The glass wall is less visible than the ceiling - and precisely because of that, so hard.
They start with fire. Ambitious, well-educated, and eager to prove themselves. But somewhere halfway, many women drop out in their development. Not because they lack potential, but because the path upward – or sideways – is simply not visible or accessible. The opportunities are there, but not equally available to everyone.
Instead of a glass ceiling at the top, many women hit their heads on glass walls in middle management. Positions where they can do more than what is asked, but where their added value remains untapped. They want to move forward, but find themselves entangled in structures that organize stagnation.
Plenty of talent, not enough space
Research shows that women in middle management positions are often just as ambitious as their male colleagues and even score better on leadership competencies. Yet, they are less likely to advance. This is not because they are less capable in their work, but because development conversations remain too vague, sponsorship happens invisibly, and policies are rarely genuinely inclusive.
Women indicate that their performances do not lead to equal advancement opportunities. That development paths are often aligned with traditional (male) career trajectories. And that mentors – whether consciously or unconsciously – more often guide men towards the next step. If you do not appear in policies or networks, it becomes difficult to be seen as a future leader.
Visibility is not a given
Being visible in an organization requires time, space, and sometimes a bit of bravado. The latter is not always viewed positively for women. Where expressed ambitions in men are seen as strength, in women they may still be met with suspicion or labeled as 'overly assertive'. And where women adopt a modest demeanor, they are told they need to 'show more initiative'. It is a precarious balance where a woman rarely seems to get it right – and this impacts both development opportunities and self-confidence.
What does help?
- Mentorship and active sponsorship
Do not wait for talent to emerge, but actively guide and endorse women. Mentors are important, sponsors are crucial. - Insight into informal networks
Access to decision-makers and opportunities rarely occurs through formal channels. Organizations need to be aware of the invisible lines that impact careers. - Equal development conversations
Ask probing questions. Not only about what someone wants to learn, but also about where they see themselves in five years. And take that answer seriously. - Accessible programs
Many leadership programs are still tailored to full-time, linear paths and available outside working hours. This excludes many people – including men. Development requires flexibility.
If we want potential to truly flourish, we need to reconfigure the path to it. Not based on the loudest voices or the most recognized faces, but based on quality, ambition, and space for growth. Talent development is not an individual problem; it is a collective responsibility.