Women in the Investor Relations (IR) sector play a crucial role in shaping the success of private market funds, and as is true for other sectors in financial services they are faced with challenges in leadership, confidence, and advocacy within their organisations. From navigating complex stakeholder relationships to securing recognition in the IR function, the obstacles faced often require strategic thinking, resilience, and strong support networks.
To foster discussion around these important topics, we arranged a fireside chat with leaders in IR Anna Malone (Executive Coach) and Kathryn Pothier (Partner, Epiris) for a room of senior professionals working in private markets funds. Attendees had the opportunity to hear our speakers in dynamic conversation on the challenges and opportunities facing women in IR, and take part in an engaging Q&A session allowing for a deeper exploration of key topics.
A key theme of the discussion was the challenges women face in leadership and management roles, particularly in influencing upward, managing conflict, and developing confidence. Many women in IR struggle with perfectionism, people-pleasing, and imposter syndrome, often feeling they are not “good enough.” These tendencies can make it difficult to assert boundaries, delegate tasks, and accept compliments, ultimately limiting professional growth and leadership effectiveness.
Anna shared her approach to supporting women in making professional and personal behavioural changes. She emphasised that shifting one’s beliefs can lead to meaningful changes in behaviour. Women, in particular, are often held back by their own self-perceptions of inadequacy. Recognising that self-doubt is the problem – and therefore also the solution – can be incredibly empowering. Anna highlighted that coaching is not about giving advice but rather encouraging self-reflection and self-discovery. By working through individual challenges, women can better understand their strengths and develop practical strategies for growth.
One of the key challenges discussed was the ongoing struggle to gain buy-in for IR as a critical function within organisations. Many management teams, particularly in smaller or leaner firms, fail to fully appreciate the value of IR. The discussion emphasised the importance of using data and KPIs to demonstrate IR’s impact, such as roadshow returns and capital raised. Gathering direct feedback from LPs can also help validate the function’s importance and secure necessary resources.
Managing work-life balance and setting clear boundaries were recurring topics throughout the discussion. The speakers shared their personal experiences of juggling leadership responsibilities with family commitments and the challenges that come with it. Kathryn openly spoke about her struggles with balancing the demands of working while raising a family, and highlighted the risks of burnout if left unchecked. The conversation reinforced that managing boundaries is an ongoing process, and setting non-negotiables – such as prioritising time for exercise or family – can be essential for long-term well-being and success.
Confidence and resilience were highlighted as essential qualities for handling the challenges of IR. Resilience, often mistaken for confidence, is about reframing failures, managing rejection, and recognising one’s own value even in difficult situations. The importance of internal champions and external allies was emphasised, with the reminder that mentors and supporters do not necessarily have to work in the same industry. Having a network of advocates can help women manage their career progression and build the confidence to take on leadership roles.
Discussions around self-worth included strategies for salary negotiations and career advancement. Attendees were advised to approach salary discussions armed with data rather than making comparisons with colleagues. Mentorship and support networks were highlighted as critical tools for women looking to advance in their careers, especially when balancing professional aspirations with family responsibilities.
The discussion explored different leadership styles and the challenges women face in male-dominated environments. One attendee shared her experience of being the only woman in a senior leadership team and struggling with passive communication, which hindered her ability to influence decisions. Women were encouraged to experiment with different leadership approaches, whether by adopting a more direct communication style or by remaining calm and composed in high-pressure situations.
The event also touched on the differences between British and American leadership and communication styles. Women were encouraged to embrace their unique communication strengths rather than trying to mirror others. Developing an authentic communication style was highlighted as a key factor in effective leadership and career growth.
The importance of setting boundaries early in one’s career was another key takeaway. One attendee shared how failing to communicate her boundaries led to being treated as a part-time employee despite working full-time hours. The concept of “balloon hands” – taking on too many responsibilities – was discussed, reinforcing the need to be selective in accepting tasks that add genuine value to one’s role and career progression.
Finally, the discussion emphasised the importance of self-compassion and celebrating achievements. Women often underestimate their successes and can be overly self-critical. Attendees were encouraged to embrace humility while also taking pride in their accomplishments. Acknowledging and celebrating progress, rather than just focusing on the next goal, can foster long-term confidence and motivation.
The event was an inspiring and insightful gathering that highlighted the unique challenges and opportunities faced by women in the industry. Through candid discussions and shared experiences, attendees gained valuable perspectives on leadership, confidence, communication, and balancing personal and professional responsibilities.
It emphasised the importance of self-awareness, mentorship, and strategic advocacy in fostering both personal and professional growth. By challenging limiting beliefs, setting clear boundaries, and leveraging support networks, women in IR can continue to thrive and drive meaningful change within their organisations.
We look forward to continuing these conversations and supporting the next generation of female leaders in IR. Interested in joining future discussions or contributing to our next event? Get in touch with Emma Smith directly at emma.smith@dartmouthpartners.com to get involved and stay informed.
