Every year, International Women’s Day comes with an inspirational theme.
This year’s theme, however, gave me cause for pause. At first glance, “Give to Gain” felt uncomfortably close to a burden many women are already tired of carrying.
Because, pardon?
Women already give.
We give unpaid emotional labour at home and in the workplace.
We give “just quick feedback” that becomes a full strategy document.
We give our time to committees, communities and causes that would collapse without us.
We give support to siblings, parents, friends and colleagues.
We give the benefit of the doubt.
We give second chances.
Somewhere along the way, many of us internalised the idea that giving is noble, but asking is uncomfortable.
So, we volunteer. We over-deliver. We mentor. We pour. We show up prepared, polished and patient. But when it comes to self-fulfilment, we whisper our needs. We hesitate to ask. We feel awkward charging. We fear making the big demands.
So when a theme like “Give to Gain” appears, it just sounds like one more instruction to follow in the hope that reward will follow.
However, I sat with it for a few days and finally decided that perhaps this theme deserves a bit more grace; a more strategic interpretation.
The question is not whether women should give more. I doubt there’s more to give.
The question is: gain what?
If we are serious about structural progress, not just annual lip service to womanhood, then women must shift their focus towards gaining the kind of power that changes outcomes.
I’m talking about assets. Equity. Capital. Ownership. Decision-making authority.
Because the type of power we are seeking does not come from endless giving. It comes from leverage.
Leverage is when you own shares instead of just attending meetings.
Leverage is when you price correctly instead of discounting your expertise.
Leverage is when you negotiate your salary with data instead of hope.
Leverage is when you sit at the table where budgets are approved and decisions are made.
For too long, many women have been the engine of organisations without being on the cap table. We have been the glue without being in executive compensation structures. We have mentored rising stars while staying stagnant ourselves.
“Give to Gain” cannot mean “give more of yourself and hope the system notices.”
It must mean: gain position, gain power, gain equity – and then give from a position of strength.
Consider this: research consistently shows that women reinvest a greater proportion of their income back into families and communities. Education improves. Health outcomes improve. Local economies stabilise. The multiplier effect is measurable.
Now imagine that same reinvestment power scaled from substantial ownership and capital control.
Suddenly, you get real change.
So perhaps the radical interpretation of this year’s theme is this:
Before we give more, we must gain differently.
Gain financial literacy that allows you to understand investment vehicles, not just savings accounts.
Gain negotiation skills that protect your earning potential over a 30-year career.
Gain confidence to invoice correctly, to price boldly, to decline unpaid “exposure.”
Gain strategic networks that include sponsors, not just supporters.
Gain board positions. Gain equity stakes. Gain IP ownership. Gain influence over budgets.
These are not selfish pursuits. They are stabilising ones.
When a woman builds wealth, she builds optionality. When she builds optionality, she builds safety. When she builds safety, she can build others – without depleting herself.
None of this dismisses the importance of community, mentorship or service. In fact, those remain vital. But they must be paired with intentional advancement. Everyone should gain, yes. But so must you, the giver.
For younger women entering the workforce, this means thinking beyond competence. Competence is expected. Ownership is transformative.
For mid-career professionals, it may mean auditing where you are over-giving without reciprocal growth. Where are you underpriced? Where are you contributing to profitability without benefiting from it?
For senior leaders, it means pulling other women into rooms where budgets, investments and strategic pivots are determined, not just the same speaking panels and publicity spaces.
“Give to Gain” can become a powerful economic principle if we interpret it correctly.
Gain skills.
Gain capital.
Gain equity.
Gain authority.
Then give.
Because women have always given.
Now it is time to gain in ways that shift the structure itself because ultimately, this is what permanent power will look like.
And perhaps that is the most powerful interpretation of all.
Rachel Onamusi is the CEO of VN Sync, a UK-based tech company and full-service marketing firm with expertise in all aspects of media and a strong focus on digital strategy development and implementation. Dedicated to creating lasting impact, Ms. Onamusi is a sought-after speaker, thought leader, writer and frequent media contributor.
