Robert Kabushenga, a Ugandan lawyer, corporate executive and farmer, has had a career in media spanning 30 years, including 15 years as the chief executive officer of Vision Group.
In this interview, he talks about his leadership journey, particularly his commitment to empowering women in leadership roles

What inspired your involvement in women empowerment initiatives?
My involvement in women empowerment is deeply personal. I was raised by a single mother who demonstrated resilience and strength, especially in difficult circumstances.
Both of my grandmothers were influential figures, and my grandfathers ensured their daughters received a solid education. On my father’s side, the most educated members were women.
My mother and her sisters excelled in both their education and careers. Growing up with such role models shaped my belief that when women are empowered, they make significant contributions to societal development.

How do you define meaningful change in women’s leadership?
It is making diversity in leadership a priority. During my tenure at Vision Group, half of my executive committee was composed of women, including key positions such as the editor-in-chief.
This diversity brought balance to decision-making. I learnt that when women expressed hesitation or reluctance over a decision, it often helped us reassess our approach, as they offered insights that men might miss.
I maintained an open-door policy, and women were the ones who used it most, seeking guidance and sharing thoughts that might not come up in meetings. This created an inclusive environment where all voices were valued.

How has the landscape for women in managerial positions changed over the past decade?
There has been significant progress. Today, some of Uganda’s top companies are led by women. Media houses, including Nation Media Group, and some banks are now headed by women, reflecting growing acceptance of women in leadership.
We have also seen milestones in politics, such as two female vice presidents and the recent appointment of a female prime minister. Women like Allen Kagina and Jennifer Musisi have shattered ceilings in both the public and private sectors, paving the way for others.
These changes stem from the tireless work of activists in the 1970s and 1980s who fought for women’s rights. Women today no longer feel they have to choose between career and family, thanks to supportive workplace policies that enable them to thrive in both roles.

What barriers still need to be addressed for more inclusive leadership structures?
Cultural challenges remain a major barrier. Many societies still see certain roles as “male” or “female,” a mindset that needs to be changed.
Additionally, while there is growing acceptance of women in leadership, many men in powerful roles still see women’s participation as a favour rather than a necessity for success. This mindset needs to shift.

Leadership has traditionally been defined by masculine traits, but it is essential to redefine leadership to incorporate qualities that women bring, such as empathy and collaboration.
Another challenge women face is balancing family and career, particularly in cultures where societal pressures still demand women to prioritise home life. Men rarely face such dilemmas, and this double standard must be addressed.

Why is it important for men to be allies in the women empowerment journey?
Men have a crucial role to play in empowering women. While they benefit from patriarchy, they also lose out by excluding women from contributing to the full success of society.
Unfortunately, the concept of masculinity is often shaped by public figures who inadvertently reinforce abusive or oppressive norms. Men must unlearn these biases and realise that an inclusive society benefits everyone.
In professional settings, men must ensure women have space to contribute, especially in meetings. For example, women’s caution is often seen as weakness, but it can be a valuable trait in decision-making.

How can men effectively champion change in the workplace?
Men can champion change by adopting a more empathetic and informed approach. They should personalise the issue, imagining the women in their lives in leadership roles, which fosters respect and fairness.
Men also need to educate themselves about the experiences of women, including the physiological and emotional challenges they face, like menstruation or childbirth.
As a leader at Vision Group, I implemented policies that allowed employees with young families to prioritise urgent matters without needing prior approval. This led to increased morale and productivity.
Similarly, employers should support employees caring for aging parents, recognising the unique challenges women often face in balancing work and family.
By fostering empathy and implementing flexible policies, men can lead the way in creating an inclusive and productive work environment.

Could you share an example of a change initiative you have been involved in that positively impacted women in leadership?
At Bukedde newspaper, one of the most impactful change initiatives I was part of involved confronting cultural norms that silently disempowered women.
I was shocked to learn that women were expected to kneel to greet their male supervisors, an ingrained practice that undermined their dignity and discouraged young women from staying in the newsroom. We took a strong stance against this practice, working with senior women in the organisation to eliminate it.
Once women recognised their right to stand tall and speak up, the culture began to shift. More young women began thriving, knowing that they did not have to compromise their self-respect to succeed. Additionally, we created a space where women could voice their concerns openly up to the board level without fear of repercussions. This empowerment was key to driving real change.

What strategies can organisations adopt to drive change that supports women in leadership?
Organisations must first acknowledge that women are essential to shaping strategy and driving success.
It is crucial to ensure women are in decision-making roles where their perspectives are valued. If leadership teams are entirely male, decision-making becomes skewed and less effective.
True inclusion is not about tokenism but about hiring and promoting women based on merit and ensuring equal opportunities for leadership.
Pay equity is a critical area of focus. If a woman replaces a male leader in a role, her pay should reflect the position, not her gender. Ensuring equal pay for equal work is one of the simplest yet most powerful ways to drive real equality.
Organisations also need to foster a culture where women can assert themselves without fear. Many women, despite being highly qualified, struggle with imposter syndrome.
Providing mentorship, leadership training, and opportunities to take on challenging roles can help break these barriers.

What role does mentorship play in creating sustainable change for women aspiring for managerial positions?
Mentorship is crucial for women aspiring for managerial roles. Seeing women leaders like Susan Nsibirwa, Barbara Kaija, Allen Kagina, Jennifer Musisi, and Sylvia Mulinge succeed in male-dominated environments provides a crucial reference point for aspiring women.
These role models show that leadership is achievable, reinforcing the idea that women can solve challenges, make decisions, and thrive at the highest levels.
Mentorship helps women believe in their potential, pushing them to seize opportunities. In environments where women leaders thrive, aspiring women feel empowered to do the same, ensuring long-term, sustainable change.
How can we measure the impact of change initiatives aimed at women empowerment?
We must assess tangible outcomes. For example, during my tenure at Vision Group, when a group of women occupied key leadership roles, we saw impressive results, revenue growth, brand equity enhancement, and operational efficiency.
Success came not from token appointments but from ensuring that capable women were given the opportunity to lead. Leadership performance should be evaluated based on competence, not gender.
Not every appointment will be successful, but the key is to place women in leadership roles based on their ability to excel, not to fulfil a diversity requirement.
What transformative changes would you like to see in workplaces to better support women leaders?
Workplaces must reconsider how women enter the workforce. Hiring practices should focus on qualifications and capabilities, free from gender bias.
Pay equity should be ensured, as should policies that create an environment conducive to women’s success, such as flexible work hours and parental leave.
Workplaces must also create policies that protect women from harassment and discrimination.
Finally, fairness should guide every workplace decision, giving women equal opportunities to secure and progress in leadership roles.

ON A LIGHTER NOTE…
Name four women leaders you admire and why.
Allen Kagina: For her clear thinking, honesty, and straightforward approach.
My mother: For shaping my life with values like hard work and reliability.
My grandmothers : For their persistence, strength, and principles.
Senior women at Vision Group:
A team of women I worked with at Vision Group, including Barbara Kaija (editor-in-chief), Susan Nsibirwa [now managing director of NMG-U], Gloria Kaitesi (head of HR), Peace
Kabatangare (head of audit), Carol Kyomohendu (chief internal auditor), Rachael Namuli (engineer), and Hope Nuwagaba
(head of sales). They profoundly impacted my leadership style, teaching me to manage and lead a team effectively