An insight into life as a female leader

As part of my work as a leadership coach, I have conversations with people about their leadership journey. I'm interested in finding out what leadership means to leaders — the ways that they want to show up, and the things that matter most to them.

In early 2025 I met Liz Ersoy at a workshop in London. Liz is a leader at national charity Peeple, and as soon as I met her I knew that I wanted to share her wisdom with others.

The below interview between myself and Liz has been recorded in celebration of International Women's Day, 8th March 2025.

Could you tell me about you, and your role, in a way you haven't told before?

My first job was working with families and young children referred into a day care and family support setting due to concerns around child health, wellbeing, development. I recall my manager at this time, when I was a main grade worker aged 21, requesting that I move from a collaborative, well working team to take a lead role in a less established team who were facing challenges around team dynamics. I really didn’t want to move, I felt really cross with her for suggesting the change and I remember her explaining why she felt this would be a positive move…that she saw me as a ‘quiet leader’ who would influence others positively ‘without ego’. To be truthful, I didn’t really understand what she meant at the time but I do now and I remember her words and support of my professional development fondly.

I like to think of leadership not as a position but as a responsibility— a responsibility to lift others, to create opportunities, and to shape a culture where everyone can thrive. I see my role less as ‘leading from the front’ and more as ‘leading alongside.’

I currently hold national responsibility for the training and accreditation work at Peeple and my role is about ensuring my team has the conditions, the trust, and the space to do their best work. My staff team are all women.

Women in leadership can feel they need to prove themselves or earn their place at the table. But women do belong there. Diverse voices make stronger teams, better decisions, and lasting impact. My job is to support my team, to amplify their voices, and to sometimes step back so they can lead.

When we met, you said that you 'want to give the best you can to your team'. Could you say more about what you mean by that?

For me, giving my best means giving holistic consideration to my team as individuals as well as a group — it means showing up for my team in ways that matter. It means fostering an environment where they feel psychologically safe, where they can take risks, share bold ideas, and be honest when they’re struggling.

Women leaders often juggle multiple responsibilities —professionally and personally. I want my team to know that their well-being matters just as much as their output. It’s about making space for growth, for flexibility, and for balance. Because when we take care of our people, they bring their best to the work.

Could you give specific examples of the types of things that you do (or don’t do) as a leader?

The things that I do are share leadership, put well-being at the core of everything, experiment with ways to stay connected in a remote-working world and trust people to do their role.

Shared leadership — I create a space where people can co-create solutions, share decision-making, and ensure that no one person carries the burden alone. Women leaders, especially, can face the challenge of being expected to carry emotional labour on top of their professional responsibilities. Shared leadership lightens that load.

Well-being at the core — Work-life balance is always a priority. I encourage regular check-ins, and acknowledge that people are not just employees but whole individuals with lives beyond work.

Creative connection — Remote work can feel isolating, so we experiment with different ways to stay connected — virtual ‘walking meetings', creative brainstorming sessions, and in-person gatherings that focus on relationships, not just work. I arranged a monthly virtual book club (where it doesn’t really matter if you read the book) and a monthly virtual lunch break. These are informal opportunities to build relationships which have a positive effect on long term working relationships.

What I don’t do – I don’t micromanage. I trust my team. Women in leadership sometimes feel pressured to control every detail to be taken seriously. I resist that and instead build a culture of trust.

What have you learnt about being a good leader?

I’ve learned that leadership is about relationships. Productivity follows when people feel heard, supported, and inspired.

I’ve also learned that presence matters more than perfection. Women are not perfect, no one is, and showing up authentically, even in moments of uncertainty, builds stronger trust than trying to have all the answers.

Vulnerability is not a weakness; it’s a strength.

Was there anything that you needed to unlearn so you were able to give your best to your team?

I had to unlearn the idea that leadership means having all the answers. It doesn’t. In fact, the more I step back and trust the collective wisdom of the team, the stronger we become.

I also had to unlearn the traditional structures that prioritise efficiency over well-being. The business world tells women leaders to “push through” and “keep up.” But I believe that sustainable success comes from balance, not burnout. A well-supported team is a more effective team.

What are the key challenges your team faces?

Staying connected remotely — Building relationships without the ‘water cooler moments’ of an office.

Balancing workloads — In the charity sector, there’s always more to do than time allows.

Managing change — The landscape is always shifting, whether it’s funding challenges or evolving priorities.

Women in leadership often navigate additional challenges — being underestimated, facing biases, or dealing with imposter syndrome. It’s crucial to acknowledge these realities while also celebrating the resilience and strength it takes to lead through them.

What are your key challenges as a leader? And what have you done to overcome them? 

 
One challenge is ensuring that shared leadership doesn’t become ‘decision by committee’ paralysis. I’ve learned that shared leadership works best when roles and responsibilities are clear.

Another challenge is preventing burnout, both for myself and the team. No one person has to ‘do it all’. I’ve learned to lead by example — taking breaks, setting boundaries, and creating a culture where rest is valued.

What do you most enjoy in your work?

Seeing people grow. Seeing women, in particular, step into their confidence, take up space, and lead boldly. When someone takes on a challenge, brings a creative idea to life, or discovers their own leadership voice — that’s what makes my work so meaningful.

I also cherish the moments of connection. The deep conversations, the bursts of laughter in a team meeting. Laughter is not a distraction; it’s a sign of a healthy team. Before every meeting, we take time for informal check-ins, because the strongest teams are built on trust and relationships.

Who are you becoming as a leader?

I hope I’m becoming a leader who creates space for others to lead. Someone who listens deeply, stays curious, and keeps learning.

A leader who embodies kindness as much as strategy. A leader who challenges the norms that tell women to lead a certain way and instead champions leadership that is authentic, compassionate, and impactful.

You have mentioned that the Peeple team work remotely. What has working remotely allowed you, your team, and your organisation to achieve?

Better work-life balance — Many of us have more time for hobbies, family, and rest.

A more diverse team — Remote work allows us to work with talented people from different locations, rather than being limited to one area. My team work across Scotland and England.

More creativity in how we connect — We’ve found new ways to collaborate that we might not have explored otherwise.

Thinking back to when you first took on a leadership role, if you could offer yourself back then one piece of wisdom — what would it be?

You don’t have to have it all figured out. The best leaders don’t have all the answers — they ask the right questions. Trust your team, lean into discomfort, and remember: the way you lead is the work.

And to women stepping into leadership: 
You belong here. Your voice matters. Lead boldly, lead authentically, and don’t let outdated expectations define your leadership.

More about Liz

A passionate leader with over 30 years of experience in social work, education, and leadership across both statutory and charity sectors, Liz Ersoy is driven by a deep commitment to making a difference in the lives of children and families. Her work is rooted in the belief that well-being is the foundation for both personal and professional growth.

Based just outside Edinburgh, Liz finds joy in the simple things — being outdoors, connecting with nature, and embracing life’s everyday moments. As a lifelong learner, she is currently exploring the transformative power of somatics in leadership and personal development. Enthusiastic by nature (maybe too much at times!), she brings energy, wisdom, and heart into everything she does.

At home, Liz is the proud mother of two grown-up children — a son and a daughter — who continue to inspire her. Whether leading teams, mentoring future leaders, or simply enjoying a walk in the fresh air, her purpose remains the same: to uplift, to support, and to create spaces where people can thrive.