Celebrating Women's History Month: Read the Stories of the Women of ON

Our dream is to live in a world where workplaces are inclusive and supportive of ALL employees - but unfortunately, there's still a lot of work to be done before we get there.

To celebrate Women's History Month, we invited the women of Operations Nation to share the story of a challenge they've faced as a woman in the tech startup world - and how they overcame it.

We share these stories to show the world what women in ops face behind the scenes; and to help women support each other by sharing advice.

If you'd like to add your own story, comment below. To share anonymously, DM us at Operations Nation .

"My mission in life is not merely to survive, but to thrive; and to do so with some passion, some compassion, some humor, and some style." – Maya Angelou

My venture into operations began as the executive assistant to a couple of males, and, at first, I thought the dynamics were acceptable.

However, I soon realized that the work culture suppressed my creative spirit. The environment, where the voices of women were often muted, led me to adopt a more robotic persona, diminishing the very essence of my creative personality.

In pursuit of rediscovery, I took a sabbatical in Japan. After this break, I joined a startup company, drawn by the allure of the promise of a culture that values each individual for who they are. Initially, it seemed like I had found my oasis – a space where collaboration was celebrated, and diversity was embraced. However, reality struck, and I found myself feeling lost and undervalued once again.

In this quest for identity and belonging, I contemplated a shift in approach. The notion of being more dominant in operations surfaced as a potential solution. The consideration of pursuing an MBA emerged not just as an academic pursuit but as a means to garner the backing of a degree, adding weight to my voice as a woman in leadership.

Yet, even with these considerations, my journey remains unresolved.

The struggle to find a balance between asserting my presence and maintaining authenticity persists. It's a journey that has revealed the complexity of navigating workplace dynamics, especially as a woman in a male-dominated industry.

I share this part of my story not as a conclusion but as an open chapter, a testament to the ongoing evolution of my professional identity. I believe in the power of resilience and adaptability, and this introspective journey has instilled in me the determination to redefine how I approach operations.

My diverse experiences, though still a work in progress, have fueled a passion for creating an inclusive environment where collaboration is not just encouraged but celebrated.

~ Lu-ise Hattingh , Freelance Operations Specialist, formerly VP of Operations at Curious Lion

Being a woman in Operations has always had it's challenges, because my role was often used as a justification to put female-coded, menial tasks on my plate. Organising a team dinner? Being the default note-taker? Making sure we have snacks for the half-day leadership workshop? Antonia will take care of it!

Nowadays I set boundaries early and often regarding my role and what I'm there to facilitate.

It does take a little while for the message to sink in, but the sooner it does, the sooner I can focus on providing meaningful value through my unique skill set.

~ Antonia Landi , Product Operations Consultant & Coach, Founder of POPS Berlin

Some years ago I was working in a small tech start-up, as a fractional COO. This was a hustling organisation, still trying to find product-market fit, existing on VC-funding and with a very hard-working small team of brilliant people. During that time my young child was involved in an accident and I had to take a day off to be at the hospital.

Back at work the next week, we were struggling with an issue and my CEO felt like I’d dropped the ball. I apologised for not being 100% present, and mentioned the issue with my child.

The response from the CEO was swift: “We don’t use our children as excuses here." That response ultimately led me to leave that business.

I took a little time to reflect and determined that in any C-suite role I would always lead with empathy. That doesn’t mean avoiding accountability, but it does mean that part of my responsibility to my team is to support them, holistically.

We know that women continue to carry a disproportionate amount of caring responsibilities. It’s on me and my leadership team to build inclusive businesses that support every type of employee, and allow us to develop diverse and equitable workplaces.

It’s up to all of us, men and women, to call out the kind of behaviour I encountered. But most importantly, we must all learn to lead with empathy.