacy as the 2016 Democratic presidential nominee; a large number of Democratic women elected to Congress for the 46 | D I PLOM AT I C CO URIE R

first time in 2018 in what was billed as the Year of the Woman; and Nancy Pelosi’s return as U.S. House speaker in 2019. Republicans’ latest responses could partly reflect their preference in the 2024 Republican primaries, which had narrowed to Donald Trump and Nikki Haley at the time of the survey.

For the future of women in politics, it’s notable that the 2024 poll finds little change by age on this question, with majorities of all age groups saying the country would be better governed with more women in office. This includes 62% of young adults (aged 18 to 34), as well as 56% of middle-aged and older adults.

Bottom line U.S. election researchers cite a variety of historical, structural and cultural reasons why women are underrepresented in elective office. One factor working in women’s favor, and possibly helping to explain their recent gains, is that Americans are much more likely to believe women officeholders improve rather than worsen the way the country is governed.

However, this sentiment will take women only so far if it’s concentrated in one political party. As it stands, rank–and–file Democrats largely champion more women in office, while Republicans have become skeptical. That doesn’t necessarily mean Republicans won’t vote for female Republican candidates. But if “women” are now synonymous with “Democrats” in Republicans’ minds, it could hinder electoral opportunities for Republican women in subtle ways. Women have a long way to go to maximize their representation at all levels of government. What seems clear is that it will take more women candidates from both parties to get there. ***** About the author: Lydia Saad is a senior editor for The Gallup Poll.

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Women peacebuilders continue to navigate gendered challenges

By Jamila–Aisha Sanguila

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n the sphere of peacebuilding, women stand as crucial pillars, offering unique insights and skills essential for nurturing stability and cohesion within communities. Yet, the path for women peacebuilders is often strewn with a multitude of challenges that transcend their professional duties.

As they navigate roles as partners, family members, mothers, working moms, and single parents, they grapple with an array of responsibilities, inevitably impacting their mental well–being and resilience.

Drawing from experience and background in peacebuilding, particularly during a fellowship at Salzburg Global Seminar as the project lead of Peace to Peacebuilders and leading consultation meetings with peacebuilders across Asia, around 20% of participants, including mothers and working moms, were engaged with—shedding light on the burdens endured by women in this field.

Juggling responsibilities during the pandemic created significant stress, apart from securing the health and well–being of their immediate family. They worried about the safety of family members, especially their children, while the institutions they were connected to did not provide adequate health measures to protect them while working. This work-related stress can take a toll on the mental and emotional well–being of peacebuilders.

During the co–creation of the Peace Starts Here, and even the gathering of local peacebuilders in Bogota participating in the Shift The Power 2023 where many of its attendees were women, fellow peacebuilders articulated these burdens, particularly amidst the stress of ongoing conflicts worldwide and navigating the challenges of post–pandemic society.

Many f ind themselves juggling diverse roles: serving as advocates, activists, campaigners, educators, politicians, funders, founders, organizers, partners, journalists, writers, mothers, and professionals simultaneously. This intricate balancing act exacts a heavy toll on their mental and emotional resources, often leading

IN PEACEBUILDING, WOMEN LEADERS OFTEN CONFRONT GENDERED EXPECTATIONS THAT UNDERMINE THEIR AUTHORITY. THE PERPETUAL NEED TO VALIDATE THEMSELVES IN MALE– DOMINATED SPACES CORRODES THEIR CONFIDENCE OVER TIME. to burnout—a reality shared by women across various sectors, including development, humanitarian, medical, political, economic, and security, who strive to rebuild and sustain peace in conflict– affected communities.

People often expect women peacebuilders to be their saviors. In response to the lack of support systems and safe spaces to discuss the mental toll that stress, anxiety, and post–traumatic syndrome have caused on their mental well–being, many women were inspired to start the change within their institutions—establishing small groups to facilitate discussions on sensitive and personal issues like mental health, post–pandemic issues, armed and climate crises, and even gender–based violence. This, in turn, opens up space for a positive support network of resilient women—supporting and uplifting other women who are undergoing diff icult situations, practicing mindfulness, and scheduling wellness retreats.

Let’s dissect these struggles encapsulated in the acronym WOMEN:

Women Leaders In peacebuilding, women leaders often conf ront gendered expectations that undermine their authority and fuel imWOMEN’S HISTORY MONTH 2024 | 49

WORKING MOMS AMONG PEACEBUILDERS FACE SOCIETAL SCRUTINY REGARDING THEIR ABILITY TO EXCEL IN BOTH CAREER AND FAMILY LIFE. poster syndrome. The perpetual need to validate themselves in male–dominated spaces corrodes their conf idence over time. In the international arena, women are criticized for various aspects of their leadership, f rom their personal lives to their leadership styles. Whenever women become outspoken, they are criticized as masculinized without maternal instinct— an iron f ist, some would say. The public will then bombard them with inappropriate comments and even bring their personal lives into question.

Overwhelming Expectations The commitment to peacebuilding demands substantial time and energy, straining personal relationships. Partners may struggle to comprehend the demands of this pursuit, leading to communication breakdowns and emotional detachment. In many documented data across the world, women carry a heavy burden in times of crises and conflicts.

The shift in gender roles, coupled with the rising gender–based violence resulting f rom these crises, adds mental stress.

Motherhood and Peacebuilding For women peacebuilders who are also mothers, the challenge is compounded.

Pursuing peace may necessitate travel, exposing them to danger and prolonged separations f rom their families. Balancing motherhood with peacebuilding often triggers guilt and internal conflict, impacting mental well–being.

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Exhaustion of Working Moms Working moms among peacebuilders face societal scrutiny regarding their ability to excel in both career and family life.

Striving for perfection in both domains escalates stress and anxiety, jeopardizing mental health.

Navigating Single Motherhood Single mothers are the least heard of and not even talked about in the realm of peacebuilding. They acquire twice the mental and emotional fatigue than their peers—bearing sole responsibility for familial support while engaging in demanding peacebuilding work. The security risks of putting themselves on the f rontline and the risks of sacrif icing themselves while serving others add to their stress.

The manifold burdens faced by women— be they as leaders, partners, family members, mothers, working moms, or single mothers—cast shadows on their mental well–being and resilience. Addressing these challenges is vital not only for individuals but also for the communities they serve. Initiatives supporting women’s mental health, providing resources, nurturing supportive networks, and challenging gender norms are crucial for their sustained success in peacebuilding.

By acknowledging and actively addressing these challenges, we empower women peacebuilders to thrive professionally and personally—enriching peacebuilding efforts with resilience and sustainability. ***** About the author: Jamila-Aisha Sanguila is a peace practitioner and the founder of Women Empowered to Act for Dialogue and Peace in Mindanao, Philippines.

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