A realistic starting point
Women pursuing leadership roles often encounter the same demands as anyone else: proving capability, building relationships and finding opportunities. Many also report additional hurdles, such as being held to different standards, having less access to informal networks, or having their contributions overlooked. Experiences vary widely by industry, employer and individual, and this article does not rely on figures about how common these hurdles are. Instead it offers general strategies that many people find useful, with the caveat that no approach removes the effect of a workplace that is not fair, and that the responsibility for fixing structural problems does not rest on individuals alone.
Be clear about what leadership means to you
Leadership can mean managing a team, directing a function, leading projects without formal authority, or setting direction in a profession. Before planning steps, define what you want. Some questions to consider:
- Do I want to manage people, or lead through expertise and influence?
- What size and type of organization suits me?
- What would I want my days to look like in a senior role?
Understanding what leadership skills really involve also helps. They typically include communicating clearly, making decisions with incomplete information, building trust and developing others. Many of these can be practiced before a title arrives, and leading without formal authority is a good test of them.
Find a sponsor as well as a mentor
Mentors and sponsors do different things. A mentor offers advice and perspective. A sponsor uses their standing to advocate for you, by recommending you for projects, raising your name when roles open up, or vouching for your readiness. Many career paths into senior roles involve at least one such advocate.
Finding a workplace sponsor generally starts with doing visible, reliable work and then being direct about your ambitions with people who can act on them. Some points to keep in mind:
- Sponsors often come from outside your immediate reporting line.
- The relationship is two-way. Delivering results and being a person others are glad to recommend matters.
- It is acceptable to ask a senior colleague for feedback on whether you seem ready for a bigger role, and what would strengthen your case.
Meanwhile, the benefits of mentoring still apply. A mix of peers, mentors and sponsors gives you different kinds of support.
Make your work visible
Strong work does not always get noticed. Many people, particularly those who avoid appearing boastful, underreport their results. Increasing work visibility can be done in a measured way:
- Share outcomes, not only activity: what changed because of your work.
- Present your own projects in meetings when possible, instead of letting someone else summarize them.
- Keep a brag file with results, feedback and milestones so that you have specifics to use in reviews and promotion discussions.
- Use the language of impact when you discuss achievements, and credit others where it is accurate to do so.
Some workplaces penalize assertive behavior in some people more than in others. If you notice that happening, it may be useful to discuss it with a trusted colleague or mentor and to choose approaches that suit you and your setting.
Seek stretch work and the right experience
Leadership roles often depend on having handled responsibility before. Stretch assignments, such as leading a project, managing a budget, or representing your team to other departments, build a record that supports promotion. Ask your manager which experiences are most relevant for the role you want and how you can get them.
Lateral moves can also be valuable when they bring experience that a straight path would not. In some organizations, moving into a role with more direct responsibility for results, or closer to core operations, can broaden the options available later. This varies a lot by company, so it is worth asking how people reached the roles you are interested in.
Build confidence on solid ground
Many capable people, women and men alike, doubt themselves as responsibility grows. Imposter feelings are common and do not mean you are unqualified. Practical ways to respond include checking your self-assessment against concrete evidence, such as results and feedback, and talking with peers who have similar worries. Career confidence is usually built through repeated experience and honest reflection, not by waiting until doubts disappear.
Also practice receiving feedback in a way that helps. Useful feedback is specific and tied to behavior. Vague comments about style or personality are worth gently turning into concrete examples: “Can you tell me about a time when this came up?”
Build a support network
A broad professional network offers information, referrals and perspective. Include people at different levels and in different functions, and consider communities of other women in your field if they would be useful to you. Support from peers can be especially valuable for comparing notes on how to handle difficult situations, such as negotiating pay or responding to a challenging manager.
Negotiation matters at this stage too. Learning to research fair pay and negotiate your salary, and your role scope, is a normal part of advancing. Prepare with evidence about the market and your contributions, and practice the conversation beforehand.
Plan for the long term and for sustainability
Leadership roles can be demanding. Think about how you will maintain energy over years rather than months. That might include setting work boundaries, delegating effectively and being deliberate about what you say yes to. If caregiving or other responsibilities are part of your life, consider the arrangements that would make a leadership role workable, and ask about them openly when evaluating opportunities.
If an organization consistently blocks your progress despite strong performance, it is reasonable to consider whether leaving a job and looking elsewhere is the better path. That is a significant decision, and the right answer depends on your circumstances. Whatever you choose, you are generally better placed when you have documented your results, kept your network active and kept your skills current.