We chat to IrrigationNZ CEO Karen Williams.

What has “breaking the glass ceiling” in agriculture meant for you, and how have you navigated spaces where women are under-represented?

I loved it when Emma Poole made history as the first female winner of the FMG Young Farmer of the Year and spoke of “breaking the grass ceiling.” What a statement and what an impact. We are fortunate now to have women stepping up across the primary sector—in boardrooms, government, and communities. Women have always been there, but traditionally in supportive roles. I’m delighted that our feminine voices are now being heard in discussions and debates.

“You can’t be what you can’t see” rings true. Young women now have plenty of inspiring leaders to observe and learn from. Still, I’m often contacted by women struggling to find a place. I tell them: start in the community—Board of Trustees, Catchment Groups, Federated Farmers. However, leaders must be deliberate in seeking out female voices if they’re absent at the table.

Organisations like AWDT and Rural Leaders have had a huge impact, building confidence and capability. The AWDT Escalator Programme was a game-changer for me, strengthening networks and cementing my commitment to making a positive impact.

I grew up around boys and worked in male-dominated spaces most of my career, so I’m comfortable here. Still, being part of a team where more than one feminine leadership style is represented is refreshing and leads to better outcomes.

Can you share the turning points or experiences that most shaped your journey into governance and leadership?

I distinctly remember James Parsons saying, “success occurs when opportunity meets preparation.” That resonated with me, as I had invested years in preparedness, waiting for the chance to make an impact. My opportunity came with a pea weevil biosecurity incursion in the Wairarapa, where I was appointed grower representative on the MPI Governance Group. It was challenging and lonely but shaped my leadership and reminded me that right decisions are rarely the easy ones.

That experience opened doors to the Federated Farmers National Board, where I served four years as National Arable Chair and later National Vice President. These roles allowed me to advocate for farmers, build government and media relationships, and contribute to rural communities.

Winning the Ballance Farm Environment Awards for the Wellington Region was another turning point. It connected me with like-minded farmers passionate about social, economic, and environmental outcomes. I remain a trustee of the NZ Farm Environment Trust, which oversees the awards programme.

After Feds, I sought corporate experience with FMG, whose vision is “growing strong and prosperous rural communities.” I’m proud of FMG’s work, not only through insurance but also Farmstrong’s wellbeing programme. When the IrrigationNZ CEO role came up, I felt my advocacy, governance, and industry background could help shape the future of water use in New Zealand.

What obstacles have you faced in your career, and how did you overcome them to reach the role you hold today?

As a leader, you learn challenges are part of the role, though some days you question your capability and capacity.

The pea weevil incursion was a standout challenge, especially recommending a four-year growing ban on a lucrative crop affecting friends, family, and ourselves. But we believed in eradication and fought to support growers. A key learning was the value of networks built during “peacetime.”

My time on the Federated Farmers Board included COVID lockdowns, East Coast drought, Mycoplasma Bovis, and widespread policy dissatisfaction. It was frustrating when we couldn’t deliver everything members demanded, but I knew I gave all I could to support positive outcomes.

Today my challenge is achieving a more strategic approach to freshwater management. Water security underpins wellbeing and our food and fibre exports. As I write from Vancouver, I’ve just seen NZ lamb proudly offered in Whole Foods, after touring US states where long-term water investment drives reliable food production and community benefits.

How do you think more women can be encouraged into decision-making and leadership roles across agriculture?

I’m excited about leadership opportunities for women. We’re seeing dominant numbers heading into tertiary study in food and fibre, and from a vocational perspective, the rise in young female shepherds is particularly encouraging. I smile when male friends rave about their new female shepherd—it shouldn’t surprise them!

As gender balance improves, leadership will follow. But both men and women must champion women’s capability. I was fortunate that Guy Wigley, the outgoing National Arable Chair, encouraged me to step into his role. I was capable, but his support built the wider confidence I needed.

What changes do you hope to see over the next decade for women in leadership, and what role will women play in shaping the future of our food and fibre sector?

While women are increasingly leading ag organisations, there’s still room for more gender balance. Governors need to deliberately consider and promote women’s skills, not just tick boxes. Representation must be valued for contribution, not tokenism.

I worry about the increasing responsibilities rural women shoulder—caregiving, off-farm income, farm management—all balanced until a curveball like illness or weather disruption tips the scales. Rural Support Trust plays a vital role here, but so must communities, supporting leaders in tough times.

If you had to describe rural women in three words, what would they be?

I don’t think three words can capture rural women’s commitment to family, community, farms, and careers—but my best effort is:

Passionate – hardworking – selfless.

To me, rural women are the glue that holds communities together. Perhaps the better word is “anchors” of rural life.