Where are the men?

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Every year, organizations across the world recognize International Women’s Day (IWD) and Women’s History Month (WHM). Social media fills with posts celebrating women’s achievements. Companies host panels featuring inspiring female leaders. Purple graphics, empowering quotes, and appreciation messages circulate widely.

Recognition matters. Celebration matters.

But if we are honest, many of these efforts remain symbolic rather than transformative.

International Women’s Day and Women’s History Month were never intended to be moments where women gather together simply to talk about the challenges they face. They were intended to mobilize awareness, shift systems, and encourage collective action.

That means the responsibility for progress cannot sit solely with women. The work of building equitable workplaces must be collective.

As we move through Women’s History Month, it is worth pausing to reflect on whether our efforts are doing both: recognizing women and advancing the work required to support them.

Recognition and Celebration Are Important

Celebrating women’s contributions is meaningful. For many industries, women’s achievements have historically been under-recognized or overlooked. Acknowledging leadership, innovation, and resilience helps correct that narrative.

Recognition can:

• Highlight role models for emerging professionals

• Create visibility for women in male-dominated fields

• Reinforce the value women bring to organizations and communities

• Encourage young women to pursue opportunities they may not have considered

When done well, celebration is powerful. It signals that women’s voices, leadership, and expertise matter.

However, celebration alone cannot change workplace cultures or structures.

A panel discussion once a year does not address barriers to advancement. A social media post does not improve recruitment, retention, or workplace safety. A lunch event does not replace policy review or leadership accountability.

Recognition is a starting point, not the destination.

The Risk of “Preaching to the Choir”

A common pattern during IWD and WHM events is that the room is filled primarily with women. These gatherings often become spaces where women share experiences, validate one another, and discuss ongoing challenges.

While these conversations can be supportive and empowering, they can also unintentionally reinforce a pattern where the people experiencing the challenges are the only ones discussing them.

If the goal is progress, the conversation must include those who influence organizational systems, policies, and culture.

That means leaders, managers, and colleagues of all genders must participate.

Gender equity cannot be positioned as a “women’s issue.” It is an organizational issue, a leadership issue, and a workplace culture issue.

When participation becomes collective, the conversation shifts from: “What challenges are women facing?” to “What changes must we make together to address them?”

From Awareness to Accountability

One of the most meaningful shifts organizations can make during IWD and WHM is moving beyond awareness toward accountability and action.

Awareness campaigns often focus on highlighting statistics or stories. While this can be valuable, it must lead to deeper reflection and organizational learning.

For example, organizations can use this time to ask important questions:

• Are women represented across all levels of leadership?

• Are there patterns in hiring, promotion, or retention that need attention?

• Are workplace policies supporting work-life balance and caregiving responsibilities?

• Do employees feel psychologically safe raising concerns or sharing ideas?

• Are mentorship and sponsorship opportunities available to support career development?

These conversations should not happen once a year. However, IWD and WHM can serve as important checkpoints to reflect on progress and identify areas that require attention.

Engaging Allies and Leaders

For meaningful change to occur, leaders and colleagues who may not personally experience gender-based barriers must still be part of the conversation.

Allyship is not about speaking for others. It is about listening, learning, and using influence responsibly.

Leaders (of any gender) can demonstrate this by:

• Attending and participating in IWD and WHM discussions

• Listening openly to employee experiences

• Reflecting on their own leadership practices

• Supporting initiatives that strengthen equity and inclusion

Participation matters because culture is shaped by collective behavior. When leaders show up and engage thoughtfully, it sends a message that gender equity is not a side conversation but a core leadership priority.

Creating Space for Honest Dialogue

Another key element of meaningful engagement is ensuring that conversations about gender equity can happen openly and respectfully.

Employees need to feel that they can discuss workplace challenges without fear of dismissal or defensiveness. This requires cultivating psychological safety, where individuals can share perspectives, ask questions, and explore solutions together.

Constructive dialogue often includes:

• Reflecting on personal assumptions and biases

• Learning about different workplace experiences

• Discussing barriers that may not be immediately visible

• Identifying opportunities for improvement

These conversations can be uncomfortable at times, but they are necessary for growth.

Moving Beyond Symbolic Support

One of the biggest critiques of corporate recognition days is the gap between public messaging and everyday workplace realities.

Organizations may promote empowering campaigns while employees continue to experience inequitable treatment, limited advancement opportunities, or unaddressed concerns.

Bridging this gap requires consistency.

If a company celebrates women publicly, it should also demonstrate its commitment through actions such as:

• Reviewing policies and procedures for fairness

• Ensuring equitable leadership development opportunities

• Supporting flexible and inclusive workplace practices

• Investing in training that builds inclusive leadership skills

Symbolic support is easy. Structural change requires sustained effort.

Reflection for Individuals

While organizations play a major role, individuals can also reflect on how they contribute to inclusive and equitable environments.

Consider the following questions:

• Do I actively listen when colleagues share their experiences?

• Do I create space for diverse voices in meetings or discussions?

• Am I willing to reflect on how my own assumptions may shape decisions?

• Do I support colleagues’ professional growth and leadership opportunities?

Small actions at the individual level can contribute to broader cultural shifts.

Balancing Celebration and Action

International Women’s Day and Women’s History Month should absolutely celebrate women’s achievements and contributions.

But they should also encourage reflection, dialogue, and action.

The most impactful organizations and communities recognize that celebration and change are not competing priorities - they are complementary.

Celebration reminds us why the work matters.
Action ensures that the recognition leads to progress.

When we bring both together, these moments become more than annual events. They become opportunities to build workplaces where everyone can contribute, lead, and thrive.