Note to women: Stop over-apologizing!
So says Serena Spiezio, executive vice president at Gavin, an advertising agency based in York, Pennsylvania, with offices in Philadelphia and Baltimore. Spiezio gives her take on the impact of over-apologizing, how to overcome the problem—and when an apology is, indeed, a good thing.
Women are often expected to be accommodating, which can lead to over-apologizing in professional settings. How can women leaders effectively advocate for themselves and their ideas with confidence, and without feeling the need to apologize?
With over two decades of experience leading integrated teams in communications and technology, I’ve learned that confidence stems from clarity, preparation and purpose. Women leaders should focus on expressing their ideas with conviction, supported by data or strategy, and trust in the value they bring. When we stop apologizing and instead focus on solutions, we demonstrate leadership.
Tone is also a powerful tool. A calm, confident voice conveys authority and invites collaboration. Asking thoughtful questions creates space for diverse perspectives, while active listening signals respect—even when there’s disagreement. That’s how we cultivate trust and empower others to speak up.
That said, knowing when to apologize is also essential. A sincere, well-timed apology demonstrates integrity, humility and accountability. It’s not about avoiding apologies altogether but rather about using them intentionally to strengthen relationships and foster productive dialogue.
What strategies have you found most effective in managing diverse teams across industry sectors, especially while balancing gender dynamics and leadership expectations?
Leading diverse teams across industries like healthcare, consumer goods and professional services requires both adaptability and emotional intelligence. At Gavin, I take a tailored leadership approach, one that respects individual needs while aligning teams around shared outcomes.
Fostering an inclusive environment starts with setting clear expectations and encouraging open dialogue. By leading with empathy and structure, we create space for honest conversation and build mutual trust. These conditions allow people to thrive—and drive performance.
Diverse leadership teams generate more creativity and better solutions. Different backgrounds bring new ideas, which lead to smarter strategies and stronger results. This breadth of experience also gives us a deeper understanding of our clients and audiences.
Professional development must be accessible to all. From mentorship and skill-building to network opportunities, we invest in our people at every level. That commitment has helped us attract and retain top talent, especially in fast-moving industries, and has made our teams more resilient and engaged.
During your tenure at Gavin’s parent company, The YGS Group, you led teams that consistently achieved double-digit growth. What insights from that experience would you share with women looking to scale their teams, and how can they prepare to lead in high-growth environments?
At The YGS Group, leading teams through double-digit growth taught me that success in high-growth environments depends on vision, clarity and adaptability. For women scaling their teams, developing a leadership style that empowers others while maintaining clear accountability is essential.
Growth requires a combination of structure and flexibility. I’ve found that when people are supported to take risks, innovate and grow, the results follow. That means building scalable systems, investing in your team and being willing to adapt as dynamics shift.
Leadership must evolve alongside your workforce. Staying open to feedback, committed to professional growth and attuned to generational shifts helps create a culture that lasts. Today’s teams value inclusion, flexibility and purpose—and leaders who anticipate and support those expectations will earn lasting trust.
What strategies would you recommend for women balancing the demands of efficiency with the creative innovation needed to stand out in the industry? How can they inspire their teams to achieve both while avoiding burnout?
Balancing efficiency with innovation is one of the most valuable skills a leader can cultivate. At Gavin, we design systems that streamline operations—freeing up time, energy and brain space for creative work. Strong infrastructure enables bold thinking.
I believe leaders must also model boundaries and self-awareness. Burnout prevention starts with creating a culture of support, flexibility and mutual respect—not just productivity. When people feel valued, they’re more engaged, more innovative and more resilient.
Our boutique-minded model emphasizes individual care and growth. We’ve kept turnover low by investing in professional development, mentorship and stretch opportunities that align personal growth with agency goals. These efforts have helped us stay ahead of industry trends while deepening our client relationships.
To grow a business and a team in tandem, leaders must give people room to learn, experiment and lead. That’s how you build a high-performing culture—and a company people want to grow with.
