Women in leadership have become commonplace, as it should be. Let’s face it, this isn’t just beneficial for women, it’s essential for thriving, innovative, and successful global organizations. But women face challenges that are different depending on the life stage they’re in, and it requires attention from everyone so that female leaders, as well as their male colleagues, benefit.
By understanding and actively addressing these challenges, we not only empower female leaders but also enrich the leadership landscape for everyone.
Let’s look at a little background. The recent Harvard Business Review article, “How Women Can Win in the Workplace” (by Kweilin Ellingrud, Lareina Yee, and Maria del Mar Martinez) stated that in 2021, women earned 59% of all bachelor’s degrees, 63% of all master’s degrees, and 57% of all doctorate degrees in the United States. But when women move into organizations, the numbers fall. At the senior manager level, percentages slip to 37%; VPs are 34% and Senior VP and C-suite is 29%. And we all know the number of women on corporate boards (in the US) is a thin sliver.
It's crucial to monitor and track advancement as women scale the corporate ladder, but many of the specific life-stage challenges women face during their career climb have not been monitored.
For all women, the climb is shaped by life stages, societal expectations, caregiving roles, and workplace realities that shift over time. The challenges you face at 25 are not the same ones you face at 45 or 65. And yet, organizations often treat leadership development as if the path is linear and the same for everyone.
This 3-part blog series breaks that assumption. We’ll explore what women encounter in the early career stage, the mid-career “frozen middle,” and the high-stakes world of senior leadership. At each stage, we’ll highlight the barriers, the skills needed, and strategies that can help women thrive.
Thriving in the Early Career Stage: Confidence, Credibility, and Clarity
We don’t often talk about how hard it is to lead during your early career. But if you’re a young woman with ambition and aspirations to move up, that’s exactly what you’re expected to do. You’re told to be confident but not bossy; eager but not overtly ambitious, and collaborative, but not assertive. The messages are mixed, and there is clearly a double standard that has to be negotiated.
This stage of a woman’s leadership journey is often marked by feelings of impostor syndrome. In addition, there may be bias in assignments and a lack of access to real growth opportunities, such as strong mentors and sponsors. Despite bringing fresh energy and perspectives, many early-career women are funneled into support roles that limit visibility and potential. Your ideas are sometimes acknowledged, not when you say them but when someone else repeats them.
Furthermore, this is the time when the “broken bottom rung” often occurs. Coined by McKinsey, it references a 2022 study of professional women in America that refers to the phenomenon of women missing opportunities at the first level to advance to more senior positions in their companies. The stats show that only 87 women for every 100 men receive promotions at that initial level, thus putting many at a disadvantage for receiving further promotions, and imposing a ceiling on their careers.
To change this dynamic, we need a dual approach:
1) Early-career women must focus on building confidence, finding mentors, and setting clear goals to counter bias if it occurs.
2) Organizations need to create environments that recognize and reward potential.
Leadership Checklist, Early Career
Assertive Communication Skills
Clear communication is powerful. Early-career women need to frame contributions in terms of value, for example: “I recommend X because it supports goal Y.” When ideas are acknowledged, you build credibility and self-confidence.
Set Boundaries Respectfully
In the early stages of a career, it's tempting to say yes to everything to prove your value. But overextending yourself can lead to burnout. Setting respectful boundaries helps you manage your energy, clarify your role, and build a reputation for being both reliable and intentional.
The Power of Sponsorship
Mentors are critical, but sponsors can be transformative. Mentors are extremely important in that they give advice, help you determine your strengths and help you navigate your environment. Sponsors actively advocate for you and create opportunities by making you visible in the organization. Research by Sylvia Ann Hewlett at the Center for Talent Innovation shows that women with sponsors are more likely to be promoted and retained.
Developing Confidence to Build Your Leadership Identity
For early-career women, developing confidence means learning to trust your perspective, speaking up even when uncertain, and taking credit for your contributions without hesitation. Start by preparing thoroughly, setting achievable goals, and celebrating small wins along the way. Begin to realistically see your skills, your strengths, and the areas that challenge you. Confidence grows not from being perfect, but from consistently showing up, doing the job, and learning as you go.
Choosing Visibility Over Burnout
Being a “team player” doesn’t mean being over-accommodating or letting your contributions be taken for granted. Focus on the quality of impact over the quantity of tasks. Say “yes” to high-visibility work aligned with your goals and respectfully set boundaries when that’s more appropriate.
Organizations have a responsibility to actively support these emerging leaders with access to coaching, real feedback, and meaningful work. When early-career women thrive, the leadership pipeline gets stronger for everyone.
Learn more about how to support women in the workplace with this blog: Programs that Support Women Critical to the Success of Your Business.
