Engy Ali, 44, has been president of Médecins sans frontières (MSF) Luxembourg since June 2024. She is a doctor by profession and works at the health directorate.

What are the main challenges you have faced as a woman member of an independent board?

Engy Ali: I think my main challenge has been to manage my leadership responsibilities as President of MSF alongside my personal and family commitments and responsibilities (particularly with young children), in a demanding role within humanitarian organisations.

How do you deal with the resistance or scepticism you face?

Honestly, I have not encountered any resistance or scepticism in my current role as president of MSF Luxembourg, on the contrary, I am very well supported by my colleagues on the board and in the association. However, it is clear that I have encountered such resistance in previous leadership roles during my career as a woman, and even when I was practising medicine in a male-dominated speciality at the time. In my opinion, the answer to the question of how to develop a woman leader lies in a combination of professionalism, emotional and social intelligence, and strategic thinking. For example, building credibility through skills and professionalism is essential to reduce scepticism. Appropriate and strategic communication is essential to connect with diverse audiences and break down barriers.

What is your view on quotas for women on boards of directors? Are they necessary or counterproductive in your view?

Quotas for women on boards are the subject of much debate, there are strong arguments in support of them and others against the need for them. In my view, quotas are not the ideal solution, as they could in some cases act as a catalyst for tokenism, with women being perceived as being appointed solely on the basis of their gender rather than their skills and experience. On the other hand, I also think that quotas could be used in contexts of serious gender imbalance, they could be used as a mechanism to prevent the systematic exclusion of women from management positions. Therefore, I would really tend to think that the effectiveness of these quotas depends very much on the specific context and, of course, the way in which they are implemented.

From your perspective, what impact does diversity have on the performance of a board?

For me, the word 'diversity' on a board of directors encompasses not only gender, but also cultural backgrounds, life and work experiences, age and above all skills. These characteristics have a critical impact on a board's performance and decision-making mechanism.

What advice would you give to a woman who is hesitant to go down this route?

Here's some advice for a woman who is hesitant about taking on a leadership role or sitting on a board: I would first say 'recognise your skills and merit in taking this path', take a moment to reflect on your career path, achievements and skills and how they have prepared you for this role. Always seek advice and support from colleagues, mentors and peers who know your skills, who will encourage you to move forward and who will inspire you to thrive in this role. It's also important to see this role as an opportunity to learn and grow - life is a long learning process.

What advice would you give to a young woman who wants to make it in society? And what would you warn her against?

My advice would be to believe in yourself and your skills, think about your passion, your principles and the change you want to create. Seek advice and support from peers and mentors who inspire you to grow and move forward. Education and knowledge are key to making an impact - never stop learning. Finally, my last piece of advice is empathy, it's not a 'soft skill', it's a vital skill that builds trust and fosters a culture of collaboration and inclusion in all working environments, not only to achieve organisational goals, but also to have a meaningful and positive impact on society.

This article was originally published in .