Q&A with Global Fellows Sara Clements, Shubha Nagesh, and Samara Andrade

Posted on June 5, 2025June 6, 2025 by WomenLift Health

Follow-up spotlight from WomenLift Health Global Conference panel session,

“Women on the Frontlines: An Undervalued and Unprotected Workforce”

Author’s responses have been edited for length. In this piece, “frontline health workers,” “frontline workers,” and “community health workers” are used interchangeably.

A nurse calling a doctor from top of the hill, the only place for several kms that had telephone connectivity. Here she calls for advice for a woman with diabetes, with very high blood sugar levels. She made multiple visits, and the treatment stabilized the sugar levels. [Source: Cure Blindness Project]

Where or how have you worked with community health workers (CHWs) in your work?

Shubha Nagesh: In my work with CHWs, I helped implement a groundbreaking program aimed at identifying and addressing developmental disabilities in children in rural areas of India. At the time, children with developmental disabilities were typically only receiving a diagnosis after significant delays, when intervention opportunities were limited. To address this gap, I collaborated with SightSavers and successfully wrote an innovation grant to train CHWs in early childhood development, developmental disabilities, and developmental deviations.

A core component of this initiative was the translation of the WHO Ten-Question Tool into Hindi. This tool could be administered in homes of remote villages, which enabled CHWs detect early “red flags” in a child’s development, such as delays in motor skills, speech, or social interaction, and refer them to an early intervention center for further assessment and support.

This program had a profound impact. Hundreds of children in remote villages were diagnosed early, which allowed for timely intervention that significantly improved their long-term development outcomes. The program was free of charge for parents, removing a key barrier to care, and CHWs were paid a salary, ensuring their dedication and long-term involvement in the initiative.

Through this work, I saw firsthand how empowering CHWs with the right training, tools, and support can make a transformative difference in children’s lives, particularly in underserved and remote communities.

A primary healthcare nurse examines a woman with Rheumatoid Arthritis at Manpur, 110 kms from the nearest city. When COVID raged, the clinic did not shut down even on one day- a testament of the courage of CHWs.

Sara Clements: The success of the public health initiatives I’ve been part of throughout my career has always been deeply tied to the dedication and hard work of CHWs. Early in my career, I had the privilege of working alongside CHWs in Vietnam, where they provided HIV testing and counseling at local clinics, often with limited resources. I also collaborated with nurses in Botswana who were engaging with sex workers in rural areas to reduce the high rates of HIV infection.

In those early years, I began noticing a troubling pattern during meetings with country leadership, donors, and occasionally mid-level supervisors. Nearly every proposed solution to a public health issue seemed to place additional responsibilities and burdens on CHWs—none of whom were present at the table. This absence of CHWs in discussions about their own work made me realize that the system wasn’t fully considering the realities of their role.

Since then, I’ve worked to shift the narrative. Rather than perpetuating the expectation that CHWs should continually shoulder more responsibilities, I’ve advocated for donors and leaders to consider the broader systems, processes, and leadership decisions that directly impact the ability of CHWs to perform their critical work safely and effectively.

Samara Andrade: Throughout my career in global health, the community health workforce has always had a pivotal role in providing much needed access to early diagnostics, treatment or referral for community members in rural areas of LMICs. In all of my experience working in communities in Sudan, Darfur, and Nepal, frontline health workers are one of the most important determinants of the success of a health program, and yet they often are not paid, face discrimination and harassment, and do not have a voice at the decision-making table.

One of the most inspiring programs I worked on was with Sitapur Eye Hospital in Uttar Pradesh State in India, training CHWs to provide critical first aid eye care in rural sugar cane farming communities. During harvest season, corneal abrasions were particularly common, which could lead to blindness if left untreated. These communities were far from eye hospitals, preventing community members from obtaining the care they needed.

In this program, CHWs were provided with training and a medical kit, which enabled them to provide critical eye care and treatment to resolve abrasions, or refer patients to a local hospital where needed. With the right training, equipment, diagnostic tools and community awareness, CHWs were able to treat corneal abrasions with a 96% efficacy rate, bridging critical gaps in the primary health care system. This early intervention was both cost effective and transformative—several women shared that they not only gained recognition for their roles as CHWs, but also earned greater respect from their communities for their work.

The program also provided renumeration for CHWs based on cases treated, as well as supported continued education and refreshment of skills and equipment. CHWs eventually became advocates and even co-facilitators for the program and started liaising with the village administration and other regulatory bodies.

CHWs diagnosing corneal abrasions from farm work. Uttar Pradesh, India. [Source: Cure Blindness Project]

Who is one CHW you have worked with who has been particularly impactful in their communities?

Sara Clements: Every single CHW I encountered in the Philippines during the COVID-19 vaccine rollout was nothing short of inspiring. In 2022, I participated in a post-vaccine introduction evaluation, traveling to some of the most rural areas of the country to witness the remarkable success of the vaccine efforts. What I found was truly moving: CHWs—almost all of whom were women—were at the forefront of these efforts. One woman, Teresita Hilario, shared how she would walk up to 16 miles a day, carrying educational materials and vaccination supplies across rugged terrain, often with little to no cell service. To me, her commitment was nothing less than heroic—she wasn’t just saving lives through vaccination, but also by building deep, personal connections with the community she served.

Figure 1: Trail to a local community in the Northwest Region of the Philippines [from Sara Clements]

Figure 2: “Kindness, facts, and trust to counter fear.” Community health workers provide vaccines in the Philippines [from Sara Clements ]

Most CHWs are women who are at the forefront of health care delivery in rural communities in LMICs. What are the biggest challenges that frontline health workers face working in these rural communities?

Sara Clements

Physical and psychological safety is paramount and not often seen as a priority for CHWs. The humans in these roles often travel alone, without cell service, and enter homes that may pose any number of physical risks, including (e.g., infection, contagion, anger and aggression.).
Informal hiring/volunteer structures combined with an absence of legal or policy frameworks exacerbate the lack of safety. CHWs who are not officially part of an organization are less likely to be protected from harassment and physical harm. Those who encounter this abuse often have no formal way of reporting the issue and no guaranteed protection against retaliation.

Watch Sara Clements’s Leadership Project, “Safety for Women on the Frontlines of Global Health.”

What unique challenges do women specifically face in this role?

Globally, women make up 90% of the CHW workforce. Unfortunately, women also face disproportionately high rates of assault, rape, and violence around the world. This situation is further exacerbated by the absence of legal protections: 59 countries still lack laws that prohibit sexual harassment in the workplace, and 110 countries have no criminal penalties for such offenses.

Despite a recent report from women CHWs in over 40 countries detailing heartbreaking and infuriating accounts of harassment, assault, and even murder, only 11 LMICs collect data disaggregated by sex. This lack of data complicates efforts to advocate for the safety and protection of women working on the frontlines of healthcare.

How can CHWs be better supported to play this pivotal role (i.e. what’s missing to better support them—policy, pay, social norms)? What do governments/donors/health care facilities need to invest in to support the CHW workforce?

Shubha Nagesh: CHWs are essential to delivering care, yet they face significant challenges that hinder their effectiveness and well-being. To strengthen the CHW workforce, especially as women make up 70% of the global health and care workforce, targeted investments are essential. Governments, donors, and health care facilities should focus on several key areas:

Policy Support and Legal Protections from Violence and Harassment: Governments need to implement policies that protect CHWs—particularly women—from violence, harassment, and exploitation, especially in emergencies or conflict zones. This includes ensuring workplace safety, social protection, and access to mental health support and legal protections—especially during pandemics.

Fair and Equal Pay: Women make up a large portion of the health workforce but are often underpaid for their critical roles. Ensuring fair compensation, including equal pay for equal work, is essential to retaining and motivating frontline health workers, and addressing gender disparities in the health workforce. Pay equity, hazard pay during emergencies, and benefits such as paid family leave and pensions should be prioritized to ensure financial security.

Fit-for-Purpose Personal Protective Equipment (PPE) and Health Infrastructure: Frontline workers must have access to adequate, high-quality, well-fitting PPE designed for women to ensure their safety during health crises like pandemics. Improved healthcare infrastructure, including reliable access to supplies, is essential for effective care.

Mental Health Support: CHWs face immense stress and burnout. Governments and health care systems should invest in mental health resources, counseling, and peer support programs to address the unique challenges women workers face. Furthermore, institutions must develop policies that support work-life balance, such as paid family leave, childcare, and flexible working arrangements, enabling women to continue working without compromising their health or family responsibilities.

Other critical areas that need to be addressed:

Social Norms and Gender Equality: Cultural and social norms often devalue the work of women frontline health workers. Efforts are needed to challenge these norms and elevate the status of care work. This can be achieved through awareness campaigns, leadership training, and policies that encourage women’s participation in decision-making at all levels of health systems.

Access to Training and Professional Development: CHWs need ongoing training to enhance their skills and advance their careers. Investing in ongoing professional development, leadership training, and technical skills development can empower women to take on leadership roles while improving care delivery.

Meaningful Participation in Decision-Making: Create policies that allow women health care workers to engage meaningfully in decision-making processes, including leadership training and representation in policy discussions.

Workforce Recognition: Finally, increasing recognition for the critical contributions of frontline health workers is vital. Public recognition, awards, and career advancement opportunities will boost morale and raise awareness of their vital role in global health systems.

Addressing these areas will help create a sustainable and empowered CHW workforce, essential to achieving global health goals.

A CHW walks alone in Nepal, 8 miles each way to visit communities that are unreachable by car, carrying her supplies through heat, rain, and often on uneven ground. She will enter homes to provide education and administer vaccines, often not knowing what she is walking into or how long she will be away each day. [Source: Cure Blindness Project]

Samara Andrade: To better support women as CHWs, we need a multi-faceted approach. In addition to what my colleague Shubha outlined above, I would add:

Mobility and Safety Challenges for CHWs: Many CHWs are required to travel long distances to reach the communities under their care. This exposes them to illness, safety risks, and gender-related barriers that limit their freedom of movement. And in contexts like Darfur, Sudan, and Afghanistan, cultural norms significantly restrict women’s mobility—such as prohibitions against riding bicycles or traveling without a male escort—making it difficult for female CHWs to access remote areas.

Female CHWs in these countries also face heightened risks of sexual harassment, intimidation, and physical violence. In regions like the Democratic Republic of Congo, South Sudan, and Sudan, sexual violence is widespread, and CHWs are especially vulnerable when traveling between isolated communities. In India, CHWs often face harassment, while in Afghanistan, threats from conservative community members are common and can deter women from performing their duties.

During the COVID-19 pandemic, CHWs in countries like Nepal and India stepped up as essential frontline providers, frequently working without adequate PPE, further exposing them to health risks. Addressing these challenges—especially gender-specific barriers and threats to physical safety—is critical not only to protect CHWs, but also to strengthen the resilience, retention, and effectiveness of this vital workforce.

Opportunities for advancement within the health care system: In many current health care structures, CHWs face limited or no opportunities for professional growth due to educational requirements that are out of reach. Mechanisms such as microfinance programs or performance-based incentives could support CHWs’ professional development, boosting both job satisfaction and community health outcomes.

Through the Cure Blindness Project, I helped initiate a collaborative process in India to engage CHWs in selecting high-performing women to step into a senior role known as Sangini. These women were responsible for mentoring, coaching, and supporting groups of CHWs under their supervision. This approach had a powerful impact: Sanginis significantly improved the ability of CHWs to identify, treat, and refer patients effectively. Additionally, the program fostered greater confidence, leadership presence, and self-efficacy among the Sanginis and those they mentored, and elevated their standing as trusted health care providers within their communities.

With funding from GAVI and technical support from CDC, Cure Blindness Project piloted a new approach in Zambia to ‘workforce development’, putting women at the center. [Source: Cure Blindness Project]

Pay Equity: CHWs are an essential yet chronically underpaid and undervalued part of the global health workforce. This lack of remuneration not only undermines their dignity and financial security but also affects retention and the quality of care they provide.

Donors and implementers have a critical role to play in shifting this reality. By advocating for and adopting ProCHW-aligned policies—such as ensuring fair and timely pay in all health program proposals—funders can drive systemic change that values CHWs as skilled professionals rather than informal volunteers. Recognizing and compensating CHWs appropriately is not just a matter of equity and financial security—it’s a strategic investment in stronger, more sustainable health systems.

Social norms: To support CHWs and shift entrenched social norms, it’s essential to elevate their status through community recognition, engage men as allies, and invest in mentorship and leadership development programs. Publicly celebrating the contributions of CHWs can enhance their credibility and respect within communities, while male engagement and allyship can help challenge traditional gender roles that often restrict women’s participation in the workforce.

In my work with the Cure Blindness Project, we discovered that a community awareness and social mobilization campaign was essential to elevate women as key first aid responders. As both male and female community members began to experience the high quality of services provided by these women, it fostered support and recognition. This, in turn, helped build a network of champions, including community leaders, men, and other healthcare professionals, who actively endorsed and advocated for their crucial role.

A CHW walks through the streets of Nigeria with a megaphone during polio campaigns urging everyone to vaccinate their children. The days are long. Stepping through garbage and broken glass, she experiences a wide spectrum of reactions: anger, confusion, gratitude, sexual advances. [Source: Cure Blindness Project]

An CHW talks to elderly women at her sub-centre in a remote village in Rajasthan, India. “Before she came, we had to walk many kms to get treatment. Now we get care right here in our village,” the women say. [Source: Cure Blindness Project]

Authors:

Shubha Nagesh (India)

Sara Clements (NA)

Samara Andrade (NA)

Special thanks to:

Lanice Williams (NA)

Priya Nanda (India)

Sapna Kedia (India)

Lennie Bazira (NA)

World Cancer Day: Women Leaders Advancing People-Centered Cancer Care

Posted on February 4, 2025February 13, 2025 by WomenLift Health

Every cancer diagnosis carries a unique story—one of grief, resilience, healing, and love. That’s why a people-centered approach to cancer care, which prioritizes individual needs with compassion and empathy, leads to the best outcomes.

For World Cancer Day 2025, the theme “United by Unique” underscores the importance of putting people at the heart of care. It highlights that each person affected by cancer has distinct needs and experiences that must be recognized in the fight against the disease.

WomenLift Health acknowledges the crucial role of women leaders in shaping global health, particularly in cancer care. Their leadership ensures that policies, research, and care models address the unique needs of cancer patients, advocating for personalized, compassionate treatment.

To mark World Cancer Day, we spoke with our 2024 Leadership Journey Cohort Members, Dr. Angela Kathure Mule (Patient Journey Partner, Roche Kenya Ltd; East Africa) and Bhavana Issar (Founder & CEO, Caregiver Saathi; India), about the importance of centering people in cancer care. Their conversation focused on reimagining health systems to prioritize patient needs and the vital role women leaders play in shaping personalized, compassionate cancer care delivery.

Putting People at the Center of Cancer Care: A Leadership Perspective

Dr. Angela Mule: Putting people at the center of cancer care means being a steadfast advocate for patients, ensuring their voices are consistently heard within the healthcare system. It involves being both curious and empathetic while gaining a deep understanding of the entire cancer care pathway, including screening, diagnosis, treatment, reintegration, palliative, and end-of-life care. It’s about ensuring patients receive the care they need when they need it.

Bhavana Issar: Cancer impacts people in many ways – not just the patient, but also the caregivers, healthcare practitioners, and well-wishers. Its debilitating effects, which are financial, social, and emotional, can sometimes transcend generations. Putting people at the center of cancer care means being compassionate toward the social and emotional implications that can make both the patient and their caregivers vulnerable in ways they may not have the language or comprehension for. It calls for compassion from society, institutions, and governments in building resilient systems that can support patients and their families through the cancer care journey, and often beyond it.

It is also important for caregivers to heal from the aftermath of the journey, regardless of the treatment or cure for the patient.

Reimagining Health Systems for Patient-Centered Cancer Care

Dr. Angela Mule: Healthcare systems must be designed to meet the needs of cancer patients. This starts with investing in health promotion and disease prevention, such as national cancer screening programs, which bring services closer to communities. Integrating cancer screening into primary care can reduce treatment costs and improve early diagnosis, which is more cost-effective and has a higher likelihood of cure. Additionally, ensuring vaccines for preventable cancers reaches every eligible person is key.

We also need to create systems that ensure timely referrals to reduce delays in diagnosis and treatment. Patient-centric care removes delays with seamless referral mechanisms, quickly guiding patients from diagnosis to treatment. Digital tools can support this by enabling access to health records and eliminating the need for repeated costly tests.

The role of healthcare workers is crucial. Primary care workers are often the first point of contact, so it’s essential they receive proper training and are equipped to recognize cancer symptoms. Moreover, health systems must have enough trained workers to meet the population’s needs, requiring investment in specialized oncology training for various healthcare professionals. Health financing is also key—many cancer patients in the Global South face high out-of-pocket costs. Resources must be allocated for equitable and accessible cancer care.

Bhavana Issar: Health and care systems that are compassionate toward all stakeholders in patient-centered care must communicate, educate, and support the patient, caregivers, and the community in appropriate ways. These systems should be capable of responding to emergencies, facilitating illness treatment, acknowledging the mental and emotional impact of the illness, and providing personalized support systems that help patients and families navigate the complexities of cancer care.

The ideal health and care systems strike an optimal balance between human touch and technology, ensuring that healthcare is accessible to everyone, not just those who can afford it. Such systems must be innovative and resourceful enough to overcome barriers related to affordability, accessibility, and ability (including language, digital literacy, and cognitive abilities).

Ultimately, effective health systems should be adaptable and applicable not only to cancer but also to other life-limiting conditions, diseases, and disorders.

The Vital Role of Women Leaders in Advancing Compassionate Cancer Treatment

Dr. Angela Mule: Women leaders contribute diverse perspectives and represent women’s voices in global health decisions. Since women are disproportionately affected by cancer, are often caregivers, and make up a large portion of healthcare workers, their inclusion ensures health systems respond to these unique needs. Empowering women leads to more inclusive patient advocacy, reducing gender-based health disparities and improving outcomes.

Bhavana Issar: Women leaders can understand and leverage feminine leadership traits to build and nurture collaborative, sustainable structures that are non-hierarchical and create space for debate, dialogue, and dissent.

Additionally, we can work to deepen understanding and educate individuals and institutions on what it truly means to be “compassionate” in a meaningful way. A compassionate approach should follow a 4Win model—ensuring a win-win for all parties involved, as well as a win-win in both the short and long term.

Shifting from Statistics to Individuals: Transforming Cancer Care Delivery

Dr. Angela Mule: A key change I would like to see is prioritizing and funding cancer care. Cancer patients often feel overlooked and viewed as burdens rather than as individuals in need of care. There is a misconception that cancer is a death sentence, leading to a lack of investment. I want to see leaders and policymakers commit to funding cancer care adequately.

Cancer isn’t just a statistic—it’s a lived experience. It’s time to invest in cancer care, recognizing its vital impact on individuals, families, communities, and the global economy.

Bhavana Issar: As an advocate for caregivers, one key change that I would like to see in the delivery of cancer care is the adoption and appreciation of a trans-disciplinary approach to systems thinking and problem solving. Such an approach will help us innovate and reimagine healthcare systems that are meaningful and compassionate.

Disclaimer: The opinions expressed here are solely those of the individuals and do not reflect the views or positions of their employers or any affiliated organizations.

WomenLift Health Global Conference 2024 Report

Posted on January 28, 2025January 28, 2025 by WomenLift Health

WomenLift Health 2024 Evaluation Report

January 28, 2025

The 2024 WomenLift Health Global Conference was the first ever in-person conference following the rebrand from the “Women Leaders in Global Health Conference”, which was held from 2017-2021. The first Women Leaders in Global Health Conference was hostedby Stanford University in 2017, followed by the London School of Hygiene & Tropical Medicine in 2018, and the University of Global Health Equity in 2019. In 2020 and 2021, WomenLift Health hosted virtual conferences, due to the COVID-19 pandemic.

Like all the previous editions, the 2024 conference served as a rallying point for gender equality in global health. It took place between 6-8 April 2024 at the Julius Nyerere International Convention Center in Dar-es-Salaam, Tanzania, bringing together more than 1,100 participants from 41 countries to explore what redefining leadership looks like in action under the theme of Reimagining Leadership: New Approaches to New Challenges.

The convening celebrated women and men who are demonstrating transformative leadership and allyship and pioneering bold approaches to policies and programs that are moving the needle on gender equality in health. Through a carefully curated mix of plenaries, panels, workshops, parallel sessions and networking moments, delegates from across health, gender, climate and other development fields were able to share ideas and gain tangible skills to add impetus to the global movement to transform the face of leadership.

Honest conversations and actionable insights were the hallmark of the three-day conference. Creation and expansion of networks were facilitated through dedicated networking sessions and spaces, while carefully curated workshops encouraged the transfer of skills, with the aim of empowering more women from diverse backgrounds to rise to leadership positions and sit at the decision-making table.

In addition, WomenLift Health leveraged the opportunity to extend its support to Tanzanian businesses by working with local service providers such as Penuel’s Investment (event management company) and Hodari Christian School (daycare services), as well as designating spaces for exhibitors to showcase their products and services, including the Doris Mollel Foundation, Uongozi Institute and The Mabinti Centre, an organization that empowers women recovering from fistula with vocational skills and entrepreneurial training to start their own businesses.

WomenLift Health Welcomes Mansharan Seth to the Global Advisory Board

Posted on January 7, 2025 by WomenLift Health

Announcement: WomenLift Health is proud to announce the appointment of Mansharan Seth to its Global Advisory Board. Mansharan is a senior leader with over two decades of experience in health systems transformation and social enterprise development. She is an alumna of the 2023 WomenLift Health Leadership Journey.

Currently serving as the Director of Programs at the William J. Clinton Foundation, India affiliate of the Clinton Health Access Initiative (CHAI), Mansharan has led transformative work across public health, including sexual and reproductive health and rights (SRHR), maternal and child health, nutrition, and equitable access to healthcare services. Mansharan’s career spans leadership roles in the nonprofit and private sectors, including work with Tata Trusts, GlaxoSmithKline, and Procter & Gamble. Her dedication to ensuring equitable access to reproductive health care and her vast experience in health systems transformation will be an asset to WomenLift Health.

“We are thrilled to have Mansharan join our Global Advisory Board. As an alumna of our flagship leadership development program, the Leadership Journey, she brings a deep understanding of our mission and firsthand experience of our approach. Her experience and connection to our alumnae network will be invaluable as we work to expand opportunities for women leaders in global health,” said Amie Batson, President of WomenLift Health.

End.

Male Allyship in Global Health Leadership: Cross-Cultural Perspectives on Gender Equity – Q&A Part 2

Posted on December 19, 2024December 18, 2024 by WLH Editor

“Active male allies can be the harbingers for change in an industry where women, despite representing a large portion of the global health workforce, are significantly underrepresented in decision-making roles. This incongruity is not just a matter of fairness; it is a systemic failure that hampers the effectiveness and inclusivity of health services.” – Liberty Kituu for WomenLift Health, “Role Of Male Allies in Forging Gender Equity in Health Leadership,” Feb 2024

Male allies are men who work with women to promote gender equality and gender equity both in their personal lives and in the workplace. They play a vital role in addressing unconscious biases, challenging harmful stereotypes, and advocating for policies that empower women to lead. Equally critical is the allyship among women, where mentorship, sponsorship, and collective action create networks of support and amplify women’s voices. Allyship is not merely a supportive role; it is a transformational approach to leadership that ensures diverse voices and perspectives are represented.

The World Economic Forum’s Global Gender Gap Report 2024 shows that in global workforce representation and leadership, women are close to occupying 46% of entry-level positions, but they hold less than 25% of C-suite roles. LinkedIn data shows that women’s workforce representation remains below men’s across nearly every industry and economy, with women accounting for 42% of the global workforce and 31.7% of senior leaders.

In the global health field, women comprise the single most under-utilized leadership pool, making up only 25% of leadership despite being 70% of the workforce. Yet research shows that organizations with a more diverse workforce work smarter and drive greater innovations^[1]. Evidence also indicates that allyship is a cornerstone for creating more inclusive and equitable leadership structures in global health. When organizations deliberately engage men in gender inclusion programs, 96% of organizations experience progress, compared to just 30% that do not engage men in similar initiatives^[2].

Male allies play a crucial role in progressing toward gender parity by:

Challenging stereotypes: Calling out discrimination and being vocal about equal pay to help create a more inclusive culture that values diversity.
Educating themselves: Understanding the nuanced barriers women face, such as the gender pay gap and the scarcity of women in surgical fields.
Intervening: Standing up to sexist behavior in the workplace.
Advocating: Promoting policies that advance equal opportunities and work-life balance. They can also foster mentorship programs and be professional sponsors for women.
Reflecting: Critically considering their own biases and privileges.

Five women leaders from the North America, India, and East Africa cohorts of the WomenLift Health Leadership Journey engaged in conversations with their male colleagues about the challenges of being a male ally in the workplace, strategies for cultivating male allyship, and ways to ensure gender-equitable leadership practices in the global health sector.

In Part 2 of this two-part series, we explore what our colleagues had to say about the challenges of male allyship, what institutions can do to cultivate male allyship, and what they hope to see in the future.

The Challenges of Male Allyship

For male allies, it’s not enough to simply mentor and sponsor women. They must help address the barriers to women seeking that kind of support — and confront other men who don’t support allyship.

Q: What are some reasons you think women hesitate to approach men for mentorship and sponsorship?

John Cape, Chief Program Officer, Global Health Corps (North America): I imagine there are myriad reasons, but the question I think might be more important is: How can men make it easier for women to approach them for mentorship and support? Or better yet, how can women and men form more mutually beneficial relationships? The strongest relationships I have with women include two-way mentorship and championship. We support each other because we believe in each other’s values and potential. We each benefit from our differences in perspective, expertise, information, and resources.

Srinivas Tadepally, CFO, Bharat Biotech International Limited (India): The hesitation of women to approach men is more of a social reason. Mentorship [requires the] dedication of time of male colleagues. Sometimes, a mentorship can be wrongly interpreted as a romantic relationship [in India]. This is a social issue that requires more acceptance of this type of professional relationship. This depends on social surroundings, area, country, and place of work. This societal bias can be reduced by having a higher ratio of men and women at the workplace.

Chris Collins, President & CEO, Friends of the Global Fight Against AIDS, TB and Malaria (North America): Unfortunately, many times, women are overlooked simply because they are women. This lack of recognition is a significant issue that we all need to address. It’s obviously wrong and something we must actively work against. Although I am not a woman, I can imagine that many women feel hesitant because they are unsure of the reception they will receive. Our society often holds the belief that women shouldn’t be as ambitious, outspoken, or opinionated as men, which is a major societal problem. This mindset can lead to reluctance among women to assert themselves due to concerns about how they will be perceived. We often see this dynamic in politics, where ambitious and assertive women are negatively labeled, while men exhibiting the same traits are praised for their competence and leadership. This double standard undoubtedly affects women, making them cautious about putting themselves forward. We need to work towards creating an environment where women feel confident and supported in expressing their ambitions and opinions, free from biased judgments.

Sreenivasan Kallam, ex-supervisor and a public health professional with expertise in MEAL (India): Mentorship in the development sector is often treated casually, lacking structured procedures or institutional requirements. To address this, mentorship should be a formal, structured, and compulsory activity within organizations, with performance evaluations of leadership including mentorship scores. Most women in organizations do not make formal requests for mentorship, leading leaders to take on the role of protecting and safeguarding women. Teams often view managers as predators focused on extracting work from them rather than as sources of knowledge, learning, and mentorship.

Q: How do you address other men who are not allies and in fact can actively work against women (derail/harass/etc.)? Do you feel men get pigeonholed/labeled as “the man who is always advocating for women” or see any other risk or penalty associated with allyship?

Emmanuel Lamptey, Senior Project Director, IREX (North America): There are two general strategies I have employed. First, I actively disassociate myself from other men who I think are consciously working against women for whatever reasons. In some specific cases, I work around them (particularly when they are either at a similar level or below me). When I sense there is unconscious bias, I will diplomatically point out how their actions or decisions may adversely affect female colleagues/staff and suggest considering a different approach. For example, once, a colleague suggested giving an opportunity to a male team member to travel for a one-week conference because they thought that in offering it to his female team member, she would now have to worry about childcare options for that week, and [they] didn’t want to overburden her. The person thought they were being helpful by not giving their colleague [the] headache [of] finding care for her young children— [and not giving that colleague this opportunity]. [My suggestion was that because] she had worked on the same presentation, we [should] give her the right of first refusal.

Prof. Lukoye Atwoli, Dean, Aga Khan University Medical College (East Africa): I am privileged to occupy a space where I have certain freedoms allowing me to speak freely advocating for women without ulterior motives being inferred. So how do I address other men?

A) Show them how the organization will benefit from diversity.

B) Express myself, saying what I think about advocating for women as I sit in a position that men will listen to.

C) Identify women who are assets and present them as counterarguments [to any opposition].

D) Present capable women that absolutely discount the “risk” of having women on board.

E) Do not confront the men directly, as this only makes them defensive — and then they agree with you in public but continue to sabotage the women in the background.

F) I have done interviews where [the] top candidate [is] a man and second a woman. I have asked that we then make the woman the deputy or we hire the woman to enhance diversity; if the hiring team says she is inexperienced, then I ask that we help her grow in the role.

Rushabh Hemani, WASH Specialist, UNICEF Rajasthan (India): During my two-decades long professional association with UNICEF in India in progressive responsibilities, I have not come across any situation [with] other men not coming across as allies and working against women. I would credit UNICEF as an organization to provide equal work opportunities and inclusive policies as well as a focus on gender transformative work initiated in a structured way since 2018. By and large in the development sector and particularly in UNICEF (UN system), based on my experience so far, I don’t feel men get labeled as “the man who is always advocating for women.” However, the same may not be true for other sectors, particularly the corporate world, which is extremely competitive and demanding.

M K Padmakumar, Chief Operating Officer at IPE Global (India): I personally have not come across such situations, [possibly] because of the sector I am working in. It is not about whether men who are advocating for women will be labeled but will they be able to influence those who do not think it is important. Many of those who are not pro to women leadership will work silently to sabotage such a situation: They will make a business case for why men are more suited.

Institutional Changes to Encourage Male Allyship

The efforts of individual male allies are amplified when organizations develop strategies and policies that support women’s leadership and encourage more men to become allies.

Q: What strategies can organizations take to cultivate male allyship?

Dr. Simon Kigondu, President, Kenya Medical Association, Consultant Obstetrician and Gynecologist (East Africa): Organizations can encourage active participation of women in leadership. They can also amplify positive contributions of women within their organizations and documented policies that ensure gender equity in all aspects of work. 

Chris Collins, President & CEO, Friends of the Global Fight Against AIDS, TB and Malaria (North America): I would like to see more visible programs that promote women in leadership, particularly ones that are accessible without fees. It’s important to create more opportunities for leadership retreats that include both women and men, allowing them to exchange ideas and discuss how to create meaningful change. This conversation needs to be more prominent, because sexism, which affects more than half the world’s population, is often the least discussed among social inequities. We must address all the “isms” and inequities that hinder women’s progress as leaders. While other forms of discrimination are equally valid and important [to address], sexism remains a significant barrier. As a society, we need to confront double standards regarding women’s voices, leadership, and pay. Organizations should do much more to create an enabling environment for women leaders. Incorporating the recognition and promotion of women as leaders into our understanding of good management and training is essential. We need to keep raising this issue. Employers should integrate this focus into their hiring practices, staff development, and leadership opportunities. It’s crucial for employers to regularly evaluate their performance concerning women in leadership, staff composition, and the opportunities they provide for women. Employers must continuously ask themselves: How are we doing in terms of women in leadership and women on staff? What opportunities are we giving to women? Where are the deficits, and what actions are we taking to address them? This is every employer’s responsibility.

Q: Would you suggest any institutional policies that ensure gender equity in hiring, salary, promotions etc., so men do not get to misuse their power by virtue of biased policy environment?

M K Padmakumar, Chief Operating Officer at IPE Global (India): I think we now have a policy environment that is gender neutral for hiring, salary, and promotions. The key is to change the mindset of those who are hiring and deciding on promotions. There must be a fiscal incentive for businesses to hire more and more women. Why doesn’t the government introduce a 1 or 2% tax rebate on businesses with more than 50% women leadership or women employees? Also, businesses must have targeted leadership development programs for women employees to help them navigate through office politics, interviews, representation, etc.

Rushabh Hemani, WASH Specialist, UNICEF Rajasthan (India): UNICEF has a very strong gender policy, which is reviewed and strengthened depending on the emerging context. There have been significant changes to have diversity and inclusion and also looking at gender beyond binary classification. All staff and extended team, including consultants and partners, have been trained on key aspects of gender mainstreaming and moving from gender blind to gender sensitive, responsive and transformative in a phased manner.

Q: Research shows that mid-career men might view leadership advancement as a win-lose scenario. How can we make relationships between men and women at similar career stages more collaborative and solidarity driven? (e.g., men feel in competition with women for limited leadership positions)

Sreenivasan Kallam, ex-supervisor and a public health professional with expertise in MEAL (India):

Work culture in India has to change for true gender equality to be achieved. Fixed working hours need to be enforced. Due to the culture of unlimited work hours, men tend to clock in more hours compared to women. Quality of work is not a key measurement parameter in most workplaces. Women often deliver better quality outputs in fewer hours compared to men. However, since men have the luxury of staying back after designated working hours, they are often perceived as more hardworking and tend to gain leadership positions earlier than women. Human Resource teams need to be educated and trained to measure the quality of work, ensuring that merit, not just time spent, is the basis for advancement.

Looking into the Future: What Does Equitable Leadership in Health Look Like?

Rabih Torbay, CEO, Project HOPE (North America): We all need to be better allies. I am still learning how to be a better one each day. No playbook [or] manual is given to any leader on how to be a great ally, but we should all strive to be better allies, learn from our experiences, and keep pushing forward! I believe that mentorship plays a critical role in being a better ally, and this is a tool that is really undervalued and under-utilized by many leaders!

Sometimes leaders don’t want to challenge the status quo: If it is not broken, don’t fix it. This is wrong. Just because we don’t see the “break” doesn’t mean it isn’t broken. Not capitalizing on everyone’s potential and creating opportunities is an indication of a broken system. We need to challenge the status quo and rattle some cages. We need to challenge organizational norms and practices that could hinder women’s progress, even if that makes men uncomfortable. We need to use our professional networks and expose women to opportunities that can support them in ascending to leadership positions, even if it is with a different organization. Finally, we need to be vocal and loud [about being better allies]!

Chris Collins, President & CEO, Friends of the Global Fight Against AIDS, TB and Malaria (North America): I believe a better future is one where men and women lead together. Diversity in all its forms is essential, and having a balance of men and women in leadership roles is crucial. This isn’t about one kind of person being better than another: It’s about fostering diversity and equality and bringing different experiences to the table, especially in fields like global health. Women are vital health care partners, both as recipients and providers, making their presence in leadership indispensable. From the boardroom to the executive office [to the ranks of] community health care workers, women must hold leadership positions at every level. This will ensure a more effective and equitable approach to leadership in global health. In the United States, we are making progress, but there is still much work to be done. HR offices must remind all employees to respect women as leaders and value their opinions. Leaders and HR departments must consistently emphasize messages of equity and inclusion, particularly for women and communities of color. Globally, many communities face even more severe challenges, where women are often treated terribly. We need changes in laws, policies, and cultural attitudes to address these issues. In conclusion, more women in leadership roles will lead to a more just and effective global health system. This is my opinion, and it’s a crucial step towards a better future.

Prof. Lukoye Atwoli, Dean, Aga Khan University Medical College (East Africa): Organizations should cultivate a culture that recognizes and supports collaboration in diverse teams so that men don’t see women as competing for scarce positions but as collaborators working towards a common organization goal. The emphasis should be that diverse teams are suitable for the organization [and that] men and women achieve more together than in homogeneous groups or teams. A regular review of hiring and [employment] practices should be common to ensure [there is] no systematic discrimination against women in the workplace.

John Cape, Chief Program Officer, Global Health Corps (North America): I think we can do a better job aligning on shared values and vision. Gender equity isn’t [only] a women’s issue. Misogyny has an insidious and deleterious impact on men’s health, spirituality, and wellbeing, too. I think we — men, especially — can lose track of that. It’s important to acknowledge and articulate our vision for a world where we can all flourish, which can’t be realized without gender equity.

Sreenivasan Kallam, ex-supervisor and a public health professional with expertise in MEAL (India): I have been fortunate to work in organizations where men and women lead together. In such environments, the difference in leadership and their roles was not so apparent. Men tend to do a lot of work-related travel compared to women, often gaining more knowledge of ground conditions. As a result, decisions made by men can sometimes seem more realistic compared to those made by women, who may not visit the field as frequently. However, I have also seen women leaders who are well connected to the ground and excel in decision-making. To see a new future, organizations need policy and compliance checks to support equal opportunities and promote a culture of shared leadership and mutual respect.

A Ripple Effect

From these reflections, there is a shared belief among these male allies that women count, and men who are truly passionate about being allies need to be allies all the time, particularly in moments when decisions are being made. A key part of male allyship is integrating it as part of how men see the world so they use their respective platforms to drive change. A famous proverb states, “small drops make an ocean.” If more men work toward cultivating an attitude of allyship, this will create a ripple effect that drives true commitment toward gender equity in global health leadership.

Appreciation to the following WomenLift Health members for collating this piece:

Chioma Okafor (NA 2023)
Lanice C. Williams (NA 2022)
Dr. Shubha Nagesh (India 2022)
Priyanka Sharma (India 2023)
Brunda Ganneru (India 2023)
Dr. Jacqueline Kitulu (EA 2022)
Samara Andrade (North America Director, WomenLift Health)
Stephany Fong (North America Communications Manager, WomenLift Health)
Angel Katusya (Media Relations Manager, Cross Regional, WomenLift Health)

Appreciation to the men who contributed their opinions and thoughts to this piece:

Prof. Lukoye Atwoli, Dean, Aga Khan University Medical College, East Africa
Dr. Simon Kigondu, President, Kenya Medical Association, Consultant Obstetrician and Gynecologist
John Cape, Chief Program Officer, Global Health Corps
Chris Collins, President & CEO, Friends of the Global Fight Against AIDS, TB and Malaria
Rabih Torbay, President & CEO, Project HOPE
Emmanuel Lamptey, Senior Project Director, IREX
Dr. Anant Bhan, Lead, Sangath Bhopal India
Srinivas Tadepally, CFO, Bharat Biotech International Limited, India
Rushabh Hemani, WASH Specialist, UNICEF Rajasthan
M K Padmakumar, Chief Operating Officer at IPE Global
Sreenivasan Kallam, ex-supervisor and a public health professional with expertise in MEAL

⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯

[1] https://hbr.org/2016/11/why-diverse-teams-are-smarter

[2] https://www.bcg.com/en-us/publications/2017/people-organization-behavior-culture-five-ways-men-improve-gender-diversity-work

Each year in the WomenLift Health Leadership Journey, cohort members male allies for a panel on allyship. Launched in 2022 at the request of cohort members, this panel underscores the fact that gender equality cannot be achieved without the partnership of our male counterparts.

In the 2024 North America Leadership Journey, we featured two esteemed panels of male allies:

Male Allies JourneyPLUS Cohort A:

Ethan Wong, Gates Foundation

Trevor Peter, Clinton Health Access Initiative

Matt Hulse, World Bank

Peter Singer, University of Toronto

Male Allies JourneyPLUS Cohort B:

Anatole Manzi, Partners in Health

Billy Blake, Global Communities

Joe Barker, CDC

Michael Scanlon, IU Center for Global Health Equity

Michael Law, University of British Columbia

See related WomenLift Health articles:

Male Allyship in Global Health Leadership: Cross-Cultural Perspectives on Gender Equity – Q&A Part 1

Allyship Matters: How Men Can Help Accelerate Gender Equality in Health

The Critical Role of Male Allies in Forging Gender Equity in Health Leadership

Role Of Male Allies In Forging Gender Equity In Health Leadership

WomenLift Health Global Conference: Panel on Male Allyship

Video: What Does Allyship Mean To You? – #WLHGC2024

Take 5: Dr. Michael Adekunle on Male Allyship

#WLHGC2024 Panel on Male Allyship: What do men have to do with it?

Overcoming Biases: Building Inclusivity in Global Health Innovations ft. Dr. Muthoni Ntonjira

Related external articles:

Five Ways Men Can Improve Gender Diversity at Work

Women in the Workplace 2024 (McKinsey)

Male Allyship in Global Health Leadership: Cross-Cultural Perspectives on Gender Equity – Q&A Part 1

Posted on December 12, 2024December 16, 2024 by WomenLift Health

Male allies play a crucial role in progressing toward gender parity by:

Challenging stereotypes: Calling out discrimination and being vocal about equal pay to help create a more inclusive culture that values diversity.
Educating themselves: Understanding the nuanced barriers women face, such as the gender pay gap and the scarcity of women in surgical fields.
Intervening: Standing up to sexist behavior in the workplace.
Advocating: Promoting policies that advance equal opportunities and work-life balance. They can also foster mentorship programs and be professional sponsors for women.
Reflecting: Critically considering their own biases and privileges.

In Part 1 of this two-part series, we explore what these colleagues had to say about becoming a male ally and strategies for encouraging other men to be allies. In Part 2, we’ll share what they told us about the challenges for male allies, strategies for institutions to cultivate male allyship, and what they think the future could look like.

Becoming an Ally

Men begin to identify themselves as allies for a variety of reasons, including an experience with a specific woman colleague, a realization of the business value of allyship, or a sense of morality. When they do, they may find that their decisions as leaders change — or that the change is more in attitude.

Q: What sparked your interest in becoming a male ally?

M K Padmakumar, Chief Operating Officer at IPE Global (India): As COO of IPE Global, I have been trying to raise the representation of women in leadership positions within the organization. Having more women at senior leadership positions in the organization not only makes business sense but also attracts more women to join our organization. Our efforts have met with mixed results. The reasons are many: difficulty in finding the right candidate; limited pool of people available; and lack of enough targeted initiatives to help women colleagues to build their leadership skills, etc. However, it is important to keep raising the issue at all forums. Men have added responsibility because they occupy most powerful positions and have the voice to push for more women representation at senior roles. Having reached leadership positions, they can support, coach, and mentor women to navigate through the complex journey to leadership roles. I am personally committed to this and doing my best to support women to move up the ladder.

Rushabh Hemani, WASH Specialist, UNICEF Rajasthan (India): Priyanka Sharma is an accomplished development professional based in Jaipur, India. We worked together closely between 2018-2019 as a part of the WASH team in UNICEF Rajasthan State Office, India Country Office based at Jaipur. She was working as a state consultant in the WASH team that I have been leading since 2015. She was the only female consultant in a team of seven members, including five consultants. Priyanka demonstrated leadership and managerial skills based on her exposure and past work experience, since the time of her joining. She was able to initiate and lead key WASH issues by working closely with the government system, partners, and communities with great ease and limited oversight support. This provided an opportunity to play a role of male ally as a leader of the team by providing space to grow professionally and ensure that the extended WASH team supervised by me feels included and opens up for women leadership. This was also a journey of learning and adapting to the situation.

Q: What did you find yourself doing differently or the same as a male ally? What outcomes were you hoping to achieve in engaging in allyship?

Emmanuel Lamptey, Senior Project Director, IREX (North America): Honestly, this question forced me to think and analyze why or what I hoped to achieve in engaging in allyship. The initial, some might say cliché, answer (though it was the truth) was because it is the right thing to do. But as I pondered this more, I came to realize that on one hand, this was influenced by my own experiences with mentors (ironically female and white) who went out of their way to help me grow, recognizing the dearth in the representation of Black/African men in the development space. Having been in my field this long, I know that women (and minority/Black) face more barriers than their male colleagues. With a young daughter who I know will likely face similar barriers, I honestly believe that if through my small efforts we’re collectively helping to break down barriers now, then, hopefully, the playing field for her is more level.

Dr. Simon Kigondu, President, Kenya Medical Association, Consultant Obstetrician and Gynecologist (East Africa): I have asked women with potential leadership qualities to take up top positions in the association. In the past, I have thrown women into the “deep end” of leadership. Women have a different way of approaching issues, and their presence has a calming effect on situations where many men are in leadership. [I have found that] men tend to be combative while women are more methodical and calming.

Strategies for Cultivating Male Allies

In addition to supporting women, a crucial role for male allies is to work with other men to create more allies.

Q: What strategies can men and women take within their organizations to cultivate male allyship?

Rabih Torbay, CEO, Project HOPE (North America): Male allyship is critical in a workplace to identify and support women in leadership positions. One of the most important steps is to create a formal mentorship program that pairs male leaders with high-potential female employees. There are also certain prerequisites to enable this allyship, including creating a safe space for open discussions about gender issues, educating the organization about unconscious gender bias and gender equity, participating in women-identifying or women-related employee resource groups, and fostering a culture of inclusivity.

Dr. Anant Bhan, Lead, Sangath Bhopal (India): Creating platforms, opportunities, and focused groups that allow for open discussion [and] focus on reform [is important], [as well as] developing support mechanisms for women professionals. Conversations, awareness, and involvement of existing male allies who believe in the need for supportive and enabling environments for women professionals are needed to reach more colleagues and make them allies in gender transformative reform in institutions. Positive reinforcement [and] recognition for such efforts will also help promote such initiatives. Male allies, existing and prospective, need to be seen as trusted, supportive colleagues [so that] women who might be facing constraints can reach out and [involve them] in addressing bottlenecks.

Sreenivasan Kallam, ex-supervisor and a public health professional with expertise in MEAL (India): Equality as fellow human beings should be the foundation for engaging men as allies. We tend to create a forced gender disparity when discussing women’s empowerment, often projecting it as a feminist approach. By focusing on equality and shared humanity, we can more effectively engage men in allyship relationships.

Meaningful change to existing power imbalances requires concrete actions within institutions, including recognizing the importance of engaging male allies and actively working to address barriers that women face in the workplace. In Part 2 of this piece, coming soon, our colleagues will discuss the challenges of male allyship, strategies for institutions to cultivate male allyship, and what they think the future could look like.

Appreciation to the following WomenLift Health members for collating this piece:

Chioma Okafor (NA 2023)
Lanice C. Williams (NA 2022)
Dr. Shubha Nagesh (India 2022)
Priyanka Sharma (India 2023)
Brunda Ganneru (India 2023)
Dr. Jacqueline Kitulu (EA 2022)
Samara Andrade (North America Director, WomenLift Health)
Stephany Fong (North America Communications Manager, WomenLift Health)
Angel Katusya (Media Relations Manager, Cross Regional, WomenLift Health)

Appreciation to the men who contributed their opinions and thoughts to this piece:

Prof. Lukoye Atwoli, Dean, Aga Khan University Medical College, East Africa
Dr. Simon Kigondu, President, Kenya Medical Association, Consultant Obstetrician and Gynecologist
John Cape, Chief Program Officer, Global Health Corps
Chris Collins, President & CEO, Friends of the Global Fight Against AIDS, TB and Malaria
Rabih Torbay, President & CEO, Project HOPE
Emmanuel Lamptey, Senior Project Director, IREX
Dr. Anant Bhan, Lead, Sangath Bhopal India
Srinivas Tadepally, CFO, Bharat Biotech International Limited, India
Rushabh Hemani, WASH Specialist, UNICEF Rajasthan
M K Padmakumar, Chief Operating Officer at IPE Global
Sreenivasan Kallam, ex-supervisor and a public health professional with expertise in MEAL

⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯

[1] https://hbr.org/2016/11/why-diverse-teams-are-smarter

[2] https://www.bcg.com/en-us/publications/2017/people-organization-behavior-culture-five-ways-men-improve-gender-diversity-work

In the 2024 North America Leadership Journey, we featured two esteemed panels of male allies:

Male Allies JourneyPLUS Cohort A:

Ethan Wong, Gates Foundation

Trevor Peter, Clinton Health Access Initiative

Matt Hulse, World Bank

Peter Singer, University of Toronto

Male Allies JourneyPLUS Cohort B:

Anatole Manzi, Partners in Health

Billy Blake, Global Communities

Joe Barker, CDC

Michael Scanlon, IU Center for Global Health Equity

Michael Law, University of British Columbia

See related WomenLift Health articles:

Allyship Matters: How Men Can Help Accelerate Gender Equality in Health

The Critical Role of Male Allies in Forging Gender Equity in Health Leadership

Role Of Male Allies In Forging Gender Equity In Health Leadership

WomenLift Health Global Conference: Panel on Male Allyship

Video: What Does Allyship Mean To You? – #WLHGC2024

Take 5: Dr. Michael Adekunle on Male Allyship

#WLHGC2024 Panel on Male Allyship: What do men have to do with it?

Overcoming Biases: Building Inclusivity in Global Health Innovations ft. Dr. Muthoni Ntonjira

Related external articles:

Five Ways Men Can Improve Gender Diversity at Work

Women in the Workplace 2024 (McKinsey)

WomenLift Health and WILAN Partner to Advance Women’s Leadership in Health in Nigeria

Posted on December 12, 2024 by WomenLift Health

WomenLift Health and the Women in Leadership Advancement Network (WILAN) have partnered to deliver leadership development programs for women working in the health sector in Nigeria.

These programs include WomenLift Health’s Signature Leadership Journey, a fully funded, 12-month program designed to equip mid- to senior-level women leaders in health with the skills, confidence, and networks needed to drive change in their organizations and communities.

“We are thrilled to partner with WILAN to bring more leadership development opportunities to Nigerian women in health” said Amie Batson, President of WomenLift Health. “This is an opportunity to support incredible women leaders so they are better equipped to address critical health challenges, driving transformative change in their communities, institutions, and across the country.”

Women make up over 60% of Nigeria’s health workforce, but they are significantly underrepresented in leadership positions. A White Paper by WILAN on “The Role of Women’s Leadership in Strengthening Subnational Health Systems in Nigeria” identified several barriers to women’s leadership in the country’s health sector, including gender bias, cultural and religious norms, work-life balance issues, a lack of role models, and the typecasting of leadership as an inherently male trait, among others.

Yet, evidence shows that women leaders are more likely to prioritize research and action to serve women, children, and marginalized groups; address community needs; and allocate funds toward health and education. Women’s leadership is also linked to greater profitability, innovation, and better health outcomes.

Abosede George-Ogan, Founder of WILAN Global said, “This partnership with WomenLift Health marks a pivotal moment in advancing women’s leadership in Nigeria’s health sector. By equipping women with the skills, networks, and confidence to lead, we are not just investing in individuals—we are strengthening health systems, improving outcomes for communities, and creating a future where women lead transformative change across the nation.”

Applications for the Nigeria Leadership Journey opened today and will close on 31 January 2025. Apply here to the Nigeria Leadership Journey.

About WomenLift Health 

Established in 2019, WomenLift Health works to improve health outcomes and gender equality by investing in women’s leadership in the health sector through a range of actions at the individual, institutional, and societal levels. This includes “Leadership Journeys,” which focus on equipping mid-career women with tools, along with peer, mentor, and coach support, to successfully use their voice, expertise, and leadership for impact. It includes deepening conversations and partnerships with senior leaders in health institutions and taking steps to prioritize gender equality. It also includes supporting/convening global conversations about the importance of women’s leadership, amplifying the voices of national and global health leaders, including at the biennial WomenLift Health Global Conference. WomenLift Health envisions a world where diverse, accomplished leaders collectively transform health outcomes. WomenLift Health currently works in East Africa, India, Nigeria, North America, and Southern Africa.   

About WILAN

Women in Leadership Advancement Network (WILAN) Global is a nonprofit organization that focuses on supporting women in leadership by providing them with valuable resources, essential tools, and a supportive network. WILAN’s vision is to inspire a shift to gender-balanced leadership across all levels of political, economic, and public life. To learn more, visit https://wilanglobal.org/

Integrating a Gender Lens in the Fight Against Malaria

This is an in-person event.

The 79th Session of the United Nations General Assembly (UNGA 79), will take place in New York from 10 – 24 September. You will be participating in an official side event on 23 September titled, “Integrating a Gender Lens in the Fight Against Malaria: A dialogue exploring the power of women’s leadership in malaria eradication,” hosted by WomenLift Health and the RBM Partnership to End Malaria.

Malaria remains one of the world’s killer diseases, claiming lives and countries’ progress especially in areas with limited resources. The impact of malaria is greater among marginalized communities and particularly affects women and children. Although women play a critical role in healthcare they are underrepresented, holding just a quarter of leadership positions across the global health space.

This session will explore how reimagining leadership, particularly by elevating women in leadership roles, can significantly impact the fight against malaria, especially in the context of climate change, and drive better health outcomes.

Q&A with Mary Wandia, Regional Director – Africa, Co-Impact on Investing in Women’s Leadership

Posted on July 24, 2024July 25, 2024 by WomenLift Health

As we consistently celebrate the social, economic, cultural, and political achievements of women leaders, can you tell us what this moment means to you?

This year’s International Women’s Day theme was ‘invest in women, accelerate progress’ which captures the essence of this moment for me. It is a reminder that unless we are very conscious to ensure gender equality in our systems and societies, everything we do will be negatively affected because it will not be representative, effective, or sustainable.

It’s not that women need to be helped; we need to invest in them because they have significant contributions to make. When we leave behind this critical part of the population, we are missing critical voices and perspectives and we’re undermining progress for everyone – men, women, boys and girls.

How would you say your identity as a woman has shaped your experiences as a leader in your field?

My identity as a woman, especially recognizing that I’m part of a group that has been historically marginalized, means I approach leadership with a lens of always being conscious of how I lead. I ask myself questions like, I’m I ensuring that everyone is heard? Are there some people that I’m excluding? Am I representing the voices of those who are not present in spaces I have access to? Does the way I lead and work with my colleagues demonstrate a deep sense of integrity, justice and fairness?

In every role, I consider it my responsibility as a leader to always bring in the perspectives and opinions of people who are not at the table, and create spaces for advancing inclusivity.

How different do you think your experience would have been, had you traveled the same leadership journey as a man?

We live in a patriarchal world, so most systems work to favor men and disadvantage women. A woman may have the same qualifications as a man, but the ingrained thinking in society that men are better leaders, often leads to men rising faster and getting better pay than women for the same job. So, I think I would have experienced more privilege as a man. I would have had more opportunities, and I would have gotten to higher levels of leadership much faster than I have as a woman.

When you are a beneficiary of privilege it can blind you to the experiences of those who are less privileged, and easily assume that they either don’t deserve it or are not fighting for it. So, if I were a man, unless I grew up in an environment that deliberately helped me be conscious of the inequality in society, I would have probably been oblivious to the processes and structures that exclude others.

It doesn’t mean that all men are not conscious because there are men who are aware of their privilege and use it to create spaces for women to advance and to advocate for women’s rights at work and at home.

In discourse about gender equality in the context of leadership, what is often referred to is representation. But is this enough? Is equal representation in leadership enough to drive change?

Leadership is more than mere representation. We have to be very deliberate in preparing women for leadership because it is not just their presence that is required, it is also about participation and the quality of leadership and contribution.

You can have women represented but are they well equipped and prepared to effectively engage in the leadership role? Do they have the qualifications, experience, training and supportive structures to perform the role? Are they adequately equipped to navigate the institutional dynamics of the leadership space? Do they understand their role in expanding that space for other women? Is there a pipeline in place as well as mentorship and networks to help them understand their role as leaders? Do they wield any power or influence decision making?

We need women’s input. We need their voice. We need their leadership. But we must facilitate not just their presence but their power, otherwise we will be setting them up for failure.

What would you say are some of the biggest challenges faced by women in leadership positions?

In my experience, one of the challenges is that leadership is lonely. Often, you may find you’re maybe two women in say, a board of 10 people. It is also difficult sometimes to get the mentorship that you need especially in sectors that are historically male-dominated like economics and law. So, you get in there, but you don’t have the networks or access to networking spaces to connect with those people who could help and mentor you.

Another challenge that you face when you’re a woman in leadership is the culture of the institution or the system that you are working in. Because leadership has been a preserve for men, the way things are structured is very patriarchal. For instance, being expected to work the whole day and then socialize with colleagues in the evening over drinks. Many women are not able to do this to the degree expected for career advancement due to care responsibilities. In many cases, this is something men in similar positions will not have to deal with.

Then there’s the challenge of expectations based on entrenched mindsets and norms. Because we’re so used to having men in leadership, we tend to always judge the few women in leadership harshly. We are watching them and looking for any small misstep so that we can use that to show that women cannot be effective leaders. So, I think many women leaders work under very high pressure to prove that women can lead.

What’s the one piece of advice you would give to aspiring female leaders in global health?

I think I’d start by saying, when you have what is required, step confidently into those positions of leadership. And then, do the work and do it well because you have what it takes.

Create community with the women you find in leadership spaces and support and mentor each other. Remember to also pay if forward by ensuring that you are pulling more women up and that you leave a strong legacy of creating space for women’s leadership.

Don’t forget that part of your role involves transforming practices, mindsets and norms around women’s leadership. Join others in speaking up and take whatever action is at your disposal to tackle unfair and discriminatory practices or policies in the workplace so that we normalize inclusive workplace cultures.

Knowing these challenges, and having overcome many of them yourself, what tools do you wish you had been equipped with that would have helped you navigate the journey to leadership in a male-dominated field?

Its only in the last few years where we are seeing more African women like me in leadership in philanthropic institutions. These roles were either male dominated or did not have a lot of people from the global south, so it is positive that this is starting to change.

When I look back, I wish I had access to feminist analysis tools tailored for leadership in male-dominated sectors to help me understand how patriarchal systems and structures operate to exclude women inspite of women having the expertise and qualifications. This awareness of the subtle ways the system is fighting you or the practices that are entrenched in the organizations that don’t suit you as a woman is an important first step to resolving the issues.

So, equipping women with these tools will increase their awareness and give them the agency to be able to challenge, dismantle and transform discriminatory systems and institutional norms.

What three key lessons do you wish women would learn from the experiences of those who’ve gone before them while ascending the career ladder?

I’d say the most important thing for those coming up the career ladder is to appreciate that the spaces that they’re occupying, were deliberately fought for by the women who preceded them. It was a labor of love by those who decided to open those frontiers, sometimes with very dire consequences. Do not take it for granted!

Two, they should also know that those spaces can close very quickly or shrink if we don’t remain conscious and mindful of safeguarding and expanding these hard-fought gains. We need to sustain the progress so that future generations will not have to have to work for the same transformation.

Finally, women should know that the problem of women’s leadership has nothing to do with women. It has to do with the institutional barriers that they face once they get into institutions that bar them from progressing into leadership. The focus has to be on changing the mindset and harmful narratives about women and leadership in our society as well as shifting the culture, the practice and policies of institutions so that they are supportive of women.

How does your work intersect with – and contribute to – the movement for gender equality and women’s empowerment?

Gender equality and women’s leadership is a natural and central focus of everything we do at Co-Impact to create systems and institutions that are effective, just, and inclusive. I feel privileged that my daily work in leading our grantmaking in Africa, is contributing toward this goal of advancing significant and gender-equitable change for millions of people, and ensuring that women can access all available opportunities and can participate in all institutions and spheres of life.

Take 5: Dr. Michael Adekunle on Male Allyship

Posted on June 21, 2024 by WomenLift Health

What does male allyship mean to you, and is it essential to achieving gender equality in global health?

Male allyship means working alongside women to ensure they have the freedom to fully participate and make decisions in public lives, as well as to live healthy lives, contribute to healthcare development, and reap the benefits of these efforts – as a necessary foundation for a peaceful, prosperous and sustainable world.

Male allyship is essential in global health to achieve gender equality. Countries with high levels of gender inequalities put women and girls at greater risk of diseases such as malaria due to limited access to vital health resources and lack of inclusion in decisions being made about healthcare. By working alongside women, challenging harmful gender norms, and advocating for fairness and inclusivity in policies and interventions, male allies can contribute to a world where everyone can thrive.

What are some common misconceptions about male allyship and what do you think it should look like in practice?

One major misconception is that it’s all about male allies changing policies. Policies are foundational frameworks for promoting gender equality, providing structure and guidance for systemic change. For the policies to be effective, day-to-day actions and activities by male allies to advance gender equality are vital. These actions may seem minor initially, but over time, they accumulate to create significant shifts in attitudes, behaviours, and social norms.

Day-to-day actions could include men taking the time to read and understand women’s health, supporting women to gain knowledge or information needed to contribute to decision-making at all levels of society, or by advocating for systemic change. We all must lead by example if we are to see change which will benefit us all.

How can we build a strong base of male allies within global health?

As male allies in global health, we are responsible for actively promoting gender equity in all aspects of our work, including day-to-day activities. Health leaders at all levels of society need to be vocal about the steps taken by male allies to promote gender equality. Gender equality can only be a reality if we have male allies at all levels of society, including in each community. Sharing examples of success through various communication channels is one step. Communication also needs to address the challenges faced due to gender inequality, emphasising that the whole society suffers, including men.

There are other practical steps we can take too such as role modelling this behaviour, ensuring opportunities are shared equitably in teams, speaking out when you see gender bias in action and fostering a culture of allyship by setting up diversity, equity and inclusion groups. This won’t solve all the challenges, but should go some way in progressing the cause.

What advice would you give to men hesitant to step up as loud and proud advocates for gender equality?

I would say, consider this: The fight for gender equality is about developing a flourishing society for all. For me it starts with listening. Finding out what women need, what needs to change and what are all of our roles in advancing the solutions to the issues. I would advise all men to educate themselves, challenge biases, and amplify women’s voices.

How can more institutions in global health foster a culture of male allyship?

To foster a culture of male allyship, leaders must publicly endorse gender equality as a core value in global health institutions. Male allies in leadership at all levels of society should create opportunities for dialogue, address unconscious bias and privilege, and practice inclusive leadership to promote gender-related issues and improve institutional policies. Gender equality and accountability should be at the forefront of our minds in everything we do and should be on the table at the heart of of policy making organizations if we are to make real, lasting change and create impact.

Dr. Michael Adekunle is the CEO, RBM Partnership to End Malaria