Lean In

1. Women face unique challenges in leadership roles

The blunt truth is that men still run the world.

Leadership positions across various sectors remain dominated by men despite advancements in education and legal rights for women. Statistical data from 2013 indicates that women held only a small minority of CEO roles and executive officer positions in major corporations, with even lower representation for women of color. This imbalance suggests that gender parity has not yet been achieved in the highest levels of professional management.

These disparities are often reinforced by early socialization and societal stereotypes. From a young age, cultural messaging typically encourages boys to be assertive and girls to be communal. These expectations translate into professional barriers in adulthood. Furthermore, research points to an ambition gap, noting that women are statistically less likely to categorize themselves as ambitious or to target top-tier leadership roles compared to their male counterparts.

2. Overcome internal barriers and lean into your career

What would you do if you weren't afraid?

Internal obstacles, such as "impostor syndrome," frequently affect high-achieving women, leading them to feel they have not earned their success despite clear evidence of competence. This self-doubt can discourage women from seeking new opportunities or advocating for their own professional interests. To counter this, it is necessary to actively participate in professional settings and claim space in meetings and discussions rather than remaining on the sidelines.

Developing professional confidence involves several practical strategies:

• Adopting assertive physical presence and body language
• Utilizing "fake it till you make it" techniques to build momentum
• Prioritizing functional progress over the pursuit of perfection
• Viewing critical feedback as a mechanism for professional development

3. Success and likeability are negatively correlated for women

Success and likeability are positively correlated for men and negatively correlated for women.

Women in leadership face a specific social dilemma where professional success often leads to a decrease in their perceived likeability. This creates a difficult environment where women may feel forced to choose between being respected for their competence or being liked by their peers—a conflict that rarely applies to men in similar positions.

Navigating this double standard requires a strategic approach to self-advocacy. Women can balance assertiveness with a communal tone by employing the following techniques:

• Using collective language (such as "we") when highlighting achievements
• Linking personal requests to broader organizational objectives
• Maintaining a pleasant demeanor while remaining persistent in negotiations
• Using communal framing during professional discussions

While individual strategies are useful, systemic change is required to eliminate these biases. Increasing awareness of these double standards is a critical step toward a workplace where success and likeability are no longer mutually exclusive for women.

4. Pursue a jungle gym, not a ladder, in your career path

Careers are a jungle gym, not a ladder.

The traditional concept of a linear career ladder is increasingly obsolete. A "jungle gym" model offers a more realistic framework, allowing for lateral moves, unconventional transitions, or temporary steps back that can ultimately provide a path to the top. This mindset encourages professionals to be flexible and open to various routes toward their goals.

When evaluating career opportunities, the focus should remain on growth potential and the ability to make a significant impact. Choosing roles based on their learning curve and growth trajectory is often more beneficial than focusing strictly on titles or immediate status. Key factors to consider during a career move include:

• The potential for new skill acquisition
• Alignment with personal long-term objectives
• The opportunity for meaningful contribution
• The growth prospects of the organization
• The quality of the available mentorship and team environment

5. Seek mentors and sponsors, but focus on excelling first

Excel and you will get a mentor.

High-quality mentorship is typically a result of professional excellence rather than a precursor to it. Rather than searching for a mentor to initiate success, professionals should focus on performing outstanding work, which naturally attracts the attention of potential advisors. It is also important to distinguish between mentors, who provide guidance, and sponsors, who use their influence to actively advance a protégé’s career.

Building effective professional relationships involves:

• Requesting specific and actionable advice rather than vague guidance
• Ensuring the relationship provides value to both parties
• Seeking insights from peers and junior colleagues, not just senior executives
• Remaining open to guidance from various levels within an organization

6. Communicate with confidence and authenticity

Feeling confident – or pretending that you feel confident – is necessary to reach for opportunities.

Effective communication requires overcoming the tendency to use qualifying or apologetic language that can weaken a message. Professionals should aim to speak with clarity and conviction, even if they must initially project more confidence than they feel. The goal is to develop a versatile communication style that allows one to be heard across different environments without sacrificing authenticity.

Techniques to enhance communication include:

• Removing filler words and unnecessary apologies from speech
• Using physical "power poses" to increase confidence before high-stakes interactions
• Accepting professional praise graciously
• Documenting and sharing achievements without minimizing their importance

7. Don't leave before you leave: stay engaged in your career

The months and years leading up to having children are not the time to lean back, but the critical time to lean in.

Women sometimes scale back their professional ambitions in anticipation of future family needs, a behavior described as "leaving before you leave." This preemptive withdrawal can lead to missed opportunities and reduced career options later on. Instead, staying fully engaged and pursuing challenging roles ensures that a professional has more leverage and flexibility when they eventually need to balance work and family.

Effective planning for long-term career and family integration includes:

• Identifying employers with supportive family policies
• Establishing a solid professional reputation before taking leave
• Considering the timing of major career milestones
• Having transparent discussions with partners regarding domestic expectations

8. Make your partner a real partner in home responsibilities

As women must be more empowered at work, men must be more empowered at home.

Equality in the workplace is closely tied to equality at home. Research suggests that when domestic duties are shared equitably, couples experience stronger relationships and improved career success. However, the burden of housework and childcare still falls disproportionately on women. Achieving balance requires challenging traditional gender roles and encouraging men to take a more active role in domestic life.

Steps toward establishing an equal partnership include:

• Maintaining open communication about household expectations
• Distributing domestic tasks based on preference and skill rather than gender
• Supporting paternity leave and flexible work options for men
• Resisting "maternal gatekeeping" and challenging norms that devalue male contributions to the home

9. Redefine "having it all" and aim for work-life integration

Done is better than perfect.

The pursuit of a perfect balance between work and life is often an unattainable goal that leads to unnecessary guilt. Instead of trying to "have it all" by an impossible standard, the focus should be on work-life integration. This involves making intentional trade-offs and defining success on one's own terms rather than adhering to a myth of perfection.

Strategies to manage this integration include:

• Identifying non-negotiable personal and professional priorities
• Outsourcing or delegating tasks whenever possible
• Adopting a mindset of self-compassion
• Acknowledging that priorities will naturally shift over the course of a career

10. Speak up about gender issues in the workplace

We cannot change what we are unaware of, and once we are aware, we cannot help but change.

Silence regarding gender-based challenges in the workplace can impede progress. Open dialogue is necessary to identify and address systemic issues. By combining statistical evidence with personal experiences, employees can make the case for more inclusive environments and encourage broader participation in the conversation from both men and women.

Practical approaches to discussing gender issues include:

• Addressing unconscious biases in a constructive manner
• Campaigning for improvements in hiring, promotion, and parental leave policies
• Establishing professional networks for women within the company
• Actively supporting and recognizing the contributions of female colleagues

11. Men and women must work together for true equality

We need to make male leaders aware of this shortage and encourage them to widen their circle.

True gender equality is an objective that requires the active participation of both men and women. Men in leadership positions should be encouraged to act as allies by mentoring women and advocating for inclusive organizational policies. Furthermore, any effort toward equality must account for intersectionality, acknowledging that gender-based discrimination often overlaps with race, class, and other identity factors.

Recommended actions for promoting organizational equality:

• Creating formal programs that connect senior male leaders with junior female professionals
• Implementing mandatory bias training for those in charge of hiring and promotions
• Defining clear and measurable goals for diversity across all organizational levels
• Normalizing the use of parental leave and flexible schedules for all employees

By addressing both external systemic barriers and internal obstacles, it is possible to build a professional world where leadership is determined by capability and impact rather than gender.

Last updated: January 22, 2025