Today, marketing is more than campaigns. For business leaders and CMOs, it is about understanding markets, turning insight into strategy, and guiding the organization toward growth. This Women’s Day, we thought of interacting with some ace leaders who are redefining the meaning of leadership by being collaborative, insightful, and deeply connected to people.
Not Just a Hashtag: Women Who Mean Business with Richa Singh, Managing Director, Natural Diamond Council.
What does “meaning business” mean to you personally?
“Meaning business” is about delivering on your word, and then going beyond it. It’s about setting a benchmark for excellence and consistently overdelivering, not because you have to, but because that’s the standard you hold yourself to.
Leading a team of women in what has traditionally been a male-dominated industry makes that commitment even more personal. It’s about showing up prepared, being decisive, and letting performance speak louder than perception. For me, meaning business is simple: we do what we say we will do and we do it exceptionally well. When I commit to something, I make it happen.
When did you stop seeking approval and start claiming authority?
I don’t think there was a dramatic moment where I suddenly “claimed” authority. For me, it has been a seamless evolution. The shift happens when you stop asking, “Am I allowed to do this?” and start asking, “Is this the right thing for the mission?” The moment your focus moves from permission to purpose, you’ have already stepped into authority.
Even in my first job, I had autonomy. As an intern, you still know what needs to be done and how to manage a project. What changes over time is not your right to act, it’s your comfort with decisions. As your risk appetite evolves and your expertise deepens, the ratio shifts quietly. I also don’t see seeking approval as a weakness. Validation and bouncing ideas off your team for a second point of view is leadership, not hesitation. Authority doesn’t mean operating in isolation, it means taking responsibility for the final call.
What is one myth about women in leadership you want to break?
I reject the deeply reductive myth that a woman must choose between being a good mother and a good leader, or between being a successful professional and a good partner. Leadership and achievement are based on calibre, not gender. Gender is not a measure of intellectual capacity, nor should it ever limit ambition. Leadership should be defined by competence, clarity, and commitment.
Women have always navigated multiple roles at once. The ability to hold many identities is not a limitation, it is proof of range. If a woman has the discipline and drive to build a business and a home, there is no reason she should be asked to choose. None of us succeed alone. We all need support systems, teams, families, and mentors who help us balance multiple responsibilities. Support does not diminish capability, it strengthens it. We are capable of building both leadership and a fulfilling personal life on our own terms.
What structural change matters more than motivational messages?
Empathy makes a bigger difference than any motivational message. Teams are made up of individuals, and no two people operate from the same context. A one size fits all approach rarely works in reality.
Yes, some policies need to be consistent across the organisation. But there should also be room for flexibility. What works for one employee may not work for another, depending on their stage of life or responsibilities. The balance between structure and customisation often depends on the size and culture of the company. There also needs to be a stronger focus on performance over attendance. Outcomes and calibre matter more than how many hours someone is visibly present. At the same time leaders should also have the freedom to make thoughtful, localised decisions instead of applying every rule rigidly. Structural change, in simple terms, is about creating systems that are clear and fair, while still allowing space for real life.
