Introduction by Croakey: Dr Robyn Littlewood is acutely aware of the under-representation of women at the most senior levels of health leadership in Australia, and she has learned quite a bit about the barriers and enablers in her journey to becoming CEO of Health and Wellbeing Queensland.
In the article below she reflects on the recent #LeadingWomen series of articles, published at Croakey, which were written and supported by the Women in Public Health (WPH) network.
Littlewood writes that the three featured women’s stories highlight the importance of representation and diverse perspectives in public health leadership.
She also points to a way forward, where a more equitable workforce is able to build a more equitable, effective, and compassionate public health system.
Robyn Littlewood writes:
As I reflect on the inspiring #LeadingWomen series, I’m struck by the remarkable journeys of Dr Alicia Veasey, Penelope Smith and Kelli Owen. Their stories resonate deeply with my own experiences as a woman in public health leadership.
Dr Veasey’s path from nursing to becoming an obstetrician and gynaecologist exemplifies the power of perseverance and resilience. Her commitment to addressing systemic inequities and empowering marginalised communities mirrors my own passion for making a difference.
Like Dr Veasey, I’ve found that combining clinical practice with public health advocacy creates a powerful platform for change. If you never forget the reason why you’re there in the first place, it makes you somewhat a force to be reckoned with.
Penelope Smith’s research on international healthcare workers highlights a critical yet often overlooked aspect of our health system. Her personal connection to the subject through her father’s experience as an overseas worker adds depth and meaning to her work.
This reminds me of how our own lived experiences can influence our professional pursuits and drive us to tackle complex challenges, often without us even being aware of it.
Kelli Owen’s journey from adversity to advocacy highlights resilience and cultural connection. Diagnosed with chronic kidney disease at 19, Kelli turned her challenges into a mission to improve kidney health outcomes for Aboriginal and Torres Strait Islander peoples.
As a Kaurna, Narungga, and Ngarrindjeri woman, her work is rooted in cultural understanding and community engagement. Through her role with the National Indigenous Kidney Transplantation Taskforce, Kelli has championed culturally safe care and equitable access to transplantation, driving meaningful change in healthcare systems
Women supporting women
All these women’s stories highlight the importance of representation and diverse perspectives in public health leadership. I would guess these women are stronger than they portray and even personally believe.
As I’ve navigated my own career, I’ve become acutely aware of the under-representation of women in executive roles, particularly in public health.
The statistics for health, albeit better than other industries, remain concerning. Women make up 75 percent of the healthcare workforce, yet only 39 percent of private hospital CEOs and 38 percent of chief medical or health officers are women.
My journey to becoming CEO of Health and Wellbeing Queensland was not a linear path. Like many women, I faced challenges and moments of self-doubt.
However, I was fortunate to have a network of supportive colleagues and mentors who believed in me, often more than I believed in myself. They created opportunities for me to grow, learn, and eventually step into leadership roles.
I needed a push and I received it – in the most respectful, kind and forthright way!
This “collective of women” as I like to call them, played a crucial role in my development. They invited me into their world, allowing me to observe and absorb the nuances of leadership through what I now recognise as a form of osmosis.
This informal mentorship was invaluable, teaching me lessons that no textbook or formal training could provide and under no expectation to perform when I wasn’t quite ready.
Leading responsibly in a changing world
As I think about these experiences, I’m reminded of the responsibility we have as leaders to pay it forward.
We must create pathways for other women, especially those from diverse backgrounds, to rise into leadership positions. This isn’t just about fairness – it’s about enriching our field with a variety of perspectives and experiences that can drive innovation and improve health outcomes for all.
However, as we strive for progress, I look at what’s going on in the world right now and it remains so unsettled. When decisions are made quickly and without proper consideration of the long-term impacts, it reminds us all of the fragility of progress and the need for continued vigilance and advocacy.
As public health leaders, we must continue to drive outcomes, show the impacts and prove the worth. It’s the only way to ensure public health remains visible and relevant. We need to work harder now than ever before, to firm up our position in the world’s agenda.
We can only deliver the right work for the right groups at the right time, and success in public health means achieving long term-outcomes globally. With the message of the need to promote good health and provide support for those who need it missing from the public dialogue, it’s time to double down on our efforts.
As a group, we must lead the way sometimes and double down on a message of positivity, kindness and equity. It’s the right work and it will deliver change, even at a time when it seems impossible to do so.
Restacking the odds
Looking to the future, I believe we need systemic changes to better support and advance women in public health. This includes establishing intentional leadership and sponsorship programmes, and of course, addressing the persistent pay gap to ensure equal pay for equal work.
We also need to implement workforce policies, designed and developed by women, that can help retain talented women in the workforce.
It is crucial to prioritise diversity in leadership. However, in my opinion, this doesn’t just come down to setting concrete quotas and ratios, to ensure women are at the table (at any price).
It comes down to understanding the layers of barriers women are facing in the workforce today: the pay gap, the gender bias in recruitment and call backs, the under-representation of women at every level of workforce, the poorer wellbeing impacts and the significantly greater number of exits and disruptions per career compared to their male counterparts.
Attacking these barriers at every level can start to balance the odds. “Restacking the odds” is a great term that I will always refer to, when trying to resolve a complex problem.
Shaping the agenda
Finally, we must advocate for increased research funding, especially for women’s health issues. Medical misogyny exists and personally, I am hard-pressed to find a single female who hasn’t been impacted by it.
As we face these challenges, I remain optimistic. The passion, resilience, and brilliance of women like Dr Veasey, Penelope Smith and Kelli Owen inspire me. Their work, along with countless others, demonstrates the transformative power of women’s leadership in public health.
I also see the rise of exceptional men and women understanding these issues deeply and advocating for the same. This is the pipeline I want to support.
To my fellow women in public health: Your voices matter. Your experiences and perspectives are invaluable. Don’t wait for an invitation to lead – step forward, speak up, and know that you have a community supporting you. You won’t feel comfortable doing it but rest assured, none of us do. Sit comfortably with being uncomfortable.
To allies, partners and organisations: Commit to creating inclusive environments where women can thrive. Challenge biases, amplify women’s voices, and actively work to dismantle systemic barriers.
Together, we can build a more equitable, effective, and compassionate public health system. In the current global agenda, the path forward may be challenging, but as the #LeadingWomen series shows, we have the talent, determination, and vision to create lasting change.
Let’s continue to support each other, push for progress, and lead the way towards a healthier future for all.
• Dr Robyn Littlewood is Chief Executive Officer of Health and Wellbeing Queensland and a founding member of the Women in Public Health Network
See Croakey’s archive of articles on workforce matters
