In the ever-evolving world of technology, diversity and inclusion have become both challenges and imperatives for growth. Our journey at Ivy.ai — my teammate’s, Beth Griesbauer, and mine — has been deeply rooted in transforming our corner of the industry into one where women, and all team members, feel supported, valued and empowered.
Being women leaders in tech brings both opportunities and responsibilities. Beth and I are setting an example for women and challenging all genders to step away from traditional, fear-driven leadership. Our success lies in encouraging everyone to own their work, face setbacks with resilience and support others. In this sense, we hope to be role models for women and anyone looking to lead authentically and respectfully.
Known affectionately as the “Ivy Moms,” Beth and I have built a culture beyond surface-level family ideals. Our journey has been rich with lessons, challenges and small wins, creating a blueprint for teams building inclusivity through accountability, support and empathy.
4 Tips for Women Leaders in Tech
- Treat your team like a team, not a family.
- Coach your employees to find their own solutions.
- Make space for your colleagues to be themselves.
- Be flexible and do your best, but don’t stretch yourself too thin.
Move Away From the ‘Work Family’ Framework
In many workplaces, leaders try to foster a family dynamic, but we’ve found that calling a team “family” brings baggage. Family implies unconditional love and belonging, while work requires mutual respect and accountability, independent of affection and the forbearance of blanket forgiveness.
The key distinction has been clear for us: we don’t all have to like each other enough to make vacation plans together, but we must respect what everyone brings to the table.
One pivotal shift came from treating our teams with the same constructive candor we’d want for ourselves — something historically lacking within our organization. We focus on celebrating achievements and fostering growth but sidestep participation trophies.
Instead, our approach is rooted in tailored feedback and consistent development. We recognize each team member for their unique contribution, encourage them to progress and remind them that professional growth requires active engagement.
This transparent, accountability-driven approach has helped our teams build trust and pride in their work without relying on family-like affection.
Facilitate Independent Problem-Solving
As leaders, one of the toughest habits to break has been the reflex to answer every question ourselves. A major hurdle for any manager is allowing space for team members to find their way, particularly in a high-stakes, fast-paced environment like tech. When someone on our team has a question, we resist the urge to give immediate answers; instead, we ask questions to help them think through the issue.
An example of this is when we were handling security questionnaires, an often-dreaded task. Rather than handing over a ready-made solution, we took the “coach by questions” route: “What do you think you should do with it?”
Through this process, team members learn to tap into their own resourcefulness — relying on past experiences, internal resources and finally, if necessary, asking for help. Not only does this foster independent problem-solving, but it also respects everyone’s time and sets a precedent for resourcefulness.
Encourage Employees to Be Authentic
Beth and I approach team meetings like a group dinner — without the dinner itself (unfortunately). Bringing in all the personalities and energies of the day, our virtual team calls are lively, sometimes loud and always open.
We encourage everyone to bring their whole selves, recognizing that personal experiences and emotions don’t just disappear at the start of a meeting. A challenging but critical part of this has been making space for team members’ lives outside work and balancing that with productivity.
For instance, if a team member recently lost a beloved pet, we create a supportive environment that acknowledges their emotional state. By honoring each person’s experiences and inviting each voice to contribute, we build a team where trust and empathy fuel productivity.
Stop Trying to Achieve the Impossible
For working parents like us, balance is an elusive concept. For years, we’ve seen the idea of “having it all” pushed onto women, but it’s unrealistic. True balance is unattainable if it means achieving everything, every day, for everyone. Rather than striving for the impossible, we prioritize fluidity.
This flexibility has helped us grow professionally and allowed us to support others in discovering their paths. If we’re stretched thin with a crucial project at work, we ask ourselves where our energy will yield the best results, accepting that some things may fall by the wayside. This realistic, fluid approach has helped us model an attainable form of leadership that doesn’t demand perfection but encourages agility and resilience.
The Future of Inclusive Leadership
As we continue our journey, Beth and I are focused on expanding this supportive, inquisitive and adaptive culture. We hope to inspire other organizations to move beyond token inclusivity and focus on building teams where accountability and empathy are the bedrock.
Our path has taught us that inclusivity in tech is about representation, yes; but it’s also about fostering an environment where every individual feels valued, challenged and supported.
While we can’t predict all the challenges the future will bring, we’re confident in the solutions we’ve developed so far: listen, adapt and lead with empathy. It’s an ongoing journey — one that, as “Ivy Moms,” we’re honored to lead.
