Tieu Yen Trinh, CEO of TalentNet Corporation: The evolution of Vietnamese female leaders

What are Vietnamese women’s advantages as business leaders?
Vietnamese women have always been exceptionally capable, talented, and skilled in management. Across ASEAN, their abilities stand on par with their regional counterparts. In urban Vietnam, female professionals are widely respected—both within their families and in the workplace. I have never encountered a company that pays a woman less simply because of her gender. This marks a key distinction—one that many women, even in progressive societies, continue to fight for.

When Vietnamese women step into leadership roles, their natural grace and adaptability come to the fore. Observing the business community and industry forums, I have noticed that female leaders consistently make up a significant proportion of participants at workshops and discussions. They are unafraid of challenges, open to exchanging ideas, and eager to learn with a receptive and engaged mindset.

Throughout history, Vietnamese women’s resilience and dedication have been immortalised in literature and folklore, from times of national defence to periods of reconstruction. Now, in an era of economic growth, these qualities are more evident than ever. Female leaders are skilfully navigating the corporate landscape, empowering one another, and championing progress. Their commitment is a testament to this enduring spirit.

Read more: Outstanding female leaders in the journey of sustainable Vietnamese education in the new era (Part 1)

Yet the reality remains that women in senior leadership roles are still relatively few. Why is that?

The proportion of female leaders, particularly at the highest levels, remains modest. This stems from two main factors. First, gender constraints. Leading a business is not just about management and operations; it demands time for networking, client engagement, and community connections. In this respect, men often have fewer limitations.

Second, women’s responsibilities have long been intertwined with family life—building a home, raising children, and ensuring stability. Many women, in their roles as mothers and wives, instinctively prioritise these duties, sometimes stepping back from career opportunities to uphold family commitments.

Your words bring to mind the phrase “good at public affairs, good at home affairs.” In many ways, such praise can become an expectation, a silent pressure…

At any stage in life, women should have the right to set their own priorities, with the support of their partners and families. Whether they choose to focus on career or family, that choice deserves respect. I always encourage women to give themselves a chance—to explore their potential, to see how far they can go. This is not about titles or external validation but about stepping beyond their comfort zones, striving for personal growth, and pursuing their aspirations.

That said, there is a noticeable shift in mindset among younger women. If past generations saw family and children as life’s central purpose, today’s women take a more thoughtful and discerning approach. They choose paths that align with their passions and fulfilment, uninfluenced by societal or familial expectations. Their outlook is broader, their independence sharper. They commit wholeheartedly to their careers but also prioritise personal enjoyment. Engaging with this generation has taught me to value self-care and embrace a more balanced approach to life.

In the current economic climate, what challenges do you believe female business leaders face? What advice would you give them?

Having met many female business leaders, I am always struck by their resilience in overcoming challenges. In today’s constantly shifting economic landscape, the first and most critical trait for any leader is agility—the ability to adapt, both in mindset and in working methods. Only with this flexibility can they navigate change effectively.

Next is business acumen. Leaders must develop a clear understanding of macroeconomic trends and the specific characteristics of their industry to craft sound strategies and sustainable growth models. The third key factor is connection. Strengthening professional networks, as well as social and community ties, is essential in today’s business world.

Then comes digital transformation. As technology continues to permeate every aspect of life and industry, female leaders must rethink structures and integrate technology into processes, systems, and value chains. For those who may not have a strong technical background, leveraging external expertise and attracting digital talent is a strategic way forward. To determine where technology can make the greatest impact, leaders must first assess their company’s scale and competitive advantages, identifying what sets their business apart and where reinvestment is needed.

Finally, empathy remains indispensable. Understanding and sharing experiences with employees, clients, and partners fosters stronger collaboration and long-term success.

Above all, I hope businesses continue to embrace optimism and confidence in the future. Vietnam’s economic prospects remain bright, and current challenges are only temporary. With the government’s focus on infrastructure development, foreign investment, and economic reforms, the opportunities for Vietnamese enterprises remain highly promising.

Thank you for sharing your insights!

READ NOW

Consulting from educator Nguyen Thuy Phuong: “We have a unique and excellent way of acting that has existed since we were 16 years old without even knowing it.”

Mansi Madan Tripathy, Vice President of Shell Asia, on the philosophy of “genderless leadership”

Dr Jane Goodall, animal ethologist and conservationist: “Younger generations can still save the planet”