Many organizations claim they want more women in leadership. But behind these goals lies a harsh reality: ambitious and competent women often leave the leadership track—not because they don’t want to lead, but because they can’t see themselves reflected in the culture as it is.
It rarely comes down to skills. Rather, it stems from systemic patterns, blind spots, and leadership ideals that still reflect masculine norms. Research from McKinsey, INSEAD, and Catalyst shows:
- Men are often evaluated based on potential—women on proven performance
- Women receive less strategic feedback and fewer visible opportunities
- Assertive women still face resistance
- Mothers are often assumed to be less career-focused
These dynamics are rarely intentional. But they happen—and they impact talent retention, engagement, and organizational culture.
I meet many female leaders who long to contribute more strategically but lack:
- A confidential and safe space to strengthen self-confidence and impact
- Tools to navigate bias and political complexity
- Support in communicating clearly and leading authentically
To create real change, we must also look to the executive and board level. This is where culture transformation begins—and where the gap between intention and practice is often greatest. Many top leaders believe they are driving inclusive cultures. But when we speak to the women who have left, a different picture emerges.
As leaders, we must ask ourselves some critical questions:
- Who truly has access to development and visibility?
- Who receives honest, strategic feedback—and who is spared?
- What do we reward in practice: collaboration and humility, or visibility and dominance?
- What do we say in our strategies—and what do we show in our behaviors?
Today’s top leaders have both a responsibility and a unique opportunity to shape the future of their organizations. We face a world marked by geopolitical uncertainty, digital transformation, and sustainability demands. That requires full access to the intelligence, innovation, and diversity across our organizations.
To address the complex challenges of today and tomorrow—in Denmark and globally—we need leadership diversity: more perspectives, broader experience, and greater psychological safety in decision-making.
Women don’t necessarily bring “softer” values—but they do bring different experiences, sensitivities, and contextual understanding. These are often absent in homogeneous leadership teams.
Research shows that organizations with greater gender diversity in leadership:
- Achieve higher employee engagement and lower absenteeism
- Demonstrate stronger innovation and decision-making
- Deliver better long-term financial results
But these benefits only materialize when inclusion is embedded into the leadership culture—not treated as a side initiative or tracked in a spreadsheet. It requires courage, consistency, and a willingness to confront unconscious patterns and cultural structures.
When women gain a shared language for leadership, receive honest feedback, and build trusted networks, something shifts: culture begins to change. Men become allies because they see results. And leadership teams start treating diversity as a strategic advantage—not a compliance issue.
Inclusion isn’t about “fixing women.” It’s about rethinking the systems and norms we associate with leadership. If we fail to do that, the next generation of female executives will also opt out—long before reaching the top.
I work with senior executives and aspiring female leaders who want to create real, lasting change. We use tools like test-based insight, reflection, and strategic coaching—such as the Intelligent Leadership® method. It’s not a one-size-fits-all solution, but a framework for turning ambition into action.
Are you ready to move beyond intention to real impact? Let’s start with a confidential, concrete conversation. www.birgittethorup.dk