Unveiling the blind spots that may be holding organizations back from accessing the hidden potential of talent.
According to Gallup, in the US, employee engagement sank to a 10-year low with only 31% of employees engaged. Let that sink in. For the investment of more than 80 billion in programs and initiatives to support development, there is a growing detachment from work and the workplace by employees. Yet, Gallup also says one of the top drivers of employee engagement is purpose and people want meaning and impact in their work to feel connected.
When we asked women leaders at our global Summit to share the real challenges they face in the workplace. These were the results. Take a revealing look at the obstacles that continue to shape their careers—and the changes companies need to make to attract and retain top talent.
Organizations that ignore these insights risk losing high-potential leaders. Those who listen and act have an opportunity to build workplaces where women can thrive.
Here’s what we learned—and why it matters.
More than 40% say their biggest roadblock to activating their full potential is a lack of clarity about their professional purpose or goals. Women are eager to advance, but many feel uncertain about their next step. Without visibility into career paths and long-term opportunities, leadership pipelines break before they even begin.
Other top barriers:
- Work-life integration conflicts (32%)
- Struggles aligning personal values with work (30%)
What Companies Are Missing: Most companies assume their talent understands what’s next for them. The reality? A lack of clear career paths is leaving top talent stuck or looking elsewhere. Leaders need strategic career accelerators—not just development programs but tailored pathways that align skills with opportunities. How is your organization clear on the culture it wants to create? Are your organization’s purpose, mission, and values congruent with the behaviors in the organization? Finally, are career purpose and personal purpose activated for talent at every level to create alignment and activation of the greatest levels of engagement within the organization?
– Harvard Business Review
When it comes to retention, growth opportunities are the top priority.
More than 39% of leaders said career growth and development are the most important factor in deciding to stay with their company.
Closely following:
- Work-life integration (37%)
- Opportunities for advancement (31%)
Women stay where they feel supported to lead, grow, and thrive.
The Reality Check: The cost of turnover is too high to ignore. Research shows replacing a highly skilled employee costs up to 200% of their salary (Gallup). It’s not just about offering leadership programs but connecting them to real career outcomes. Research shows that women receive more “mentorship” than men—but men receive more sponsorship, and sponsorship leads to promotion, visibility, and access to bigger opportunities.
– McKinsey & Co.
The Shift: Companies who are serious about retention realize that building work-life agility is a fundamental skill. Creating role and career clarity is an essential step to creating alignment. Empowering team members to set clear boundaries from time in and out of the office to how and when meetings happen so talent can take back their time and align their best work against the key priorities.
Facing Systemic Barriers
At least 84% of respondents say unfair workplace dynamics impact their career advancement.
The biggest complaint? Lack of transparency in how and when promotions happen.
Top three barriers women face at work:
- Unclear promotion processes (37%)
- Constant pressure to prove competence (33%)
- Expectations to conform to rigid leadership styles (35%)
The Breakthrough Moment: The leadership pipeline is broken. Women aren’t asking for special treatment. They’re asking for fair treatment. If companies are serious about equity, they need to demystify promotion processes and actively sponsor high-potential women into leadership. Studies show that men are promoted based on potential, while women are promoted based on proof (Harvard Business Review).
– Lean In / McKinsey Report.
What Needs to Change: Leaders must redefine how performance is measured and demystify promotion processes. If the path to leadership isn’t clear and equitable, organizations will continue to lose high-performing women to frustration, burnout, or better opportunities elsewhere.
Despite these challenges, women are actively adjusting their strategies:
- 45% have changed their communication style to fit workplace expectations.
- 45% have sought internal mentorship or training to build credibility.
- 44% have expanded their professional networks to access new opportunities.
The Eye-Opener:
Women leaders are putting in extra effort just to get the same opportunities. These strategies highlight resilience, but they also reveal the hidden tax on women in leadership. The burden shouldn’t be on women to navigate a broken system. Companies must move beyond mentorship to executive sponsorship—where leaders actively advocate for women and help them secure high-visibility projects and promotions.
– Sylvia Ann Hewlett, Center for Talent Innovation
What Leaders Should Know: It’s not enough to say, “We support talent.” Companies need to match the effort by ensuring:
- Executive sponsorship opportunities for high-potential talent
- Transparent promotion criteria that reduce bias
- Supportive leadership cultures that value diverse leadership styles and build multigenerational teams
The message is clear—women leaders are ready to rise, but they need support, visibility, and transparent pathways to thrive.
- For Organizations: Remove ambiguity in promotions, invest in executive sponsorship, and tie leadership development to measurable outcomes.
- For Leaders: Be an advocate. Offer visibility, stretch assignments, and vocal support for women ready to lead.
- For Women: Keep networking, upskilling, and asking for what you deserve.
Big Picture: Leadership should be diverse, purpose-driven, and built for everyone to thrive. Women aren’t just asking for a seat at the table. They’re ready to lead—but the system must evolve to meet them there for all. It must also honestly look at outdated models and programs that are not contributing to greater engagement and thus greater value for the individual or the organization.
