We've spent 60 years changing attitudes about women in leadership. Yet many organizations are still struggling to change outcomes.
Two reports. One uncomfortable question.
If advancement is based on merit, why do men and women experience it so differently? I recently read two studies from the U.S. that approach this question from different angles.
The challenge is no longer whether women can lead. The challenge is how organizations identify future leaders.
Who gets visibility? Who gets the challenging assignment? Who gets sponsorship from senior leaders? Who gets encouraged to take on a bigger role? Who is seen as "high potential" before having all the evidence?
McKinsey and LeanIn.Org's Women in the Workplace 2025 report identifies a persistent barrier in corporate America: the first promotion into management.
The HBR study adds another perspective. While attitudes toward women leaders have improved significantly over the past 60 years, women executives in its latest U.S. survey are far more likely than men to say that women are evaluated more critically and have to meet a higher standard to succeed.
What struck me most is where the reports direct our attention: towards access to opportunities.
Opportunities to gain visibility, sponsorship, operational experience, and leadership exposure can significantly influence who ultimately reaches senior positions.
Have we removed gender from our leadership criteria, or only from the conversation about them?
Sources: HBR — What 60 Years of Data Reveals About How Men and Women Experience Leadership; McKinsey & LeanIn.Org — Women in the Workplace 2025.
For organisations reviewing how they prepare future leaders, explore leadership development. To bring these questions into a conference or corporate event, see keynote speaking.