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Ruth Handcock, chief executive of Octopus Money, can find herself in an awkward situation when running into old acquaintances.
“Since I started growing a new business, I can’t count the number of times I see an old friend or colleague and they say with a wink, ‘Yes, I know what you’re doing; I’ve seen it on LinkedIn,’” she says.
The not-so-subtle digs at her willingness to promote herself and her work are among the reasons why many female leaders feel squeamish when it comes to putting themselves in the public eye.
While they mean no harm, Handcock says, such attitudes can make senior women in particular find self-promotion uncomfortable and “fear being judged for showing off”, even when they have interesting views or work to share.
As a journalist, it is often harder to persuade top women leaders to talk on the record or agree to be profiled than male bosses. This is partly because the few women that hold top corporate positions receive too many requests. But there is more to it. Many senior women have articulated that they would rather not put themselves in a vulnerable position as they worry they will be criticised more severely than male counterparts by the public, colleagues and investors. They are already viewed as more risky and are often punished quicker for mistakes, leading to shorter tenures than male CEOs.
One potential interviewee I approached described how she had faced what she considered unfair criticism in the press for her business decisions and she did not want to put herself in the line of fire again. Another just kept putting an interview off, saying it was not the “right” time.
Women often face contradictory demands at work. They may be judged for dressing up too much or not caring enough about their appearance; for being too empathetic or not motherly enough; for being too ambitious or not career-focused enough. The pressure can be so overwhelming many quit top jobs prematurely or don’t take up the opportunities at all. Plugging themselves or their work in a way that exposes themselves to the outside world can feel like self-inflicted trauma.
Handcock admits she was previously reticent about speaking about herself but now says she has “completely reversed” her stance. She believes that if a person’s mission or business is important enough, they should speak up. It is also vital to boost representation.
“There aren’t enough female leaders in financial services, and even fewer from state-educated backgrounds,” she says. “I have a moral duty to prove to the next generation that ‘you can see and therefore you can be’”.
But many female business leaders do not feel this way. Aliza Licht, a personal branding expert, says those she interacts with often feel they “wouldn’t be taken seriously” if they sought publicity. They are wary of posting on social media, doing interviews or appearing in public forums as they want to avoid negative perceptions. “They don’t want to be seen as superficial. There is a stigma to personal branding,” adds Licht.
Some of this is cultural. Americans are commonly praised for highlighting new fundraising rounds or work promotions, for example, while in the UK people are more likely to consider it bragging. “Tall poppy syndrome” is present in other parts of the world too — where those who have achieved too much success or acclaim are cut down by others.
For women it can be particularly trying. A 2019 study found women systematically provide less favourable assessments of their own past performance and potential future ability than equally performing men. But if women don’t promote themselves, the chances are they will get little help. Jobs and kudos often default to the male, pale and stale options. Another recent study of endorsements for academic jobs, for example, found female and ethnic minority candidates were less likely to be recommended to top departments.
Licht says leaders don’t need to “shout achievements from the rooftops”. No one wants to read endless cringeworthy posts from any executive about their achievements.
She suggests a good way to self-promote is to start small: speak on specific topics or make occasional appearances that are relevant to your business. Selectively talking about your background, the issues your company is tackling day to day and the broader sector can display competent leadership and authority.
“It’s about shaping a narrative that is both elegant and appropriate . . . Speak about the problems you are trying to solve, talk about the work, not necessarily about you,” she adds.
Self-promotion can be a drag whoever you are, particularly if it doesn’t come naturally. But let’s think twice about penalising female leaders just for speaking out.
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