This Mother’s Day, I’m opening that chapter and sharing it with the world. I’m beyond excited to reveal the first look at my upcoming children’s book: The Road to You.

𝗧𝗵𝗲 𝗥𝗼𝗮𝗱 𝘁𝗼 𝗬𝗼𝘂 is a celebration of love, patience, and resilience—the kind that carries us through the journey to parenthood. Whether you’re expecting, navigating infertility, or simply believe in the power of hope, this story is for you.

It’s a tribute to every path, especially the ones that took a little longer or looked a little different.

I can’t wait to share this book with you all.
Stay tuned—The Road to You is coming Winter 2025-26!

The post Celebrating my first Mother’s Day and new book appeared first on Amanda Bernardo.

Sometimes, the discomfort doesn’t just come from within — it’s reinforced by external pressure, including management. You might hear things like:

• “You need to be a team player.”
• “Everyone else is on board.”
• “Management has already decided.”
• “This is just part of the job.”
• “It’s not ideal, but we all have to push through.”
• “Of course you can say no… but it would really put the team in a tough spot.”

These phrases might seem harmless on the surface, but they’re often used as subtle pressure tactics. They serve to silence dissent, guilt employees into compliance, and create a culture where self-advocacy or questioning decisions/situations is seen as disloyal rather than constructive.

The result? People begin to suppress their ideas, minimize their needs, or worse — take on workloads, roles, or expectations that are unrealistic or unsustainable, all to avoid being labeled “difficult.”

When employees feel they can’t speak up, it doesn’t just affect individuals — it corrodes team morale. A culture where self-advocacy is discouraged leads to:

• People taking on too much because they can’t say no.
• Teams feeling decisions are top-down and non-negotiable.
• Employees withholding ideas because speaking up feels risky.
• People carrying resentment quietly instead of addressing concerns.
• Hearing the same voices while others hold back and feel unheard.

Over time, this kind of culture drives disengagement and turnover. It becomes harder to attract or retain talent, and those who stay may stop bringing their full selves to the table.

Now, as a mom, this topic hits even harder. I’ll be juggling a full-time job, a busy toddler, life, home, and all the in-between. To say working parents are stretched thin would be an understatement. The mental and emotional load is constant, and the margin for error or extra pressure is small.

That’s why advocating for myself has never been more important. I’m not just showing up for my work — I’m also showing up for my family, and I can’t do either well if I’m running on empty.

We, as organizations and leaders, have a role to play in this. We can make the workplace more manageable and more human when we listen to and support the needs of our employees.

This is where human-centered leadership enters the chat.

Human-centered leadership goes beyond assigning tasks, managing performance, or running teams efficiently. It’s about leading with empathy, curiosity, and intention — recognizing that people are not just resources; they are whole human beings with lives, challenges, and identities that don’t pause when the workday begins.

Human-centered leadership is rooted in the principles of human-centered design — a problem-solving approach that starts with the people you’re designing for and ends with solutions tailored to their real needs.

When applied to leadership, this means:

• Taking time to understand people’s experiences, pain points, and motivations before jumping to solutions or decisions.
• Instead of dictating change from the top, human-centered leaders engage their teams in shaping solutions. They ask questions, listen actively, and co-create paths forward.
• Leadership isn’t static. Just like design, it evolves. Human-centered leaders are open to feedback and willing to adjust based on what’s working and what’s not.
• Psychological safety is foundational. When people feel safe to speak up, share ideas, or challenge norms without fear of punishment, real progress can happen.

Ultimately, human-centered leadership is about designing the workplace with people, not just for them. It’s how we build teams that are resilient, inclusive, and adaptable — not by demanding perfection or blind loyalty, but by fostering trust and dignity.

And when we lead this way, we create space for people to speak up. Human-centered leadership doesn’t just allow self-advocacy — it invites it. It encourages feedback, open dialogue, and honest conversations about capacity, needs, and values. It doesn’t make those conversations awkward or risky — it makes them a natural and essential part of how we work together.

So how do you advocate for yourself — without the guilt?

The first step is understanding this: advocating for yourself is not selfish — it’s responsible. You are the best person to speak to your capacity, your boundaries, your goals, and your needs. And when you do it well, it actually strengthens the workplace, not weakens it.

Here are a few ways to practice self-advocacy:

1. Reframe the narrative

Replace that outer voice saying “I’m being difficult” with “I’m being clear.” You’re not creating problems by speaking up — you’re helping solve them by offering context others might not have.

2. Use constructive language

Frame your perspective in ways that show alignment with shared goals:

“In order for me to deliver on this successfully, here’s what I need.” “I want to support this initiative — here are some things to consider.”

3. Be clear about your limits

Advocating for yourself doesn’t mean saying no to everything. It means being honest about your bandwidth, your boundaries, and what you can realistically deliver.

4. Ask questions

Sometimes advocacy means seeking clarity. Asking “What’s the rationale behind this decision?” or “Can we talk through the impact on our team?” invites dialogue instead of defiance.

5. Document and follow-up

If you raise a concern or request and nothing changes, follow up in writing. It’s not about being adversarial — it’s about creating accountability and ensuring your voice isn’t lost.

When self-advocacy is normalized, workplaces thrive. Teams become stronger, more resilient, and more creative. People stay longer, trust grows deeper, and the work gets better.

As leaders, we should want self-advocacy on our teams. We don’t benefit from sunny briefings that mask real issues, unrealistic pictures of how our teams are doing, or — worse — employees on the verge of quietly quitting because they feel unheard or unseen. When people don’t feel safe to speak up, we lose out on honesty, innovation, and early warning signs that something isn’t working.

So if your team rarely pushes back, never raises concerns, or always seems to “agree,” it might not be a sign of perfect harmony — it could be a warning sign. Look out for things like:

• Team members saying “yes” to everything, even when they’re clearly stretched.
• A lack of questions or discussion during meetings.
• Decisions being met with silence instead of dialogue.
• Burnout disguised as high performance.
• Low engagement or energy, even when work is getting done.

And if you’re an employee and you find yourself:

• Hesitating to ask for help or clarity.
• Agreeing to timelines or expectations you know are unrealistic.
• Feeling guilty for taking breaks, sick days, or time off.
• Feeling like your voice doesn’t matter — or won’t be received well.

Then maybe there’s some work to be done — not just on your own ability to advocate, but within the culture of your team or organization.

Advocating for ourselves — and encouraging it in others — isn’t about resistance. It’s about respect. It’s how we build workplaces that are honest, sustainable, and human. So whether you’re a leader shaping culture or an employee finding your voice, remember: speaking up is a strength. And when we make space for it, everyone wins.

The post Why do we feel bad when we advocate for ourselves? appeared first on Amanda Bernardo.

As a leader, I believe one of the most powerful things we can do is create space for others to feel safe, seen, and supported — not just in their performance, but in their whole selves. That includes their mental well-being.

This past year, I’ve had my share of highs and lows. There have been moments of motivation and clarity, and others of fatigue, stress, and self-doubt. And I’ve come to realize: it’s okay to say that out loud.

In fact, it’s important to say it out loud.

Because leadership isn’t about being invulnerable — it’s about being human. When we lead by example, when we speak honestly about our experiences, we give permission for others to do the same. We normalize the conversation. We build a culture of empathy and care.

Mental health isn’t something we check at the door when we log in to work. It’s part of who we are.

However, supporting mental health in the workplace goes beyond advocacy days and corporate messages. It shows up in the everyday actions we take, like:

• Creating space for check-ins — making time to ask how someone is really doing, not just what they’re doing.
• Respecting boundaries — encouraging people to take breaks, use their leave, and truly disconnect when they need to.
• Normalizing flexibility — trusting people to work in ways that support both their productivity and their well-being.
• Being vulnerable ourselves — sharing our own challenges helps de-stigmatize the conversation and invites others to speak openly.
• Actively listening and responding — when someone shares they’re struggling, following up with empathy and support, not silence or discomfort.
• Promoting and using mental health resources — making sure employees know what’s available and encouraging their use without stigma.

These are the small, consistent acts of leadership that build psychologically safe, compassionate workplaces. It’s not an exhaustive list, but it’s a start.

And from the employee perspective — if you’ve been feeling overwhelmed, exhausted, or just “off,” you’re not alone. Burnout and stress can creep in quietly, and they look different for everyone. Some common signs include:

• Constant fatigue, even after rest.
• Difficulty concentrating or making decisions.
• Feeling detached or unmotivated.
• Increased irritability or emotional sensitivity.
• Trouble sleeping or changes in appetite.
• A sense of being “on edge” or anxious all the time.

If any of this resonates with you, please know: it’s okay to pause. It’s okay to ask for help. And it’s more than okay to prioritize yourself.

Here are a few ways you can support your mental health — even in small, meaningful steps:

• Talk to someone. Whether it’s a trusted colleague, a friend, or a mental health professional — sharing how you’re feeling helps lighten the load.
• Take your breaks seriously. Step away from your screen. Go for a walk. Disconnect without guilt.
• Use your leave. Time off is not a luxury — it’s part of maintaining long-term well-being.
• Set boundaries. It’s okay to say no, to log off on time, and to protect your energy
• Practice self-compassion. You don’t have to be at 100% all the time. Progress, not perfection.
• Access support resources. Many workplaces offer Employee Assistance Programs (EAPs), mental health benefits, or peer support networks — don’t hesitate to use them.

As we mark Mental Health Awareness Month, I invite every leader reading this to pause and ask yourself: What kind of leader do your people need right now?

One who listens.

One who leads with empathy.

One who makes space for rest, recovery, and real conversations.

Be that leader.

Show up this month — not just in words, but in actions. Start the conversations. Normalize the pauses, and set the example by protecting your own well-being, too. Because you can’t pour or lead from an empty cup.

Next week (May 5-11) is also Mental Health Week. The theme is “Unmasking mental health”. The CMHA is encouraging people across Canada to look beyond the surface and see the whole person. By embracing honesty and vulnerability, we open the door to deeper connections and the mental health benefits that come with it. In doing so, we can create a ripple effect of courage and understanding across the country.

The post May is Mental Health Awareness Month appeared first on Amanda Bernardo.

My two books, Little Voice and The Lighthouse, are both proudly Canadian and available online and at retailers like Indigo. Writing these stories has been more than a creative outlet—it’s also shaped who I am as a leader. Storytelling plays an important role in leadership, even if you don’t realize it. As leaders, we tell stories when we explain the “why” behind a strategy, when we share lessons learned from past experiences, or when we highlight the impact of a team’s work to motivate and build morale. A good story can build trust, humanize data, and make complex ideas relatable.

My love for storytelling therefore finds itself in all that I do, both as a leader and a children’s book author! And today I invite you to discover the stories I’ve written to help promote a growth mindset in kids, as well as start the conversation on mental health at home and in the classroom.

——-

𝗟𝗶𝘁𝘁𝗹𝗲 𝗩𝗼𝗶𝗰𝗲 is a heartwarming children’s book designed to inspire confidence, creativity, and pride in its readers. With a focus on promoting a growth mindset, it teaches children that with dedication and perseverance, they can achieve their dreams. The story gently replaces self-doubt and fear with an uplifting inner voice that encourages kids to celebrate their unique qualities, build resilience, and believe in themselves.

Also available in French, La petite voix.

𝗧𝗵𝗲 𝗟𝗶𝗴𝗵𝘁𝗵𝗼𝘂𝘀𝗲 is a heartfelt story created to educate, support, and remind anyone going through a hard time that they are never alone. Through honest storytelling and beautiful illustrations, it breaks the stigma surrounding mental health, offering comfort to those who may be suffering in silence. The Lighthouse serves as a powerful symbol of hope, strength, and guidance, inspiring readers to find their own light while being a light to others in their communities.

Also available in French, Le phare.

The post Canada Book Day 🇨🇦 appeared first on Amanda Bernardo.

Let’s break it down:

What is a budget or hiring freeze in the federal context?

A budget freeze means your department or branch is being asked to tighten spending. You might see travel restrictions, training limits, and fewer resources for projects.

A hiring freeze means no new external hiring—and in some cases, even internal movement is restricted or delayed. Staffing actions like term extensions, acting appointments, or backfills for departures may be paused or require higher-level approvals.

What does it mean for movement and mobility?

Mobility—one of the core strengths of the federal system—can slow down significantly. Employees looking to explore new opportunities, take on acting roles, or transition between departments may find their options limited. Managers may struggle to backfill key positions or onboard talent for emerging priorities.

In practical terms:

Vacancies may go unfilled for longer periods. Internal talent development becomes more critical, as external hiring isn’t an option. Cross-departmental secondments or deployments may be harder to negotiate or approve.

How can managers manage with less—without burning out their teams?

Here are some approaches that can help:

Prioritize ruthlessly: Not everything can be a priority. Be transparent with your team about what’s urgent, what’s important, and what may need to pause.

Protect your people: Be mindful of workload creep. Just because a position is vacant doesn’t mean the team can or should absorb that work. Push back when necessary.

Invest in your current team: Use this as a time to grow internal talent. Offer stretch assignments, job shadowing, or micro-learning opportunities to keep morale up and build capacity.

Communicate often: Budget constraints can feel unsettling. Keeping your team informed—even if the message is “we don’t know yet”—helps build trust and reduce anxiety.

Be flexible: Rigid structures don’t work well when resources shrink. Can you shift responsibilities? Share support across teams? Rethink delivery models?

Other things to consider:

Prioritize mental health and well-being: Budget and staffing freezes often come with increased stress and uncertainty. Encourage use of leave, check in frequently, and normalize conversations about well-being.

Discover opportunities for innovation: Limits can force creativity. Some of the best process improvements and tech innovations emerge when teams have to rethink the way they work.

Revisit your team’s mandate: A freeze is a good opportunity to step back and assess whether your current work still aligns with departmental priorities. Sometimes, legacy tasks hang on simply because they always have.

Consider partnerships with other teams or departments facing similar constraints. Shared resources or joint initiatives can spread the load and unlock new ideas.

Advocacy matters: Managers and team leads play a crucial role in surfacing the impact of these freezes. Don’t be afraid to raise the flag when something’s not sustainable.

A freeze isn’t easy—but it’s not the end of progress. It’s a prompt to recalibrate: to zero in on what truly matters, protect your people, and get creative with how work gets done. Yes, it can feel limiting—but it can also be a moment to lead with purpose, clarity, and care.

Remember, the way we manage during constraint speaks volumes about our leadership. Focus on sustainability, transparency, and trust—and when the freeze lifts, your team will be stronger, more agile, and more connected because of it.

The post So you’re in a budget / hiring freeze? What now? appeared first on Amanda Bernardo.

It’s easy to talk about success. It’s harder to talk about the moments that shaped us:

The missteps. The pivots. The times we led from a place of uncertainty but showed up anyway.

But that’s exactly where connection lives.

Authentic storytelling is about more than showing people what we’ve achieved. It’s about showing them who we are—and how we got here. The lessons we learned the hard way. The values we leaned on when the path wasn’t clear. The moments that made us better humans, not just better professionals.

It’s ironic. Vulnerability is widely praised in leadership literature. Brené Brown, for example, argues that vulnerability isn’t weakness—it’s the foundation of courage, creativity, and trust. Being open about struggle or doubt doesn’t erode leadership—it invites connection. It builds psychological safety.

And yet, many organizations struggle to create room for that kind of leadership. They reward polish over honesty, control over connection. Vulnerability is often something we talk about on stage or in workshops, but not something we practice in the meeting room. Why is that? If vulnerability is so essential to effective, human leadership, why do so many organizations treat it like a liability the higher you go?

That mindset has to shift.

Because people don’t want to be led by a title. They want to be led by someone who gets it.

Someone who’s been in the trenches. Someone who’s made tough calls, missed the mark, and kept going. Someone who’s willing to say, “I don’t have it all figured out—but I’m listening, I care, and I’m here to grow with you.” Someone who isn’t afraid to be vulnerable, human.

They follow people who show up as themselves—and invite others to do the same.

That kind of leadership builds trust. It builds empathy.

It humanizes us—not just as decision-makers, but as people.

What does authentic storytelling look like in action?

Here are some examples:

In the workplace, that might sound like starting a team meeting by sharing how you handled a failure earlier in your career—and how that mistake shaped your approach today.

Online, it might look like a post that says: “This is what the outside world saw when I took this promotion. But behind the scenes? I was battling imposter syndrome, late nights, and self-doubt. Here’s what helped me push through…”

These stories don’t need to be long. They don’t need to be perfect. They just need to be real.

When we lead with vulnerability, we give our teams permission to do the same. We create spaces where people feel safe to speak up, take risks, and show up as their full selves.

And that’s where the magic happens—not just in how we perform, but in how we connect.

The benefit? Deeper trust. Stronger connection. Greater empathy.

Let me be clear: authentic storytelling isn’t about oversharing. It’s about being intentional. It’s about knowing which stories reveal your values, show your process, or offer perspective that helps someone else feel less alone in theirs.

So if you’re a leader trying to figure out what to say—start with your truth.

Not the polished version. The real one.

That’s what people remember.

That’s what people follow.

And more than anything—that’s what people trust.

The post Authentic storytelling is one of the most powerful tools we have as leaders appeared first on Amanda Bernardo.

With that in mind, we need to flip the narrative on parental leave.

It’s not “time away” from our careers—it’s time that enables them. Just like any other learning experience, parenthood challenges us, teaches us, and strengthens us in ways that directly benefit our professional lives. The resilience, adaptability, and leadership we develop as parents make us better colleagues, decision-makers, and problem-solvers.

It’s time we start recognizing parental leave as career growth, not career interruption.

So what can we learn from this time? For me, here are a few takeaways that stand out:

Motherhood has strengthened my ability to juggle competing priorities while staying focused on what truly matters. As a leader, this skill allows me to balance strategic goals with day-to-day challenges, ensuring progress without losing sight of the bigger picture.

Raising a child requires patience, understanding, and the ability to see things from their perspective. As a leader, this translates into creating a workplace where my team feels valued, supported, and heard—leading with both strength and compassion.

Parenthood teaches you to expect the unexpected and bounce back quickly from setbacks. As a leader, this resilience helps me navigate change, uncertainty, and challenges with a solutions-focused mindset.

From managing tantrums to making quick decisions that impact my child’s well-being, motherhood has honed my ability to think fast and make confident choices. In leadership, this means I can assess situations effectively and take decisive action when needed.

Children don’t just listen to what we say—they watch what we do. This has reinforced my belief in leading with integrity, modeling the behaviours I want to see in my team, and fostering a culture of accountability and growth.

Parenthood isn’t just a personal journey—it’s a leadership masterclass.

These examples alone show that time spent raising children isn’t time away from our careers—it’s time that creates better leaders (and employees). It creates leaders with empathy. Leaders with a renewed understanding of work-life balance. Leaders equipped with the skills to achieve results and become better people managers. So when it’s time to welcome these parents back, we should embrace what they bring to the table. In fact, we should prioritize hearing from their experience and exploring how it can improve the workplace.

Whenever someone steps away from an organization or role and returns, there’s a huge learning opportunity. The trick is leveraging this feedback to strengthen your organization instead of losing this insight altogether.

If we take this one step further, when we talk about supporting employees and embracing diversity, equity, and inclusion, parenthood needs to be part of that conversation.

Creating a truly inclusive workplace means recognizing the unique challenges parents face and ensuring they have the flexibility, support, and resources to thrive. Family-friendly policies, flexible work arrangements, and a culture that values the leadership skills gained through parenthood aren’t just “nice to have”—they’re essential.

If we want to build workplaces where everyone can succeed, we need to treat parenthood as an asset, not an obstacle.

So, if you’re still reading, I challenge you to think differently about how we support working parents. Let’s move beyond the traditional mindset and start actively embracing the leadership potential parenthood brings. Create spaces for parents to share their experiences, listen to their insights, and implement changes that truly support them. From flexible work arrangements to DEI strategies that include parental support, we have the power to build more inclusive, effective, and empowered teams.

The question is: Will you make the changes needed to support this shift?

The post Rethinking Parental Leave: It’s time we start recognizing parental leave as career growth, not career interruption appeared first on Amanda Bernardo.

Evolving leaders embrace new ways of thinking, integrate emerging trends, and adjust their leadership styles to foster collaboration, trust, and innovation. They recognize that what worked in the past may not work in the future and that staying relevant requires an openness to change, a commitment to self-improvement, and the ability to empower others. Leadership evolution is about leading with agility—balancing experience with curiosity and strategy with adaptability.

Too often, leaders fall into the trap of believing that past success guarantees future effectiveness. But the workplace has changed, and so have employee expectations. Flexibility, autonomy, purpose-driven work, and psychological safety are no longer “nice to haves”—they’re foundational. Sticking to outdated leadership styles not only risks disengagement but also makes it harder to attract and retain top talent.

So, how can leaders ensure they remain relevant and supportive?

Embrace new ways of working – Hybrid work, asynchronous collaboration, and digital tools are the new normal. Leaders who adapt create environments where employees feel empowered rather than restricted by legacy processes.

Foster a learning mindset – The best leaders never stop learning. Seek feedback, stay informed about industry trends, and engage in conversations that challenge your own perspectives.

Lead with empathy and trust – Employees don’t just want a boss; they want a leader who understands their evolving needs, whether it’s work-life balance, career growth, or inclusivity. Trusting your team to deliver results—without rigid oversight—builds loyalty and engagement.

Encourage experimentation – Innovation doesn’t come from doing things the way they’ve always been done. Leaders should create space for employees to test new ideas, fail safely, and iterate.

To achieve this, organizations also have a role to play. They must actively support leadership growth, ensuring that leaders have the tools, training, and self-awareness to adapt to the evolving workplace.

Leadership development isn’t just about climbing the ranks—it’s about sharpening the ability to navigate change effectively. At the same time, organizations need to be mindful of leadership styles that resist change. When outdated mindsets persist—whether through micromanagement, resistance to new ways of working, or an unwillingness to embrace new perspectives—it can stifle innovation, lower engagement, and create an environment where top talent looks elsewhere.

Strong leadership is the foundation of a thriving organization, but only if it grows alongside the people it serves.

Leadership that stands still risks becoming obsolete. The question is—are you adapting, or are you holding on to the past?

The post Leadership that stands still risks becoming obsolete appeared first on Amanda Bernardo.

A strong culture is what makes change stick. It’s what turns vision into action and strategy into results. You can have the best processes, the most innovative technology, or the most well-thought-out change strategy, but if the culture doesn’t support it, resistance will follow.

Culture is also what makes teams thrive. It defines how people collaborate, communicate, and support one another. It’s the difference between a workplace where people feel engaged and valued versus one where they feel disconnected and unmotivated.

So, how do we build a culture that enables success?

Align leadership behaviors – Culture starts at the top. Leaders must model the values they want to see.

Foster psychological safety – People need to feel safe to voice ideas, challenge the status quo, and take risks.

Reinforce culture in daily actions – Culture isn’t built through one-time initiatives; it’s in the everyday habits, conversations, and decisions that shape the work environment.

Tie culture to change – When leading any transformation, make culture part of the strategy. Change will be much smoother if the cultural mindset is aligned with the desired future state.

What does a modern workplace culture look like today?

Today’s modern workplace culture is defined by flexibility, inclusivity, and a sense of purpose. Organizations that prioritize open communication, employee well-being, and continuous learning are not only attracting top talent but also retaining it. In a world where employees seek meaningful work and alignment with their values, companies that foster trust, collaboration, and adaptability are the ones that thrive. These organizations create environments where people feel valued, empowered, and supported—leading to higher engagement, innovation, and overall better results.

For me, these elements of empowerment, visibility, and support are so important. As a leader, I believe in creating environments where people feel trusted to take initiative, where their contributions are recognized, and where employees have the support they need to grow. Just as I strive to create this kind of culture for my team, I also look for the same from my leaders. It’s equally important to feel part of an executive team that aligns with these cultural values—where empowerment, visibility, and support are not just encouraged but embedded in the way we work across the organization. When leadership fosters these principles at every level, it creates a culture of trust, collaboration, and shared success, ensuring that both individuals and the organization can thrive.

A culture that fosters these values doesn’t just drive better outcomes—it builds stronger, more engaged teams that are ready to embrace change and lead with confidence.

So, if you’re working through change or leading a team, don’t overlook culture. It’s not just part of the equation—it is the equation.

The post The Power of Organizational Culture appeared first on Amanda Bernardo.

I recently read The Nightingale by Kristin Hannah, and it left me thinking about the quiet and courageous ways women have always fought for what matters – whether in times of war or in everyday life. The story follows two sisters, Vianne and Isabelle, as they navigate impossible choices, risking everything for survival, love, and freedom. Inspired by real-life women of the French Resistance, their stories remind us of the often-overlooked contributions of women in history.

And yet, despite these stories, and the countless others we can pull from history books, IWD reminds us how far we must still go.

This year’s theme, Accelerate Action, is a call to push harder and move faster toward gender equality. Right now, progress is so slow that we won’t reach full gender parity until 2158—five generations from now. Let that sink in.

That means our daughters, granddaughters, and even great-granddaughters will still be fighting the same battles if we don’t step up.

Throughout history, women have resisted injustice in both bold and quiet ways. Some, like Isabelle in The Nightingale, take risks that make headlines. Others, like Vianne, fight in smaller but equally powerful ways – choosing survival, defying expectations, protecting what matters. The lesson in both is clear: whether through big actions or small, we all have a role to play in driving change.

If we want to accelerate action, we have to do more than just talk about equality. We need to challenge bias and inequality when we see it – in the workplace, in leadership, in everyday conversations; by supporting and uplifting other women in real ways – by mentoring, advocating and creating space for female voices; and, by pushing for systemic change that ensures equal opportunities for all through policy, representation and inclusive workplace cultures.

Every action – no matter how small – moves us closer to a future where women don’t have to keep proving their worth or fighting the same battles over and over.

It may seem strange to draw inspiration from a historical fiction, but history is full of brave and courageous actions that made change possible. Stories are often rooted in real truths, as is the case in The Nightingale, and they serve as powerful reminders of the people and actions that shaped the world we live in today. They allow us to remember, to honour, and to not forget the sacrifices and struggles that made progress possible.

If we look back to all the many brave women whose decisions to act allowed for change, we are reminded that their moments of bravery and resilience may once have seemed impossible – until they weren’t.

Progress has always been built on the determination of those who refused to accept the world as it was.

So whether you find inspiration in a book, in someone you know, in moments from the past, in a post on social media, or in a vision of the future you hope to create, let that fuel you.

Change doesn’t happen on its own. Take that inspiration and turn it into action. Because the time for change isn’t five generations from now. It’s today.

The post International Women’s Day 2025 appeared first on Amanda Bernardo.