1. Jacqui Alder
PART OF HARRIER’S EXECUTIVE INTERVIEW SERIES
SEPTEMBER 2016 PAGE 1
When Jacqui is not working on Bitch In The City, she runs her own Human Resources consultancy (which includes
mentorship for professional women) and volunteers as an adult literacy tutor.
Here, we discuss her motivation for starting the website, the ways in which women sabotage their success, how
she sees women supporting each other to succeed, and why women can often be deemed ‘bitchy’ in leadership
positions.
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In the second of our interview series with senior business leaders, we talk to Jacqui Alder, who has recently
launched the website, Bitch in the City™, an interactive site for women in the workplace. Jacqui has worked
in several countries for a broad spectrum of organisations, ranging from top tier multi-nationals to
government and SMEs, and is often approached by women needing support to deal with ‘bitchiness’ from
their female colleagues. The website was founded to provide women with tips and tools, a platform to
share experiences and to reach out for help.

2. Jacqui Alder
PART OF HARRIER’S EXECUTIVE INTERVIEW SERIES
SEPTEMBER 2016 PAGE 2
What motivated you to start the website?
A few years ago, two intelligent and successful female colleagues of mine had this ‘thing’ with another female
colleague. I didn’t know the ‘offender’ but subsequently met her at a work conference. Interestingly, the person
I met wasn’t the evil bitch that my colleagues had described.
I’d seen it all before but this particular experience made me think seriously about what was really going on. I
knew all the parties and I was sure that none of them were ‘bad’ or ‘bitches’, there had to be something else at
play.
Shortly afterwards I was introduced to the work of Dr Pat Heim, a specialist in gender cultures, through our
organisations’ diversity program: it was a light bulb moment for me. For the first time I started to understand
the competitive dynamic between women. That was when the idea for Bitch In The City was born.
My aim with Bitch In The City (BITC) is to bring understanding to these dynamics and to show some constructive
alternatives. If enough women make some small changes in how they handle conflict and competition, it might
just create some positive change for all women.
In your experience, what are the ways that women sabotage their own success?
I think that many women make the fundamental mistake of defining success according to the expectations of
others. I acknowledge this is a big challenge, as success tends to be defined in male ways.
There is a lot of advice out there which is aimed at helping at women succeed in a male world. While it’s well
meaning, much of it is conflicting, if you try to follow it all you risk losing your sense of self. What’s the point of
being successful if you’re not being you?
It doesn’t help your confidence or your performance if your mind set is ‘how I am is wrong’. I think that this
mindset is the foundation of the various ways that we self-sabotage. Sure, whenever you’re in a different culture
there are some adjustments that are necessary to get along. It’s about getting the balance right.
My advice to my younger self would be to start out defining what success means for you. Keep on reviewing and
revising that definition as it will change over time. Remember that you’re meant to be you, not someone else.
In what ways do you see women supporting each other to succeed?
We’re in the midst of a movement. Women have access to mentors, support networks, education and
development opportunities that didn’t exist a few years ago. This is the result of the work of many women and
men.
Women can be wonderfully supportive towards each other, particularly in times of trouble. I have seen many
times where female colleagues have supported a female colleague during times of stress or hardship.
Female leaders I know actively mentor and sponsor other women. I think that happens more now that there are
more women in leadership positions.

3. Jacqui Alder
PART OF HARRIER’S EXECUTIVE INTERVIEW SERIES
SEPTEMBER 2016 PAGE 3
I also see women who are inspired by the women that have cracked the glass ceiling and actively support their
continued success.
Why do you think some women resort to behaviour that could be deemed ‘bitchy’?
I think that there are three inter-related dynamics at play.
Often ‘bitchy’ behaviours are a result of the person feeling under threat. The lower someone’s confidence the
more likely they are to be defensive. It takes resilience and chutzpah to be a trailblazer, not many of us are born
with either.
Secondly, there are still low levels of female representation in many areas of life. Research shows that in times of
scarcity, women will resort to ‘bitchy’ behaviours when they compete with other women.
Perhaps most importantly, men and women are judged by different behavioural standards.
The same behaviours judged as ‘competent’ when exhibited by a man, are judged as ‘bossy’ when displayed by a
woman. Female to female conflict is likewise judged more negatively than conflict involving men. Both women
and men hold these biases, so part of the problem with bitchiness is perception.
You’ve written a blog ‘Is she a bitch or just trying to do her job?’ Tell us what motivated this
post? It seems to be a common misconception about female leadership behaviour.
That particular blog post is my attempt to explain the challenge female leaders face when managing women.
It can be tricky for women to give instructions to other women as directly as a man would do. I had personal
experience of this in painful ways early in my career. I had to learn how to adjust my approach to managing
women, it is different than managing men.
Unfortunately, leading women can take extra time and energy for female leaders when compared to their male
counterparts. I remember one of my male bosses commenting about how much time I seemed to spend ‘relating’
to my female team members rather than ‘just getting on with it’. I didn’t even begin to know how to explain it and
instead beat up on myself.
What female leaders do you admire and why?
Their names are Regina, Joanne and Nicole. While they’re all in very senior positions in large global organisations
they’re not high profile.
They share similar qualities to the male leaders that I admire. Namely, they are values driven, good at what they
do, demonstrate integrity, are open about their shortcomings and actively mentor others of both genders.