Ask an Expert: Diversity & Inclusion in Leadership (Pt 1)

In our first Ask an Expert edition for 2026, Philip Forrest, previously President of AustCham Singapore and now an Independent Director and former member of the Governing Council of the Singapore Institute of Directors, shares his views on Diversity & Inclusion in Leadership, from a male perspective.

Before I start, some context: my perspectives have been shaped by my involvement in company directing. The proportion of women on Singapore boards has roughly doubled over the last decade (while Australian boards have done even better), so that’s the good news. But Singapore especially was starting from an embarrassingly low base, and there is still much work to be done if this country is to fully benefit from the wealth of existing female talent. I try to contribute to the effort in a small way through mentoring, encouragement and advocacy. 

Q: Based on your experience, what are some challenges that women in leadership roles encounter that men may not typically be aware of?

A: Below are just a few examples of the challenges that women might face in the corporate sector. Of course not all will be impacted, and many women have amazing success stories, but it would be hard to argue that they build their careers on a level playing field. 

There’s often a double standard whereby women are judged differently. For example, assertive men might be considered to demonstrate leadership, while assertive women are called bossy or harsh. Clearly unfair! 
And some men – including decision makers - assume (possibly unconsciously) that since women are often mothers or carers, they mightn’t be fully committed to a senior role (the “motherhood penalty”).

Women often need to put up with being interrupted or talked over, or have their inputs ignored. Even worse, we men sometimes take credit for their ideas. Have I ever done any of that? Probably. Am I embarrassed to admit it? Yes, very!

Another disadvantage that some women face is that of isolation. Being the first and only female on the board of directors, or in the C-suite, can be daunting to say the least. Kudos to the women who are blazing the trail.

Clearly this isn’t a definitive list, but it’s hopefully enough to remind us men to be conscious of our biases and understanding of the challenges that women can face.

Q: As a male leader, how do you navigate the responsibility of advocating for gender equity in a space where men have historically held more power?

A: The case for gender diversity on boards isn’t difficult to make. What would be the reaction if a company said “we’ll have anybody on our board, provided they aren’t left-handed”? Well, I believe the exclusion of women as directors is no less explicable.

I support women on boards because (1) it’s only fair, (2) it’s a no-brainer that diversity brings better discussions, better decisions and better outcomes, and (3) there are so many talented and board-ready women in both Singapore and Australia. 

And I’m sure the same principles apply to the C-suite and other leadership roles. I feel a responsibility to keep asking why women are underrepresented on boards, and to try to help some talented women to get on the ladder. And I salute organisations like the Singapore Institute of Directors and the Australian Institute of Company Directors for their efforts to promote gender diversity. Oh, and a big shout out to AustCham Singapore, with their two-thirds female board!

Q: What policies or changes would you recommend to organisations looking to make gender equity a priority at a leadership level?

A: The drive for gender diversity starts with the board of directors. They must send a clear message that this is important to the organisation, and that management will be measured (and rewarded) based on the outcomes. To the extent that’s practical, flexible work arrangements should allow mothers (and fathers!) to handle family responsibilities without prejudicing their careers. High potential women should be identified and given encouragement and opportunities to excel. Male leaders may need mentoring and training around culture change and biases. And zero tolerance for misconduct must be demonstrated. 

And the message won’t resonate unless the board itself is diversified; an all-male board has zero “diversity credibility”. Some companies give their promising women and men exposure to board meetings (at least the non-confidential parts) so they come to understand the role of corporate governance and can be further developed for board roles.  And in selecting new independent directors, it’s important to go beyond (male) networks to ensure that the great pool of female talent is considered. I sometimes hear “we’d like to have some women on the board, but we just can’t find any suitable ones”, and I say “WHERE ARE YOU LOOKING??!” Broaden the search parameters, and you’ll find an abundance of talent.

One suggestion for any board: make a woman the Chair of the Nominating Committee. She’ll find some great female candidates… 

Q: What are some of the biggest challenges you have faced when it comes to advocating for gender diversity, and how have you overcome them?

A: Overcoming hundreds of years of prejudice won’t be without its challenges, but I believe there’s been significant improvement in recent years and the momentum is with the angels (in this part of the world anyway).

But we do still have some way to go. Both Singapore and Australia have chosen not to use quotas for gender diversity on corporate boards (unlike most of Europe), and thus the path is slower and I do sometimes get frustrated by the pace of change. But I think the direction is unstoppable. 

One suggestion for the many women’s organisations that advocate for gender diversity:  remember that lots of males are keen to help, are keen to be allies, or could be persuaded with a little encouragement. Potential “champions of change” are abundant. 
 

Q: What actions can male leaders take to not just champion gender equity on International Women's Day, but make it an ongoing priority throughout the year?

A: At a personal level we guys can always do more. Let’s remember to give women space to speak up, and to NEVER speak over them. Let’s call out misogynistic remarks and jokes when we hear them. Let’s be free with our encouragement for those who merit it, and give mentorship when it’s requested (and let’s remember to avoid mansplaining). Where we have influence let’s publicly admit that females being 18% of SGX directors isn’t fair and isn’t justifiable (even if it was just half that ten years ago).

Let’s personally commit to a more diverse corporate world. A fairer world.

Happy International Women’s Day!

 

Ask an Expert is a monthly series in which we call on subject experts within the AustCham Singapore community to answer questions that we may have on a specific topic. The strength of our community is in the diverse expertise within our membership, and we want to use this initiative to tap on the knowledge of our members to enrich the community as a whole.

Our expert for this month is Philip Forrest - previously President of AustCham Singapore and now an Independent Director and former member of the Governing Council of the Singapore Institute of Directors.

Phil is a well-known proponent of gender diversity in leadership roles. He has been a mentor to many aspiring directors, has contributed to the BoardAgender mentoring program since its inception in 2020, and he’s a regular speaker on the topic at conferences and seminars.

Connect with Phil on LinkedIn.