By Barnabas Akindele

Each year, the world marks International Women’s Day with conferences, corporate statements, media campaigns and heartfelt tributes. We celebrate the achievements of women across politics, business, science, culture and community leadership. We acknowledge resilience and applaud progress. Yet when the applause fades, and the hashtags quieten, a more difficult question remains. What are we prepared to give to meaningfully advance gender equality?

This year’s call to give challenges a subtle but persistent misconception that equality is something women must demand. Equality is not a concession. It is a shared responsibility. It is not built by words alone but by deliberate contribution.

As a man and as a public relations and communications strategist, I understand that narratives influence behaviour. The way we frame gender equality shapes the seriousness with which we pursue it. When it is presented as charity, it feels optional. When it is framed as justice, it becomes urgent. When it is understood as shared progress, it becomes strategic.

Giving in, in the context of gender equality, extends far beyond financial donations. It is about participation in dismantling barriers and constructing systems that allow women to thrive without extraordinary struggle. For decades, conversations about women’s advancement have focused largely on women themselves, their confidence, their ambition, and their ability to negotiate and persist. While these qualities are important, they do not address the structural imbalances that often make such resilience necessary. Systems that were historically shaped without equal representation will not correct themselves without intentional change.

Giving begins with access. Access to quality education, to funding opportunities, to leadership pathways and to decision-making spaces. Access determines whether potential can translate into performance. When institutions create equitable entry points for women, they are not lowering standards. They are expanding opportunities and strengthening their own foundations.

Giving also requires visibility. In many sectors, women’s contributions are underrepresented or insufficiently acknowledged. Visibility shapes perception, and perception shapes aspiration. When young girls consistently see women leading companies, influencing policy and shaping innovation, the realm of possibility expands. Elevating women’s expertise across media, boardrooms and public discourse reshapes cultural expectations for generations to come.

Advocacy is another essential form of giving. Advocacy demands courage because it often disrupts comfort. It requires challenging stereotypes in everyday conversations and questioning policies that unintentionally reinforce inequality. It involves refusing to normalise discriminatory behaviour, even when it appears subtle or socially accepted. Silence allows bias to persist. Active engagement interrupts it.

Time and mentorship are equally powerful contributions. Sharing networks, experience and institutional knowledge can accelerate professional growth in ways formal training cannot achieve alone. When leaders intentionally invest in the development of women, they strengthen leadership capacity across industries and communities.

Some argue that gender equality has advanced sufficiently and that further focus risks imbalance. There is no doubt that progress has been made. However, persistent gaps in pay, representation and leadership across many parts of the world suggest that advancement remains uneven. Without sustained commitment, progress can stagnate or even reverse. Equality is not a one-time achievement but an ongoing conversation about status.

It is also important to dispel the notion that gender equality diminishes men. Societies that empower women benefit from broader economic growth, improved governance and stronger community resilience. Diverse leadership teams are more innovative and make more balanced decisions. Inclusive workplaces tend to experience higher engagement and improved performance. When women succeed, systems become more effective.

For men in particular, giving requires introspection. It involves examining unconscious biases shaped by upbringing, culture and tradition. It requires asking honest questions about how authority is perceived, how assertiveness is interpreted and whose voices are prioritised in meetings and decision-making spaces. Progress often begins with self-awareness.

International Women’s Day should, therefore, serve as more than a ceremonial observance. It should function as a checkpoint for institutions and individuals alike. Are hiring processes equitable? Are promotion pathways transparent? Do policies support shared parental responsibility? Are inclusion metrics treated with the same seriousness as financial targets? Public declarations must align with measurable action if credibility is to be maintained.

As we observe International Women’s Day 2026, it is time to move from admiration to action. Celebrating the strength of women is important, but creating systems that reduce the need for extraordinary strength is transformative. The most meaningful tribute is a tangible contribution.

The central question is simple yet profound. What will we give to advance gender equality? Will leaders give an opportunity? Will institutions give reform? Will individuals show courage? Will men give partnership rather than passive endorsement?

Equality is built through consistent choices. Each policy reviewed, each bias challenged, and each opportunity extended contributes to lasting change. Giving in this context is not an act of generosity but a strategic investment in collective progress. When we give, the gain belongs to everyone.

Barnabas Akindele is a PR and Communications Strategist