The year 2024 marks the signing of our agreement with the New Caledonia Post and Telecommunications Office!
Internal OPT facilitators will be trained in August to lead the Academy and Decoding games.
This agreement reflects our mutual commitment to career development and innovation, and we look forward to seeing the results of the game-based training that will be provided to agents.
We are delighted to announce that the Chamber of Commerce and Industry (CCI) of New Caledonia has renewed its trust in Managik for another year.
This ongoing collaboration is built on a foundation of consistent results, with an average of five high-impact training sessions delivered annually. We are particularly proud of the feedback from our leadership programme, "The Temple," which currently holds a record 97% participant satisfaction rate.
A sincere thank you to the CCI NC for their continued partnership. We look forward to another year of empowering local leaders and driving organisational excellence through the power of game-based learning.
Already well-established across the Pacific, Managik is entering an exciting new chapter through our partnership with Maeva Adenet-Louvet (My RH Polynésie).
Together, we are providing Polynesian organisations with immersive learning experiences designed to unlock the full potential of every team member. By combining Managik’s game-based methodology with local HR expertise, we are helping organisations across the region foster a culture of engagement, leadership, and high performance.
Last Sunday’s International Women’s Day was a great reminder of the progress we’ve made. In the spirit of the day, I’ve spent some time looking into the latest research and local success stories to see how diverse leadership styles act as a tangible asset for organisations today. At Managik, our focus is always on high-performing teams, and the data suggests that gender-balanced leadership is a significant driver of that success.
The Shift in numbers
We are currently witnessing a record-breaking shift in the global workforce. According to Pew Research, female CEOs at Fortune 500 companies reached 10,6 % in 2023, while women now comprise 29 % of C-suite positions, a significant leap from 15% in 2017.
In New Zealand, the Ministry for Women reports that as of late 2024, women hold 52.1% of public sector board roles and 56.7% of senior management positions. While the private sector is catching up, with women holding 31% of director roles in NZX-listed companies, the momentum is undeniable.
Research from January 2025 indicates that organisations with at least 30% women in leadership are 12 times more likely to rank in the top 20% for financial performance.
Leadership Traits that Drive Innovation
My research highlighted seven traits commonly possessed by women in leadership that foster a creative work environment: empathy, resilience, adaptability, collaboration, emotional intelligence, inspiration, and innovative thinking (Educate, 2024).
Throughout my 20-year career across a range of sectors and organisations, I have seen these leadership traits in action, driving real-world results. I think of Jane Winterman, a charismatic leader who provided me with the psychological safety to flourish and innovate. Similarly, Maria Thomson has inspired me with her "can-do" attitude, a perfect example of how resilience can lift an entire team’s morale.
Understanding the "Desire Gap"
Despite the gains, the December 2025 McKinsey and LeanIn.Org report highlights a growing "desire gap." This isn't a lack of ambition; rather, it’s a rational response to the environment women navigate. When the "emotional tax" of a role exceeds the professional reward, the decision to stay put is often a calculated choice for sustainability. Some specific factors explain this:
• The "Burnout Mirror": Many women look at the levels above them and don't like what they see. When senior leaders appear exhausted or unsupported, it creates a mirror effect, potential leaders decide that the personal cost of the role is simply too high.
• The "Sponsorship Deficit" & Unrewarded Labour: Women often take on "invisible emotional labour", mentoring others and managing team well-being. While this is critical for culture, it is rarely counted toward promotion criteria. Without "sponsors" (influential leaders who advocate for them), women find themselves doing "two jobs" but only being recognised for one.
• The "Flexibility Stigma": In 2026, as some companies pull back on hybrid work, the trade-off becomes even steeper. If a promotion requires returning to a rigid "always-on" office culture, many women view the move as a threat to their life-work integration rather than a career win.
Insights from the Pacific
We can look to leaders in our own region for a roadmap on overcoming these symptoms:
Ultimately, gender-balanced leadership isn't just about fairness; it’s a competitive advantage for any organisation looking to attract top talent and drive sustainable growth.
