There is a general look of surprise, even bewilderment when people hear I love working in the Middle East, for the simple reason that I’m a woman.

I understand how there is a perception that women are not respected or highly regarded in the Middle East, therefore making it difficult to fathom how a woman could have a successful business. However, in my experience, there is a chasm between perception and reality, especially since the traits that seem to be more abundant amongst women, such as insight, intuition and inclusion, seem to be trusted and appreciated in the Middle East, enabling us to not only contribute but also play our role in business.

What I find strange and perplexing is some of the rhetoric around women and leadership. A case in point is an article that said 15% of Senior Leadership roles in the City of London were held by women and the majority of those by foreigners. The article went further by attributing this ‘fact’ to the foreign women’s swagger. The truth of the matter is, given London is a global financial centre, there is a strong likelihood that a senior leadership role will have a regional or global focus. If the potential candidates haven’t had any international experience, they don’t qualify, swagger or not.

That said, the ‘swagger’ comment got me thinking, and led me to reflect on the great Arab women I have had the privilege of interviewing and working with. They are highly intelligent, very well-educated and incredibly insightful – ingredients which are prevalent amongst many women around the world. They don’t seek to be liked but rather have the courage of their convictions. They don’t have to speak loudly or demand to be listened to, but they still have their views be known and considered. They tend to talk less and act more. They are compassionate and kind but don’t tolerate fools. Above all else, there is a particular ingredient in their presence and demeanour, described perfectly by a dear friend from the region – “we are salty, not sweet”.

From Segregation to Sisterhood

It’s fascinating when you think about it. Yes, women in the region tend to live more segregated lives. Instead of competing with men, they understand and nurture the concept of sisterhood, encouraging and supporting each other. When they get older and enter the corporate realm, government or family business, they are purposeful and have a quiet self-confidence, an inner strength which is ready to come out and be deployed in a broader spectrum. Moreover, contrary to popular belief, they are welcomed in the workplace and encouraged to grow and rise through the ranks. Have they had challenges to overcome? Absolutely. Challenges have shaped their character, balancing their resilience, perseverance and determination, together with their faith, patience and belief in a higher power. Formidable indeed.

So what are some of the ingredients that help foster women’s capabilities that we could use to make our companies more balanced, diverse and better equipped to handle the changing times?

Vision & Purpose

If you want to attract, nurture and keep the best women, consider what difference your business makes, why it matters. Frankly, if your business isn’t concerned with anything other than profit, you are going to face challenges in finding and keeping people with character and competence – women or men.

Interview From the Inside Out

If you are using an interview only as a checkbox exercise to see if the person has the skills for a particular job, you are missing out on a great opportunity. A person’s CV is merely a scratch on the surface of not only who this person is, but also how far their capabilities can extend. Context is key.

As a starter, why don’t you put the CV aside and get them to tell you their story? Adopt a curious mind, seeking to learn about the person’s experiences that have brought them to the present day. This approach can open up an individual’s character, their way of thinking, approach to challenges, and the environment and factors needed to bring out their best. You never know – you could even learn something along the way.

Don’t Hire What You Don’t Appreciate

If you don’t see how someone adds value to your organisation, why hire them? If the person is on board, why aren’t you listening to their viewpoint and perspective? If you want yes people who go along with what you say, you are wasting your money hiring great people. A recorded message to yourself telling you “you’re doing a good job” will suffice. However, if you hire us, listen to us. We have a different perspective. It may not be what you want to hear, but we are here to add value. Allow us – there are skills, traits and natural capabilities just waiting to be engaged. If you don’t appreciate us, we’ll find or create companies that will.

As featured in Women’s Prospects