Three tips to overcome the challenges and misconceptions of women in the tech industry

Marie-Pierre Mucharme, Vice President of Marketing and Buiness Development EMEA

In a sector where leadership is still too often defined by traditional norms, Ducharme shares her open reflections on navigating hierarchy, challenging unconscious bias, and breaking the mould around what effective leadership looks like. From early-career uncertainty to advocating for inclusive progress, drawing on her personal journey, Ducharme offers thoughtful reflections and actionable insights for women looking to grow in their careers without compromising their voice or values.

How do you, and should you, have to prove your “worth” and capabilities in an industry where hierarchy can feel daunting?

When I started my career, I was definitely afraid of hierarchy. In my world, everyone should be equal regardless of whether they are a marketing specialist or a senior VP. But that view is far easier to influence when you are at the top rather than at the start of your career, where the hierarchy can feel daunting.

To keep a long story short, at some point in my career, I began to focus my attention on the individuals themselves and not on their professional designations or titles. This made it far easier to connect with people and helped to dismantle the feelings I had about the hierarchy. From here, I used my networking and relationship skills to make progress and seize new opportunities, something that is really important to do, and perhaps is not always natural for some people.

By actively reaching out and connecting with colleagues, we showcase our abilities – sometimes even when our formal credentials might not tick every box. Research by Tara Sophia Mohr highlights that men tend to apply for roles when they meet about 60% of the criteria, whereas women often wait until they feel 100% qualified¹. This contrast suggests that while men may benefit from a willingness to take risks, for women, building a robust network can help bypass that cautious approach by building awareness of your abilities.

In practical terms, when you invest in relationships, you not only increase your visibility but also tap into opportunities that aren’t advertised through traditional channels. It’s a way of ensuring that your potential is recognised even before you formally put yourself forward for a role. However, one important point on this subject is that too often, men are hired and paid based on potential, while women are evaluated on ability, and for the industry moving forward, it is critical that we are all given opportunities based on our potential.

What are the responsibilities of leaders to challenge unconscious biases, and how can organisations support and champion women?

Unconscious bias is a tough one because it is, by nature, hidden. The first step is to become conscious of it. Regular training to help recognise bias in decision-making – particularly around hiring and promotions – is absolutely crucial. Although gender parity is often discussed, the concrete actions taken by some companies remain lacking.

Bias training is not just a tick-box exercise. When done properly, it helps uncover the subtle assumptions that shape decisions, often unconsciously disadvantaging women. Leaders must go beyond acknowledging bias and actively dismantle it. From hiring to promotion, every touchpoint should be reviewed for fairness. And it’s not just about ethics, there’s growing evidence that more women in leadership brings better financial performance², social responsibility³, and more rule-conscious, customer-focused recall decisions⁴.

That’s why from the outset, there needs to be a clear and sustained effort to increase the number of women being hired – and to ensure that talented women are supported with tailored leadership development plans. It’s not enough to simply recruit women into entry-level roles, and organisations must be intentional about nurturing women in the workplace. I believe leaders should foster environments where mentorship and transparent promotion criteria are standard. When senior leaders visibly sponsor emerging talent, it sends a powerful message: your contributions are recognised, and your growth matters.

As female leaders, we must model behaviours. Personally, I’ve always kept an eye on role models – learning from how they communicate, how they lead, and how they navigate challenges. For women starting out, this is what I would encourage the most. Go actively seek out mentors and build connections through professional networks that can provide that essential guidance and support. It’s not about waiting for opportunities to arrive – it’s about placing yourself where they’re more likely to find you.

How can women debunk myths about their leadership styles and confidently advocate for themselves?

There’s often a misconception that women are “too soft” or not tough enough to make hard decisions. But in reality, women are just as capable of making the same decisions as our male counterparts, we just tend to process and display our decisions differently – often more subtle.

It should also be considered that while women might appear “softer” when making decisions, this very quality can complement the “harder” more direct style traditionally attributed to men. This is, of course, speaking very broadly, but I believe that men and women complement each other, and that is why equal representation is so critical in leadership. We need to learn from men, and they from us – there is no one style that fits all.

In terms of self-advocacy, it’s about communicating to the right people and making sure they know your strengths and interests. First, clearly communicate your expected development path. Then, develop a supportive internal network that backs your self-promotion efforts. Know your strengths – and do not be afraid to share them – while also recognising areas for improvement. I used to observe my male colleagues who were unreserved in promoting themselves, and I realised: if they can do it, so can I, but in my own way.

Self-promotion, when done authentically, is not about boasting but about ensuring that our achievements are visible. One study showed that women often understate their contributions compared to men, which can hamper career advancement. In this study, women consistently rated their own test performance lower than men did – even though both groups achieved the same average score. On a scale of 100, men gave themselves a 61, while women rated themselves at just 46⁵. Even after being informed that these self-assessments would influence hiring and pay decisions, women continued to self-promote less than men. This underscores just how deeply ingrained these patterns can be, and why both structural and cultural change is necessary.

By confidently sharing our successes – whether through informal conversations or digital platforms – we not only elevate our own profile but also challenge outdated stereotypes. When women articulate their goals and contributions clearly, they pave the way for a culture where merit is recognised regardless of gender. This helps to debunk myths about leadership styles and affirms that our ability to lead is equally valid and impactful.

1 https://hbr.org/2014/08/why-women-dont-apply-for-jobs-unless-theyre-100-qualified

2 https://journals.aom.org/doi/abs/10.5465/amj.2013.0319

3 https://onlinelibrary.wiley.com/doi/abs/10.1111/corg.12165

4 https://pubsonline.informs.org/doi/abs/10.1287/msom.2019.0841

5 https://news.harvard.edu/gazette/story/2020/02/men-better-than-women-at-self-promotion-on-job-leading-to-inequities/