The Glass Ceiling, The Labyrinth of Leadership, and Work/Life Balance

by Sima Matthes

Is there a glass ceiling or isn’t there? This is the subject of much debate, even here at The Glass Hammer. The term “glass ceiling” is an overused expression, found in research around the world, as far afield as Bahrain and even Australia. I’ve been delighted to find decrees of the death of this idea, even as I’m unsure whether there’s anything to celebrate or mourn.

Talking about the glass ceiling with other women, the responses fall into two categories. It’s either like the Supreme Court’s definition of pornography—we know it when we see it—or like God—you don’t have to see it to know it’s there.

Some would argue that the ceiling is not impenetrable, but that once penetrated, it’s impossible to stay at the top. The floor above the glass ceiling is littered with the shredded resumes of those who made it through only to be thwarted at the top.

Just as I was trying to figure things out, I spoke with a male friend who gently reminded me that it’s not only women who struggle with work/life balance. The implication that the glass ceiling holds women back also implies that men aren’t required to make the same sacrifices to succeed in business. He then revealed the following painful (albeit obvious) truth: there are also men who don’t make it to the C-suite. Whether it’s because they don’t want to be wage slaves, or because they want to have a life outside of work—with or without adding a family into the mix—they are simply unwilling to make the sacrifices required. As he put it: if you can’t give it up on the way up, you won’t have to climb as high up. Put another way: you have to pay to play.

A 2007 article in the Harvard Business Review declared an end to the glass ceiling “myth,” and compared the obstacles facing women to a labyrinth, with challenges at every turn. These range from straightforward gender prejudices in salary and promotions to resistance to women’s leadership and leadership style along with demands of family life. That bugaboo of the corporate climber—the work/life balance issue—raises its ugly head again, as it not only affects a woman’s ability to earn, but her ability to socialize and build professional networks as well.

In an earlier issue of the HBR, Debra Meyerson and Joyce K. Fletcher put forth what they called “A Modest Manifesto for Shattering the Glass Ceiling.” At that time, they suggested that the solution lies not in wholesale change, but in incremental modifications which will break the subtle discrimination inherent in many organizations.

Today’s successful women, and the companies that encourage their growth, are finding a certain formula to their advantage. By creating an environment where women are prepared for management roles, made integral to business teams, and evaluated in a way that excludes gender as a factor in job performance, employers are helping to break down some walls in the labyrinth. As women find their way through one by one, the path out for those that follow is bound to become easier to navigate.