Why Authenticity & Tenacity are Key for Women Leaders to Succeed

Saloshni is a seasoned leader with over 25 years of experience in thecorporate and investment banking space. She has held various Product Sales, Structuring and Risk Management positions at various local and international Banks during the course of her career

In a recent conversation with Global Woman Leader Magazine, Saloshni talks about various facets of women in leadership within the banking landscape. She highlights unconscious bias, role-based bias, and need for workplace flexibility for women leaders to succeed. Saloshni draws from her personal experience and speaks about breaking the glass ceiling, importance of reverse mentoring and more. Listing out sound advice for women leaders to build a successful career, Saloshni sends a message out to women to ‘believe in themselves’.

Read out the article to know more.

In light of current economic fluctuations and the rise of digital banking, how do you see unconscious biases manifesting within leadership structures in the financial services industry?

Unconscious bias is most prevalent where leadership lacks diversity. Without varied perspectives, decision-making becomes skewed, often reinforcing traditional norms rather than fostering inclusivity.

The financial sector has long been associated with rigid work environments, where biases often surface in assumptions about women’s ability to sustain careers due to additional societal responsibilities, such as motherhood. Rather than being evaluated on performance and outcomes, women may be overlooked for roles based on outdated expectations shaped by male-dominated structures.

Another common bias is role-based stereotyping women are frequently considered for positions requiring high emotional intelligence or relationship management skills, while technical and analytical roles are still seen as more suited to men. However, this perception is shifting, with more women breaking into senior leadership roles. In South Africa, for example, Mary Vilakazi’s appointment as CEO of FirstRand Group reflects this progress.

As organizations recognize the benefits of workplace flexibility, they are beginning to move beyond traditional gender roles. True equality means both men and women should have the flexibility to balance professional and personal responsibilities. From a personal standpoint, having a supportive husband who shares responsibilities has been instrumental in my ability to manage both career and home life effectively. However, achieving this balance requires mutual understanding and compromise.

To foster real change, businesses must embed equal opportunity and workplace flexibility across the board and actively address unconscious bias through education, training, and open dialogue. One of my most impactful career experiences was unconscious bias training, which revealed hidden prejudices through role-playing exercises. These initiatives help organizations create inclusive environments where talent is recognized based on merit rather than gender-based assumptions.

How do unconscious biases around women being perceived as either too aggressive or too passive, influence the way your leadership style is received by stakeholders? How have you navigated these biases to maintain your authenticity and authority?

Early in my career, I struggled with the tendency to please everyone, sometimes at my own expense. Over time, I learned that confidence, self-awareness, and understanding my strengths were far more valuable. Setting clear expectations with stakeholders and teams is crucial in establishing credibility.

Authenticity is key—staying true to yourself while respecting the diverse strengths and perspectives of others fosters stronger, more inclusive leadership. Today, I engage with individuals based on their skills and motivations. My focus is on treating people with respect, fostering inclusivity, and ensuring that all voices are heard. When leaders engage from a place of awareness and confidence, biases naturally diminish.

Transparency is also critical in addressing unconscious bias. By fostering constructive conversations, leaders can help others recognize how biases influence decisions and impact business outcomes. As society evolves, there is a greater emphasis on education and partnerships. As a parent, I see this shift firsthand—most parents want their children, regardless of gender, to grow up in environments that promote diversity and inclusion.

do you ensure unconscious biases don’t shape your interactions, especially when building relationships with clients or partners from different cultural or gender backgrounds? How do you mitigate this bias in negotiations?

Engaging with diverse stakeholders across different jurisdictions requires a deep appreciation for cultural nuances and a commitment to fostering genuine connections. One of the most overlooked yet powerful tools in overcoming unconscious bias is the ability to listen—truly listen—without preconceptions or assumptions. By prioritizing understanding over immediate judgment, we create space for sincerity, empathy, and meaningful dialogue.

Self-awareness is equally critical. Recognizing our own biases and actively working to broaden our perspectives is essential for both personal and professional growth. This involves taking the time to immerse oneself in different cultures, industries, and viewpoints, ensuring that interactions are informed rather than instinctively influenced by preconceived notions.

In negotiations and client relationships, authenticity is key. Establishing trust and credibility requires engaging with sincerity, leveraging shared values, and demonstrating a genuine commitment to long-term partnerships. When interactions are rooted in mutual respect and a willingness to learn, biases naturally diminish, making way for more inclusive and effective collaboration.

In your 24 years of experience, have you ever faced the glass ceiling phenomenon due to unconscious gender biases? How did you address those biases to ascend to the top?

Like many women, I have faced barriers at different points in my career. As a mother of two, I’ve encountered biases when pursuing leadership roles, but I have never allowed them to define my path. Instead, I remained focused on my expertise, the value I bring, and my ability to deliver results.

Breaking through requires a combination of resilience, credibility, and strategic influence. I chose to let my track record speak for itself—consistently exceeding expectations and demonstrating my ability to drive results left little room for doubt. It’s important to tackle biases with a blend of confidence and diplomacy, ensuring that your contributions are recognized based on merit.

Equally important is uplifting others along the way. I have always sought to collaborate with stakeholders who value my work and support my aspirations. When you build strong networks and align yourself with forward-thinking individuals, no single barrier can prevent you from advancing.

As a female CEO, how have you worked to break through visibility barriers? What strategiesare most effective in ensuring women's leadership is acknowledged and valued in your organization?

Building diverse leadership teams is one of my top priorities. More women in leadership naturally fosters an environment of inclusivity. Beyond recruitment, I focus on engaging with team members—both male and female—to understand their perspectives and drive meaningful conversations about gender balance in the workplace.

The younger generation is more conscious of inclusivity, and my role extends beyond my organization. I actively participate in industry initiatives that promote diversity and ensure that leadership is defined by skill, experience and merit. By championing a culture where contributions are valued equally, we create long-term change.

How do you actively combat unconscious biases that might affect female talent, especially in leadership roles within the banking sector? Can you share your approach to mentoring women leaders to empower them against these biases?

Self-belief is the foundation of success—no one else can instil that in you. Confidence, curiosity, and resilience are essential traits for any leader. Women must recognize their value, seek opportunities to grow, and not hesitate to take up space in leadership.

As a leader, invest in reverse mentoring. The world is changing rapidly, and learning from younger women is essential. However, mentorship should be diverse engage with people who share your interests and those with different perspectives to broaden your understanding. Exposure to diverse experiences and backgrounds helps you grow and understand yourself better.

Stepping outside your comfort zone is necessary for growth. Women must push past limiting beliefs and actively seek new challenges. Equally important is building strong support networks whether through formal mentorship or informal connections. Men do this naturally without labelling it as mentoring; women should do the same.

Message To Readers

Not everyone starts with the same advantages, but belief in oneself is the ultimate driver of success. If you have ambition, pursue it relentlessly. The journey may not be linear, and success might take longer than expected, but perseverance, tenacity, and courage will see you through.

One of the most valuable lessons from Lean In by Sheryl Sandberg is that a career is not a ladder but a jungle gymyou move up, down, and sideways, adapting to life’s circumstances. By embodying resilience and adaptability, women can navigate challenges and thrive in leadership.

The path forward is clear: challenge biases, lead with authenticity, and empower the next generation of women leaders.