The inaugural WomenLift Health East Africa Regional Dialogues brought together women leaders, gender equality champions and allies from across the region to discuss the future of women’s leadership in global health. Under the theme “Equipped to Lead – Centering Allyship and Gender Equality to Transform Global Health Leadership”, the day-long event sought to catalyze action to address the barriers faced by women on their journeys to leadership, and the essential role of allyship in achieving gender equality to transform health systems.
From inspiring keynotes to thought-provoking panels and workshops, the Dialogues were filled with insights from shared experiences, solutions and practical next steps to advance gender equality in health leadership.
We spoke to two alumni of the East Africa Leadership Journey, Stella Mujaya, Public Health Expert, and Mary Josephine Mbidde, Senior Technical Advisor for Malaria at The AIDS Support Organization (TASO), who shared their reflections on the key takeaways from the event.
Read on to explore their take on allyship, authenticity, peer support, and breaking institutional barriers, and discover how they are turning inspiring conversations into meaningful action.
Q: Male allyship was explored in depth in various sessions during the East Africa Regional Dialogues. Has it influenced your leadership journey in any way, and how can it be centered in efforts to transform health leadership in the East African context?
Mary: Male allyship has impacted my leadership journey in several ways. Male allies have actively supported and believed in my abilities; shared their knowledge and offered guidance; given constructive feedback and helped me identify areas for growth. All this has not only boosted my confidence, but also helped me develop essential leadership skills, learn how to navigate challenges, and encouraged me to be assertive in pursuing leadership roles.
Centering male allyship in efforts to transform health leadership is crucial. Apart from advocating for gender equality in health leadership roles and supporting policies and initiatives that encourage the promotion of women to leadership positions, male allies can use their skills and experiences to mentor and sponsor women in health leadership, helping them gain the skills and networks necessary to advance their careers. They can also encourage other men to participate in and promote training on gender equity and diversity to help male leaders understand the challenges faced by their female colleagues and develop strategies to address them.
By actively listening to the experiences and perspectives of women and using their influence to ensure that women are represented in decision-making, male allies can help create work environments where everyone, regardless of gender, can thrive.
Q: Aside from male allyship specifically, what role has allyship in all its forms, from men, women and peers, played in your journey to leadership? How has this experience influenced your own growth as an ally?Â
Stella: Allyship has been instrumental in shaping my journey to leadership. I am where I am today because of a remarkable woman who believed in me, recognizing potential I couldn’t yet see in myself. Starting my career at the young age of 19 my primary focus was survival, since I had siblings and a father to support.
For nearly a decade, I worked without a clear sense of career direction, until a pivotal shift occurred under the guidance of a female supervisor who fundamentally influenced my growth and vision. She encouraged me, gave me access to opportunities, amplified my voice in rooms I wasn’t sure I belonged in, celebrated me and showed me her vulnerabilities, which created a safe space for me to be more open and authentic.
These simple yet powerful actions inspired a commitment in me to offer the same to others. To hold myself accountable, I even set personal indicators to track how I support and empower women and other colleagues each year.
Q: In what ways did the allyship discussion either validate or reshape your definition of it, and what are the characteristics of a true ally in your opinion?
Stella: Each session was powerful and not only validated but enriched my understanding of allyship, particularly as someone who has personally benefited from it. The defining characteristic of a true ally is intentionality, which is what separates a true ally from a casual supporter.
When an ally is intentional, their commitment goes beyond words. They engage in transformative actions that have lasting impact. Intentional allyship means actively identifying inequalities in the workplace, understanding the needs of others, and most importantly using their influence to open doors and provide growth opportunities. It recognizes that allyship isn’t situational but rather a continuous journey of engagement and advocacy.
Q: What’s your take on allyship and feminism? Do you agree that allyship is feminism in action, and why?
Mary: Feminism looks at women’s rights and equality, focusing on making sure that women have the same rights and opportunities as men with the aim of creating a fair society for everyone, regardless of gender. With allyship, it’s about lifting the voices of everyone who is often overlooked and faced with unfair treatment either due to their gender, race, mental health, or disability, among others.
In circumstances where the focus of allyship is to support feminist goals to promote equality for women in the workplace or society as a whole, it is feminism in action.
Q: One of the insights from the East Africa Regional Dialogues was that harmful narratives such as “women are their own worst enemies” negatively affect the way we interact with each other, both in and out of professional settings. In which ways can women reframe this narrative and uplift each other?
Mary: Reframing this narrative requires us to have open communication about our challenges and experiences within the workplace, which can foster understanding and solidarity.
Celebrating successes together, instead of viewing each other’s achievements as competition, can foster a culture of support and inspire others. Actively mentoring others and sharing knowledge and opportunities to help each other grow professionally and personally, as well as having each other’s backs can also create stronger bonds between women in the workplace.
I have had a fellow woman manager stand up for me when a male manager made an insensitive comment towards me. That show of sisterhood resulted in the man apologizing for the comment he made.
Q: What skills can women build to manage conflict dynamics and emerge as authentic, impactful leaders?
Stella: Conflict can lead to valuable outcomes. But to arrive at these outcomes, women need to cultivate key skills to help them navigate conflict effectively, emerge as authentic leaders and create positive change within their organizations. These include observation and awareness, empathy, active listening, assertiveness, negotiation and networking skills.
By developing this skill set women leaders can emerge as authentic and impactful leaders who are able to sense and de-escalate conflict; understand the emotions and experiences of others; confidently express their views and share ideas; negotiate with others to arrive at win-win solutions and cultivate strong networks of allies who can open doors and provide support during challenging times.
Q: Can women leaders maintain authenticity and stay true to their values?
Mary: Absolutely. We are all unique, with different personalities, and there are various approaches to leadership that we can adopt based on who we are and our values, without copying leadership styles commonly associated with male leadership.
Having open communication about your leadership style can help build trust among colleagues and teams. Sharing your values from the onset, staying committed to them and leaning on them to guide you through challenges can also strengthen your leadership position and keep you accountable even when external forces try to pressure you to conform to what we do not believe.
I would encourage women leaders to lead by example, demonstrate integrity and authenticity, build support networks to connect to other women leaders and remain aligned with their values. These actions can influence workplace culture and empower other women in their own journeys to leadership.
Q: Acknowledging the inseparable link between women’s representation in health leadership and health outcomes, how do you see women leaders shaping the future of health systems to achieve the ambitious goals of universal health coverage?
Stella: Women leaders play a critical role in shaping the future of health systems and achieving the ambitious goals of universal health coverage. Drawing from my own experiences, I recognize the profound impact that women can have in leadership roles, particularly in the health sector.
Starting my journey at a young age, I took on a parentified role at 19, balancing responsibilities, and later as a wife and mother of four. This experience has endowed me with a wealth of transferable skills that are vital for inclusive leadership.
Women often bring a unique and compassionate perspective often rooted in their roles/experiences as caregivers and nurturers. This background allows us to approach health challenges with empathy and understanding, especially when addressing the needs of marginalized communities. Second, women leaders have firsthand insight into the barriers these communities face, enabling them to adopt holistic strategies that enhance accessibility and improve the quality of care.
Women leaders bring a unique and compassionate approach that is essential for achieving universal health coverage.
Q: What’s your biggest takeaway from the East Africa Regional Dialogues, and how will you apply it in your work and spaces of influence?
Stella: The event served as a powerful reminder of the responsibility we share to champion equality in health leadership. One of my biggest takeaways was the need to shift the narrative surrounding women’s roles in leadership. Traditionally, women have been seen as caregivers, but the event demonstrated the gradual but inspiring change to amplify women’s role as leaders, and the role we can all play in changing the narrative.
Another key insight was the importance of recognizing our privilege as leaders, and to use our positions of power to uplift others. I was also reaffirmed in my belief in the collective power of allyship to break down barriers in global health. As someone who has personally benefited from the support of allies, I left the dialogues feeling inspired to channel the energy and insights gained from our discussions into my work, including investing time in mentoring and supporting emerging leaders, creating opportunities for underrepresented voices in health discussions, and last leveraging my power in advocating for policies that promotes gender equality and health access.
Mary: My biggest takeaways were around allyship and the importance of seeking allies who can support your growth journey while at the same time being an ally yourself and helping to build networks of allies.
I learned the importance of identifying and reaching out to colleagues or peers who share similar goals or experiences; building relationships with allies by engaging in open conversations and creating a foundation of trust and collaboration, and creating a support network to share challenges, exchange feedback, and celebrate successes.
Q: What advice would you give to young women leaders on the importance of surrounding themselves with male, peer and senior women allies?
Mary: Surrounding yourself with allies can expose you to invaluable experiences and enrich your leadership skills. Allies can also provide new opportunities, collaborations, and resources to build networks, from mentorship and strategies for navigating challenges in leadership, to boosting confidence and encouraging young women to take on leadership roles.
Q: What advice would you give to young women leaders on the importance of building strong networks and leaning into their communities to advance their careers and make the experience of leadership less lonely?
Stella: As I was growing up, I viewed the great women leaders around me as super women, almost untouchable in their strength and resilience. Over time, though, I realized they were human beings facing struggles, setbacks, and moments of doubt, just like everyone else. This shifted my perspective: rather than feeling intimidated, I began to approach them, observe their methods, and learn from their journeys.
To young women leaders, I’d say when getting a chance, don’t hesitate to reach out, build relationships, and lean into these communities. Engaging with mentors and peers will not only enrich your leadership path but also provide a supportive refuge in challenging times. These connections transform the leadership experience into a shared journey, making it far less isolating.
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To watch the sessions from the East Africa Regional Dialogues, please visit our YouTube page or website.
You can also keep the online conversation going by using the hashtag #EADialogues2024 when sharing your own thoughts on this crucial topic.
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