Celebrating the Women of Morson Group: spotlighting our colleagues this International Women’s Day

As we celebrate International Women’s Day 2025, we reflect on this year’s theme, Accelerate Action, by highlighting some of the remarkable women driving change and breaking barriers in leadership across Morson Group. Their dedication, resilience, and impact continue to inspire, paving the way for future generations of leaders.

Victoria Doherty, Morson Group’s Associate Director for Client Services, shares her journey, the challenges she has overcome, and the lessons she has learned along the way. From navigating imposter syndrome to balancing career progression with personal commitments, her story is a powerful testament to resilience, ambition, and the importance of empowering women in the workplace.

Can you share a bit about your journey with the company and what led to your recent promotion to Associate Director?

My journey with Morson has been one of continuous growth, learning, and resilience. I started with a strong foundation in client-facing project management and recruitment solutions, and over the years, I’ve had the opportunity to work across multiple sectors, leading high-impact talent acquisition strategies. My promotion to Associate Director is the result of years of dedication, building strategic partnerships, and driving transformational change in our industry. It’s also a testament to the incredible mentors and colleagues who have supported me along the way.

How did it feel when you found out you were being promoted to Associate Director?

It was a moment of immense pride and validation. Achieving a leadership role like this requires hard work, but when it happens, it’s a reminder that perseverance pays off. More importantly, it reinforced my belief that we, as women, belong at the decision-making table and have so much to contribute.

What motivated you to push forward in your career, even during challenging times?

I’ve always been driven by the impact I can make—whether it’s solving complex talent challenges, improving processes, or empowering teams to grow. However, balancing a demanding career with being a mother to two girls and a supportive wife hasn’t always been easy. There have been difficult moments, but in those times, I remind myself why I started and the future I want to create—not just for myself, but for my children. More than anything, I strive to be the role model they can look up to, showing them that resilience, ambition, and balance are possible. This is my focus, my motivation, and my why.

Were there any defining moments or turning points that helped shape your leadership path?

One defining moment was when I led a major transformation project that directly impacted business efficiency and talent acquisition success. Seeing my strategies drive measurable results gave me the confidence to aim higher. Another turning point was learning to embrace my voice in leadership meetings—I realised that my perspective was valuable, and that stepping up, even when it felt daunting, was key to growth.

How have you balanced career progression with personal commitments or other life responsibilities?

Balance is always a challenge, but I’ve learnt that it’s about prioritisation, setting boundaries, and being kind to myself. Some days, work takes precedence; other days, personal commitments do. Having a strong support system, both professionally and personally, has been essential. I’ve also learnt that asking for help is not a weakness—it’s a strength.

Have you faced any gender-related challenges in your career, and how did you navigate them?

Absolutely. Like many women, I’ve faced situations where I had to work harder to be heard and prove my capabilities. I’ve navigated these challenges by staying confident in my expertise, speaking up with honesty and conviction, and building a strong network of allies—both men and women—who champion diversity in leadership. It’s about shifting the narrative, breaking down barriers, and ensuring that women’s voices, contributions, and leadership are recognised and valued.

What steps do you think businesses should take to accelerate action towards gender equality in leadership roles?

Businesses need to move beyond just conversations and take action. This means actively developing female talent, offering mentorship programmes, ensuring diverse hiring panels, and cultivating an inclusive culture where women are encouraged to lead. It’s also crucial to challenge unconscious biases and create flexible work policies that enable career progression without sacrificing personal commitments.

Have you ever experienced imposter syndrome, and if so, how did you overcome it?

Yes, imposter syndrome is something many women experience,  myself included. There have been moments where I’ve questioned whether I was truly ready for the next step. However, I’ve learnt to recognise those doubts for what they are—just noise. I remind myself of my achievements, lean on my mentors, and step into challenges even when I feel uncertain. More importantly, I focus on the value I bring—if I can articulate my expertise at a leadership level, then I deserve to be there. The more you push through, the quieter that inner critic becomes.

What advice would you give to other women aspiring to leadership positions?

Believe in yourself, even when others don’t. Speak up, take on challenges, and don’t wait for permission to lead. Find mentors, build your network, and never be afraid to ask for opportunities. Most importantly, don’t give up when things get tough—every challenge you overcome brings you one step closer to where you’re meant to be.