Women Leaders at OWS25 Embrace Authenticity, Curiosity, and Bold Leadership

At a conference event where AI dominated many conversations, the true human qualities of authenticity, curiosity, and boldness emerged as defining traits of women leaders shaping impactful leadership in today’s fast-changing world.

The compelling panel discussion at OWS25, Women Leaders: Overcoming Challenges, Trailblazing the Future, highlighted the vital role women play in shaping leadership across outsourcing and other industries, driving innovation, inclusivity, and social impact. 

Moderated by Maura Hudson, founder of Humanity Associates and chair of IAOP’s Strategic Advisory Board, the panel featured three distinguished female leaders who shared insights, personal journeys, and strategies for advancing gender equity and fostering inclusive workplaces.

These female executives revealed their superhero-like strengths, ranging from collaboration and connection to rapid learning and insightful questioning, while openly discussing their ongoing efforts to set boundaries, enhance communication skills, and increase efficiency.

To kick off the session, IAOP CEO Debi Hamill announced the upcoming launch of a Women’s Leaders Council, designed to provide mentorship, recognition through awards, and targeted programming to support and empower future female leaders. The evening reception, sponsored by Avasant, celebrated and honored women leaders, fostering connections and highlighting their vital contributions to the industry.

Addressing the Gender Gap

Hudson shared the statistic that only about 50 percent of women enter the labor force, compared to 80 percent of men, due to a wide variety of cultural and economic reasons. Additionally, women hold only 30 percent of leadership positions worldwide.

Despite these disparities, Hudson emphasized the tangible benefits of diversity, noting that “companies with diverse leadership teams are 21 percent more likely to be profitable,” underscoring the critical value of gender equity.

Superhero Powers

Michelle Needles, Executive Vice President and Global Head of Enterprise Solutions at Savills, and a 2025 Inductee into IAOP’s Leadership Hall of Fame, said her superpower is mentorship, ensuring everyone in the room is recognized and has a voice. However, the talent she continues to develop is making consensus-driven environments more efficient.

Cecilia Edwards, Partner and Principal Solutionist at Wavestone, described her superpower as being a “crazy fast learner” and expressed a desire to become “an even more prolific writer” to broaden her impact.

Pam Sands, Vice President, Strategy & Partnerships – Diversity Office, Kelly, and a member of IAOP’s Strategic Advisory Board, identified herself as a “connector,” enjoying linking people and organizations. She also shared her ongoing effort to become better at setting boundaries, recognizing the importance of saying no to avoid overcommitment.

Being Authentic

Authenticity and human curiosity emerged as central traits for successful leadership, supported by a McKinsey study.

“What’s interesting about authenticity is it’s not inherently good or bad,” Needles said. “Being authentic means that you’re acting in concert with your values so that people understand that what you say, you mean, and you align with that.”

Needles said she is known by her colleagues for “laying it out there,” and people know what to expect with her. She also emphasized the importance of maintaining integrity.

“When we’re designing outsourcing solutions and we’re working with big decisions that impact people’s lives individually, you have to have a high degree of integrity,” Needles said. “If you don’t operate with that, then why would anyone trust you, client or peer?”

Edwards added that authenticity involves “bringing your best self to the table” and can mean adjusting one’s presentation based on context—for example, dress and hairstyle choices that reflect professional standards and a personal identity that evolves with the career stage.

The panelists emphasized that authenticity and curiosity are not static traits, but instead evolving components of leadership development.

“When you're confident in yourself and who you are, it helps you act with more intention at work,” Sands said. “You can be clear in your communication, bring your voice to the table, and have a point of view. But that doesn't mean the people sitting across from you are always going to listen or want to hear that.”

“So, it takes a little bit of courage and more confidence to be able to say ‘no’ and this is how I’m showing up and this is who I am,” she added. “But it does start with that authenticity with yourself.”

Curiosity and Continuous Learning

The panel explored the significance of curiosity in leadership. Edwards emphasized that curiosity involves believing in your capabilities and those of your colleagues, fostering a culture of continuous feedback and learning.

In the orientations she conducts for new hires in the U.S., Edwards said she shares that to be successful in consulting, they must believe two things: that they are good, and that their colleagues are good. She advocated for a mindset of inquiry that supports growth and trust.

Sands shared her experience with workforce development boards, illustrating how participation in external committees and public-private partnerships can be powerful ways to reskill and upskill outside one’s immediate organization—an approach she advocates for everyone: "Look for those opportunities on committees, on councils, on boards,” she said.

A Mentorship Mindset

Mentorship was highlighted as essential. Needles reflected on her early career, saying she had many great informal mentors who helped her. She encouraged emerging leaders to actively seek out those relationships and the more established leaders in the audience to make mentoring a priority.

Edwards also shared that in her first job out of college as an Air Force officer, she was fortunate to have two mentors who had a tremendous impact on her career. When formal mentorship programs are not available, aspiring leaders should seek out informal networks to support their development.

The discussion also addressed navigating dual challenges—balancing traditional expectations with the need to master new skills. Sands advised starting with the ‘why’ and maintaining curiosity, allowing exploration without the constraints of perceived limitations.

Edwards recommended reducing multitasking and prioritizing: “Pick one thing, do it for a week and see what happens.”

Recognizing and praising outstanding team contributors was also emphasized by the panelists as an essential leadership skill to foster motivation and a culture of appreciation.

“One of the phrases that I live by is: ‘Compliments aren’t manhole covers. They’re not heavy to lift and hand out,’” Needles said.

To wrap up the session, Hudson summarized that the ongoing leadership journey involves continuous self-evolution, intentionality, honesty, and the courage to lead authentically.