A few years ago, I became angry and then preoccupied with the lack of gender equality in the workplace. Why are men still hired, paid, and promoted at higher rates than women at every level? And why, in particular, are women receiving far fewer promotions early in their careers, despite holding more college and advanced degrees than men?
To highlight this systemic gender inequality in the workplace, McKinsey and LeanIn.org introduced the term “the broken rung” in their 2019 Women in the Workplace report.
To better understand this discouraging and slow-to-change reality, I felt compelled to dig deeper to find ways to help more women succeed sooner. I met with over 100 business leaders and HR executives across various industries to learn about their entry- to mid-level talent investment strategies.
How scores of people become invisible — and stuck
Turns out, most organizations hadn’t prioritized talent development below the director level, and were making minimal investments beyond basic onboarding and informal mentoring.
In one conversation, an HR executive at a media company explained they have a talent investment pyramid, with “nearly all of the dollars allocated at the top, a little in the middle, and virtually none at the bottom.”
The same executive acknowledged that this longstanding approach has created a layer of poorly trained managers who cannot develop the talent reporting to them.
The CEO of a major pizza chain genuinely asked me, “Why do you think so many women at our company keep their heads down for years, then get angry and quit suddenly?” And then came this shocker: an HR banking executive admitted their organization was “guilty of perpetuating sticky floors.”
I knew it sounded like a terrible practice, but when my disbelief (and jaw drop) quietly begged for an explanation, she added, “It’s when you don’t invest in people at the bottom of the company, mostly women and other minorities, they get ‘stuck’ in low-paying jobs with little upward mobility.”
Investment pyramids that prioritize the top. Unskilled managers in the middle. Myopic leadership. Sticky floors. These are some of the factors that contribute to organizations filled with invisible talent — scores of people, especially women, who are highly capable but go unrecognized, underutilized, and underpromoted.
If leaders of major organizations admit their lack of effort, commitment, and investment in entry- to mid-level talent, the big question is: “Why?”
First, they’re afraid that if they invest in you, you’ll leave for something better — even though the main reason workers leave a job is the lack of career growth and development opportunities. Second, it’s often easier for your manager if you stay in your current role. Third, many organizations don’t see it as worthwhile to invest in you because they believe senior-level leaders make the high-risk decisions.
Finally, organizations prefer to invest in capabilities that benefit the entire company (e.g., operational efficiency or AI capabilities) rather than in you, your growth, and your future.
How to step out of the shadows
In short, you may be invisible because they can’t see you or your potential (yet). However, this situation is not hopeless. In fact, it presents an opportunity for you to take the initiative and become more intentionally visible to senior leaders.
1. Be heads up, not heads down.
It’s not enough to simply focus on doing good work or hitting deadlines. Pay attention to the organization’s strategic priorities and business performance. Know how your company makes money, learn how decisions are made, and who has influence.
This can help you connect your work to the outcomes leadership cares about. Join town hall meetings, ask thoughtful questions, and share project successes on internal channels.
2. Network internally.
Start with your teammates and then reach out across departments, offices, and regions. Seek out others’ expertise to increase your own, offer to share your knowledge on their project, and send accolades when someone is promoted. Ask a colleague to grab a coffee (or a virtual one if you’re remote) and volunteer for an important committee.
3. Speak up, strategically.
Your voice is important, and it needs to be heard when key leaders are present. Prepare 2-3 insights, questions, or ideas in advance of a meeting so your contribution is strategic rather than reactive.
Find your window early in the meeting so you don’t miss the opportunity if it’s cut short or ends abruptly.
4. Seek out high-profile assignments.
Ask your manager about projects that could have a broad organizational impact and offer you an opportunity to stretch. These assignments typically span departments, allow team members to develop new skills, and engage with senior leaders.
5. Secure a sponsor.
Mentors advise, but sponsors advocate. According to McKinsey, each sponsor increases your chance of promotion by 10%, and having 2-4 sponsors is ideal. Do you have someone positioned to champion your advancement when you’re not in the room? It could be your manager, their manager, or another senior leader with internal influence.
Earn their support by delivering great work and providing periodic, brief updates on the impact you’re making on the business.
6. Document your Wins.
Create a “hype sheet” with quantifiable achievements and specific accolades from colleagues up, down, and across the organization to bring to your next performance review. Make updates at the end of each week; don’t wait until the end of the year to “remember.”
7. Make your aspirations known.
Your manager and HR leader can’t read your mind. Let them know where you aim to be in a year, five years, or ten. Do you want to lead the team, become a subject matter expert, or run the company one day?
When you clarify and verbalize where you want to go, you’ll find it easier to secure the support to get there.
It’s time to gain more visibility so your current fabulousness and future potential are in clear view.
