Moore is steering the organization to support women in senior leadership roles as they assess their futures in post-Covid workplaces, at a time of widespread adoption of AI. To find out more about the impact of the latter amid conversation about the AI gender gap, Chief and The Harris Poll recently produced a report on women and AI, which found that 80% of women surveyed were actively involved in their organizations’ AI strategies, predominantly in AI governance, ethics, and responsible implementation or in roles designing and implementing how humans and AI will work together across an organization. Participants also indicated concerns about risks and the impact of AI on workers. Some 83% of respondents agreed that being cautious about AI adoption is a sign of good leadership rather than resistance to technology, while 73% were concerned that the critical thinking gap would worsen in workforces over the coming three years.
TIME spoke with Moore about the future of work, DEI rollbacks, and how women’s career paths are changing.
What are Chief’s goals?
Women's journeys are always changing, and in many ways, if you think about the continuum of women and life journeys, from your 20s to your 30s, 40s, 50s onward, women's cultural journeys change. There's the introduction of children and the lion's share of that responsibility sits with women, still. As you get older, you have not only children, but parents to think about. There’s just this continuum of life that actually are things that, for women, affect the career journey as well, sometimes by choice, sometimes not. So Chief’s purpose and reason to exist is to figure out how we evolve that business model and our service and our support and experience to best be suited to an executive and a senior leader woman's journey today.
If you think about the ladder, it's not necessarily, in our view, indicative just of the corporate ladder. What it's indicative of is this idea of a linear rung by rung by rung by rung, always fashioned in the direction of up and seniority. Our recognition is that ladder doesn't always function that way, particularly for women. So when I say that the journey gets changed, sometimes it has changed for women—they have children, they step out, they take a power pause, they have other kinds of responsibilities they need to take on, [so] that they might think about a lateral move, as opposed to always continually searching up and I think it's just an outdated mode because there was an assumption that women, particularly in taking the safe route, are going to stay on whatever predetermined ladder somebody said originally, because it's really scary to kind of jump off a ladder. And in fact, what you see in this research, and what you see at Chief, is that women are stepping off the ladder. And this is why our new metaphor for this is the lattice. So if you think about a career having zigs and zags, having pauses and then accelerations, this doesn't allow for just a vertical climb in one direction. Let's prepare for a career that looks like that. How do we embrace that as normal and, in fact, powerful?
Are there particular factors at play today that are making that more possible?
What you're starting to see now is, coming out of Covid, different decisions and requirements wanting to be made. You had a different rhythm that you were exposed to during Covid and in many ways—that's the RTO pressure, that is the childcare pressure, that is the cohabitation with older families. It's a volatile time for business, even in a vertical perspective. But then you take AI, and you take a red thread between every business line. It doesn't matter what it is, it's going to be disrupted by this. The disruption is everywhere. But I do think that that disruption is being used by the women that we see achieve, senior women leaders who have reached a level of experience, and they're using that disruption to actually think about their careers with more intention, and their career pathing with more intention. The changing economy has made their career progression less reliable. And the thing I love about that is, [they’re thinking] OK, then what am I going to do about it? They're actually taking the wheel more directly, if you will.
Probably not pervasively. I know there are some. We have some enterprise level partnerships with companies who recognize that as a dynamic. I don't know that they would change the five or four day work week because of menopause. I think there are some probably more forward-leaning organizations that are thinking about that. Whether it's menopause or I need more flexibility with childcare, or I just don't want to be working in that same rhythm. I think that's a moment of like, well, let me see what could I augment and change? What's available to me that can still give me growth and meaningful impact and aligns with my values and autonomy. Financial is a key thing there. You're seeing different kinds of alliances of people coming together and building businesses and working creatively together and figuring out how they keep their financial success and momentum going, I think that certainly speaks for an entrepreneurial set of women. And I think that's a growing piece: builders, solopreneurs, even fractionals. For women that are fractional CFOs, fractional COOs, they still keep proximity to power, because they are clipping in with CEOs. They come in and do a few special ops along their subject matter expertise, and in that, find enormous flexibility while still having very senior strategic work at hand.
At the beginning of 2025, there was a lot of activity, clearly, and it's definitely a different climate today. I think that's not only germane to women, I think there's a broader thing going on there. As it relates to the Chief membership, and it relates to the companies who sponsor women in Chief, or to the companies that we have larger enterprise relationships with, these companies want professional development. They are still working on professional development. They still believe in leadership as a quality that's important for their senior leaders, particularly [because of] the agility required in these senior leadership roles in these companies. It's taken a quantum leap in the last year. They still understand the value of community strategic support and a network of peers in seniority, but also the diversity in that view, that Chief can bring.
No, I would just say more [that] we're having more conversation around it and getting under what it means for them and how we create other spaces of networking opportunities for the Chief women that they have. We [have] a lot of things that we can do within the company, so while there's a membership experience—the coaching, the leadership challenges and opportunities, unpacking the network, all that kind of stuff—there is other opportunity to create learning, development events that benefit a broader [group]. All these women have men that report to them, men that are colleagues and men that are that they report to. In many cases, we can help build support opportunities that are even within the company itself. So we just have a little more flexibility. It's not just plugging somebody into a membership—there's other ways that we can work with companies.
Chief itself has faced some criticism in recent years about not being inclusive enough. Is that something that you've been working on?
Are there ways that women, whether they're part of the community or more broadly, can be advocating for other women that they work with or who they know within their sectors?
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