Gender-Segregated Networking is Dangerous for Growth

By Lee Higgins, founder of Diverse Talent Networks

Networking has changed. It is no longer a white male-dominated exercise taking place on a golf course or in a pub. Of course, that kind of networking does still exist but a new kind of networking is taking over. Thankfully, networking is moving towards a more gender-neutral and comfortable experience for individuals from all backgrounds and races. As the founder of Diverse Talent Networks, I have worked hard to ensure this change happens and that this kind of networking movement gathers momentum and helps more organisations realise their potential. However, we are still hearing that female gender segregation is a big part of networking and, whilst it appears to be done for all the right reasons, it can also be unhelpful for women in the workplace.

Despite women being natural networkers, a 2023 study found analysis of more than 1,100 companies shows that women hold just one-quarter (25.1%) of senior management or leadership roles. That figure is up slightly from 24.0% in 2022 and 23.0% in 2021. So what is the problem? We know that when women leave the workforce to have children, there can be difficulties coming back to work and juggling a main caring role alongside a fast-paced full-time job. We know that sometimes, a lack of flexibility can contribute to this. We know that the UK has the highest childcare costs, making a return to work for some females impossible. However, for those who stay, career progression often doesn’t follow the same trajectory as their male counterparts. Part of the problem may be that women say that they are having to fight against unhelpful segregation when it comes to women-only networking groups.

Undoubtedly, women-only events are valuable at some level, but they also reinforce gender segregation. Many of the senior women in organisations that DTN works with know that building networks need to be across gender lines for true career advancement. Exploring the real reasons behind this hesitation in organisations to change is important. Women-focused events, mentorships and professional organisations can be brilliant avenues for women to connect and advance their careers, but they aren’t enough, and as CEOs and leaders, we must ensure that gender division does not muddy the waters of inclusivity and diversity when advancing careers and hiring talent.

One of the biggest challenges highlighted by professional women is the pervasive myth of meritocracy. Many women who enter the workforce believe that career advancement is solely a product of hard work and talent. However, as they progress, many find that simply “keeping your head down” and excelling in their roles does not guarantee promotion. We know that success in many industries relies heavily on networks, alliances, and sponsorships—connections that women may not naturally have access to if they remain isolated within gender-specific groups. The reality is that much of professional advancement hinges on “who you know,” which is a problem if you cannot access influential leaders, who are generally men, as you are restricted by echo chambers.

Networking is the new way of recruiting. We know that the traditional way of recruiting is outdated and often allows bias. It is still there as a way to introduce people, to facilitate promotion in some cases and to connect, but the way it’s done is different. At DTN, we often work with law firms and large corporations.  We unpick hiring strategies which are holding organisations back in terms of diversity and inclusivity. Taking networking away from the traditional arenas of the pub and the golf course is important. Instead, we look at modern types of networking that are inclusive. Those strategies include working out which members of the organisation can serve as advocates, mentors, and sponsors and who we think in or out of the organisation can make a difference to another. We all need allies, and those allies shouldn’t be gender specific.

What does non-gender-specific networking look like? It is about creating inclusive spaces where people of all genders can connect, share ideas, and build professional relationships without gender-based biases or barriers. It is about thinking about communication in a non-gender-specific way, so think about neutral language. It includes but is not specific to ensuring events and spaces represent all genders, that one gender does not dominate the discussion and that topics include everyone and are not skewed one way or the other.

While women-focused networks provide valuable support, the risks associated with echo chambers should not be ignored. Encouraging cross-gender networking, fostering supportive relationships among women in senior roles, and advocating for a more inclusive culture can help mitigate these risks. Success in the professional world is not achieved in isolation; it is a collaborative process that requires allies across all levels and genders. By breaking down the walls, women can access broader networks, gain critical sponsorship, and build the relationships necessary for true career advancement.

This article is written by Lee Higgins who is the founder of Diverse Talent Networks. He set DTN up after 23 years in recruitment and executive search which saw him overseeing over 900 projects globally in M&A, private equity, asset & wealth management, energy and consulting. Lee set up DTN to help organisations engage talent from all backgrounds through the power of networking. Lee endeavours to create a future where talent wins.