Regina Gomez (MBA ’25) reflects on the importance of female networks and the role of allyship.
I have always been drawn to women-only initiatives. The unique sense of companionship and sisterhood that emerges when women come together is truly remarkable. From girls' nights out to the Women Student Association, I am continually amazed by the achievements and bonds formed when women unite to share their innermost feelings and ambitions. However, it was not until I recently heard someone ask: “Why do women always have their own groups?” that I began to ponder on this question myself. What is it about our gender that instinctively draws us together? The strength and influence of female networks are undeniable, but this leads to a critical inquiry: are these networks sufficient for attaining gender equality, especially when our male counterparts are not part of these crucial conversations?
Women’s affinity groups
Women's affinity groups and networks have a longer history than many realize. As Lekshmi Santhosh, Elizabeth Harleman, et al. noted in their 2008 article Strategies for forming effective women’s groups, with the burgeoning participation of women in the workforce during the 1900s, women began forming ‘societies’ within existing male membership organizations, from which they were previously excluded. These societies offered a sanctuary for expressing opinions, exchanging views, and sharing survival strategies in male-dominated fields like finance, engineering, and law. Fast forward to today, and these groups still play a critical role in fostering professional growth. In a 2019 Harvard Business Review report, Brian Uzzi emphasizes the significance of such networks in a professional context, particularly for women aspiring to executive leadership. He notes that these networks provide invaluable insights into organizational attitudes towards female leaders, thereby enhancing job search, interviewing, and negotiation strategies.
On a personal level, these spaces have been instrumental in my life. They have helped me forge lifelong friendships with those who share similar values, offering a platform to voice concerns and gain insights from peers of different ages. I am especially drawn to the stories of mothers who balance their careers with raising children, presenting role models I aspire to emulate. Within the HBS community, these groups are invaluable, creating a space for vulnerability and shared experiences among those who perceive and understand the world in ways that are very different to my own. Without these networks, such personal and empowering narratives might remain unheard.
Are these groups enough?
I would like to believe that female networks alone can drive us towards gender equality, but the stark reality suggests otherwise. Despite the existence of these networks, women continue to face significant disparities in representation, compensation, and recognition in both the workplace and broader society. The World Economic Forum's 2022 Global Gender Gap Report highlights this, showing a disheartening gender parity in the workforce at just 62.9%. Sylvia Ann Hewlett and DeAnne Aguirre, in their 2010 Harvard Business Review article, offer a hypothesis on why female networks might fall short. They argue that such networks often become echo chambers of peers who converge primarily to share grievances, providing a safe space for expression but lacking the capacity to break through and elevate women to the next level. This observation leads me to a crucial question: how can we fortify these networks to ensure they not only provide support but also effectively contribute to achieving gender equality?.
For Hewlett and Aguirre, a critical component in the formula for success is the presence of a sponsor — someone in a senior position committed to advocating for and facilitating career advancements. This sponsor not only makes vital introductions but also teaches the nuanced language of success and is willing to ‘use up chips’ for their protégés. Their research highlights several corporations, such as Citi, American Express, and Cisco, that have instituted programs to identify and support female talent by pairing them with influential sponsors.
My own experience at Mastercard attests to the power of such programs. I was fortunate to be paired with a male mentor whose guidance became a guiding light for my professional journey. His mentorship was invaluable, but it also highlighted an important reality: mentoring, especially in the context of gender dynamics, is no simple task. It requires a nuanced understanding of how to be an effective ally and navigate gender-related challenges.
What is an ally?
One of the most insightful definitions of ‘allyship’ I have encountered comes from David G. Smith, W. Brad Johnson, et al., in a 2022 Harvard Business Review article. They describe it as a ‘purposeful collaboration’ where members of dominant groups (particularly men) join forces with women to actively champion gender equality. This is achieved through supportive relationships, sponsorship acts, and public advocacy, both in personal and professional realms. They outline three progressive stages of allyship:
Aware – This initial stage involves recognizing the existence of gender disparities. Individuals at this stage are beginning to learn and observe the differences in personal and professional settings and have shown an interest in understanding more about gender inequality.
Active – Here, allies view their role as ongoing, constantly educating themselves on the latest trends, situations, and challenges women face. They actively work to dismantle these barriers daily.
Advocate – Advocates actively demonstrate their support for women. Whether it's using female pronouns in class discussions or openly advocating for female recruitment, their commitment to supporting women's development is unequivocal.
With these stages in mind, I urge everyone to reflect on where you stand in your journey of allyship. If you are eager to learn more and engage further, the Women’s Student Association is here to guide you. This year, we are reinstating the ‘Allyship’ committee, dedicated to helping members of the HBS community assess their position in the allyship spectrum. Our goal is to provide resources and safe spaces that facilitate the transition from awareness to active engagement and empowerment.
While affinity groups are invaluable, they alone are not sufficient. We need everyone’s commitment to combat discrimination and close the gender gap, not just at HBS but in all future endeavors. It is a collective effort that demands participation from every individual.
Regina Gomez (MBA ’25) was born and raised in Mexico City, Mexico. She graduated from Tecnológico de Monterrey with a degree in Economics. Prior to HBS she worked at Mastercard and an early-stage fintech as a Global Strategy and Operations Manager specializing in the payments industry.