As a leader, I’ve always believed that the culture we create at work matters just as much as the results we deliver. My career has been shaped by people who have both challenged and supported me. I’ve been fortunate to be part of organisations that actively invest in people and their chosen career paths.

These experiences have informed how I think about leadership today. It is not just about leading and decision-making; it comes with a responsibility to lift others up and help them grow both personally and professionally.

This International Women’s Day, the theme was ‘Give to Gain’. It feels particularly relevant to me; progress doesn’t happen in isolation; it happens when we actively invest in one another through mentorship, opportunity, advocacy, and the everyday behaviours that shape culture. Fostering diverse voices and empowering women to thrive isn’t just the right thing to do; it’s essential for long-term success.

How do you embody the idea of ‘Give to Gain’ in your leadership, both in mentoring others and fostering career growth?

I try to lead by creating opportunities for colleagues to stretch themselves, especially when it feels challenging. Early on in my career, my manager gave me tasks I didn’t feel ready for. It was definitely scary, but it taught me resilience, prioritisation and confidence. More importantly, it showed me that being stretched is often a sign that someone believes in your potential and wants to see you succeed.

I try to carry forward that same mindset today by mentoring colleagues, providing tasks that will stretch their skills, and being clear about why I think they’re ready for more. I also make a conscious effort to offer honest feedback and practical support, so challenges never feel isolating. And when people succeed, I celebrate their success loudly and visibly. Recognition for success matters; it builds trust and confidence.

Giving support doesn’t just help one person; it strengthens teams, diversifies perspectives, and builds a more confident, innovative organisation. That’s the essence of ‘Give to Gain’.

Many women talk about the importance of having sponsors, not just mentors. How have sponsorship and advocacy played a role in your career, and is this something you carry forward?

The people who made the biggest difference throughout my career weren’t just the ones who advised me privately, but those who advocated for me publicly. They mentioned my name in rooms I wasn’t in, backed me for opportunities, and trusted me with important work. That kind of sponsorship builds credibility when you are starting out in your career, and it helps to accelerate growth in a way that quiet encouragement alone cannot.

It’s become something I’m very conscious of in my own leadership. I try to actively create visibility where I see potential. I recommend individuals for stretch roles, ensure they are recognised for their contributions, and create space for them in high-stakes conversations. Advocacy is a powerful form of ‘giving’, because it can play a role in shaping someone’s career trajectory.

What practical steps do you take as a leader to create an environment where women can thrive, and what advice would you give other leaders looking to do the same?

Supporting women can’t be a one-off task: embedding the right structures and promoting the right culture every day is important for sustaining change. This includes clear pathways for growth, project ownership, training opportunities like public speaking, networking, and mentorship. At Cambridge University Press & Assessment, we also invest in networks. Our Gender Balance group, which provides a safe space for people to share experiences and build confidence, is a great example of this. My advice to other leaders is to listen, ask about aspirations, provide targeted support, and ensure women are heard in decision-making moments. Small, consistent actions add up over time to create real progress.

If there is one takeaway I would give to you, it’s this: growth, for individuals and for organisations, is never accidental. It happens when we actively make the choice to invest in others, deliberately and consistently.

That means not only stretching people because you believe in their potential but also advocating for them in rooms they’re not in, giving them visibility on high-impact work, and creating clear, credible pathways for progression. When sponsorship, opportunity and supportive cultures come together, the impact compounds.

‘Give to Gain’ isn’t just a theme, it’s a leadership practice that we must put, and keep, in action. When we give trust, stretch opportunities, visibility, and support, we gain stronger teams and more diverse perspectives. And that is how meaningful, lasting progress is made.

Francesca Woodward is the Global Managing Director for English at Cambridge University Press & Assessment. Through her leadership, Cambridge English serves over 7 million test takers accepted by 28,000 recognising organisations, and millions of learners with courseware solutions. They support more than 6 million learners on Cambridge One, the most used English language learning courseware platform globally, and reach over 30 million people monthly with the world’s number one dictionary website, Cambridge Dictionary Online.