Between presence and influence: who is being heard?

They are present. In the meeting, in the management team, in the team discussions. They take up space - until they are interrupted. They make a proposal - that is only acknowledged when a man repeats it. They deliver quality - but mostly hear: "you are so helpful."

Many women experience daily what it means to not be truly heard in the workplace. And it is rarely the harsh comments that have the most impact. It is the subtle signals – the microaggressions - that add up to a culture where women systematically have less influence. They are often ignored, interrupted, or passed over for substantive decisions. While they do contribute, their input carries less weight.

This affects more than just their job satisfaction. It impacts their mental health, self-confidence, and sense of safety.

A pattern that sustains itself

In work environments where masculine norms such as dominance, competition, and results orientation prevail, women feel the pressure to conform. They tone down their voices. They smooth out their rough edges. They leave their emotions at home.

This behavior of adaptation costs energy. Women constantly measure their words: they weigh their choices, scan reactions, and anticipate how their behavior will be interpreted. Meanwhile, their ideas fade into the background. Their leadership is evaluated differently. And their signals are only taken seriously when someone else repeats them.

The result?

Less innovation, because not all perspectives are heard.
Less engagement, because speaking out has little effect.
More burnout, because being consistently overlooked is exhausting.

And ultimately: more departures. Women leave work environments that do not provide enough space for their voice, influence, and values.

Did you know that:

70% of women behave differently at work than they actually are, to be taken seriously?
Women are interrupted 33% more often than men in group conversations, and get 20% less space to finish their contributions?
80% of women in male-dominated workplaces experience microaggressions, such as having their ideas repeated without acknowledgment or their expertise systematically doubted?
63% of women feel that their contributions are insufficiently recognized, despite proven results?

What can organizations do?

These patterns do not arise on their own - and they do not disappear on their own. Conscious leadership is needed to break them.

Create space for reflection: What behaviors are rewarded? Who gets the benefit of the doubt?
Make it measurable: Consider interruption audits, speaking time distribution in meetings, and appreciation patterns in evaluations.
Ensure psychological safety: Not by casually ‘giving everyone a voice,’ but by actively creating space for differing perspectives.
Train leaders: Recognize and name microaggressions. Intervene in cases of repetition. Show that social safety is not a secondary concern, but a prerequisite for success.

A healthy work environment requires more than policies and intentions. It calls for genuine recognition. For daring to look at behaviors that are currently considered neutral but cause exclusion. Women are present. They have something to say. The question is: is there anyone listening?

Sources: Deloitte Global, Change in Content, Financial Times, IBM Institute for Business Value