Organizations Can Unintentionally Complicate this Shift

Many CEOs and companies striving to foster a more diverse pipeline of upwardly mobile women often struggle with frustration. 

Even with ambitious goals for increasing the representation of women in leadership positions, advocating for a diverse candidate pool for senior roles, and implementing mentoring and training programs, there is always potential for meaningful progress. This potential for progress should instill a sense of hope and optimism, as these efforts can yield significant results.

A key challenge lies in how many leaders approach women's leadership development. They may overlook the intricate and sometimes delicate journey of shifting one’s identity to be recognized as a leader. 

This transformation goes beyond learning new skills or adapting to a different role; it fundamentally involves reconfiguring one's sense of self. 

Unfortunately, organizations can unintentionally complicate this shift by encouraging women to pursue leadership roles while failing to confront the underlying gender biases that shape perceptions of what it means to be a leader.

Numerous studies highlight a troubling reality: subtle gender bias within organizations and society significantly hinders women's leadership development.

However, overcoming these biases and promoting diversity in leadership can lead to a more innovative, productive, and successful organization. 

Women's unique perspectives and experiences in leadership roles can foster creativity, improve decision-making, and enhance the organization's overall performance. This is not just about equality but about reaping the benefits of a diverse leadership team. 

It's not just about equipping women with the right skills and competencies; we must also create an environment encouraging their motivation to lead. This supportive environment is crucial for women's leadership development and should be a priority for all organizations. 

This means fostering a culture where women's contributions are acknowledged, deeply recognized, valued, and respected, even if they do not conform to the conventional expectations of senior executives. 

This can be achieved by implementing flexible work arrangements, providing leadership training, and actively promoting women into leadership roles.

Addressing the pipeline problem requires us to rethink our current approaches. While traditional programs and mentoring initiatives are necessary steps forward, more is needed to solve this issue. 

We need more holistic solutions that empower women in their leadership journeys and inspire us to be open to new strategies. Let's be inspired and open to new strategies to make a difference.

Embracing Leadership

Becoming a leader is a deeply personal journey that involves embracing a leadership identity, discovering a sense of purpose, and aligning it with current values. 

Many individuals experience mixed feelings when stepping away from roles where they have thrived. This hesitation often arises from the daunting prospect of facing the unknown. 

For women, transitioning can be particularly tough due to second-generation gender bias, which adds another layer of difficulty to an already challenging situation.

This bias can manifest in various ways, from subtle comments about a woman's leadership style to the expectation that she will take on more administrative tasks. It can also be seen in the need for more female role models in leadership positions or the assumption that women are less ambitious than men. 

Simply acquiring new skills isn’t enough; aspiring leaders must cultivate a strong identity as they learn and grow.

To foster leadership development, we must acknowledge and deepen our understanding of second-generation bias. Creating safe spaces for women to explore their leadership identities and encouraging them to ground themselves in a clear sense of purpose is essential. 

By taking these steps, organizations are more likely to achieve meaningful and lasting progress than through traditional approaches alone. This process isn’t linear; it unfolds over time as individuals begin to see themselves as leaders. 

One way to enact this is by taking meaningful steps—like organizing a meeting to breathe new life into an overlooked project. In response, others will either support or challenge these efforts, shaping how the aspiring leader perceives their abilities and potential.

As leadership skills develop and opportunities arise, individuals often face significant projects and endorsements from others within the organization. 

These experiences can be incredibly empowering, fueling motivation and eagerness to create similar opportunities for others. 

These experiences can be incredibly empowering, allowing leaders to step beyond their comfort zones and explore innovative leadership methods. 

Conversely, lacking support can lead to self-doubt, making it harder for individuals to seek growth opportunities or try new approaches. 

Over time, those aiming for leadership may earn recognition based on their perceived potential or face challenges in being seen as capable leaders.

The story of a CPA we’ll refer to as Celine highlights the power of support and opportunity. In her forties, Celine faced a significant career obstacle—she struggled to find her footing in a male-dominated industry. 

She was often told that she lacked “presence” with clients and wasn't vocal enough during meetings. It felt like her professional future was dimming.

However, everything began to change when Celine had the chance to work with two remarkable female CEOs. These women valued Celine’s intelligence and how she understood and addressed their needs. 

They took it upon themselves to elevate Celine's standing; one insisted that Celine be included in all crucial discussions, while the other clarified that she would only communicate through Celine. 

Such actions enhanced Celine’s credibility within her firm and instilled a sense of purpose in her.

Celine reflected on this transformation beautifully, saying, “In our industry, having key client relationships is everything.” With newfound respect from peers and supervisors, they started recognizing her as a capable CPA and trusted adviser—traits critical for advancement. 

These strong connections encouraged Celine to share ideas confidently and assertively with everyone around her.

Ultimately, this journey led her supervisors to acknowledge how far she’d come; they recognized that she had shed the label of being "meek" and emerged as a leader who could inspire others. This story reminds us how vital mentorship and understanding can be in unlocking someone’s true potential.

As leaders, it's our responsibility to identify and nurture the potential in others, especially those who may face additional challenges due to gender bias. 

By providing support and opportunities, we can help women like Celine overcome these obstacles and thrive in leadership roles.

Influential leaders cultivate a genuine sense of purpose by setting goals that reflect their values. This perspective empowers them to envision possibilities beyond the status quo, providing compelling motivation to act despite any personal fears or insecurities they may face. 

Such leaders earn trust and authenticity through their willingness to take risks to pursue shared objectives. Connecting others to a larger mission fosters commitment, strengthens resolve, and helps colleagues discover deeper meaning in their contributions.

Integrating leadership into women's core identity can be particularly challenging. They must often navigate a conflicted culture about how and when to assert authority while building credibility. 

Traditional perceptions that link leadership solely with traits typically associated with men can sometimes cast doubt on women's capabilities as leaders.

Additionally, individuals—incredibly influential men—naturally tend to support those who resemble themselves when opportunities arise.

Amanda's story illustrates that women's leadership potential often shines through less traditional means. Qualities such as empathy towards clients are ever-important but do not always manifest as overt assertions of opinion. 

Recognizing this potential requires bold advocacy from powerful women, but sadly, such advocates remain few and far between.

While there may not be any intentional discrimination at play, subtle forms of “second-generation” gender bias can still hinder the growth and development of leadership identities for many women in the workplace. 

This underrepresentation at higher levels perpetuates outdated beliefs and supports men in their leadership ambitions, ultimately reinforcing the existing hierarchy.

To help women gain better access to leadership opportunities, we recommend three key actions: first, raise awareness among both women and men about second-generation gender bias; second, create safe spaces where individuals can explore their identities as they transition into more visible roles; and third, focus on cultivating a sense of purpose around leadership within women's development efforts instead of being swayed by how others perceive them. 

Implementing these strategies will empower women with a greater understanding of themselves and their organizations, allowing them to navigate their paths to leadership more effectively.

Second-Generation Gender Bias

About 25 years ago, social psychologist Faye Crosby uncovered an intriguing issue: Most women often do not recognize instances of gender bias they have personally faced—even when those situations are apparent. They acknowledge that other women experience it but struggle to see it in their own lives.

Many have worked tirelessly to rise above gender biases and to be acknowledged for their skills and talents. Unfortunately, underlying institutional policies may communicate that they need more control over determining their success. 

When reflecting on what could be holding them back within organizations, numerous voices echo similar concerns:

“I've noticed a disconnect with my colleagues. It’s not a dramatic change, but it sometimes makes gaining support for my ideas challenging.”

As I observe my work environment, I can't help but notice that many of my male colleagues hold roles with responsibilities in finance, while most of us women find ourselves in staff positions. 

After welcoming my third child into the world, I was encouraged to transition into a staff role, believing it would make things easier.

My firm has good intentions regarding support for women. However, seeing that women are often overlooked when leadership opportunities arise is disheartening. The common refrain is that there aren’t enough female candidates with the necessary skills.

This situation reflects an underlying issue known as second-generation bias. It doesn’t require malice or intent to exclude; instead, it creates a subtle yet pervasive atmosphere where women may struggle to flourish and realize their potential fully. 

Feeling somewhat disconnected from our male counterparts, being steered towards accommodating roles after starting families, and finding ourselves absent from discussions about key promotions all illustrate systemic practices that can disadvantage women.

Without addressing this contextual challenge of second-generation bias head-on, we risk perpetuating stereotypes about women's advancement in the workplace. 

Too often, we hear narratives like “women just need to ask more” or “they’re too nice,” which not only diminishes those who have excelled by labeling them as exceptions but also unfairly blames those who face obstacles in their careers. 

We need to foster an understanding of these dynamics to create a genuinely equitable professional landscape together.

When women become aware of the subtle yet widespread impacts of second-generation bias, they often experience a sense of empowerment rather than feeling victimized. 

This newfound clarity enables them to take meaningful action to address these challenges. It also encourages them to step forward for leadership positions they're qualified for but may have yet to be noticed for. 

Additionally, it motivates them to seek out mentors and supporters who can help cultivate their growth in these roles. Furthermore, understanding this dynamic empowers women to negotiate work arrangements that suit their needs and fulfill organizational goals, making it easier for everyone—women and men alike—to “lean in.”

Second-generation bias is intricately woven into stereotypes and organizational practices that aren’t always easy to identify. However, once individuals gain awareness of its existence, they see opportunities for positive change. 

Through our leadership development programs, we adopt a “small wins” approach focused on fostering incremental progress. 

For example, at one manufacturing company, a task force discovered that leaders tended predominantly to hire and promote individuals—primarily men—who shared similar backgrounds and career paths with themselves. 

While there were understandable reasons behind this tendency—including the challenge of finding experienced engineers quickly amid pressing time constraints—the team recognized some hidden costs: high turnover rates, struggles to attract female talent, and insufficient diversity relative to their customer base.

With this awareness came motivation; the company experimented with small changes aimed at improvement. Some executives committed themselves to reviewing job criteria for leadership positions more thoughtfully. 

One male leader candidly reflected on the existing process: “We write the job descriptions—the list of capabilities—for our ideal candidates.” 

By acknowledging biases and opportunities amidst potential barriers together—with respect toward all parties involved—we can encourage genuine strides toward an inclusive environment where everyone can thrive.

We’ve noticed that women sometimes hesitate to nominate themselves for roles, even if they possess the necessary skills. 

Our approach has shifted to focus on the genuine capabilities required rather than an unattainable ideal. As a result, we’ve successfully welcomed more women into these positions without compromising our standards.

In another instance, our leadership development program participants observed that men were often placed in strategic roles. At the same time, women were typically assigned operational tasks, which sent a message about perceived potential. 

To address this imbalance, they suggested implementing clear criteria for developmental assignments and being transparent about evaluating high-potential candidates. 

They also emphasized the importance of outlining experiences that could enhance an individual’s prospects for growth. These changes have led to an increase in women's representation within leadership roles.

It’s important to acknowledge that as fewer women reach higher levels within organizations, those at the top may feel increased scrutiny and pressure. 

This can lead to risk-averse behaviors and a detachment from their overall purpose. Therefore, creating safe environments for learning and experimentation is essential in our leadership development programs aimed at empowering women.

Additionally, while performance feedback is crucial for professional growth, it can sometimes pose challenges specifically for women. 

We must navigate this landscape thoughtfully so everyone feels supported along their journey toward advancement.

In many organizations, 360-degree feedback is vital in fostering self-awareness and helping individuals understand their influence on others—essential elements of effective leadership development.

However, it’s essential to recognize that gender stereotypes can skew how evaluators perceive performance. 

Unfortunately, this often places women in challenging situations where they face conflicting expectations and standards.

Research shows that competent women recognized as competent managers frequently struggle with the likability factor. 

In contrast, men with similar achievements tend to be perceived as competent and likable. This is not just an observation; it reflects a concerning pattern we regularly encounter in our work.

It’s disheartening that high-performing women often receive feedback suggesting they should “soften” their approach or tone down their assertiveness. 

We must strive for greater understanding and fairness in evaluations so everyone can thrive based on their contributions rather than outdated gender biases.

Our observations show that women participating in leadership development programs often receive commendable evaluations for their ability to achieve results. 

They frequently excel in areas such as “exceeding goals,” “acting decisively in uncertain situations,” and “making tough decisions even when they may be unpopular.” 

However, there appears to be a gap in relational skills; many women receive lower ratings on aspects like “considering others’ viewpoints” and “utilizing feedback to grow from mistakes.” 

Additionally, it's not uncommon for us to hear performance feedback that feels somewhat contradictory. 

Women are advised to "be tougher and hold people accountable," yet also told not to set expectations too high. 

They're encouraged to "say no more often" and to "increase their visibility." 

Similarly, they may be prompted to "be more decisive" but also reminded of the importance of collaboration.

Creating an environment where women can safely unpack these mixed messages is essential for developing their leadership identity. 

Fostering spaces for open dialogue is vital, whether through coaching relationships, dedicated women's leadership programs, or supportive peer groups.

Organizations should support this process by helping women establish communities where they can freely share their experiences, receive feedback, exchange insights, and receive emotional encouragement throughout their learning journeys.

Recognizing the everyday experiences shared by women creates a supportive environment where they feel more comfortable speaking openly, taking risks, and showing vulnerability. This atmosphere alleviates their fears of being misunderstood or judged.

These connections become especially vital when women engage in discussions about sensitive issues like gender bias or reflect on personal leadership challenges—situations that can profoundly impact their sense of self and may lead them to resist constructive criticism.

When grounded in honest evaluations of the cultural, organizational, and individual influences surrounding them, women can weave together meaningful stories about who they are and aspire to be.

The Importance of Purpose in Leadership

Much attention has been given to how women are viewed—considering aspects such as appearance, communication styles, presence in a room, and overall leadership approach—to help pave the way for more female leaders at all levels.

Voice coaches, image consultants, public-speaking instructors, and branding experts are increasingly seeing a rise in demand for their services. 

This trend reflects a broader truth: many women have not received the same socialization as men when competing successfully in professional environments. This often means they must learn skills and styles that may come more naturally to their male counterparts.

To navigate the complex dynamic between competence and likability—where respect can sometimes feel at odds with being liked—women might feel pressured to downplay their femininity, soften an assertive approach, or find a so-called "perfect balance." 

Unfortunately, devoting excessive time and energy to managing these perceptions can be counterproductive. Too much emphasis on one's image can drain emotional and motivational resources that could otherwise be used for more significant pursuits.

Individuals who concentrate heavily on others' views of them often need more clarity about their own goals. They may become less open to learning from mistakes or need help with self-regulation. 

However, grounding oneself in a sense of purpose allows women to shift their focus toward collective goals while exploring what they need to embody and learn to accomplish those objectives.

Instead of feeling constrained by traditional gender stereotypes—whether it’s moving away from a style that seems overly masculine or stepping back from a more feminine approach due to concerns about being perceived as less capable—female leaders have the opportunity to center their actions around the meaningful goals they wish to achieve. 

By concentrating on purpose, women can also embrace crucial activities that contribute to their success, such as networking. Indeed, opportunities for connection sometimes present themselves; proactive efforts are essential in nurturing these relationships. 

However, many women may shy away from networking because it seems disingenuous—like forming connections purely for gain—or because certain customary activities (such as golf outings) do not resonate with them or fit into their busy lives filled with various responsibilities.

Yet when approached through the lens of a broader vision—for example, cultivating new business opportunities to further their company’s mission—they often find more comfort and motivation in engaging with others.

Understanding how to lead effectively is like mastering any intricate skill; it generally takes time and requires dedication and practice. 

Successfully transitioning into higher management roles involves letting go of previous professional identities that may no longer serve them while actively working towards embracing new ones that align better with their aspired identities.

Many individuals experience mixed feelings when stepping away from roles where they have thrived. This hesitation often arises from the daunting prospect of facing the unknown. 

For women, transitioning can be particularly tough due to second-generation gender bias, which adds another layer of difficulty to an already challenging situation. 

Simply acquiring new skills isn’t enough; aspiring leaders must cultivate a strong identity as they learn and grow.

We must acknowledge and deepen our understanding of second-generation bias to foster leadership development. 

Creating safe spaces for women to explore their leadership identities and encouraging them to ground themselves in a clear sense of purpose is essential. By taking these steps, organizations are more likely to achieve meaningful and lasting progress than through traditional approaches alone.

Looking forward to chatting soon,

Xx

Rachelle

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