The Leadership Room: why vulnerability makes women leaders stronger

The story behind The Leadership Room

“In the many conversations we held with women in senior roles, across ages and backgrounds, the same undertone kept emerging: doubt about visibility, the pressure to appear constantly strong, and at times a sense of isolation. We thought, and still think, these women are brilliant, yet we observed how they diminished themselves in environments that leave little room for vulnerability,” says Rosanne Ferrari, Consultant Financial & Business Professional Services at Odgers.

“That struck a chord and motivated us to act. The Leadership Room developed as a series of interactive workshops for women in leadership and senior executives: small-scale, accessible and highly personal. What sets The Leadership Room apart is our daily exposure to the real challenges female leaders face. We therefore provide an environment that invites participants to reflect on their own behaviour and that of others. We also draw on our own experience, which enables us to genuinely advise and help participants to position themselves more confidently. We aim to start a movement so that not only more women reach the top, but that they also thrive there.”

Space for doubt: that is powerful leadership

“I believe in the value of pausing without already having the answer. The further you progress in your career, the greater the expectation that you should know everything. Yet often it’s the opposite: the further you go, the more you realise how much you don’t know. Admitting that takes courage. There is real power in recognising what you don’t know and being willing to explore it,” says Sebijn Bunt, Consultant Leadership Practice at Odgers.

“At The Leadership Room we create a safe space where women leaders may be vulnerable. That means we encourage participants to step outside their comfort zones and to challenge themselves and others. Naturally, we do this within a set of clear boundaries that we agree together in advance.”

Insights that change your leadership

“In a small group of eight female leaders from different sectors, we explore a specific theme together. Why do I act the way I do? What assumptions and judgments underlie my actions? We work through real, personal cases, give each other feedback and offer perspectives from different angles. Participants consistently value this interpersonal interaction - combined with a theoretical framework - above all,” says Sebijn.

“I find it rewarding to witness the insights that emerge when we facilitate a space where it’s acceptable not to have the answers and where judgement is suspended. By looking at your own and others’ cases with an open, curious mind and learning from the strengths of fellow participants, growth occurs. Because we deliberately limit the group size, everyone is engaged and the workshops remain personal and interactive.”

Developing leadership through reflection

“Leadership isn’t something you master on day one. You need to continue developing. Reflecting on real situations — asking yourself what is truly yours to own rather than pointing at others — is essential. What lies with me? How could I handle the situation differently? Growth doesn’t stop when you reach a senior role; if anything, the more complex the challenges, the greater the need for reflection. That is why, alongside executive search, Odgers also offers services that support the leadership journey, such as team assessments, peer coaching (intervision), individual coaching and now The Leadership Room,” Rosanne explains.

What holds women back from speaking up

“Reflection starts before the workshop. Participants submit a case in advance and answer questions such as: what exactly happened, what would I have liked to do, and why didn’t I do it? During the session we mirror what we observe,” Rosanne explains.

“What stands out is that at least half of the women have clear ideas about what they would have liked to say, yet they hold back. Something leads them to accept the status quo and work around it. Often that something is a set of assumptions and judgments. It’s powerful to see participants become aware of this during the workshop. We then share insights and practical approaches for how they might act differently,” adds Sebijn.

Political or powerful? The game in the boardroom

“How do you enter a meeting strategically? Do you raise your point with colleagues beforehand, or do you bring it up at the table? This is an example of the concrete guidance we give participants. What we observe is that a range of judgments arise, about manipulating, horse-trading, being ‘political’ or lacking integrity. But there is another way to frame it. How do you get your point across as effectively as possible and optimise your influence? Women often attach a different label to these unwritten rules than men do,” says Sebijn.

“We equip participants with tools to act differently and to train themselves to speak up. For some this immediately triggers an ‘aha’ moment; for others there is initial resistance. We once saw a participant literally recoil at the thought of taking action. After we explored it further with the group, it became clear that it was precisely the action she needed to take. It’s about learning to play the game and to move with what’s happening and daring to take space. That doesn’t come naturally or easily to everyone; that’s exactly where the opportunity for growth lies,” Rosanne concludes.

A practical toolkit to hold on to

“After the workshop, participants receive a practical toolkit with a reflection model and seven concrete approaches, including example phrases for common situations. This helps them speak up in high-pressure moments while still staying within their comfort zone. Only through practice, and by regularly exposing yourself to challenge, for example in a peer coaching group or with an independent coach, will the change stick,” says Sebijn. “Step into your arena every day, as Brené Brown puts it,” Rosanne adds.

Would you like to join in 2026? Join the waiting list

“The first two workshops filled within days, as did the additional November session. We are delighted that female executives tell us The Leadership Room answers a real need. That is why we will run multiple workshops in 2026, not only on powerful positioning and agile leadership, but also on topics such as navigating board dynamics,” Rosanne closes.

If you would like to be among the first to hear about new workshop dates in 2026, register for the waiting list. If you have questions or are interested in an in-company workshop, please contact Rosanne Ferrari.