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International Women’s Day 2026: A Conversation on Inclusion, Allyship and Progress

This year, to mark International Women's Day, our Divisional Director Emma Gregson brought together a group of colleagues for an open roundtable discussion. No filming. No scripts. Just an honest conversation. The aim wasn’t to produce a perfectly polished statement. It was to create space — to reflect, to listen, and to explore what inclusion really looks like in today’s workplace. Here’s what we learned. What Comes to Mind When You Think About International Women’s Day? For some, it represents recognition — a moment to highlight the achievements of women in business and beyond. For others, it prompts reflection on progress still to be made. One theme quickly emerged: while the day itself is visible — particularly on LinkedIn — its meaning runs much deeper. There was acknowledgment that conversations about gender equality can’t simply live online or exist once a year. They need to be embedded into the fabric of how organisations operate. International Women’s Day may fall on 8th March, but the principles behind it shouldn’t be date-bound. Why Having This Discussion at Work Matters A powerful point raised during the discussion was this: We spend most of our waking hours at work — if we don’t talk about it here, where do we talk about it? Workplaces shape opportunity. They shape confidence. They shape careers. Several colleagues reflected on environments they had previously worked in — some more progressive than others, often heavily male dominated — and how that influenced whether these conversations were welcomed or avoided. One comment stood out: “The first step to change is acknowledging there’s a problem.” Whether discussing representation in leadership, the gender pay gap, or unconscious bias in everyday interactions, awareness is the foundation for meaningful progress. What Does an Inclusive Workplace Really Look Like? The group explored what inclusion means beyond policy statements or formal initiatives. One perspective captured it perfectly: “Inclusion is felt, not announced.” An inclusive workplace isn’t defined by posters on the wall or annual emails. It’s defined by behaviour. It's About: A genuine meritocracy where progression is based on performance, not proximity to power. Leadership that doesn’t require the loudest voice in the room. Being mindful of everyday conversations that may unintentionally exclude. Creating space where people feel comfortable speaking up — or saying no. There was also recognition that unconscious bias can show up in subtle ways. From assumptions about who should attend certain meetings, to whose opinions are actively sought, small behaviours compound over time. Inclusion, ultimately, is about awareness — and accountability. Women Who Inspire Us When asked who inspires them, the responses were deeply personal. Mothers who worked multiple jobs to provide stability. Partners balancing demanding careers with professional qualifications. Managers who quietly transformed workplace cultures. Public figures like Marie Curie — a pioneer who succeeded in a world that actively tried to exclude her. What united these stories was resilience. Determination. And an unwillingness to accept imposed limitations. Several colleagues reflected on strong female leaders they had worked with — leaders who didn’t need to dominate a room to command respect. They led through example. Through consistency. Through standards. The quiet confidence of competence. Where Do Women Still Face Challenges?The discussion didn’t shy away from reality. Challenges still exist — particularly in male-dominated industries, senior leadership environments, and in balancing career progression with societal expectations around caregiving. There was open acknowledgment that historically, women have often had to “run harder” to reach the same point. And yet, there was also recognition of generational progress. Attitudes are shifting. Leadership is evolving. Conversations that once felt uncomfortable are now happening openly. Progress is visible — but unfinished. Moving Forward This roundtable wasn’t about having all the answers. It was about listening. Learning. And recognising that inclusion is a shared responsibility. International Women’s Day provides a valuable moment for reflection. But the real impact lies in what happens on the 9th of March — and every day after. At Sharp Consultancy, we’re committed to continuing these conversations — not as a tick-box exercise, but as part of how we build a culture where everyone can thrive. Because equality isn’t a campaign… It’s a commitment.

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Those of you that are regular readers of my articles will know that their content is often inspired by something I have recently read or an exchange that has taken place which I’ve been mulling over in my mind for several days afterwards. That was very much the case again, however thanks to a timely phone call from a long-term business associate, you have been spared a tale involving a white shirt, laundry day and a rather unflattering revelation – which I’m not yet quite over - from my wife.

During one of our regular catch ups, my client and I commented that we had both recently read the same article with some interest. The headline – and I paraphrase at this point – claimed that Yorkshire had seen 25 per cent fewer insolvencies in 2020 when compared to 2019. And whilst, at almost any other time, fewer companies going out of business year on year would generally be welcomed by many as a positive, we were both somewhat surprised, considering the year that was in question.

Let’s be under no illusions; 2020 was a year like no other and whilst some sectors found that lockdown restrictions offered them opportunities to grow there were many more that faced – and are still facing - countless struggles and uncertainty which will take months if not years to recover from. So how could it be the case that during the most unprecedented 12-month period for businesses ever, more somehow managed to survive when compared to the previous year?

Without wishing to get political, one of the suggestions that came from our conversation was that the Government support packages have done what they set out to achieve and – whilst not perfect, with many firms and individuals falling through the cracks- these were in the most part, widely available and quickly implemented, particularly if you consider the furlough scheme. But have they been too generous in some instances? Certainly if we were looking at the number of businesses that didn’t survive being on a par with the previous year – or even slightly higher – you could conclude that the support offered had been about right as the number of casualties showed no real differences and the equilibrium maintained.

However, and whilst I certainly don’t begrudge them their survival, are we potentially facing a situation where businesses have survived because of the support they have received and in any ‘normal’ year, when such packages would not have been in place, they would have found themselves without a future?

What would be the downside to this? Jobs have been protected and businesses have survived to see another day. But in doing so, does this hamper the ability of companies to recover overall?

Take any ‘normal’ year, not all businesses survive, and the stronger operations would move into the space they vacate and take advantage of the resulting opportunities in order to grow and invest. Jobs are created, expansion takes place and so on and so forth. However, what we could now see is an artificially false competition – businesses which in any other year would not have survived, have been given a reprieve and are now fighting for their lives and, in doing so, may potentially be prepared to lower their costs way below the rest of the market making the route to recovery for a far greater number of operations a much more drawn out and difficult journey to travel.

As we tentatively ease our way out of lockdown, hopefully for the final time, it remains to be seen if the support that has been so heavily invested – currently to the tune of upwards of £280billion and counting – has indeed ensured the country can recover as quickly and as painlessly as possible or if, for some, it has simply delayed the inevitable and once that support is withdrawn, they find they are unable to survive. The question remains, will their prolonged existence have far reaching consequences for companies on the next rung up the survival ladder from which they may struggle to overcome?

Sharp Consultancy specialises in the recruitment and executive search of finance and accountancy professionals. With offices in Leeds and Sheffield our highly experienced team of consultants recruit for temporary, interim and permanent roles across the full spectrum of positions throughout Yorkshire and beyond. CONTACT US today and speak to a member of our team about your recruitment needs or next career move.