Working mothers, mindset and shared responsibility – What it takes for women to rise through the ranks

A senior leader at a West Midlands accountancy firm has said the lack of women at the top of the profession is often shaped by life choices and timing, as much as workplace barriers.

Drawing on her own career, Kerrie Given, Director at Prime Accountants, says the conversation needs to be more honest about what it really takes to progress into leadership.

“I truly believe a significant part of the gap comes down to choices, rather than conscious decisions by businesses to hold women back,” she says.

“From my own experience, career progression reflects the trade-offs people make, both personally and professionally, over time.

“Women are still more likely to take on a greater share of responsibilities outside of work and that can influence the pace or direction of their careers. However, these factors do not reflect a lack of ambition or capability.

“The key is making sure progression pathways are flexible enough to support different choices, without closing off long-term opportunities.”

While many firms point to strong female representation at junior level, Kerrie believes that can give a false sense of progress.

“Just because the pipeline looks healthy, it doesn’t automatically lead to more women in leadership.

“I’ve been guilty of only going for roles where I feel 100 per cent certain I can do the job, which I know is a mindset that is shared by a lot of women, but it can hold us back from reaching our full potential.”

Kerrie points to two common stages at which women’s careers can stall across sectors.

“I see the biggest barriers often emerge at the point where women start a family. That’s usually where momentum shifts, whether through time out of work or changing priorities, prompting discussions on what they are willing to sacrifice to balance work and home life.

“Another stage that’s getting more attention now is menopause. This can impact women later in their careers, often at a point where they are moving into or already in senior roles, and it can bring its own set of challenges if not properly understood or supported.”

Kerrie says that there are signs of change for the better, but these remain key barriers for women in leadership.

“We are seeing more shared responsibility between partners, greater acceptance of flexible working and more open conversations in the workplace about family life and menopause, but how businesses respond during those periods and how responsibilities are managed at home can have a lasting impact on progression.”

Kerrie also believes some of the behaviours traditionally rewarded in accountancy leadership can make it harder for a wider range of people to succeed.

“Some of the behaviours traditionally rewarded in accountancy leadership can exclude women, although I don’t think that’s always deliberate.

“For example, there’s often still a strong emphasis on visibility, long hours and being constantly available. Those behaviours can favour individuals who are able to prioritise work above everything else, which isn’t always realistic for people balancing responsibilities outside of work.

“There can also be an expectation to be very assertive or vocal in certain environments. While those traits are valuable, they don’t reflect all leadership styles, and some individuals may be equally effective in a different way but less visible.

“That said, I don’t believe these expectations are exclusive to women, they apply to anyone whose circumstances or style don’t align with that traditional model.”

At her own firm, she says support has come from being judged on ability rather than personal circumstances.

“My gender or being a parent has never limited my opportunities with Prime. I’ve been able to progress through the business from administrator to manager to senior manager, and now to Associate Director, because I was the right person for the role.”

Kerrie explains that balancing her leadership role with family life comes down to a mix of trust and effort from both her and Prime.

“Prime has backed me and supported my progression, and in return, I’ve worked hard to deliver and grow into each role.”

She is also clear that leadership itself comes with expectations that apply to everyone.

“Over the past five or so years, my view of what it takes to be a leader has changed. I now place much more emphasis on mindset, how someone responds to setbacks, how they handle responsibility and whether they are willing to put in the sustained effort that leadership demands.

“It’s less about who can do the job today and more about who has the capacity, drive, and resilience to grow into it over time. Leadership is hard. Nothing is handed to you. You have to build credibility and deliver over time, no matter your gender or personal circumstances.”

Kerrie believes progress will come as dynamics at home continue to shift.

“In many cases, women in senior roles are now equal or primary earners, which means they are the main breadwinners in the household.

“In those situations, it becomes even more important to have a partner who can share or, at times, take the lead on responsibilities at home.

“However, that shift will also challenge some businesses. It requires a mindset change, recognising that flexibility isn’t just something women need.

“Men in senior roles will increasingly expect, and need, to leave work for school pick-ups, care for children or support family life in the same way.

“Organisations that adapt to that reality will be the ones that see more balanced leadership teams. Those that don’t may struggle to retain and develop talent.”

For women aiming for senior roles in accountancy, Kerrie shares this advice.

“Go into it with your eyes open. It isn’t a nine-to-five role. At times, it means working evenings and weekends or fitting work around other priorities.

“Ultimately, if you’re willing to put in the work and back yourself, senior leadership is absolutely achievable.”