by Jeni-Anne Campbell
“It is time to remove the unconscious biases associated with being a “good businesswoman”.
I consider myself a good businesswoman, but defining what that means to other people isn't always easy. Out of curiosity, I turned to Google and was surprised to see the glaring and unsettling differences between its definition of a good businessman and a good businesswoman.
Confident, strategic, decisive, assertive, visionary, good business smarts, financial acumen. Definitely powerful traits, but these were all attributed to businessmen. Search good businesswoman and the words change dramatically – hard-working, willingness to learn, understanding, humility. Suddenly, the powerful descriptors had vanished, replaced by softer traits, often associated with caretaking roles rather than leadership.
It's fascinating and frustrating to see these unconscious biases play out so plainly in something as simple as a Google search. The great news is that as a good businesswoman who is heading up a successful business, I have seen first-hand how softer traits aren't negatives. Empathy, nurturing, and understanding can be superpowers in business.
The problem isn't the traits themselves; it's the boxes this narrative locks us into when it comes to business. Why can't a good businessman be empathetic, and a good businesswoman be assertive?
I genuinely believe we can change the perception around what a good businesswoman is. It starts with us choosing consciously to recognise, celebrate, and reward the quieter strengths of empathy, vulnerability, and thoughtfulness as much as we do assertiveness. Integrity should never be confused with weakness; true strength lies in balancing both.
Being a good businesswoman means facing challenges head-on and knowing exactly why it matters every time:
Customers are far more loyal, coming back over and over not just for your products but for your principles.
Your team thrives in a space where values align, and their voices are heard.
Your resilience is stronger because, by making the ethical decision every time, those around you intrinsically know your heart, your intentions, your business acumen, and your priorities; in turn, they'll trust your decisions.
The question is: how do we put this into practice? A good businesswoman makes the choice – because it's a daily decision – to keep their word, prioritise ethical decisions over personal gain, pay people appropriately, charge people conscientiously and fairly, and provide high-quality services and products consistently.
My advice for being a good businesswoman:
Moments of human connection and accountability mean everything – Speak to the people behind the emails. Remind them that they're dealing with real people who deserve respect, and in return, they, too, will be respected.
Ethical behaviour is not transactional - Your values should never shift because of how someone responds to them. Ethical leadership, the kind that's sustained and respected, comes from consistent, authentic actions - whether or not anyone is watching.
Doing good business isn't about universal popularity - It's about alignment with those who respect and uphold the same principles you do. If ethics and values aren't respected in a situation, that's precisely the situation a good businesswoman wouldn’t be involved in. In the short term, standing firm might feel like a disadvantage. But long term? It's how you build genuine respect, lasting partnerships, and a business you can be truly proud of.
Let go of the idea that ‘good guys finish last’ - Good guys stay in the race for longer, take sips of water from supporters at crucial touch points along the way, stop for chats and learnings, and enjoy the process. They push themselves beyond their limits to consistently finish strong.
Of course, this isn't always easy. But I would choose the same path every single time. Why? Because integrity isn't negotiable. This shift has the power to rewrite the rules of success. We need to give up the idea of doing whatever it takes to be the best and that somehow good is not good enough. Being consistently good is a commitment. To ourselves, to the work, to the people around us. And yes, it can be harder to accomplish, but we can do hard things - especially when they are this important.
Jeni-Anne Campbell, a creative entrepreneur, speaker, and founder of JAW Design, challenges conventional leadership norms through humor, empathy, and honesty. Her all-female advertising agency combines strategic clarity with compelling creative across South Africa’s most recognizable brands. With over 15 years of business experience, she’s cultivated a culture where women-led teams excel at creativity and performance without compromising on kindness, ethics, or work-life integration. She leads D2C, connecting creative professionals with purpose-driven organizations for discounted or pro bono support. Jeni-Anne’s forthcoming book, “Feeding Unicorns,” offers practical guidance for leaders seeking high-performing teams through empathy, clarity, and intentional leadership.