The Power Of Sisterhood And Black Women Masterminds

Nika White • January 23, 2023


After running my business for nearly six years, I was in a place where I needed community. I often speak about the role community plays in diversity, equity, and inclusion (DEI), but I don’t often speak about the ways to find it.  In 2022, I had the joy and privilege of joining a Black women-centric business mastermind called Sistas Driving Impact. The group was started on LinkedIn by the founder of Holistic Inclusion Consulting & Author of The Inclusive Organization, Netta Jenkins. Netta describes the group as “a movement of Black women” with the purpose of “growing with each other as sisters, celebrating wins, learning from losses together, and acquiring financial freedom through collaboration”.

Black women are the fastest-growing group of entrepreneurs in the nation with the number of Black women-owned businesses growing by 50% between 2014-2019. Yet, how many of us had to build our businesses alone? The truth is, for years, I did many things on my own, too. I learned how to find clients, negotiate contracts, get book deals, and the list goes on. I did it alone and although I don’t regret those challenging yet rewarding accomplishments, I wish I had sought a group of like-minded people to support me earlier on in my business.

Sistas Driving Impact is full of brilliant Black women who have taught me the power of sisterhood and all the ways we are anything but each other’s competition. In fact, we are each other’s sounding boards, cheerleaders, friends, mentors, and allies.

Today, I’ll share the experiences and insights from amazing Black women in my group and their take on the benefits of having masterminds dedicated to Black women.


Trade Secrets, Negotiation, And Selling “The Right Way”


When I asked the ladies, “What are you getting from this group that more Black women founders and entrepreneurs could benefit from?” Many said psychological safety, trade tips, and advancement knowledge.

This group is “affirmation that I am approaching my business the right way, and thinking about ways to scale it,” said Dr. Tana M. Session, strategist, speaker, and fellow consultant. Many Black women in business don’t have that affirmation. Oftentimes, they don’t have anyone to look to that’s on their level. For Tana and myself, sisterhood looks like affirming that yes you are on the right path and sowing encouragement to keep going.

What we also need are practical tools. Fellow mastermind colleague and co-founder of Mission Equality, Sharon Hurley Hall said, “On a practical level, guidance on templates, pricing, negotiation, sales, and more adds to the store of knowledge I bring to my own business.” When in these groups, how are we building each other’s knowledge? How are we sharing the mistakes in business that another woman can learn from? How are we providing valuable information so we all can succeed?

The mentality of giving our best secrets away to women who are on our level may seem like we’re giving in to the competition. But in a world where Black women entrepreneurs often don’t receive this knowledge, we’re stepping in as aunties, mentors, friends, and allies to share the vital information that will lift another woman’s brand and ultimately support her success. It’s a privilege and joy to be of service to each other and, therefore, to ourselves.
 
Being Cheerleaders, Promoting Each Other’s Books, And Lifting Ourselves Up


Women, in general, have not always been each other’s support systems. We as women are taught to fight and tear each other down for the sake of making it in the competitive “man’s world.” But, what about the opposite? What happens when a group of Black women becomes the loudest supporters of each other’s work? What impact does that have on these women, their businesses, and our community?

When asked, “How has another woman in this group helped you grow and get the word out about your work?” DEI consultant Kim Crowder begins by saying, “I could go on for days about this. How the women in this group have helped me grow has been exponential.” She says, “We have bought each other's books, posted about them on social media, and frequently comment on one another's posts. We actively look for ways to support the other members, which is priceless.”

There’s no price on sisterhood, camaraderie, or giving. Lifting each other up is a way to affirm and add value to the experience of another Black woman entrepreneur and, essentially, put wind under her wings. Sharon Hurley Halls agrees and remarks, “Bonding with Black women founders is both about sisterhood and possibility: knowing that others like me are doing it and are lifting as they climb.”

In a world often about competition amongst each other and within white supremacy, how can we develop ourselves, our businesses, and our goals and then share those learnings with other women? What happens to us? The answer is we lift as we climb. We all grow stronger, bolder, and more successful. 


Being Each Other’s Mentors, Opening Doors, And Finding “Inspiration Beyond Measure”


Although most of the women in my mastermind are at similar levels, there is still so much to learn from each other. Some women have taken on the role of mentor and guide. Janelle Benjamin, the founder of consulting firm All Things Equitable, is “getting camaraderie, sisterhood, protection, joy, and so much professional wisdom.”

Benjamin continues by saying, “I’m ultimately getting executive coaching from folks who have been through it all and learned from their own mistakes, so now I don’t have to make the same ones.” As founders and business owners, how refreshing would it have been to have someone who’s been there before guide you at the beginning of your journey to avoid painful mistakes and pitfalls? Black women who have been there before are elevating each other without judgment or deceit, but instead with a genuine spirit of mentorship, guidance, and sisterhood. We truly embody what author, speaker, and consultant Yolanda Renee Collins says is “like talking to my sister who is also my business advisor.”

When asked to call out another woman in the group who had offered a hand, lifted a woman up, and opened doors for opportunities, Sharon Hurley Hall said, “I can’t let the opportunity pass to thank Janelle Benjamin for stepping in to support The Introvert Sisters podcast when we most needed it–that bought us another season.” Then, Janelle Benjamin passes it on to me and says, “Nika, you had me on your podcast, Intentional Conversations, and I was able to discuss the Abercrombie & Fitch documentary on Netflix.”

Even opportunities to speak on national TV helped one woman lift another. Dr. Tana M. Session said, “I noticed Natasha Bowman being featured on several morning news stations across the country in 2022. She graciously shared the name and contact information for her publicist, who I have been working with for the past three months.”

Doing the work of guiding, mentoring, and lifting is what Kim Crowder describes as “both encouraging and healing.” How can we continue to lift each other into the future? Black women's mastermind groups should become more pervasive and available to propel our professional and personal lives to unimaginable heights.

“Community Is About Legacy, Healing, And Holding”


While we rewrite the narrative that women, especially Black women, tear each other down in the name of white supremacy and patriarchy, we’re invited to rethink Black sisterhood as a way to heal, bond, and create a lasting legacy.

Aiko D. Bethea, the founder of Rare Coaching and Consulting, describes it well when she says “white supremacy is about white supremacy and not [about] me being less than” while “community is about legacy, healing, and holding. Without this, what is the point of walking this earth?” Allowing the dominant culture to dictate how we’re going to move in the world is a looming and unfortunate threat to the community and legacy of Black women founders.

But there’s hope that through sisterhood we will lift as we climb and grow together. Like Dr. Tana M. Session says, “Having a group of equally–or more so–successful Black women has been refreshing and just what I need at this point in my career”. Masterminds like this one have the potential to change the trajectory of Black woman-owned businesses and create lasting wealth, success, and prestige for all of us.

Final Thoughts


For me, this mastermind has affirmed the immense value of finding sisterhood amongst Black women founders. We knew we had each other, but perhaps we didn’t know how to channel our connection for the betterment of our businesses and each other. The word “ally” which is often used in DEI now has body, form, and teeth. The women in this mastermind are each other’s cheerleaders, guides, mentors, and true success partners. The relationships we’ve forged will be hard to break. The growth we encourage in one another will be hard to ignore. We are destined for greatness–together.





Read more from The Human Shift on Substack, where I share long-form essays on leadership, culture, and how we work and live.

Share this Content:

By Nika White April 27, 2026
Some leaders become known as “the calm one.” The one who steadies the room. Who doesn’t react. Who absorbs tension without showing it. It’s a valuable presence. But over time, it can quietly become a role you feel responsible to maintain. Not because it’s always needed. But because it’s expected. Earlier in The Human Shift, The Shift from Bracing to Grounding , we explored how leaders often move into bracing without realizing it. Being “the calm one” can sometimes be a more refined version of the same pattern—holding steady externally while managing pressure internally. A Reframe Calm is not a performance. It is a state that requires support. One Simple Practice Notice one moment today where you feel responsible for stabilizing others. Instead of immediately holding that role, pause and ask: “Is steadiness needed here—or am I used to providing it?” Question to Consider Where has your composure become something you feel you must maintain rather than something you can access? What This Looks Like In Practice Many leaders I work with don’t struggle with composure—they struggle with the cost of sustaining it alone. When shared steadiness becomes possible, leadership begins to feel lighter. In the shift, Dr. Nika White P.S. Where in your leadership do you feel most responsible for “holding the room”?
By Nika White April 20, 2026
Some leaders repeat directions often. Others rarely need to.  The difference is not position. It is trust in their steadiness. Authority rooted in pressure requires monitoring. Authority rooted in presence requires less reinforcement. This connects back to grounding, in The Human Shift, The Body Knows Before the Mind Does. When leaders are regulated, direction travels clearly without amplification. Reframe Authority is not measured by force. It is measured by reliability. One Grounded Practice Before giving direction, slow your speaking pace by 10%. Then deliver the message once, clearly and calmly. Consistency communicates confidence more than volume does. Closing Reflection Do people follow your direction because they understand — or because they feel urgency? Contextual Depth Signal Leaders who cultivate a steady presence often find they need fewer reminders, corrections, and escalations. Regulation reduces management load. In the shift, Dr. Nika White P.S. When you give direction, what do you think your team experiences — clarity or pressure?
By Nika White April 13, 2026
Leaders often focus on how meetings go. But the greater influence is what happens afterward. What people replay during their commute. What they describe at dinner. What they anticipate the next morning. Leadership is remembered less for exact wording and more for internal experience. Earlier, in The Human Shift, Culture Is What People Carry Home, we discussed how the emotional residue of leadership interactions shapes engagement more than policies do. Reframe Leadership influence continues after the conversation ends. One Grounded Practice After a meeting, pause for one minute and ask: “If I were in that conversation as a participant, how would I feel right now?” Not how you intended. How it likely landed. Closing Reflection What emotional tone do your interactions leave behind? Contextual Depth Signal Organizations often attempt culture change through communication strategies, but emotional experience — not mes saging — is what employees actually carry. In the shift, Dr. Nika White P.S. After a typical meeting with you, what do you think people feel most — clarity, pressure, or steadiness?
By Nika White April 6, 2026
Leaders often believe transparency exists because information is available. But culture is revealed by what people choose to share — not what they’re allowed to share. When teams withhold concerns, it rarely begins with fear. It begins with small experiences: Ideas redirected quickly Mistakes met with visible tension Questions answered defensively Over time, people learn which conversations require self-protection. Earlier, in The Human Shift, Culture Is What People Carry Home, we explored culture as what people absorb. Silence is one of the clearest indicators of that absorption. Reframe Candor depends less on policies and more on predictability of response. One Grounded Practice In your next meeting, when someone raises a concern, respond first with: “Tell me more.” Do not correct immediately. Do not solve immediately. Signal curiosity before direction. Closing Reflection What information seems to reach you last? Contextual Depth Signal Many culture initiatives fail not because values are unclear, but because reactions teach people which truths are welcome. In the shift, Dr. Nika White P.S. If someone on your team hesitates before speaking, what do you think they’re predicting?
By Nika White March 30, 2026
Not all fast decisions are strategic. Some are relief. Ambiguity produces tension. A quick decision restores certainty — even if it doesn’t improve outcomes. Leaders often experience resolution as progress. But clarity and certainty are not the same. Earlier in The Human Shift, The Stories We Tell Under Pressure , grounding was described as remaining present under pressure. Many leadership decisions improve when leaders stay with uncertainty slightly longer than feels comfortable. Reframe A quick decision reduces discomfort. A clear decision reduces rework. One Grounded Practice When faced with a non-urgent decision, ask: “What additional information might emerge if I waited 24 hours?” Then actually wait. Not to avoid responsibility. To allow discernment to complete. Closing Reflection Where in your work might patience increase effectiveness? Contextual Depth Signal In advisory settings, leaders often discover that many operational “fires” were created by premature decisions rather than delayed ones. In the shift, Dr. Nika White P.S. Which decision right now feels pressing — and what would happen if you gave it one more day?
By Nika White March 23, 2026
Many leadership expectations are never written in a role description. Holding tension in meetings. Staying steady when others escalate. Containing uncertainty without amplifying it. We often call these “soft skills.” They are not soft. They are regulatory labor. When leaders manage emotional intensity, they stabilize the environment for others. Yet because this effort is invisible, leaders often interpret their fatigue as inadequacy rather than expenditure. Earlier, in The Human Shift, Culture Is What People Carry Home , we discussed that regulation is one of the primary ways leaders influence what others carry. Reframe Composure is not effortless. It is energy being used on behalf of the group. One Grounded Practice At the end of the workday, ask yourself: “Where did I hold the emotional center for others today?” Then intentionally do one small action that returns attention to yourself — a walk, silence, or stepping outside for two minutes. Regulation requires recovery. Closing Reflection Where have you been calling leadership strain a personal weakness instead of a leadership function? Contextual Depth Signal In executive work, many leaders don’t need more resilience training. They need permission to recognize that stabilizing others uses real capacity — and to pace themselves accordingly. In the shift, Dr. Nika White P.S. What part of your leadership today required the most emotional steadiness? Read more from The Human Shift on Substack , where I share long-form essays on leadership, culture, and how we work and live. [NW
By Nika White March 16, 2026
Two leaders can say the same words and produce entirely different outcomes. One conversation invites reflection. Another produces compliance. A third produces quiet withdrawal. The difference is rarely the phrasing. It is the state of the person delivering it. Before a listener processes meaning, their body processes safety. If tension, urgency, or frustration is present, the nervous system prioritizes protection over learning. The person may nod, agree, or apologize—but understanding has not actually occurred. Earlier in The Human Shift, The Body Knows Before the Mind Does , we explored how the body registers experience before the mind interprets it. Feedback follows that same sequence. Presence communicates before language does. Reframe Feedback is received through regulation before it is received through reasoning. One Grounded Practice Before offering feedback, take 30 seconds to orient yourself to the environment: Look around the room. Name three neutral objects you can see. Slow your exhale once. Then begin the conversation. Grounded delivery increases learning far more than refined wording. Closing Reflection What state are others experiencing when they receive guidance from you? Contextual Depth Signal In leadership coaching, feedback rarely fails because leaders lack clarity. It fails because the emotional tone of the interaction determines whether the brain processes information or threat. In the shift, Dr. Nika White P.S. Think about your last feedback conversation — how regulated did you feel before it started?
By Nika White March 9, 2026
High-capacity leaders often step in before others struggle. They refine the message. They fix the slide. They solve the problem before it fully forms. The intention is almost always supportive. But the impact accumulates differently. When leaders consistently intervene early, teams stop developing judgment. Initiative declines. And the leader’s workload increases—not because the team lacks ability, but because the team lacks ownership. Control rarely announces itself as control. It appears helpful. Earlier in The Human Shift, Capacity Is Not Infinite , we discussed capacity as information. Control is often a response to leaders sensing the system might falter and unconsciously compensating. The leader becomes the stabilizer. And stabilizers eventually become exhausted. Reframe Support strengthens capability. Preemption weakens it. One Grounded Practice The next time a team member brings you a solvable problem, pause before offering a solution and ask: “What options are you considering?” Then wait. Do not refine immediately. Do not redirect quickly. Allow their thinking to complete before yours begins. Leadership capacity grows when others experience themselves as capable. Closing Reflection Where might your helpfulness be preventing someone else’s development? Contextual Depth Signal In organizational advisory work, many leadership bottlenecks are not skill issues but ownership issues. When leaders shift from solving to supporting thinking, both performance and energy improve. In the shift, Dr. Nika White P.S. Where do you feel most necessary right now—and is it because of structure or habit?
By Nika White March 2, 2026
Many leaders live in a state of readiness they no longer notice. They check messages before standing up in the morning. They anticipate disagreement before a conversation begins. They prepare responses before anyone finishes speaking. At first, this feels like responsibility. Over time, it becomes physiology. The body learns to expect interruption, so it stops settling. Attention shortens. Everything begins to feel slightly time-sensitive—even when it isn’t. This isn’t only about workload. It’s about nervous system posture. Earlier in The Human Shift, The Shift from Bracing to Grounding , we explored bracing—the body preparing to endure pressure. Constant readiness is a quieter version of the same pattern. Leaders aren’t reacting to the present demand. They’re reacting to a predicted one. And prediction changes perception. When leaders remain perpetually ready, they begin interpreting more situations as urgent than they actually are. Conversations compress. Listening becomes strategic instead of receptive. Discernment narrows. Reframe Urgency is not always information. Sometimes it is anticipation that the body hasn’t updated yet. One Grounded Practice Today, before responding to a non-emergency message or request, pause for one full breath cycle. Not to delay action. To confirm necessity. Notice: • Did the situation actually require speed? • Or did your body simply expect it? Grounding begins by distinguishing immediacy from importance. Closing Reflection Where in your leadership are you responding to expectation rather than reality? Contextual Depth Signal In my coaching work, leaders often discover their decision fatigue is less about volume and more about constant readiness. When urgency is recalibrated, clarity returns quickly—without reducing responsibility. In the shift, Dr. Nika White P.S. What in your work currently feels urgent—and what might simply be asking for your presence?
By Nika White February 24, 2026
Inclusion Isn’t Exhausting—Disconnection Is: Why fatigue around inclusion often signals something deeper than disagreement When people say they’re tired of inclusion work, they are rarely describing values. They are describing an experience. Often it sounds like resistance on the surface. But beneath it, something more specific is happening: Disconnection from meaning. From impact. From each other. Sometimes from themselves. Inclusion becomes exhausting when it is treated as an initiative rather than an environment. When language expands but daily experience doesn’t change. When expectations increase faster than people’s capacity to understand or embody them. The effort then feels performative instead of relational. Earlier in The Human Shift, Culture Is What People Carry Home We explored how inclusion fatigue often emerges when people cannot locate inclusion in lived interactions—only in messaging. Without experience, even well-intended work begins to feel like compliance. The fatigue isn’t coming from caring too much. It’s coming from not knowing where caring actually lands. Reframe Fatigue is not a failure of values. It is a signal of misalignment. And misalignment does not ask for abandonment. It asks for reconnection. One Grounded Practice Instead of asking, “How do we do inclusion better?” ask: “Where are people most disconnected right now?” Listen specifically for: moments people feel unseen moments people feel cautious speaking moments effort does not match impact This shifts the conversation from strategy to experience—and experience is where inclusion either exists or does not. Closing Reflection If inclusion were measured by everyday interactions instead of organizational intention, what would you notice first? Contextual Depth Signal In my equity and leadership advisory work, organizations often regain momentum not by adding new initiatives but by reconnecting daily behavior with stated purpose. When inclusion becomes experiential rather than instructional, energy returns quickly. In the shift, Dr. Nika White P.S. Where in your environment right now does inclusion feel most like a requirement—and where does it feel like belonging?