⚡️Why Conventional Advice on Getting Women into the C-Suite Isn’t Enough⚡️

As conversations about gender equity in leadership continue to gain momentum, advice on how women can ascend to the C-suite often centers around familiar themes: upskilling, networking, and mentorship. While these strategies are valuable, they’re only part of the equation.

The conventional wisdom assumes that if women just work harder, learn more, and network better, they’ll break through the glass ceiling. But this narrative oversimplifies a much more complex reality.

1. The Skills Gap Isn’t the Problem—It’s the Opportunity Gap

We’re told to continuously upskill and stay ahead of industry trends to be considered for leadership roles. But the truth is, women often possess the necessary skills and competencies, sometimes even more so than their male counterparts. The issue isn’t a lack of skills; it’s a lack of opportunities to apply those skills at the highest levels.

Organizations need to do more than just offer online courses and learning platforms. They need to actively dismantle the barriers that prevent women from being recognized and promoted based on the skills they already have. This means addressing unconscious bias in hiring and promotion processes, creating transparent pathways to leadership, and ensuring that women are given equal consideration for high-impact projects and roles that lead to the C-suite.

2. Networking Isn’t the Silver Bullet—It’s Organizational Culture

Conventional advice often emphasizes the importance of networking, particularly the need to break into male-dominated circles. While networking is undoubtedly important, it’s not a cure-all. Women can network endlessly, but if the organizational culture isn’t supportive, those connections won’t translate into advancement.

The focus needs to shift from simply advising women to “network more” to encouraging organizations to foster an inclusive culture where women’s contributions are valued and recognized. This means rethinking how networking opportunities are structured and ensuring that they’re accessible to everyone, not just those who are already part of the in-group.

3. Mentorship Is Not a Replacement for Sponsorship

Mentorship is frequently cited as a key strategy for career advancement, but it’s often mistaken as a catch-all solution. Mentors can offer guidance and advice, but they don’t have the power to propel your career forward in the same way a sponsor does. Sponsors are the ones who will advocate for you in rooms you’re not in, putting their own reputation on the line to support your advancement.

Organizations should focus on creating formal sponsorship programs where senior leaders are held accountable for actively promoting the careers of women within the company. This is particularly crucial for women of color and other underrepresented groups, who face additional barriers to advancement.

4. Work-Life Balance Myths—Redefining Success

Another piece of conventional advice is the need to “balance” work and life, as if women must somehow do it all perfectly. This expectation is not only unrealistic but also harmful. It perpetuates the idea that if women can’t manage both seamlessly, they’re somehow failing.

It’s time to redefine what success looks like. Work-life integration, rather than balance, acknowledges that different stages of life and career require different approaches. Organizations need to provide the flexibility and support systems that allow women to thrive in both their personal and professional lives, without feeling they have to sacrifice one for the other.

5. The Real Work Lies in Systemic Change

Ultimately, the advice that’s often given to women—upskill, network, find a mentor—places the burden of change on the individual. But real, lasting change requires a systemic approach. Organizations must commit to creating environments where women can succeed without having to work twice as hard to get half as far. This includes everything from equitable pay practices to transparent promotion pathways, to a zero-tolerance policy for discrimination and harassment.

Conclusion: Shifting the Narrative

The path to the C-suite isn’t just about individual effort; it’s about transforming the systems that have historically kept women out of leadership roles. While personal development is important, it’s time to challenge the narrative that women simply need to “do more” to succeed. Instead, let’s focus on what organizations need to do differently to ensure that qualified, capable women have the same opportunities as their male counterparts. Only then will we see real progress toward gender equity in the highest levels of leadership.

ABOUT HARRIETTE

Harriette Schumacher is North America's number one executive coach for putting women in the C-suite. With a no-nonsense, results-driven approach, she empowers women to break through barriers and ascend into positions of power. Harriette's coaching philosophy is rooted in challenging the status quo and driving systemic change, ensuring that her clients don't just navigate the corporate ladder—they dominate it.