Under the theme The Leadership Lens: Leading Through Double Standards in the Energy Transition, WiSEu’s flagship breakfast workshop at Intersolar Europe created a space for honest conversations about the invisible rules many women still navigate in their professional lives. What emerged was more than a reflection of personal experiences; it revealed a clear pattern of structural and cultural double standards that continue to influence visibility, progression, recognition, and opportunity across the solar and storage sectors.
Visibility without recognition
One of the strongest themes across all discussion groups was visibility, not simply being seen, but being recognised. Janine Wirth, Founder and General Manager of Ilanco GmbH, captured a reality many women in the room immediately recognised: “Too often, men still take credit for women’s work, and many women don’t feel comfortable challenging it because they fear being seen as emotional or as creating unnecessary conflict.” Her point revealed more than a frustrating workplace habit. It exposed a leadership gap where contribution and recognition are not equally distributed.
This imbalance was echoed by Donaji Martínez, Lead Contract Manager, Europe at Jinko ESS, whose group reflected on the invisible contributors behind every successful project. “There is always someone behind the machinery, pushing things forward, but without visibility,” she said. “And yet those people are just as essential.”
It was a powerful reminder that not all leadership stands at the front. But too often, the people carrying the weight behind the scenes are the first to be overlooked.
The motherhood penalty
The conversation quickly turned to one of the most persistent double standards in professional life: motherhood. Paola Berard, Sr Manager Strategic Logistics, Nextpower, described how her group explored the impact maternity still has on women’s progression, often in ways that feel deeply unfair.
“One of the examples we discussed was how a woman returns after six months away, only to find someone else has stepped into her path and moved ahead,” she said. “That is a reality many women professionals can relate to.”
What emerged from that discussion was not only frustration, but the emotional burden women carry long before motherhood even begins. “As women, we often have to think ahead; if I become a mother, how will this affect my career, my opportunities, my visibility?” Paola reflected. “For men, becoming a father is rarely framed through the same professional lens.”
That difference in expectation remains one of the clearest examples of how career pathways are still unevenly shaped. But it also points to the critical role organisations play. Without clear reintegration mechanisms, transparent promotion pathways, and cultures that normalise parenthood as part of professional life, women too often carry the cost of systems that were not designed with them in mind.
The discussion made one thing clear: motherhood itself is not the barrier. The barrier is how leadership cultures and organisational structures respond to it.
Qualified, but still questioned
Another recurring pattern was credibility, and how often women’s expertise is underestimated, even when their qualifications speak for themselves. Janine shared the story of a lawyer in her group who explained that despite her title and credentials, she is regularly mistaken for administrative support rather than recognised as legal counsel.
“That came up repeatedly,” Janine Wirth said. “We also had an engineer in the group who spoke about the constant need to prove herself, despite having equal or stronger qualifications than the men around her.”
These stories pointed to a deeper issue: for many women, competence is not enough. Authority still has to be earned repeatedly, in ways that men are far less often asked to justify.
The hidden risks of networking
The workshop also exposed how informal networking spaces can carry very different risks for women. Janine described how many important client relationships are still built in social settings, drinks, dinners, after-hours gatherings, spaces where women are often expected to participate to remain “part of the group.”
“But there’s a double standard there too,” she explained. “If you don’t participate, you risk exclusion. But if you do, the line can quickly shift from professional to personal, and women can find themselves in uncomfortable or vulnerable situations.”
Her reflection highlighted a reality that often goes unspoken: networking is not always neutral territory. For many women, the same spaces that build opportunity can also create risk.
From awareness to action
Importantly, the workshop did not end with identifying the problem. It moved into accountability. Janine’s group made a clear commitment: those in leadership positions must actively call out moments when credit is being misplaced and advocate for those whose work may otherwise go unnoticed.
“We committed to speaking up when we see someone else taking credit for another person’s work,” she said. “Especially when it’s someone more junior, quieter, or less confident.” The group also committed to mentoring and sponsorship, not only guiding women, but actively helping create opportunities for them. “As many of us reflected, that support can make all the difference,” Janine said. “When someone senior opens a door for you, it changes everything.”
Her final reflection challenged another deeply embedded social expectation: humility. “We are often taught from childhood not to brag, to stay humble,” she said. “But there is a difference between bragging and owning your achievements. We need to learn to speak up for our work.”
Women supporting women
For Donaji, the way forward was equally clear: inclusive leadership must create equal opportunities for different voices, perspectives, and experiences to be heard. But she also stressed another important truth: women in leadership must actively support one another.
“We need women in leadership, but we also need women supporting women,” she said. “Sometimes we challenge each other instead of lifting each other up. But there is space for all of us.” Her words spoke directly to the importance of breaking scarcity mindsets. Real progress requires collective power, not competition for limited seats at the table.
Allies inside the system
Paola’s group brought another critical dimension into the discussion: allies. “There are people inside organisations who can support us, empower us, and help create change,” she said. “We need to bring them into these conversations.”
Her point was clear: if leadership culture is to evolve, it cannot be women doing the work alone. By helping allies understand the everyday impact of these double standards, organisations can create stronger empathy and stronger action. “If they have daughters,” Paola reflected, “they should ask themselves: would I want her to experience this?”
Changing the rules
Closing the workshop, Carmen Madrid, founder of WiSEu- Women in Solar+ Europe, reminded the room of a difficult but practical truth: “The game board is what it is. We didn’t invent the rules. But it is up to us to understand them, navigate them, and change them for the women who come after us.”
Her message was clear: reach out, find mentors, ask senior people for support, and use the power of networks. Every small change matters. “And while we work to change the rules, sometimes we must first learn how to bend them,” she added.
That may be the real leadership lens the energy transition needs.