The art of encouragement: How allies and leaders can help women thrive in tech

In the technology sector, we often focus on hard metrics like uptime, latency and deployment 

speeds. As we celebrate Women's History Month, it is vital to turn our attention to a different kind of infrastructure - the human kind. We have made great strides in representing women in technology and I really want to celebrate that! However, the data show we can't stop now.

According to Women Tech Network, women remain in the minority at major tech companies, such as Amazon, Meta, Apple, Google and Microsoft. They report that female staff account for between 31.6% and 45% of the workforce. In leadership positions, the gap increases, with women holding between 29% and 32.8% of available roles. You likely don't need this data to support the reality in the workplace. You just have to take a quick look around the room to see we still have a long way to go.

In order to keep closing the gap in leadership positions, the true measure of success isn't just in who we hire, but how we encourage them to stay, grow and lead. I call this "The Art of Encouragement." Without it, I might have been one of the numbers and dropped out of technology. The "Art of Encouragement" goes beyond polite verbal acknowledgement in a meeting to an intentional, strategic practice of identifying potential, providing visibility and actively clearing the path for the next generation of female leaders.

The responsibility to make this happen belongs to both men and women across organizations. And, it is something you can do now to make a difference, even if it is just for one woman.

Step One: Move from Mentorship to Sponsorship

Most leaders understand mentorship, which is generally giving advice and providing support. But for women in tech, mentorship isn't the silver bullet – they need sponsorship, which is a more intentional investment into their future.

Here is how I have seen this play out throughout my career:

• The Power of the Invite: When you are heading into a high-level strategy meeting or a technical deep-dive, look at who is in the room. If a talented female colleague isn't there, invite her. Encouragement is often as simple as granting access. When you see an open leadership position that may be a fit, encourage her to apply, even if it is outside of your organization. This is especially important because women often hesitate to apply for a position unless they meet all the skill requirements listed. I am in leadership today because someone encouraged me to step outside of my comfort zone. Early in my career, I had a great "sponsor" who inspired my development and suggested that I apply for a role leading a critical new product for our company. I was nowhere near qualified for that role, but my sponsor's encouragement helped me see what I could not: I had the qualities and skills that counted and the rest I could learn.  That one suggestion from my sponsor was the launchpad for my growth trajectory and shaped my career.
• Speaking Her Name in Rooms She Hasn't Entered: The most effective form of encouragement and sponsorship happens when the recipient isn't present. When a new project or promotion arises, mention her name. This begins to expose the woman and her capabilities to other senior leaders. 
• Active Listening as Action: Don't just hear; validate. If a woman's contribution is overlooked in a meeting, go back to it. "I want to revisit Sarah's point. I think she's identified a critical risk here." We need to give everyone in the room a chance to speak, and sometimes we have to create the space to do that and intentionally call it out. 

A Special Note to My Fellow Women: Encouragement is Not a Zero-Sum Game 

The myth that there is only one "token" seat at the table for a woman is not true, but sometimes we need to continue disproving that. The token-seat thought creates an environment of competition amongst women, when we should be creating a community. 

• Combatting the "Only" Syndrome: Many of us have been the only woman in the room for decades, although I'm glad to say I have seen this improve in recent years. Instead of getting comfortable in that role, use your position to ensure you aren't the last one. One way I practice this is I encourage a more junior female direct report to conduct research and present findings to senior staff. This gives her the opportunity to demonstrate her knowledge and expertise and exposes her to key leaders. In return, I take on some of her work to give her the freedom she needs to excel. 
• Normalize the Struggle: True encouragement involves being honest about the challenges. When we share our near-misses and how we overcame them, we encourage others to persevere through their own.
• Create Your Own Network: Don't wait for a formal mentorship/sponsorship program, as these are rarely effective. Rather, reach out to a junior colleague for a 15-minute coffee. Those small moments of connection are often the reason someone decides to stay in the industry. This becomes more important as we move further into the age of virtual work. Investing in these relationships is a crucial part of building the next generation of women leaders in our industry.

Our employees at Shentel believe in building communities. To truly connect external communities, we need to first build internal relationships within our companies. We need to go beyond tangible infrastructure and master the art of encouragement. When we do this, we build a more resilient, innovative and profitable industry.

A woman who feels encouraged is a woman who innovates and leads. Most importantly, she is a woman who will eventually encourage someone else.

I challenge every leader in tech to identify one woman in your organization with untapped potential. Bring her into the conversation or the room by giving her a challenging, but achievable, assignment, introduce her to a key stakeholder, or publicly credit her for a win.

The art of encouragement is a skill. And like any skill in tech, it requires practice, but it will make us all better, and stronger, in the end.