To mark the 15th anniversary of the EVE Program, we are doing something new with our “Practice” section. Because if you want to shift the lines of equality, you have to learn how to get everyone on board. That is why, this month, we are giving the floor to a man for whom the program was a real turning point.
We met with Joachim Andreault, Head of HR Innovation. He told us about his EVE Africa journey and explained why it is now crucial that men also make a clear commitment to diversity.
Why did you decide to take part in a women’s leadership program?
I’ll be honest, it was my manager who encouraged me to attend the event. At first I wondered if it really was for me, but looking back I understand her decision and the opportunity it gave me. I had two reasons to attend. On the one hand, I knew that the people I met would have inspiring backgrounds. On the African continent and elsewhere, the empowerment and emancipation of women is still a struggle. Those who manage to forge a path for themselves as leaders often have to demonstrate unwavering determination, deep conviction, and extraordinary resilience. Being a female leader is not simply about following a predetermined path; it often means having to fight to make a place for yourself. So I knew I would learn a great deal from these women, from their journeys and the lessons they have learned.
On the other hand, Eve Africa is an event that shines a spotlight on the real world: leadership positions are held mainly by men, with only 20% of women on average in management committees worldwide. It’s easy to be aware of the issue without experiencing it on a daily basis, to observe it without fully feeling its impact. Taking part in the event was an opportunity for me to fully understand what this inequality means. To understand, from the inside, what a female leader feels when she operates in a predominantly male environment. It was a transformative experience that allowed me to develop a sharper perspective on these issues.
How might this experience influence your approach to leadership within your company or organization?
I believe the experience has profoundly enriched my vision of leadership. First of all, it reminded me that leadership is based neither on gender nor on a hierarchical position, but above all on a certain mindset and on trust: the trust you inspire in your teams, the trust you place in your company and, above all, the trust you choose to show yourself in making your own decisions. I firmly believe that leadership is based on the ability to make decisions with conviction, clarity, and responsibility. To achieve that, you need to operate in a climate of trust, where everyone feels legitimate and free to be themselves. When a company values that freedom, employees no longer limit themselves to following existing standards; they dare to innovate, take initiatives, and question established ideas. When leaders nurture that mindset, they truly play their role.
Women are often more receptive to an inclusive approach to leadership. Accustomed to operating in environments where they must constantly prove their worth, they understand the importance of a framework that encourages individual expression without fear of judgment. They know that a range of experiences and sensitivities is a powerful driver for innovation and performance.
When this trust is established, a powerful phenomenon occurs. What could be perceived as a weakness becomes a strength. A different way of thinking, a particular sensitivity, or an atypical experience can become invaluable assets in an environment that values uniqueness and diverse points of view. My experience at Eve Africa has reinforced that belief: the role of a leader is not limited to managing, but also involves creating spaces where people feel safe, and can therefore express their full potential.
How has this experience changed your perception of the specific challenges women face in the workplace?
Taking part in Eve Africa has not only changed my perception, it has also allowed me to refine it and better understand the connection between the specific challenges that women face in the world of work and the responsibility that lies with companies to value women and support them towards leadership roles. I realized that, far beyond technical and strategic skills, female leadership is often built through complex decisions, which forge a unique aptitude for leading. Where leadership is generally perceived as a matter of vision and strategy, for many women it involves huge trade-offs. Motherhood is a striking example: whether to forge on with your career or have some time away; whether to take parental leave or seize a crucial opportunity. But these dilemmas are not limited to parenthood. Juggling professional ambitions and family responsibilities, confronting stereotypes, evolving in environments where you have to constantly prove your worth, all these experiences shape an approach to leadership based on resilience, priority management and quick and thoughtful decision-making. What I previously considered additional constraints now appear to me in a different light: these demanding situations lead to women developing essential leadership skills. Learning to arbitrate between personal and professional challenges refines a person’s ability to make decisions under pressure. Facing obstacles strengthens adaptability, which is an essential quality in the constantly changing world of work. I understood that these skills, acquired during difficult situations, benefit not only the women themselves, but also the companies that know how to recognize and value them. Leadership fueled by real challenges is often more inclusive, more pragmatic, and more oriented towards the collective. This experience has convinced me that diversity of background is an invaluable asset and can transform how we lead and have a positive influence on the world of work.
