I’ve worked as a recruiter in the transport industry for many years now, and there is no doubt that progress is being made. I’m seeing more women enter the sector, a greater openness to flexible working at every level, and more honest conversations about inclusion. And yet, despite this, transport remains predominantly male, with women still being significantly underrepresented in senior leadership roles.
In my work, I often notice how carefully women approach job specifications. I'm sure most of us have read about the research showing that women are less likely to apply for roles unless they meet every single requirement. I see this not only when women are considering new opportunities, but also when they are thinking about putting themselves forward for promotion and this is something I regularly cover with my mentees. It is also something I’ve had to be conscious of personally, as I’ve transitioned away from corporate life and become the leader and Managing Director of a boutique recruitment firm.
The women I work with are highly capable, driven and committed. The issue is that the bar often feels higher. When the perceived cost of being seen as “not quite ready” is significant, it’s understandable that we can tend to err on the side of caution. In many organisational cultures, men are encouraged to grow into roles, while women are expected to prove they can already do every aspect of the job before being considered. That shouldn’t still be the case – but it is.
This is where allies, particularly male allies, play such an important role. A strong ally will use their influence to open doors and create opportunities. I’m fortunate to work alongside many men who actively champion their female colleagues, not only for roles, but for opportunities that raise visibility and credibility within the sector.
A recent example stands out. While discussing an event I was hosting with Phil Hibberd at Transport UK, he proactively suggested several excellent women who should be involved. One of those women is now facilitating the event. That kind of sponsorship makes a real difference. When senior leaders are willing to advocate on potential, outcomes change.
Alongside allyship, structured support matters. This is why I am always enthusiastic about supporting the Women in Transport LEAD programme and being involved in the mentoring scheme. These initiatives create environments where confidence can grow, rand create safe spaces where women can partner with dedicated mentors and advocates. This results in women becoming stronger and more able to navigate systemic challenges rather than having to go it alone.
It’s important to note that women are not asking for special treatment. They are asking for fair treatment for all. Systems and cultures should recognise capability, potential and contribution without requiring people to over compensate, mask their true selves or conform to an unrealistic ideal. And workplaces should be places where bringing your whole self to work is not a risk, but a strength.
I would encourage every leader to pause and reflect. Who is encouraged early and who is allowed to grow into roles? If we are serious about building a more inclusive and representative transport sector, we need to value potential as much as perfection – and in doing so, retain exceptional female talent.
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