The International Women’s Day 2026 theme of “Give to Gain” highlights the power of reciprocity – how sharing knowledge, encouragement, education, training, mentoring, and actively challenging stereotypes, discrimination and bias can create meaningful impact for women.
CA Lab posed the question, “Can you share a time when you supported another woman – through mentoring, encouragement, or advocacy – and what you gained from that experience?”, inviting women to share their perspectives on the ways women uplift one another, and the positive impact that support, mentorship, and advocacy can create across the accounting profession. Here’s what they say.
“There are moments in life when many of us feel the pull to pursue a new career path yet hesitate because of uncertainty. For women especially, the decision often comes with added layers of responsibility – balancing family, children, and the desire for personal growth, while worrying about financial stability. There’s also the social perception that working mothers may not be able to give their full commitment at work, especially when additional time and energy are required.
At the same time, many working mothers carry an internal conflict, namely, the fear of missing out on their children’s precious milestones, like bedtime moments or everyday bonding. It’s not an easy balance, and I deeply understood these struggles when a close friend of mine found herself at her career crossroads.
Having experienced similar thoughts myself, I encouraged her to take the leap of faith. I shared a simple belief: if you never try, you’ll never know. Life offers us opportunities to shape our future, and regardless of the outcome, there is always value in the experience gained. I wanted her to move forward without regret, knowing she had given herself the chance to explore something new.
She trusted that perspective, found courage, and decided to pursue her new career path. Whether or not it turns out to be her long-term path, she now carries the confidence of having tried.
What I gained from this experience was a deep sense of fulfilment. Supporting her reminded me of the many women who have uplifted me – through mentorship, encouragement, and shared experiences. It reinforced my belief in the importance of paying it forward and being part of a community where women empower one another to grow and thrive.”
“One experience that stands out for me was mentoring a former colleague who was about 10 years younger than me.
When we first started working together, she was very capable and hardworking, but she tended to stay in the background and didn’t always speak up or push herself into bigger opportunities.
I made a conscious effort to involve her more by bringing her into discussions she wouldn’t normally be part of, encouraging her to present her own work, and giving her ownership over projects even when she wasn’t fully confident yet. At times, it also meant having honest conversations with her about stepping up, being more visible, and trusting her own judgement. I also supported her behind the scenes by advocating for her when opportunities came up. Over the years, I saw her grow not just in capability, but in confidence. She became more decisive, more vocal, and more comfortable leading others. Eventually, she stepped into a C-suite role, which was something she might not have imagined for herself early on.
For me, the biggest takeaway was how much of a difference it makes when someone believes in you early and consistently. It reminded me that leadership isn’t just about your own progress, but about helping others see what they’re capable of. It’s something I’ve carried with me since, and I try to do the same for others whenever I can.”
“I was a former team leader overseeing more than 30 members, 90% of them women. This was partly due to the gender composition of the accounting profession but, more importantly, it reflected my strong belief in women’s professional potential. I never set barriers against female candidates because of pregnancy, family responsibilities or caregiving duties. On the contrary, I deeply believe that women possess extraordinary resilience, especially when juggling work, family, pregnancy, children and personal well-being. This resilience was exactly why our department consistently outperformed others in performance reviews.
One memorable experience of mutual support has remained with me over the years.
A female team member who had worked with me for four years had handed in her resignation after becoming pregnant. She was less than three months pregnant and had not yet shared the news, but she felt guilty for not being able to maintain her usual workload and feared she would let the team down.
When I learned the truth, I immediately turned down her resignation. I reassured her that women’s strength does not lie in overworking themselves, but in doing their best at their own pace. I then rearranged her tasks to lighter, more suitable ones so she could continue working comfortably. She later told me that this understanding relieved her enormous pressure, lifted her mood and strengthened her commitment to the team.
For me, this experience embodied the true meaning of ‘Give to Gain’, namely, that supporting women is never one-sided giving. When women lift each other up, challenge stereotypes and build inclusive environments, we foster stronger team cohesion, greater professional fulfilment and lasting, positive change for our industry. Every woman deserves to thrive at her own pace.”
“Having spent over two decades in finance, I am convinced that our true power lies not in individual success, but in our collective ability to uplift one another.
An undeniable reality persists in this industry and that is, while talented women populate the junior ranks, representation thins significantly at the senior level. Career trajectories that appear meritocratic often harbour implicit biases regarding family responsibilities. Having navigated this path myself, I deeply understand the pressures working mothers face.
This understanding is the cornerstone of my leadership. I am intentional about creating opportunities for my female colleagues – not by lowering standards, but by ensuring their contributions are valued. In our firm, flexible arrangements are not a ‘favour’; they are a strategic necessity. High-performing teams must be built to thrive within the reality of diverse life circumstances.
This structural support provides the foundation for our team to truly lean in. By dismantling the systemic barriers that once forced a choice between career and family, we have empowered our female leaders to step forward with confidence. We are fostering a culture where ‘leaning in’ is not a solo struggle but a collective momentum.
Today, more women are taking their rightful seats at the negotiation table, commanding respect through expertise. We are proving that when women are encouraged to lean in together, we don’t just fill seats, we reshape the culture of influence. We are constructing a professional environment where capability is defined by merit and resilience is recognised, illuminating a path forward for all.”
“One of the most meaningful experiences of giving support came early in my career, when I rendered support to someone who had just started working overseas for the first time. She had relocated to a foreign country where she did not know anyone personally nor professionally, and was navigating a completely unfamiliar workplace culture. Having worked overseas myself, I understood how disorienting that transition could be, even without the added challenge of being far from home.
In her initial months, she struggled to perform at her best. The challenges were not due to a lack of capability but rather, unfamiliarity – with systems, expectations, and unspoken norms in a new environment. Recognising this, I made a conscious effort to support her through regular check‑ins, practical guidance and, most importantly, reassurance. I encouraged her to ask questions without hesitation, shared my own early missteps, and advocated for patience and perspective from stakeholders who might not have seen the full picture of her situation.
Over time, her confidence grew. As familiarity replaced uncertainty, her strengths became evident. She not only caught up quickly but went on to excel, eventually rising to hold a senior finance executive role in a listed company. Watching that progression reinforced my belief in the transformative power of encouragement and mentorship, especially during moments when someone is most vulnerable.
What I gained from this experience was just as significant. Supporting her sharpened my own leadership skills, deepened my empathy, and reminded me that performance is often a lagging indicator of trust and belonging. Giving support did not diminish my own capacity, it expanded it. In lifting another woman up, I gained perspective, confidence, and a lasting appreciation of what genuine support can create.”
“As Head of the Inclusion and Diversity Committee and as a new mom, I felt strongly about helping new mothers integrate into the workplace. I was pleased to find out that one of my committee members also had a similar passion for this and encouraged her to develop a Parents Returning to Work programme. The programme, which she presented to our Business Exco, was approved. This is a programme that many of our employees now enjoy because of her (this includes myself, when I had my second baby last year).
She later shared with me that I was instrumental to giving her the confidence to implement this initiative.
I am grateful that International Women’s Day is observed at a global level, to celebrate the achievements of women. I firmly believe in the powerful ripple effect that comes from women supporting women.”
