In recent years, there has been much discourse centred around how generations differ, from the way they communicate to how they advocate for the issues that matter to them. These debates often span business, politics, and culture, painting younger generations as overly idealistic and “woke”, while portraying older generations as overly traditional. But beneath these labels lies a shared truth: every generation simply wants to build a better world, shaped by the realities they grew up in.
There has always been a noticeable gap between generations in how we navigate work, ambition, and the pursuit of equality. Speaking from personal experience, my generation entered the workforce simply grateful to have a job. We rarely asked questions; we adapted, adjusted, and accepted workplace norms as they were. Conversations about gender parity were quiet, if they existed at all. We valued equality, but we also learned to work around the inequalities we faced.
Today’s generation could not be more different. They ask questions. They set boundaries. They demand transparency. And they are unafraid to challenge practices that no longer make sense. And yet, amidst this perceived (and sometimes real) entitlement, what I see is a generation that refuses to settle for less. Some may call them “demanding,” but I see necessary progress.
Their expectations for work–life balance, inclusion, and fairness are not rooted in entitlement; they are rooted in clarity. They know what they want, and more importantly, they know what they deserve. As a mother to Gen Z children, I see these expectations at home too: the same insistence on authenticity, balance, and being seen. The same push to “do better.”
Perhaps that is exactly the push gender parity needs. This Women’s Month, it is worth reflecting on how the next generation’s higher standards are accelerating progress, and how their courage to ask more from workplaces is helping reshape the path toward true equality.
Parity: an expectation, and an advantage
In collaboration with Grant Thornton International’s Women in Business initiative spanning 22 years, P&A Grant Thornton is soon to release a White Paper focused on the value of visibility. The report reveals a dramatic shift, as candidates today—especially younger ones—now ask a key question before choosing an employer: “Where are your female leaders?”
What used to be a values conversation is now a talent filter. In the Philippines, 97.7% of business leaders say they personally consider a company’s gender equality initiatives when applying for roles, with 71.6% calling it a priority. Meanwhile, 40.9% of Philippine businesses report that prospective employees have asked about the gender balance of their senior team. This is the new standard. Transparency is a deciding factor in who joins, stays, and leads next.
From a business standpoint, visibility converts into competitive advantage. Firms that maintain and introduce new gender equality measures were the most likely to report growth in revenue, headcount, and exports, evidence that inclusion is not a side initiative but a growth strategy. Investors are paying attention, too: they’re now the most likely external source to ask for senior team gender balance or a clear commitment to improve it, making parity not just an HR marker, but an investment signal.
Beyond its financial benefits, data shows that gender-balanced leadership sharpens decision making, strengthens innovation, and improves performance: advantages leaders themselves recognise. Put simply, when gender equality is visible and measurable, it attracts talent, earns investor confidence, and creates workplaces where people can perform—and belong.
Equality then, equity now
I often reflect on how different the landscape was when I began my career. Back then, equality meant being given a seat at the table, even if the conditions weren’t ideal. If you were a mother, you were often perceived as a risk. I remember being the only manager with children, and it was silently understood that my growth would be slower, that certain clients would not be assigned to me, that the expectations placed on women came with disclaimers.
Today’s workplace, shaped in part by younger generations, looks very different. Where my generation hoped for consideration, today’s generation expects equitable support: not out of entitlement, but because they understand that equity requires more than treating everyone the same. It demands systems that recognise different realities.
Work-from-home arrangements, flexible schedules, the normalisation of parental responsibilities—these are changes my generation could only dream of. They allow women to lead without giving up the parts of their lives that make them who they are. They help build a pipeline of women leaders by design.
Guiding the next generation of female leaders
As leaders, we must meet these young professionals where they are, not by dismissing or invalidating their standards, but by recognising that their expectations are aligned with the direction businesses must take if they want to grow. Young talent does not simply trust statements of support for gender equality; they look for policies, representation, role models, and measurable results. They want leaders who walk the talk.
I believe mentorship is important in this process. As women leaders, we owe it to the next generation to share our experiences honestly: the failures, the detours, the lessons learned the hard way. They may not face the exact same barriers we did, but they will face their own. The role of leadership is to empower, not invalidate; to guide, not gatekeep. Likewise, younger women must understand that the older generation came from a different context, one where conversations about parity were not as open, and opportunities were not as evenly distributed. Bridging generations requires empathy in both directions.
One thing remains constant across all ages: the desire to build a workplace where opportunities are real, where leaders are visible, and where women can succeed without sacrificing who they are. And if the next generation is pushing us to “do better,” then perhaps it is exactly the push we need.
To my fellow women leaders, our visibility and choices set the standard. Lead openly, mentor generously, and make our advocacy unmistakeable so that the path is clearer for those who look up to us. We must guide the next generation and use our influence to empower and push for holistic change.
And to all the aspiring women leaders out there, know what you want, and be clear about what matters most to you. When your priorities are grounded in your values, every decision—no matter how difficult—becomes easier to make. Leadership will never be without challenges, but challenges do not define your worth or your trajectory. What matters is that you keep moving forward with purpose, integrity, and courage. Your journey is your own, and you are allowed to grow, change, pause, and rise again.
Let’s never settle for any less!
As published in The Manila Times, dated 04 March 2026
