Assertive men — strong! Assertive women — aggressive!

Labels, sisterhood, succession planning, broken rungs—there’s so much that women should boldly address. Kavita Mehra, General Manager of Dell Technologies’ India Centre of Excellence, unravels all these nuanced constraints and biases that women leaders have been facing, but are now bravely conquering. And she urges women leaders to be unapologetic because they have earned their seats, and to raise their voice, sometimes literally.

Is it fun, easy, tough, or tricky being a woman leader?

Being a woman leader can be all those things: fun, tough, inspiring, and sometimes, tricky. Each day is different. Some days, you feel invincible, capable of conquering anything. Other days, the weight of expectations or a mismatch with your values presents challenges. On good days, the support systems in place make it all flow seamlessly. On others, even with visibility, you may still feel the need to prove your worth.

The journey can be tricky as it requires navigating nuances and building your playbook along the way. If you’d asked me this 20 years ago, I might have pointed to a promotion or a major launch as a proud moment. Today, what I hold close is the resilience I’ve built, especially while managing personal loss and showing up at work, with empathy and strength. That journey is deeply human, and I know many women leaders share it.

A 2024 KPMG report notes that nine per cent of organisations still have no women in leadership roles, and 17 per cent have seen no change or a decrease in the number of women leaders. However, women’s drop-out rates have marginally declined in 36 per cent of organisations over the past five years and significantly decreased in 13 per cent. How do you interpret these trends in the context of your own experience and what you observe among your peers?

There’s clearly some momentum building, but the pace and consistency of progress vary widely. At Dell Technologies, we’ve made significant strides, not just in representation but in creating a more level playing field when it comes to development, pay equity, and internal mobility. But that’s not the norm everywhere.

What has changed significantly is that women are speaking up. We’re asking important questions like, “Am I being paid fairly?” or “Why was I overlooked?” That’s a sign of confidence, and it’s creating a ripple effect. But organisational change has to match this energy. Advocacy is just one side of the coin; systemic accountability is the other.

Although we’re seeing progress, biases persist in how we’re evaluated. Men are often judged based on both performance and potential, while women are typically evaluated on their work ethic alone. This impacts our ability to grow and lead. Women are still in the first or second generation of leadership roles, and we continue to challenge old assumptions. But there’s still work to do in redefining leadership and ensuring that women are judged by the same standards as men.

What do women leaders experience in terms of pay equity, succession opportunities, development, evaluation, stock market pressure, expectations, and stress — compared to men in similar C-suite roles?

One key difference is how performance is judged. Men are often assessed on both their current performance and their potential, whereas women are evaluated primarily on their output, which limits our path to leadership roles. In terms of pay and succession, I’ve seen improvements. At Dell Technologies, we run regular pay equity analyses, and there’s transparency in leadership pipelines. But these structures may not exist in the industries, and the absence of them can stall progress. Women also face higher standards and less margin for error. Assertiveness in a man is often seen as a sign of strength, but in a woman, it can be misinterpreted as aggression. The stress women face is often compounded by this double standard.

Women also tend to carry a higher emotional load whether it’s caregiving, community expectations, or team dynamics. We’re often expected to ‘carry the culture’ while also driving business results. It’s not either/or, it’s both. That said, I believe we’re better positioned than ever to navigate this space, especially as empathy and inclusion become central to effective leadership.

What have been your proudest and lowest moments in your journey so far — if you feel comfortable sharing?

I’m most proud when I see people I’ve mentored find their voice and grow into confident, capable leaders, especially women who’ve sometimes needed someone to believe in them before they believed in themselves. That impact, more than any title, defines success for me now. On the other hand, the more difficult moments haven’t necessarily come from workload or failure, they’ve come from assumptions about what I could or couldn’t take on. But I’ve learned to ignore others’ limits and trust in what I bring to the table.

A 2024 McKinsey survey on this subject highlights the issue of the ‘broken rung’ in promotion ladders for women. It also predicts that it will take 22 years for White women to reach parity — and more than twice as long for women of colour. How do you view these findings?

These findings reflect a long-standing challenge that many of us have seen firsthand. The broken rung is not just about one missed promotion, it’s about what accumulates when opportunities aren’t equitable from the start. The real issue lies in the systemic barriers leading up to it whether women are receiving the right mentorship and encouragement to apply, take risks, and learn from failures.

I’ve been fortunate to have mentors who believed in me even before I fully believed in myself. At Dell Technologies, we are focused on policies that encourage women to apply, to ensure they see themselves as equal contenders. We are building a culture across Dell Technologies through internal groups like ‘Women in Action’ and ‘Women in Tech’ or initiatives like the India Innovation Forum and AI Academy. These aren’t just platforms; they’re spaces where women can lead, innovate, and be heard.

Parity isn’t just about representation, it’s about influence. Addressing the broken rung requires systemic change, mentorship, and a culture that empowers women to lead unapologetically. We definitely are making strides, but there’s more to do.

Is there a particular strength that being a woman has given you in your leadership journey?

Empathy! And not just as a soft skill, but as a strategic advantage. Empathy is a powerful strength that being a woman has afforded me in leadership. Emotional intelligence, understanding people, reading the room, and listening, is a critical skill in today’s high-pressure environment. It enables me to align stakeholders, build psychological safety within teams, and foster innovation.

Empathy allows you to pause when others rush, listen when others speak, and see the whole person behind the job title. During complex moments, it’s been crucial. I focus not just on what we deliver, but how we deliver it.

I deliver results, but I’m equally concerned with how we achieve them. Sustainable leadership requires balancing execution with care for people’s well-being. In today’s environment of rapid change and digital disruption, empathy is no longer optional. It’s a leadership imperative and I consider it one of my greatest strengths.

They say, “Men can open jars, and women can fill them right.” Does a similar kind of strategic teamwork or role segmentation exist in the IT world too?

The analogy might have made sense in a different era but in today’s tech world, we’ve moved far beyond those kinds of gender-based role assumptions. What truly matters in IT is agility, creativity, and resilience, qualities that aren’t tied to gender.

In high-performing teams, success isn’t about segmentation, it’s about integration. It’s not about assigning roles based on who ‘opens or fills’ the jar, but about how each individual contributes their strengths to a common goal. Leadership today is about equity, not about starting from the same line, but making sure everyone has the tools and support they need to succeed.

We don’t need labels; we need trust, shared accountability, and the freedom to bring our full selves to the table. When we nurture individual strengths and create space for all voices, everyone benefits and so does the business.

How important is sisterhood for women, professionally? Does having close female colleagues at work make a difference?

It makes all the difference. Sisterhood isn’t just about support, it’s about shared perspective, growth, and courage. There’s something deeply empowering about having someone in your corner who understands your lived experience and reminds you of your potential when you forget

it yourself.

Any examples?

When I was considering a pivot into my current role, despite not being from an engineering background, it was a female colleague who questioned me, ‘why not you?’ That moment of belief shifted everything for me.

Having a network of women who truly get both your professional and personal journey is invaluable. They offer clarity, keep you grounded, and help you regain perspective when things feel off. In high-pressure environments, these relationships are not just helpful, they’re vital.

My colleagues at Dell Technologies, Natasha Shirazi and Srikripa Srinivasan have been instrumental. Where Natasha has always been a source of truth and calm, Srikripa, though senior to me, consistently offers honest advice. It’s that kind of genuine support that fuels progress.

We need more of it, more women lifting each other up, sharing insights openly, and recognising that someone else’s success doesn’t diminish our own. There’s plenty of room for all of us at the top.

Is it important for women to actively create their own successors as leaders?

Leadership isn’t about the title you carry; it’s about the legacy you leave behind. That legacy should include a path others can walk ‘clearer, braver, and better’ because you walked it first. We owe it to ourselves, and to future generations, to mentor, sponsor, and advocate for those coming up behind us. This is especially true for women because every door we walk through should remain open for someone else. Representation shouldn’t be a one-time breakthrough; it needs to become the norm.

If you were speaking to a group of such emerging women leaders in a closed room, what would you tell them? Do you have an ‘instruction manual’- so to speak?

If I were speaking to a room full of emerging women leaders, I would begin by asking them to raise their voices, literally. Not for effect, but to feel what it means to take up space unapologetically. I’d say: ‘trust yourself’. Take bold risks, personal, professional, and financial. Growth never happens in comfort zones. Step into that stretch role. Launch the idea that scares you. Ask for the raise. And do it not just for yourself, but for the women watching you, those quietly imagining what’s possible.

Find your voice. That could mean speaking up, standing your ground, or simply showing up as your most authentic self. Be known for something. Build your brand. Be visible, not for validation, but with purpose. Don’t fall into the trap of imitation. Learn from others but carve your own path. You weren’t invited to the table as a formality. You earned that seat. Own it. Act with intention. Don’t wait for permission or applause.

My mantra is simple: Create your voice. Live your truth. Take risks. And always, always reach back. Be the kind of leader who not only opens the door but holds it open for others to walk through. That’s how real change becomes lasting.

If there’s one thing I hope to be remembered for, it’s not titles or accolades, but for empowering others. That’s the kind of leadership I strive for. And that’s the legacy I hope to leave behind.