With over 30 years of experience in FMCG, Reena specializes in product development, regulatory approvals, and large-scale operations. As Global Head of R&D for leading brands like Good Knight, Hit, Aer, Park Avenue, and Kamasutra, she drives innovation across multiple categories and markets.
In an engaging interaction with Women Entrepreneurs Review Magazine, Reena shares a practical guide for women leaders in high-pressure industries to identify and overcome self-limiting internal biases and beliefs. She talks about key themes, such as self-imposed biases and imposter syndrome.
Reena also outlines the various steps that companies and leaders can undertake to help women leaders overcome these self-limiting beliefs. She shares a guide on how women leaders can recalibrate their mindset while upholding scientific and business excellence.
To know more about Reena’s thoughts on empowering women leaders by helping them silence their inner critics, read the interview below.
What is your take on the prevalence of biases against women professionals in R&D and manufacturing sectors?
The underrepresentation of women in R&D and manufacturing, fields dominated by men, presents a challenge. However, the landscape is gradually evolving as organizations adopt diversity and inclusion. Internal challenges faced by professional women, such as insecurity or limiting beliefs, are increasingly being addressed through guidance, awareness and support networks. As more women enter these sectors, confidence is growing, and there is rise in equity & representation.
In the dynamic world of science and innovation, women have been carving their paths and writing new success stories over the last decade. However, there are few role models who can prove the competence and write huge success stories.
There is skepticism surrounding women’s competence in leadership positions despite their technical qualifications and competence which is big challenge.
Despite the progress women have made in technical fields, societal conditioning and ingrained biases continue to hinder their advancement.
What steps can be taken to address these challenges?
It's crucial to acknowledge and address these biases to create a more inclusive and equitable environment. We need to recognise the achievements of women in science and innovation, and be their sponsors & mentors; we can inspire future generations and challenge the persisting stereotypes.
Celebrating the success stories of women who have excelled in leadership roles can help to dismantle these biases and pave the way for more women to follow in their footsteps. Moreover, fostering a culture of mentorship and support is essential.
Encouraging women to pursue leadership roles and providing them with the necessary resources and opportunities can help to break down the barriers they face.
I am optimistic that in the coming decade, competence and leadership will be recognized and celebrated, regardless of gender.
What subtle forms of internal bias do women leaders often impose on themselves that inadvertently slow innovation and risk-taking in high-stakes R&D environments?
As India's middle class grows and the focus on girl education increases, more bright young women are joining the workforce. However, the rapid technological advancements and the push for inclusive innovation can sometimes expose hidden emotional and psychological burdens carried by women in these fields.
The historical gender imbalances in R&D and manufacturing domains have led to internalized biases that manifest as self-doubt, over-preparation, and risk aversion. These biases can hinder women's progress and affect their confidence and decision-making abilities.
One of the most subtle, yet widespread internal biases among women leaders is the subconscious need to "earn" their position repeatedly almost daily.
In high-stakes R&D environments, women may often tend to be overly cautious before making bold moves for fear of failure or perceived inadequacy. Women hold themselves to extremely high (sometimes near-impossible) standards of perfection stemming from an internal belief that perfection grants authority to lead.
Another silent bias that women in STEM struggle with is imposter syndrome. This can lead to feelings of inadequacy and the belief that their success is due to luck rand external factors other than their own abilities. These internal biases can be incredibly challenging to overcome and do have a significant impact on women's careers.
To address these issues, it's important to create a supportive environment that acknowledges and mitigates these emotional and psychological burdens.
Establishing mentorship programs and support networks can provide women with guidance, encouragement, and with higher self-belief. Offering coaching, mentoring and development opportunities that focus on building confidence, leadership skills, and resilience can help women overcome self-doubt and risk aversion.
It's essential to advocate for gender equality and to ensure that women have the resources and opportunities they need to succeed.
How can women in technical leadership roles recalibrate their internal narratives to overcome imposter syndrome?
Women must shift their internal narratives from one of qualification to contribution: instead of asking, “Do I belong here?” they must remind themselves “I am extremely capable and the unique value I bring is the reason I am here today”. A unique perspective shaped by experience, intuition, intellect and emotional quotient is a driver of innovation.
Here are some additional thoughts on how women in technical leadership roles can achieve this:
Work on self awareness & growth mindset
Seek mentorship and support
Celebrate success
Build support network
Practice self compassion
Some of these could help alter the internal narratives and overcome imposter syndrome while adding core value to our scientific and business endeavours .
How do internalized biases around perfectionism affect women’s decision-making agility in the FMCG sector?
In high paced product development cycles, perfectionism can indeed be paralyzing. Women leaders, striving to uphold high standards, may inadvertently delay decisions or avoid repetitive experimentation for fear of creating something "not yet perfect." This can hinder their decision-making agility and slow down the development process.
In today's agile development environment, speed often trumps flawlessness. Excellence must be redefined as learning through action rather than extensive planning and self-doubt.
Here are some additional thoughts on how internalized biases around perfectionism affect women's decision-making agility in FMCG:
Fear of Failure: The fear of making mistakes can lead to excessive caution and hesitation. Women may spend too much time perfecting their ideas before taking action, which can delay progress and reduce agility.
Over-Preparation: Perfectionism can drive women to over-prepare and over-analyse, leading to decision paralysis. This can prevent them from making timely decisions and adapting to changing circumstances.
Risk Aversion: Women may avoid taking risks or trying new approaches due to the fear of imperfection. This can limit innovation and prevent them from exploring creative solutions.
Self-Doubt: Internalized biases can lead to self-doubt and a lack of confidence in their abilities. Women may question their decisions and second-guess themselves, which can undermine their effectiveness as leaders.
High Standards: While striving for high standards is commendable, perfectionism can set unrealistic expectations. Women may feel pressured to meet these standards, which can lead to stress and burnout.
To overcome these challenges, women leaders in FMCG can focus on prioritising learning through action.
Encouraging a culture of experimentation and accepting that mistakes are part of the learning process can help build confidence and agility.
Additionally, seeking support from mentors and peers, celebrating successes, and practising self-compassion can help women recalibrate their internal narratives and thrive in fast-paced environments.
How can women leaders unlearn self-limiting biases to foster a confident mindset that accelerates team creativity and market disruption?
Unlearning self-limiting biases is indeed crucial for women leaders to foster a mindset that accelerates team creativity and market disruption.
In order to achieve the same, women leaders must consciously challenge the internal critic that warns them against being loud, bold, assertive, and visible.
This involves recognising and questioning the ingrained beliefs that hold them back. By embracing their strengths and unique perspectives, women can redefine what it means to be a leader.
Strong women role models play a vital role in this process. They can support and mentor young minds, helping them find strength in their vulnerability and boldness while taking risks.
Mentorship provides a safe space for women to share their experiences, learn from others, and gain the confidence to challenge their self-limiting beliefs.
Women must also bravely own up to their losses and visibly celebrate their wins. Acknowledging both successes and failures is essential for personal growth and development. By celebrating their achievements, women can build a positive self-image and inspire others to do the same.
Creating a culture of inclusivity and psychological safety within teams is also important. Women leaders can foster an environment where diverse perspectives are valued, and team members feel comfortable sharing their ideas without fear of judgement. This can lead to increased creativity and innovation, driving market disruption.
By taking these steps, women leaders can not only overcome their internal biases but also create a positive impact on their teams and organisations. Their unique contributions and leadership styles can drive creativity, innovation, and market disruption.
LAST WORD: Message For Emerging Women Innovators
Dismantling internal biases needs courage that empowers us to become authentic, impactful, and visionary. We need to embrace our journey with an open heart and mind, ready to make mistakes and learn from them.
I advise women to always be willing to learn, unlearn, and adapt to the ever-evolving world of innovation. As we make our presence felt and voice heard in every room, hold on to the humility that brought us here. Our unique perspective, shaped by experience, intuition, intellect, and emotional quotient, is a driver of innovation.
Remember, your value is not defined by perfection but by your contributions and the positive impact we create. When we have the drive to get your hands dirty and work from the ground up, we will shape into an empathetic, confident, and impactful leader. Celebrate our wins, own your losses, and use every experience as a stepping stone towards growth.
As we ascend in your career, take others along with us. Mentor and support young minds, fostering a culture of inclusivity and collaboration. By doing so, we will create a successful and inclusive team of young scientists who are ready to make their mark on the world.
Believe in ourself and our abilities. We are capable, we are strong, and we are passionate about Science & Innovation !
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