Strong networks for female leadership

Carmen Torres Ledezma is an expert on sustainable food systems and is a member of the Strategy Group at Next Gen(D)eration Leadership Collective. Carmen is based in Costa Rica.

Carmen, tell us a bit about the Next Gen(d)eration Leadership Collective. How did the idea evolve?
The starting point for our initiative was grounded in the lived experiences of twelve women working in food systems, all facing similar challenges in implementing a different kind of leadership and seeing their efforts and achievements often not fully acknowledged or supported due to structural barriers that limit their growth in leadership roles and style. We saw  that, in general terms, despite their immense contributions to food systems, women’s voices, expertise and experiences were not sufficiently valued or enabled in many spaces, preventing them from realising their full potential and catalysing the transformation our food systems need.That’s how the NGLC evolved. It is to accelerate progress towards a well-nourished world by transforming food systems leadership, addressing power imbalances, and promoting courageous leadership practices.

What sort of leadership do you have in mind?
We have drawn up a manifesto based on eight leadership practices. These practices underscore the need for a way of leadership that encompasses diverse voices.To effectively drive change and create the sustainable, equitable food systems we need in a world with increasing uncertainties, it's essential to challenge and transform leadership and power structures as well as the norms that have long been in place. Here, it is important to note that leadership should not be solely about power and control, but also about collaboration, empathy, trust and long-term thinking.

How do you support the women in this endeavour?
For instance, we run forums and peer-to-peer mentoring pods. The forums are virtual gatherings of women navigating leadership in nutrition and food systems at all levels, including early career, mid career and senior career. They involve short talks and small break-out room conversations. Starting in April 2021, the forums are held every two months. Each forums start with a spotlight dialogue. Here, participants get to hear from two women in conversation about their experiences in navigating challenges in any leadership capacity throughout their careers. The speakers are selected based on geographical context of experience and career stage. Participants also have the opportunity to meet in small groups between forums.

And what about the mentoring pods? 
They are small informal virtual group meetings of four to six women. The pods provide a safe space to share experiences and lessons learned and allow for reflection. More broadly, they help create a sense of collective agency and connect women in nutrition and food systems. Women within the pods provide each other with peer-to-peer mentorship through in-depth discussions of ongoing leadership challenges. The pods also provide a skill-building opportunity on the eight courageous leadership practices outlined in our manifesto.

What has the response to your initiative been like?
Findings from our first evaluation of the forums and pods highlighted that these networks facilitated relationship-building and strategy-sharing. Participants reported improvements in their ability to navigate challenges, develop the leadership qualities required during times of uncertainty and expand their networks. By creating such environments, NGLC aims to ensure that women are empowered and rewarded to lead the way in transforming food systems towards more sustainable and equitable outcomes. Furthermore, the collaborative nature of these networks can provide women with the tools to succeed individually and aims to create a collective momentum for systemic change. By facilitating knowledge exchange and fostering a learning-oriented and reflective culture, these initiatives support women in leading innovative, gender-transformative approaches to food systems challenges. In this context, mentoring is not just about personal growth, but about shaping a new generation of leaders who are prepared to work collectively to tackle global food systems challenges with empathy, inclusivity and long-term vision.

What message would you like to give to other women who want to take on leadership roles in food systems?
My message to women aspiring to leadership roles is to believe in your power, your expertise and your voice. The food systems sector needs your ideas, your leadership and your unique perspective. Pursue mentorship, seek out opportunities to build your skills, work together and learn from other women, and don't be afraid to take risks. Leadership is not just about authority – it's about creating change, fostering relationships, and lifting others as you rise. Be strategic in choosing your battles. If a space does not allow for meaningful change despite your best efforts, it’s okay to step away. Life is short, and your time, energy, and potential are invaluable – invest them where they can have the greatest impact. By embracing your potential and focusing your energy in the right places, and finding allies, you can drive the transformation needed for a more sustainable and just world.

The Manifesto and its eight Courageous Leadership Principles: (1) Prioritise social purpose, (2) Persist by learning and adapting, (3) Deviate from the norm, (4) Lift others up, (5) Listen with curiosity, (6) Reflect individually and collectively, (7) Connect with others for collective action and (8) Speak openly and authentically. Link: Achieving A Well-Nourished World: A Manifesto for Leadership

Oluwaseyi Kehinde-Peters is Executive Director of the Pan-African Women Empowerment Network (PAWEN). PAWEN is a social enterprise that empowers African women with the competence, confidence and connections to lead and succeed in business and careers.

Oluwaseyi, why is female leadership crucial for the transformation of agricultural and food systems?
Agriculture, at its core, is about nurturing and growth – qualities women often excel in. Female leadership isn’t just a checkbox for equity – it’s a systems-level rewiring of how agricultural and food systems sector should function. Across Africa, women drive 40 to 60 per cent of food production, but operate within systems designed to sideline them – through limited land rights, restricted access to finance and policies that treat them as “beneficiaries” rather than architects. This disconnect creates inefficiencies and limits the sector's potential. When women lead, they dismantle these silos, and we see more sustainable practices, better resource allocation and improved community nutrition outcomes. Inclusive and sustainable policies and programmes emerge, ensuring that food systems not only meet economic goals but also address social and environmental needs.

What role does mentorship play in empowering the next generation of female leaders?
In many African societies, leadership is traditionally male-dominated, and without visible role models, aspiring female leaders often struggle with self-doubt or limited access to decision-making circles. Mentorship bridges this gap – creating a safe space to navigate these complexities while supporting women to build resilience, expand their networks and accelerate opportunities. Traditional mentorship often emphasises hierarchy, but empowering women in this era requires fluid, reciprocal exchanges where elders and emerging leaders co-create strategies that honour cultural identity while challenging restrictive norms.

The beauty of effective mentorship lies in its ripple effect. I've observed how mentored women naturally become mentors themselves, creating a multiplier effect.

How important are networks and alliances in advancing female leadership?
Leadership can be isolating, especially for women pioneers breaking barriers, but strong networks create a support system that nurtures collaboration, amplifies voices and opens doors that might otherwise remain closed. Networks and alliances are deeply rooted in African traditions and have always been fundamental to advancing female leadership. Historically, women have leveraged cooperative societies, trade unions and cultural peer groups to support one another, share resources and amplify their voices. In Nigeria, for instance, market women’s associations and thrift cooperatives have long provided financial independence and collective bargaining power, enabling women to influence economic and social policies. These networks have consistently served as platforms for mentorship, advocacy and leadership development, proving that collective strength drives individual and societal progress.

What gender-based obstacles have you personally encountered in your career?
One of the most persistent gender-based obstacles I have encountered is the exclusion from informal decision-making spaces – the so-called “boys’ clubs”. In many male-dominated sectors I’ve worked in, I’ve noticed that key discussions often happen outside formal meetings, whether over casual gatherings, golf games, or private chats. By the time decisions reach the official table, much has already been agreed upon, leaving women at a disadvantage. In a patriarchal society like ours, where many men are resistant to female leadership, I had to be intentional about navigating these dynamics.

How have you approached this issue?
I tackled this challenge by building strategic alliances – leveraging both male and female allies who could provide insights into these informal spaces. I also made it a priority to establish my credibility early on, ensuring that my expertise and contributions were too valuable to be sidelined. Rather than trying to gain access to spaces not designed for me, I focused on creating new ones – championing leadership platforms where women’s voices shape the conversation from the start. Ultimately, overcoming these barriers required a combination of strategic positioning, persistence, and a deep commitment to changing the narrative, not just for myself, but for the many women coming after me.

What advice would you like to give to aspiring female leaders?
My advice is simple but profound: own your expertise, embrace strategic visibility and redefine leadership on your own terms. Leadership, especially as a woman in a patriarchal society, is rarely handed to you – you must claim it with confidence and clarity. Be intentional about building competence, because expertise is your strongest currency in any room. Understand the power of strategic alliances – no one leads in isolation, and the right networks will amplify your impact. At the same time, stay human. Leadership isn’t just about power; it’s about purpose. Create opportunities for others, especially women, because every barrier you break should make the path smoother for the next generation. Speak up, take up space, and when doors won’t open, build new ones. Most importantly, never internalise limitations imposed by others. Society may question your place at the table, but your work, your voice and your vision will make your presence undeniable.

The interviews were conducted by Maike Sommerhäuser and Anke van de Locht. Maike and Anke would like to thank Carmen Torres Ledezma and Oluwaseyi Kehinde-Peters for their time, valuable insights and inspiring words.