Saleha Williams

As senior leaders, we have a responsibility to help shape the values and messages we want to see reflected in society.

Over the past 30+ years, I’ve had the privilege of working in the media and technology sector, and it’s been a truly rewarding journey. I’m currently the CEO of IABM (International Association for Broadcast & Media), where I lead IABM’s mission to advance the interests of the global broadcast and media technology industry, developing and implementing strategies to drive innovation, foster collaboration, and promote the industry's growth. 

I’m passionate about the role technology can play in environmental and social causes. As a non-executive Director at the United Nations Environmental Programme World Conservation Monitoring Centre (UNEP-WCMC), I’m proud to help lead initiatives that leverage technology to promote sustainable development and protect the planet. 

I believe that when technology is aligned with a greater purpose, it can create lasting positive change in society.

As for staying grounded, I attribute much of my success to the incredible teams I’ve worked with and the mentors who’ve guided me throughout my career. I’ve always found that the best work is done in collaboration, and I constantly learn from others.

What role do senior leaders play in fostering an inclusive environment that empowers women?

As senior leaders, we have a responsibility to help shape the values and messages we want to see reflected in society. Our actions matter, and they set an example for others to follow. When we embrace diversity, we create a stronger more innovative workplace where everyone feels like they belong. By nurturing a culture of inclusivity, we not only contribute to the well-being of those around us but also set a framework for future generations to thrive within. Diversity makes our teams stronger. 

When we have people with different backgrounds and perspectives, we can develop more creative solutions and better serve our members, clients and partners. 

Each person contributes their own unique set of skills, experiences, knowledge, and perspectives, which in turn strengthens the collective capabilities of the group. 

It is through this collaboration of differing viewpoints and experiences that we can innovate, solve problems, and achieve excellence.

 How have you used your influence to support other women in achieving more in their careers?

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Throughout my career, I have consistently believed in the impact of empowerment and confidence building – hence, my leadership style blends business thinking and neuroscience - understanding how to encourage, motivate and support women on both a practical and psychological level.

I’m not a professional coach; I’m a business leader, and supporting women, particularly those who may underestimate the value of their skills and their potential, is something I deeply care about. 

I strive to provide opportunities for growth and advancement, whether through sharing valuable insights or advocating for them in spaces where their talents can shine.

I love to see women speaking at technology conferences and events and provide both practical and psychological (confidence building) support to encourage more women to speak at technology industry trade shows and conferences.

 What tangible steps can organisations take to create a culture of equality at the leadership level?

I believe that ensuring gender equality starts with removing unconscious biases right from the initial recruitment process all the way to the promotion process and, indeed, the exit process (and understanding why women leave!). Focusing on skills, experience, and mindset rather than gender (or other factors such as educational background or age, for example) means we can create a more level playing field for everyone.

Diversity and inclusion (D&I) training can help employees understand the importance of treating individuals equally, regardless of gender, race, religion, sexual orientation, or disability. In my view, it is also critical to create a supportive, inclusive environment and culture, and that starts at the top and leads by example. I don’t believe in quotas; I believe the best person for the job should get/do the job. I do think having balanced targets early in the recruitment or promotion process helps organisations build a diverse talent and promotion pipeline to enable gender representation at the leadership level.

I don’t believe in quotas; I believe the best person for the job should get/do the job.

 What advice would you give to those looking to champion women’s leadership in their organisations?

Recognising talent, regardless of gender, is a vital aspect of creating an equitable workplace. Identifying and celebrating individuals based on their skills, expertise, and contributions is essential rather than any preconceived notions tied to their gender, race, or background. When effort and talent are recognised on their merits, it helps to foster a culture of fairness and inclusion, where everyone is given access to the same opportunities.

Championing women’s leadership also means actively creating spaces for women to grow, lead, and succeed. 

Providing mentorship, leadership development programs, and opportunities for women to take on visible and impactful roles helps them build confidence and continue to excel. By doing so, we not only support women individually but also contribute to advancing gender equality in leadership positions across industries.

Ultimately, by making a conscious effort to recognise and elevate women’s leadership, we help pave the way for a more inclusive and equitable future where gender does not define one’s potential or opportunities. When organisations commit to this, they not only empower women but also create a stronger, more diverse leadership team that drives innovation, progress, and success for all.

And that is the true magic of diversity.

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