"You Can’t Do It Alone" Interview with Andi Tamási, who works with female leaders – but above all, with people

Andi, you engage with many platforms. What drew you to this particular conversation?

The subject matter resonates deeply with my core work, naturally. But beyond that, I value approaches like Gap No More's commitment to substance. We're in an environment often saturated with jargon and surface-level discussions. The opportunity to delve into the genuine complexities of leadership, self-awareness, and inclusion—to have a conversation with real depth—is essential. Frankly, it's the only productive way to tackle these crucial topics.

How would you distill the essence of your work?

I partner with leaders, aspiring leaders, and professionals—both women and men—though female leadership is my significant focus. The unifying principle across all engagements is cultivating self-awareness. My conviction is that authentic leadership, whether of oneself or others, hinges on a clear understanding of who you are. Without knowing your strengths, vulnerabilities, and boundaries, meaningful connection—which I see as the cornerstone of leadership—is impossible. It all begins with being centered and self-aware.

How prevalent is this kind of self-awareness in the corporate world today?

It's significantly underdeveloped relative to its importance. Most individuals lack deep self-knowledge, which isn't entirely surprising. Our fast-paced work culture rarely encourages introspection, and foundational tools for self-reflection aren't typically taught in our educational or societal systems. Consequently, many generations enter the workforce without this crucial skillset. That's why I stress that my work isn't abstract "navel-gazing"; it provides grounded, actionable insights and practical tools for immediate application.

You've been immersed in this field for several years. What significant shifts have you observed recently?

I've seen two key trends. Firstly, there's a marked increase in discourse around self-awareness, coaching, and leadership development. Interest has certainly grown. However, this engagement often remains theoretical — people read books but don't integrate the practices. Genuine transformation requires experiential learning, which underscores the continued need for dedicated programs.

Secondly, the focus on female leadership development has, in some circles, become perceived as an "overblown narrative." This has unfortunately generated resistance leading to some pushback, with questions arising about why gender is such a persistent focus. Many feel the push for equality has gone too far, yet genuine equality of opportunity remains an issue.

Given these complexities, what should be the ultimate objective for organizations?

The goal is to cultivate a genuinely inclusive organizational culture. This doesn't mean pretending everyone is the same—we aren't. It means acknowledging that individuals start from different places, possess different experiences, and require different kinds of support. We must recognize that career paths and opportunities often differ based on gender and other life circumstances, such as returning to work after parental leave. Ignoring these realities is inherently unfair. We need more adaptable career pathways and robust support systems, especially for those re-entering the workforce after a break—a situation that disproportionately affects women but isn't exclusive to them. Companies must proactively create clear routes for reintegration and advancement, even on 'fast tracks'.

What do you identify as the most significant hurdles hindering women's professional advancement?

The barriers are both internal and systemic.

Many women struggle to articulate their own ambitions, or they hesitate to pursue them due to fear of added responsibility. This fear can be paralyzing.

Then there's the challenge of the traditional linear career model, which often doesn't accommodate the non-linear paths many women experience. Additionally, there's often a lack of adequate support for women returning to the workforce after periods like maternity leave.

Moreover, pervasive self-limiting beliefs—"I'm not capable," "Someone else is better suited," "This isn't for me"—act as powerful internal brakes, stopping potential before it's even explored.

Your programs often foster female communities. What characterizes these groups?

They develop into remarkably potent support networks. These groups often cultivate a trusting, collaborative female environment that endures long after the program concludes. However, my experience suggests these don't typically self-organize; facilitated leadership is usually necessary, particularly within more individualistic cultures like Hungary's, where grassroots community building isn't always spontaneous.

But when that trust is established, witnessing the deep connections these women forge is incredibly inspiring. A pivotal moment is often when they begin articulating clear personal and professional goals—sometimes for the very first time explicitly stating, "This matters to me. This is what I want to achieve." It’s a significant breakthrough.

Why is this conversation about gender equity equally crucial for male leaders?

This isn't solely a "women's issue"; it's a human and organizational one. Thriving organizations require diverse perspectives and cognitive flexibility. Systemic change cannot be achieved in isolation. Furthermore, core leadership competencies like empathy, understanding different viewpoints, and building connections are universal—not gender-specific. Engaging with these topics benefits men by fostering stronger teams, leading to better decision-making and a healthier organizational culture. On a personal level—if you have a daughter, wouldn't you desire the same opportunities for her as for a son? Often, the dots simply aren't connected, not out of ill-will, but lack of conscious consideration.

What dynamics do you observe when working with mixed-gender leadership groups?

Initially, there's often a phase of breaking down initial resistance, particularly from male participants who might enter with skepticism—"No, not another mandatory training." However, the shift occurs when they realize the tangible benefits for themselves—improving their own work, managing stress more effectively, enhancing team dynamics and connection. Once that personal relevance clicks, engagement deepens significantly. In fact, some of the most enthusiastic supporters of this work emerge from these initially resistant groups.

If you could offer three core pieces of career advice to women, what would they be?

1. Prioritize Self-Awareness: Understand yourself deeply but go beyond mere acceptance. Discern what's worth developing or changing and recognize external pressures or expectations that aren't truly yours to carry.

2. Build Your Support System: Don't navigate challenges alone. Actively connect with others, ask for help when needed, and resist the urge to solve everything single-handedly. Remember the adage: You can't do it alone.

3. Choose Your Personal Partner Wisely: A supportive partner is invaluable. Having someone in your corner who champions your growth and authenticity makes a profound difference—navigating a demanding career is significantly harder without that foundation.

Looking at global trends, particularly around Diversity, Equity, and Inclusion (DEI), what are your observations and concerns?

It's concerning to witness a regression in some areas, notably the U.S., where certain DEI initiatives are being dismantled in favor of a narrative focused solely on "meritocracy." This often willfully ignores the uneven playing field and different starting points, which undermines true fairness. My hope is that Europe holds firm on the progress made and that organizations don't lose sight of this critical agenda.

However, I also see encouraging long-term impacts where these principles have taken root which can be a reason for hope. It's incredibly rewarding to reconnect with individuals years later and see the tangible, internal shifts that have occurred. We can then restart our work together from an entirely elevated place. Ultimately, despite the corporate context, this work is about the human journey, and it underscores the fundamental truth that we cannot do it alone.