hub: India

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

Posted on 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
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 NageshShubha 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
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 ClementsSara 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 AndradeSamara 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.

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

Sara ClementsSara 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 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 ]
Figure 2: “Kindness, facts, and trust to counter fear.” Community health workers provide vaccines in the Philippines [from Sara Clements ]
Figure 4: Building trust and community in the Philippines [from Sara Clements].
Figure 4: Building trust and community 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 ClementsSara Clements

  1. 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.). 
  2. 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 NageshShubha 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
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: CDC]

Samara AndradeSamara 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
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: CDC]

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
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: CDC]
An CHW talks to elderly women at her sub-centre in a remote village in Rajasthan, India.
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)

Midwives and Nurses: Providing quality healthcare with compassion in rural India

Posted on by WomenLift Health

At the recent Global Rural Health Summit in Bengaluru, a powerful panel titled, ‘Empowering Nurses and Midwives for Rural Healthcare, Empowering Communities,’ brought together experienced nurses and midwives from states across India. These women shared stories of resilience, quiet leadership, and transformation. Their personal journeys revealed the strength and resilience that define their roles in rural healthcare.

Nurses and midwives are the backbone of India’s rural health system, keeping primary health centres running round-the-clock, leading immunisation efforts, delivering babies, handling emergencies, and reaching deep into communities with life-saving care. Yet, their realities are shaped by persistent challenges: long hours, limited support even from family and community, inadequate recognition, insufficient training and mentoring, and systemic exclusion from leadership spaces. From their reflections, the following themes emerged:

Nurses and midwives as custodians of compassionate healthcare

Often, nurses and midwives come from difficult circumstances, shouldering caregiving responsibilities within their households before taking up their positions on the frontlines.

“I come from a small town in Dungarpur (in Rajasthan, India). I was married before finishing school and had two children before I turned 20. After my husband passed away, I was solely responsible for my family,” remarked Chandra Bhanu Soni (Nurse Coordinator, Primary Health Centre Clinic, Udaipur, Rajasthan). During her Auxiliary Nurse and Midwife training, she was diagnosed with breast cancer, because of which she had to step away from the programme for treatment. “Two years ago, I faced ovarian cancer. After surgery and chemotherapy, I recovered—and now coordinate a primary healthcare clinic,” she said.

Despite these challenges, however, nurses and midwives are also caregiving leaders, performing tasks not taken up by other parts of the system. Many of their responsibilities, from patient interactions to counselling them on crucial preventive health measures such as vaccines, highlight the role of compassion in healthcare delivery.

This compassion, embodied by the frontline workers, was echoed in a word cloud of audience responses when asked what value comes to their mind when they think of nurses and midwives.

Wordcloud

Dedicated training for improved care

In India, nurses and midwives have historically lacked access to mentorship and training resources in their careers. The panellists’ experiences highlighted the impact of dedicated training programmes for improved quality of care and patient interactions, in the hospital and health centres where they work.

“I worked on an eighteen-month midwifery program where we developed a curriculum based on global standards. This initiative influenced the government’s decision to invest in a dedicated midwifery program,” said Inderjeet Kaur (Director Midwifery, Fernandez Foundation, Telengana, India). Gradually, she noted, changes began to occur, with the state government of Telengana recognising the need to train midwives to enhance quality care and establish a professional cadre. The transformation was particularly visible in the midwives’ interactions with women in labour rooms.

“Before the training, I would not talk much to the women coming to my primary health centre,” remarked Mallika (Midwifery Educator, College of Nursing, Guntur, Andhra Pradesh). “After the training, I started talking to them more. Women now started flocking to me, something that did not happen earlier. I now try to pass on my learnings to my students.”

Unravelling hierarchies, empowering community leaders

Nurses occupy a unique position, serving as crucial links between healthcare systems and the communities they serve. Despite this, however, they do not have access to key leadership roles.

“I have visited many states in India. There are hardly any nurses in the administrative positions and all decisions concerning them are taken by someone else. We need many more nurses in leadership positions,” noted Evelyn Kannan (Secretary General, Trained Nurses Association of India).

Their experiences also shone light on how unravelling rigid workplace hierarchies and empowering nurses as decision makers boosts their confidence and can be life-saving in exigent conditions.

“We all—our doctors, nurses, other team members, always sit together on the floor for our meals. There is no senior or junior, we are all equal,” shared Chandra Bhanu, adding that “We work as a team, whenever a sick patient is brought in, all of us come together.”

“Once a woman came with a serious condition, and a nurse made the diagnosis. She had the authority to diagnose, and the doctor accepted her decision,” said Prema S. (Nursing Superintendent, Secondary Care Hospital, Tamil Nadu). “Trusting nurses not only builds their capacities but also helps in gaining the trust of the community.”

These powerful stories revealed that quality care begins with empowering caregivers—investing in their training, knowledge, and confidence to serve communities. It means showing them respect, not just in words, but in policy and daily practice, fostering teamwork so they are never alone in the face of challenge, and trusting their judgment as the first responders.

When nurses and midwives are supported to lead, grow, and be part of the decisions at primary health centres and hospital at the state and national levels, they not only thrive, but also transform the communities they serve.

Arundati Muralidharan

1.72 billion girls and women in low- and middle-income countries menstruate. Yet stigma, discrimination, and limited access to menstrual products, facilities, and information continue to compromise their health, dignity, and opportunities.

Menstruation is normal, but the barriers surrounding it lead to poor sexual and reproductive health outcomes, increased gender-based violence, and reduced participation in school and work.

Menstrual Health Action for Impact (MHAi) is working to change this. As an ecosystem enabler for menstrual health, we collaborate with governments, social enterprises, researchers, donors, and implementing organizations to break barriers and drive sustainable solutions.

We focus on four key levers of change:
✔ Strengthening menstrual product markets
✔ Integrating menstrual health into health systems
✔ Advancing WASH and waste management
✔ Supporting menstrual health for women at work

By fostering dialogue, shaping policies, and providing evidence-based guidance, we bring a menstrual health lens to improving the health and well-being of all who menstruate.

 MHAI’s is co-lead by Arundati Muralidharan (WomenLift Health 2024) and Tanya Mahajan.

Tackling Gender-Based Violence in Public Health Workplaces in India: Key Insights from Experts

Posted on by WLH Editor

Women in India’s public health sector frequently encounter various forms of gender-based violence (GBV), ranging from overt acts of harassment and assault to more unseen, systemic issues like workplace discrimination and biased recruitment practices. These challenges persist despite existing frameworks, often due to a lack of holistic institutional policies as well as deeply rooted societal norms and structural inequalities.  

On December 6, WomenLift Health hosted a webinar on Tackling Gender-Based Violence in Public Health Workplaces in India, featuring insights from WomenLift Health India Leadership Journey mentor Manisha Gupte, Founder, Mahila Sarvangeen Utkarsh Mandal (MASUM), WomenLift Health 2024 India Leadership Journey Cohort Members Dr. Monalisha Sahu and Priya Das, and India Alumnae Lead Shubha Nagesh ‘22. The conversation highlighted the multifaceted nature of GBV ranging from microaggressions to sexual harassment, and examined its far-reaching impacts on women’s safety, career progression, and workplace culture. 

Broadening the Definition of Gender-Based Violence

Priya Das emphasized that GBV is often understood in its most visible forms, such as physical or sexual assault. However, it is crucial to recognize less visible, systemic forms of violence embedded in workplace practices that often “create the conditions in which these extreme forms of violence take place.” Broadening the definition of GBV beyond physical forms of violence to emotional, psychological, and economic violence against an individual due to their gender, Priya emphasized that these micro-aggressions often manifest in everyday workplace interactions.  

A workplace environment that becomes susceptible to more overt violence against women often lacks “gender-responsive infrastructure,” Priya remarked. This includes a lack of adequate restrooms for female healthcare professionals, poor lighting, and inadequate facilities that reflect structural neglect of women’s specific needs. These issues are compounded by lack of safeguards for women who speak out and report instances of sexual harassment at the workplace, often facing a backlash for it, as well as stringent workplace hierarchies that limit women’s career opportunities. Addressing GBV requires confronting these covert forms alongside more overt instances: “To understand gender-based violence, we must understand the continuum of where it begins and eventually where it ends up. Rather than really looking at the symptoms, it’s important that we start addressing the causal roots of it.” 

Challenging Gendered Career Barriers and Microaggressions

Dr Monalisha Sahu highlighted how microaggressions and occupational segregation shape career trajectories in public health. Women in medicine, despite being qualified, often face implicit biases discouraging them from pursuing certain careers as well as leadership roles. In some cases, hospitals avoid hiring women due to concerns about maternity leave and childcare responsibilities, reflecting gendered hiring practices. Limited mentorship opportunities further marginalize women, confining them to junior or supportive roles despite equal or superior qualifications to their male counterparts. “There is a vertical occupational segregation because of which, globally, 70% of the health workers are women. So, healthcare is being delivered by women but led by men,” Dr Sahu summarised.  

This persistent segregation limits women’s opportunities for advancement and perpetuates workplace inequities. Dr Sahu also noted that microagressions against women in healthcare settings are often brushed under the carpet as ‘professional banter,’ contributing to a deep-rooted culture of silence among colleagues. She reiterated the need for clearer policies, enforcement of existing ones, and a safe space as well as mental health support for survivors of workplace gender-based violence. 

Breaking the Public-Private Divide in Workplaces

Manisha Gupte explored how societal norms dividing private and public spheres reinforce workplace discrimination. “Life being artificially divided into the private and the public domain is one of the major structural reasons why women suffer discrimination and violence both inside and outside the house,” she noted. “This allows public and private patriarchies to seemingly act independently, but work together to disenfranchise women everywhere they go, including the workspace.”  

The caregiving burden, additionally, often falls disproportionately on women, exacerbated by work-from-home setups. Gendered roles often result in women dropping out of the workforce for several years and if they return, their careers are marked by an erraticism due to expectations to continue to perform caregiving responsibilities alongside work. Workspaces are, therefore, Manisha notes, thought to ‘belong’ to men. Community health workers, particularly those operating in rural areas, face additional challenges such as unsafe travel conditions, lack of protective policies, and exposure to harassment during field visits. Manisha stressed that when women are viewed as outsiders in professional settings, instances of violence serve as another reason to perpetuate gender inequities. “If we don’t take care of safety, the first thing that happens is to take women out of education and the workforce.”

Towards Inclusive Leadership and Workplace Policies 

Institutions and policies play a crucial role in combating workplace GBV. Speakers emphasized that while having legal frameworks such as the Prevention of Sexual Harassment (POSH) Act is essential, effective implementation remains a challenge. Organizations must ensure policies are not just on paper but actively enforced through transparent grievance redressal mechanisms, regular training sessions, and strong accountability measures. 

Preventing GBV in public health workplaces requires leadership rooted in principles of inclusivity and accountability. “The implementation of POSH has a clear link to leadership,” noted Priya. “We need more leaders and more women leaders to be gender responsive.” 

Speakers emphasized that effective leaders must champion gender equity, create safe spaces for dialogue, build robust reporting mechanisms, and ensure that anti-GBV policies are not only well-crafted but also actively enforced. Transparent grievance mechanisms, coupled with proactive training in gender inclusivity and diversity, can help cultivate a culture where misconduct is addressed swiftly and fairly. 

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

Posted on 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 CapeJohn 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.

T SrinivasSrinivas 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 CollinsChris 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)

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)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 AtwoliProf. 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 PhotoRushabh 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. 

Photo of M K Padmakumar, Chief Operating Officer at IPE Global (India)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)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 CollinsChris 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? 

Photo of M K Padmakumar, Chief Operating Officer at IPE Global (India)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 Photo

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)

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) PhotoRabih 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 CollinsChris 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 AtwoliProf. 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

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)

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:

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

⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯

[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  


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 by WomenLift Health

“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 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?

Photo of M K Padmakumar, Chief Operating Officer at IPE Global (India)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 PhotoRushabh 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)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)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) PhotoRabih 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)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)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:

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

⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯⎯

[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  


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)

#UHCDay: Centering Communities and Inclusive Leadership for Achieving Universal Health Coverage in India

Posted on by WomenLift Health

India’s journey toward Universal Health Coverage (UHC) hinges on equitable access, effective delivery systems, and inclusive leadership. This World Universal Health Coverage Day, we spoke with women leaders from the WomenLift Health community in India to explore strategies for achieving UHC in the country as well as the role women’s leadership can play in the process. Edited Excerpts below:

  1. Addressing Demand- and Supply-side Factors for Accessing Primary Healthcare

Kusum MorayKusum V Moray, Community Physician, Executive Director, and Public Health Researcher, Mangal Pratap Stree Arogya

Achieving Universal Health Coverage requires a dual approach that addresses both demand and supply-side challenges at the last mile, says Kusum:

“On the demand side, there is a need to facilitate the creation or strengthening of community structures where people can collectively seek and obtain support. Empowered collectives can enhance health system resilience through community and social accountability mechanisms. On the supply side, the health workforce must be extensively trained to improve competence and empathy for the community. This ensures that services are high-quality, fostering trust in the system and encouraging people to return to it in times of need.”

  1. Increasing Access to Health Financing among Vulnerable Groups

Neeta RaoNeeta Rao, Senior Health Lead, United States Agency for International Development (USAID)

To ensure UHC, Neeta emphasises the need for health financing to increase community access to healthcare:

“By using both supply- and demand-side financing—including mutuals, insurance, health wallets, and savings and blended financing to mobilize private capital, respectively—we can promote accountability, transparency, and a focus on health outcomes while reducing out-of-pocket expenditures for vulnerable communities. A unified system where the government strategically purchases services for those who cannot afford them ensures equitable access for all.”

  1. Strengthening Last-Mile Delivery among Migrant Groups

Aruna BhattacharyaAruna Bhattacharya, Lead – Academics and Research, Indian Institute of Human Settlements

With rapid urbanization, mobility, and migration, urban migrants and settlers have emerged as a key vulnerable population requiring access to healthcare in India, says Aruna:

“Awareness towards healthcare and access to primary healthcare is very low among these communities. There is also a lack of social protection for meeting their healthcare needs. There is a need to tie together efforts at the state-level, from urban local bodies, and in community-based organisations to co-create primary healthcare delivery along with the communities.”

  1. Fostering Inclusive Leadership for Community-Driven Solutions

Shachi HeadshotShachi Adyanthaya, Senior Manager – Child Health and Development, Children’s Investment Fund Foundation (CIFF)

More equitable and transformative leadership is needed to address systemic barriers and advocate for inclusive, rights-based care, says Shachi:

“Feminist leaders actively challenge patriarchal structures in health systems, ensuring care delivery is inclusive and just. They integrate social determinants like nutrition, education, and financial empowerment into healthcare interventions while empowering ASHAs and ANMs for last-mile care. By centering lived experiences and amplifying community voices, they design solutions that are both culturally relevant and sustainable.”

WomenLift Health Convenes Public Health Institutions in India to Generate Local Evidence on Transformative Leadership and Gender-Inclusive Policies, Driving Greater Gender Equality in Health

Posted on by WomenLift Health

New Delhi, (10 Dec 2024): WomenLift Health convened a high-level roundtable of senior leaders from institutions across India’s public health ecosystem, underscoring their collective commitment to embed intentional investments in women’s leadership as a core component of institutional strategies. The dialogue, chaired by Dr Renu Swarup, Former Secretary to the Government of India, Department of Biotechnology, Ministry of Science & Technology and WomenLift Health India Leadership Journey mentor, marked a significant first step towards developing actionable insights and good practices for institutions to advance women’s leadership in public health in India.

The roundtable—featuring insights from diverse public and private health institutions identified for their commitment to and active steps taken towards advancing women’s leadership—served as a platform to understand existing challenges and opportunities for women’s leadership in health as well as contribute to jointly generating local evidence on how leadership can make institutions gender inclusive. The discussion also unpacked existing initiatives across institutions to foster women’s leadership, advance diversity and inclusion, and better support women and prevent dropouts from the workforce, especially at the mid-career stage. These included flexible work hours, childcare support, diversity, equity, and inclusion in recruitment processes, and investments in leadership development.

Dr Renu Swarup remarked that while increasing women’s representation in decision-making positions through structured leadership development programmes is a key step towards gender-inclusivity, institutions must focus on strategies that ensure long-term sustainability: “We need a pragmatic approach towards addressing challenges and focussing on finding mechanisms to overcome social, cultural, environmental, and workplace   barriers facing women working in public health. We need to identify immediate steps to institutionalise these practices at all levels including at the ground-level.”

Through this convening, WomenLift Health aims to constitute an advisory group of public and private stakeholders across India’s health ecosystem – including government, research and development, and academic institutions as well as national and international non-governmental organisations, startups, and private health companies. The group will work towards publishing a white paper to address the barriers to women’s leadership in health in India as well as document concrete recommendations to foster sustained inclusivity at the institutional level.

“Institutional transformation happens at the intersection of people, policies, and processes,” remarked Ayesha Chaudhary, India Director, WomenLift Health. “Through this shared commitment towards greater gender inclusivity in health leadership, an advisory group such as this will contribute to both generating and disseminating much-needed evidence for the need for women’s leadership in health in India.”

The roundtable featured insights from representatives from diverse health institutions in India, including the Indian Council of Medical Research participants (ICMR), the Society for Applied Studies, Maharashtra University of Health Sciences (MUHS), PATH, the Public Health Foundation of India (PHFI), the Drugs for Neglected Diseases Initiative (DNDi), Global Health Strategies (GHS), International Center for Research on Women (ICRW), Clinton Health Access Initiative (CHAI), Social Alpha, Christian Medical College Vellore, and Haleon.

About WomenLift Health

Established in 2019, WomenLift Health’ s mission is to expand the power and influence of women leaders to transform health outcomes for women, girls, and vulnerable populations and be change agents for inclusive leadership. We work through regional hubs in East Africa, Southern Africa, North America, and India to deliver contextualized leadership development programmes to serve thousands of mid-to-senior women leaders around the world, equipping them with tools, networks and support systems to navigate their path to the highest decision-making levels in health. We support health institutions and their leaders to advance gender equality and generate evidence and support global and local convenings to contribute to societal change.

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For more information, please contact:

Sanaya Chandar, Senior Coordinator, Strategic Communications, India, WomenLift Health

Schandar@womenlifthealth.org; +91 98236 50505

Tackling Gender-Based Violence in Public Health Workplaces in India

In recognition of the 16 Days of Activism against Gender-Based Violence, WomenLift Health is bringing together women leaders across India’s health ecosystem for an important conversation on the all-pervasive issue of gender-based violence (GBV) at public health workplaces.

From microaggressions to sexual exploitation and harassment, GBV takes many forms. During this session, speakers will unpack the spectrum of violence women face at work, exploring how even the smallest moments of discrimination can stifle career growth, hinder performance, and shape workplace culture in harmful ways. The discussion will also explore how organisations can address these issues and create safer, more inclusive environments for women.

Join us as we bring together voices from across the WomenLift Health community to share experiences, insights, and solutions for breaking the cycle of GBV at public health workplaces.

Register to Join the Conversation –> 

Key Themes:

  1. The hidden and overt forms of GBV at the workplace;
  2. The impact of microaggressions, sexual abuse and harassment, and violence on women’s safety and their professional growth; and
  3. How organisations can drive cultural change and foster safe, inclusive workplaces.

Speakers:

  1. Manisha Gupte, Founder, Mahila Sarvangeen Utkarsh Mandal (MASUM)​; WomenLift Health India Leadership Journey Mentor
  2. Monalisha Sahu, Associate Professor & Head Department of Occupational Health All India Institute of Hygiene & Public Health; WomenLift Health Leadership Journey Cohort Member, India ’24
  3. Priya Das, Gender and Health Lead, Global Gender Focal Point, Oxford Policy Management; WomenLift Health Leadership Journey Cohort Member, India ‘24
  4. Shubha Nagesh, (Moderator), Advocacy Advisor – Global Health, Women in Global Health; WomenLift Health Alumnae Lead, India 

Menopause: The Blindspot in Women’s Health and Wellbeing

Posted on by WomenLift Health

By: Arundati Muralidharan (Co-Founder, Menstrual Health Action for Impact; 2024 India Leadership Journey Cohort Member)

Menopause. A deeply personal transition, a billion-dollar healthcare market opportunity, and a grossly neglected public health issue.

Menopause marks the natural end of a woman’s reproductive years, when menstruation ceases. Today, women are living longer and leading active, productive lives post-menopause. In India, a woman may live up to one-third of her life after menopause, making this phase a critical part of her health journey. Yet, it remains shrouded in silence and neglect. It’s time to shine a light on menopause in India. Here’s why:

The Numbers We Can’t Ignore

India has an estimated  393 million menstruating individuals, all of whom will experience menopause. As of the 2011 census, approximately 73 million Indian women were between the ages of 45-60, meaning they were either in or approaching menopause. With numbers like these, menopause is more than a phase—it’s a public health imperative.

The Risks and Realities of Menopause

A woman reaches menopause when she has gone 12 consecutive months without a period. But the lead-up, known as perimenopause, can last months or even years. Menopause and perimenopause come with hormonal fluctuations, changes in menstrual cycles, hot flashes, weight gain, sleep issues, mental health struggles, and more.

The impact on daily life varies—some women breeze through with minimal discomfort, while others face major disruptions to their quality of life. Sadly, few receive the support they need to manage their health and wellbeing during this time.

As estrogen levels drop post-menopause, women become more susceptible to serious health risks like cardiovascular disease, reduced bone density, and osteoporosis. Indian women, on average, experience menopause earlier than women in many other countries, at around 46.6 years. Factors like lower socioeconomic status, low education levels, and hysterectomies contribute to early and premature menopause, compounding their risk for chronic health issues.

The Risk of Early Menopause Due to Hysterectomies

Hysterectomies, the surgical removal of the uterus, often lead to early menopause, particularly when the ovaries are also removed. While necessary for serious health conditions, the long-term effects of these procedures are rarely explained to women beforehand. Alarmingly, some Indian women undergo hysterectomies at the young age of 34.6 years, forcing them into early menopause and elevating their health risks for chronic conditions.

Women, Work, and Menopause: An Untold Story

We know little about how women navigate menopause in the workplace, particularly in physically demanding jobs like agriculture, brick kilns or construction. Menopause is likely the least of their concerns, yet it can deeply affect their health and ability to work. In Maharashtra, a state in western India, for instance, many female sugarcane workers undergo hysterectomies to avoid menstruation issues, unknowingly pushing themselves into early menopause. These women are often left unsupported, both in terms of healthcare and awareness.

Even in formal workplaces, where women make up 27% of leadership positions, menopause-related health challenges remain unspoken and unaddressed.

The Healthcare System’s Blind Spot

In India, women’s health has largely been addressed through the lens of reproductive health—family planning, safe motherhood, and recently, cancer screenings for breast and cervical cancers. Yet, menopause, with its ties to non-communicable diseases (NCDs) like diabetes, hypertension, osteoporosis and cardiovascular disease, is largely ignored.

The Government of India’s Ayushman Bharat scheme (India’s flagship national-level insurance scheme to expand access to healthcare) and its Health and Wellness Centres are tackling these NCDs, but menopause care remains missing from the agenda. FemTech, or health technology designed for women, offers potential solutions, but their reach is often limited to urban areas, leaving rural women and women from low-income communities far behind.

Where Do We Go From Here?

We need to:

  • Break the silence around menopause. Women, healthcare providers, and the public must be educated about the menopause transition, and its associated health risks and management.
  • Collect and share data. Large-scale surveys like the National Family Health Survey should examine trends and determinants of menopause to inform public health actions. Simultaneously, qualitative studies and participatory methods are needed to share women’s voices and their lived experiences of menopause.
  • Strengthen healthcare services. Menopause care should be integrated into existing health programs related to reproductive health, NCDs, and cancer screenings.
  • Collaborate and innovate. Governments, healthcare providers, and innovators must work together to advance menopause care and ensure it is accessible to all women.

Menopause is a natural phase in a woman’s life, but it cannot be a blind spot in our healthcare system. By raising awareness, collecting data, hearing voices and lived experiences, and strengthening healthcare services, we can ensure that Indian women, no matter where they live or work, receive the care and support they deserve during this crucial transition.

WomenLift Health’s flagship India Leadership Journey is a leadership development experience designed to enhance the power and influence of emerging women leaders tackling complex public health challenges in the country. We are currently accepting applications for the forthcoming 2025 India Leadership Journey until October 25, 2024.

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