On the shortlist: Monika Maciukeviciute

Since joining the Lloyds Banking Group Finance Female Leadership Network committee in 2024 and stepping into the role of Chair in 2024, Monika Maciukeviciute has redefined what inclusive leadership looks like. Taking on a role traditionally held by more senior colleagues, she has led with authenticity, collaboration, and action – qualities that have seen her shortlisted for the Inclusive Leader Award.

Under her leadership, the network has expanded by around 800 members, launched initiatives to support early-career women, and strengthened allyship through cross-network partnerships and male representation on the committee. Monika also spearheaded the growth of the speed mentoring programme, increasing participation by 60% in one year and quadrupling its size since launch.

Her commitment to empowering others, amplifying diverse voices, and translating ideas into meaningful change has made a tangible impact on culture and career progression across Lloyds Banking Group. Monika’s leadership is inclusive, inspiring, and transformative.

We asked her a few questions to find out more…

You stepped into the Chair role of the Finance Female Leadership Network earlier than many might have expected in your career. What motivated you to take on this leadership responsibility?

Stepping into the Chair role of the LBG Finance Female Leadership Network was a natural extension of my long-standing passion for people development, mentoring, and collaboration. I’ve always been driven by the desire to help colleagues unlock their full potential and thrive in their careers. Having been an active member of the working group, I had a clear vision for how the network could evolve to support women at all stages of their professional journey. I saw an opportunity to amplify our impact by creating a space where individuals feel confident, empowered, and connected. It’s been incredibly rewarding championing growth, inclusion, and success across the finance community through this leadership role.

Under your leadership, the network has grown by around 800 members. What strategies did you use to make the network more inclusive and appealing to a wider group of colleagues?

Growing the network has been a proud achievement, and inclusivity was at the heart of our strategy. I was particularly focused on unlocking access for colleagues at the early stages of their careers, those who often need the most support but may not know where to find it. We opened up our initiatives to a wider audience while being intentional about designing content that resonates across different career levels, creating a supportive environment where leaders grow.

Your speed mentoring programme has quadrupled in size since its start. What has been the most rewarding outcome of scaling this initiative and can you share any advice for anyone wanting to create a similar programme?

The most rewarding outcome has been seeing more colleagues, both mentors and mentees, engage meaningfully and grow through the experience. Its expansion came from a surge in sign-ups, which showed how much appetite there was for accessible, impactful development. The beauty of the programme lies in its simplicity: I designed it to offer easy entry into mentoring without requiring a long-term commitment, unless participants choose to continue. Each session is framed around one specific development need, whether it’s confidence, communication, or career clarity – making it focused and effective. This targeted approach helps colleagues unlock missing skills and take tangible steps forward.

You’ve shown a focus on empowering junior colleagues and democratising leadership within the network. How do you ensure their voices are heard and valued?

I believe inclusivity isn’t a tick-box exercise, it’s about creating space where every voice is genuinely heard and valued. To ensure junior colleagues feel empowered, we’ve built opportunities that encourage active participation in initiatives, leading them and shaping content. By giving ownership and visibility, we’ve seen fresh ideas, energy, and innovation flourish. It’s about listening, trusting, and creating a culture where leadership is accessible to all.

Collaboration has been a key theme of your leadership, from partnering with other women’s networks to engaging senior leaders. What advice would you give to others about building strong partnerships for DEI progress?

Strong partnerships in DEI come from recognising and leveraging each other’s unique strengths. By collaborating across networks and with senior leaders, we’ve been able to create initiatives that are well-rounded, inclusive, and have a wide-reaching impact. My advice is to focus on shared purpose while embracing diverse perspectives, this leads to richer ideas and more sustainable progress. Trust, openness, and a willingness to co-create are key. When we work together with intention, we build momentum that drives real change.

Looking ahead, what are your priorities for the rest of 2025 and beyond, and where do you see the biggest opportunities to continue driving change?

Looking ahead, my priority is to identify key focus areas and target the “big rocks”- initiatives that can deliver the greatest impact and allows for every voice to be heard. Sustaining and scaling successful programmes, such as mentoring and open conversations that support early career development, will be essential. To drive meaningful change, we must also challenge our usual ways of thinking and bring in fresh, external perspectives – adopting an “outside-in” mindset that helps us move at pace and stay relevant. The biggest opportunity lies in creating inclusive, future-focused development that empowers colleagues to grow confidently and contribute fully. I want to staying curious, collaborative, and bold.