There’s a hidden weakness in the labor market for employers who aren’t investing in developing women leaders.
Male participation in the workforce has been on the decline for years, so much so that the participation gap between men and women has disappeared. Women now hold more of the U.S. non-farm jobs in the economy.
Yet, women don’t rise in the organization. They make up just 29% of C-suite roles, according to McKinsey’s 2025 Women the Workplace Report.
Those two trends put together represent a future leadership crisis for companies all across the country. Unless the career ladder is fixed for women, there will be a smaller and smaller talent pool of experienced leaders to step into the top job.
Companies like Progressive Insurance, No. 4 on the Fortune Best Workplaces for Women™ List, are doing things differently.
“We aim to create an environment where our people don’t have to choose between a career and their home life,” says Lori Niederst, chief personal lines officer at Progressive. “For women, that means investments in flexibility, career development, meaningful connections, and benefits that reflect the realities of life.”
At a time when some companies are pulling back on things that help women thrive at work — flexibility, mentorship, community — Progressive is sticking to its values. Most roles don’t require someone to commute to an office, and 89% of Progressive employees work from home or in a hybrid role.
Since women make up almost 60% of unpaid caregivers for elderly family members in the U.S., as well as shouldering a heavier parenting workload, supporting women at work often means considering the burdens they carry outside the workplace.
“The breadth of support matters because we recognize women not only as leaders, mentors, and individuals, but that they may be caregivers as well,” Niederst says. “When our people feel supported as their whole self, they’re able to thrive personally and professionally.”
Building a leadership pipeline
Progressive has a long history of barrier-breaking female leadership.
“Progressive was the first Fortune 500 company led by women in both the CEO and board chair positions, and that representation matters,” Niederst says. “When people can see leaders who look like them, it helps them imagine what’s possible.”
Progressive’s “Network for Empowering Women” — an employee resource group focused on helping women achieve their professional and personal aspirations — sponsors activities to help women at the company find their own career path.
Learning Circles, a series of in-depth learning and networking opportunities, help participants build skills and gain insight into the business. “Growth rarely happens alone,” Niederst says. “I believe the most valuable learning opportunities come from conversations with people whose backgrounds or experiences differ from your own.”
The company also invests in traditional programs to help people develop skills, from analyst and programmer bootcamps to mentorship and leadership programs.
Keeping communication lines open
When trying to take lessons from Progressive and other companies on the Best Workplaces for Women list, it’s a mistake to assume that women are a homogeneous group of similar needs and desires.
“Support doesn’t look the same for everyone,” Niederst says. “People’s needs change throughout their careers and lives, which is why listening and acting on what you hear needs to be the heartbeat of your culture.”
Progressive puts a lot of effort into collecting the voices of all employees, including women. Initiatives like “Progressive Listens,” a companywide employee listening campaign, ensure that everyone has the chance to provide feedback about their experience.
“Trust grows when people know their voices are heard and they see their feedback results in meaningful change,” Niederst says. “The insights we get shape the programs, benefits and experiences that matter most to our people.”
One example of the company responding to a need is its proactive approach to women’s healthcare. The company made mammogram screenings more accessible by bringing services on-site at many of its U.S. office campuses. It also offers support for menopause through a partnership with Visana Health, a virtual women’s health clinic.
The most important part of building trust is the action that is taken on the feedback employees provide.
“Listening builds trust, but action is what makes people believe they matter,” Niederst says.
For Progressive, the proof is in the data. Nine in 10 women say they feel cared for at work, according to Great Place To Work’s Trust Index™ Survey. Nine in 10 women also say they want to stay with the company long-term.
Niederst has her own way of describing the unique feeling of working at Progressive: “In my 29 years with Progressive, I’ve been fortunate to work alongside people who challenged me, encouraged me, and helped me grow.”
It’s a simple test that goes back to core values. “We prioritize treating others the way they want to be treated,” Niederst says, men and women both.
The result? A company that wins on the balance sheet and in the workplace. “That is Progressive’s culture,” Niederst says. “It’s intentional and built by people who genuinely care and are willing to invest in each other’s success.”
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Ted Kitterman is a content manager at Great Place To Work.
Written by Ted Kitterman and Great Place To Work for Fortune as “Why Progressive, No. 4 on Best Workplaces for Women, focuses on flexibility and listening” and republished legally through syndication agreement with Reuters Connect.
