Despite the fact that the U.S. Latino GDP would rank as the fifth-largest economy globally, Latinas still face the steepest climb up the U.S. corporate ladder in 2025, hindered by systemic bias, cultural taxation, and lack of meaningful support.
Amidst a disconnect between the growing economic impact of Latinas and their stalled advancement in corporate leadership, we highlight the culturally grounded and self-empowering strategies that Latinas can take to rewrite the narrative that corporate culture is lagging to recast.
Latino GDP in the U.S. Is an Economic Force
The Latino population is a force within the U.S. economy that isn’t slowing down anytime soon. According to the 2025 U.S. Latino GDP Report, Latino economic output in 2023 was $4.1 trillion.
Were it a country, the U.S. Latino GDP would rank as the fifth largest GDP worldwide, growing 2.7 times faster than non-Latino GDP in the U.S.
From 2010 to 2013, Latino real consumption also grew 2.9 times faster than non-Latinos, proving to be a real economic engine.
Latinas are also the fastest growing group of entrepreneurs, starting businesses at six times the rate of other groups.
The Steepest Climb Up the Leadership Ladder
Latina’s face “the steepest climb up the corporate ladder” according to The State of Latinas in Corporate America 2024 report by Lean In, based upon 2019 to 2023 data.
Latinas are the most underrepresented of any group at entry level jobs (5% vs 9% of general population) and have the greatest drops (78%) in representation on the way to the C-Suite.
Only 1% of C-suite executive positions in Corporate America are held by Latinas. The data showed two broken rungs on the pipeline ladder: one is at the initial promotion to manager and the other at promotion to VP.
Despite the barriers, Latinas continue to demonstrate the ambition and talent for leadership. Latinas are more likely (71%) than the average woman (63%) to be interested in becoming leaders and to indicate it’s increasingly important to them.
Professional Neglect: A Retention Issue
In her research among Latina leaders, Dr. Zaibis Muñoz-Isme, of American University, explores aspects of “professional neglect” for Latinas in leadership—a phrase shared in conversation by Dr. Sofia Pertuz, workplace cultural strategist.
- Tokenistic inclusion – representing diversity at the table without meaningful support or inclusion in decision-making processes
- Cultural taxation – the burden of being positioned as the lone representative of an entire group
- Lack of mentorship/sponsorship – navigating leadership without the support networks, advocates and guidance that peers have access to
- Dismissal of expertise – having ideas dismissed or co-opted by individuals who lack the lived experience informing them
- Micro aggressions and bias – subtle forms of discrimination that undermine belonging and confidence
Indeed, the Lean In report showed that Latinas do not feel as supported as peers in the corporate world—neither by managers or peers. They are less likely than overall women to report managers ensure they get credit for their work or show interest in their career advancement. And less likely to say that senior colleagues praise their accomplishments or advocate for compensation raises.
Muñoz-Isme also found that Latinas in leadership roles were not as supportive of other junior Latina women as she expected, perhaps due to Queen Bee syndrome. When the culture is not inherently and structurally supportive, it creates strain on those Latina leaders who do manage to break through.
Belonging and Flexibility Matter
Lean In shares that 37% of Latina women report having the “only experience—being the only person of their group identity in a room, compared to 13% of all women. Compared to overall women, these Latina “only’s” are twice as likely to hear insults towards their culture (15% vs 7%), twice as likely to feel they are expected to speak on behalf of their cultural identity (20% vs 9%), and nearly three times as likely to deal with other’s comments on their language skills (21% vs 8%).
Experiencing these micro aggressions more than doubles the odds of feeling burnt out, feeling unable to advance as well as others, and considering leaving the company for a different work culture.
Additionally, while many Latinas remain highly committed to work and community, they do not feel they have the flexibility they need to balance their diverse commitments.
Six in ten Latinas feel pressure towards both family obligations and to succeed at work. According to Lean In, Latinas reported being less able to work remotely, set their own hours, step away from work, or take family time off compared to women overall.
As written by Nathalie Darras in Hispanic Executive, motherhood and professional work are often seen by many Latinas as two divergent paths, a dichotomy that need not exist, but results from the lack of support to balance out life.
Four Self-Empowering Actions for Latina Leaders
With the force that the Latinx population represent in the U.S. economy, it’s inevitable that Latinx leaders will change the composition of leadership, but changing the character depends upon authenticity.
Each Latina leader who brings her whole self to the workplace is going to help drive that change, because it’s people who hold the power to change culture and call organizations to a greater collective accountability.
1) Carve a self-directed career path.
Muñoz-Isme recommends that Latinas embrace a self-directed career path and take initiative in their own goals and advancement wherever possible, leveraging cultural assets.
Latinas can own their relational strengths in finding mentors and sponsors, seeking out allies, and putting your name in for opportunities. Being self-directed also means advocating for yourself, despite cultural resistance around self-promotion, leveraging existing networks of support and building new ones, as well as defining your terms of success.
It’s also important to discern your capacity to thrive in different environments, because not all work cultures are cultivated equally.
As Johanna Diaz, Global Head of Alternatives Product Strategy at Goldman Sachs, recently told us, “In facing challenges or change, I always go back to the questions: Am I in the right place? Am I surrounded by the right people? Am I learning? Am I growing?”
2) Be aware of and leverage cultural scripts and drivers.
For many Latinas, internalized cultural drivers shape behavior and decisions, often in ways that go against the grain of what is being rewarded in corporate culture. Some of these drivers are:
- familismo: the importance of close and extended family relationships as guiding parameter for decision-making
- marianismo: gender beliefs in which women are expected to be selfless, self-sacrificing, and nurturing
- personalismo: creating personal and meaningful relationships
- colectivismo: the importance of belonging to a group and recognizing the needs of that group
- respeto: respect granted to others because of formal authority, age, or social power, without questioning
- simpatía: promoting pleasant interactions and positive relationships, while avoiding conflict and disharmony
Embracing culturally relevant leadership means becoming aware of how these drivers influence you, as well as how they can be leveraged as assets within your leadership.
For example, Latinas must challenge the inhibiting influence of respeto and marianismo when it comes to sharing their voices and perspectives. Equally, they can leverage personalismo and colectivismo in building influence through collaboration and strong relationships.
Leveraging the strengths of cultural scripts can help Latina leaders to foster cultural pride, leadership skills, and empowerment.
3) Stay authentic.
Many Latinas have reported checking aspects of self at the door in order to fit into corporate cultural norms. But as the composition of the workforce and leadership changes, slowly and inevitably, so will culture. People ultimately create and influence culture.
While it requires courage and true resilience for Latinas to move in authenticity within a corporate context designed on different values, nothing will compromise your vitality and wellbeing more than contorting your authentic self while trying to fit in.
True belonging hinges on authenticity. It’s important that Latinas let themselves be felt in the workplace and in leadership, so that eventually, the corporate environment responds.
4) Leverage cultural wealth.
Latinas can flip the narrative by owning their cultural wealth: “an array of knowledge, skills, strengths and experiences that are learned and shared by people of color and marginalized groups; the values and behaviors that are nurtured through culture work together to create a way of knowing and being.”
Six forms of community cultural wealth, outlined by Dr. Tara J. Yosso, that Latinas can leverage in leadership include:
- aspirational: the ability to sustain and work towards a vision for the future amidst both real and perceived barriers
- navigational: the ability to maneuver through systems and contexts not historically designed to support you
- social: the ability to leverage community resource and connections in building a network of support
- linguistic: the sum intellectual, social and communication skills obtained through multicultural history, bilingual or multilingual capacity, and experiences
- familial: the cultural knowledge and nuance obtained from family and community experiences
- resistant: the cultural legacy of challenging inequalities and the status quo, and ability to resist stereotypes
Despite structural barriers, cultural bias, and underrepresentation, Latinas are ready to lead and are leading.
By embracing cultural strengths, carving self-directed paths, and showing up authentically. The future of leadership will be shaped not just by who gets a seat at the table, but by how leaders redefine the table itself. Latinas have the vision and the voice to lead in ways that are authentic, inclusive, and transformative.
It is no longer a question of if Latinas will lead, but when. And with every step upward, they expand the definition of leadership for everyone.
By: Aimee Hansen. Alongside years of writing on leadership, Aimee Hansen is the founder of Storyteller Within and leads the Journey Into Sacred Expression women’s retreat on Lake Atitlan, Guatemala. Follow her at thestorytellerwithin.com, on instagram, and via Linked In.
Words of Wisdom from Women in Leadership 2025 (Part 1)
PeopleWords of Wisdom 2025 brings their insights together in this first installment, with Part 2 coming in future weeks. As we reflect on their stories, we will also explore how coaching can help leaders deepen these practices and accelerate their development. We are grateful for the candor and generosity each woman offered. Their voices continue to illuminate what intentional, authentic leadership looks like and the possibilities that open when we stay curious and committed to our own evolution.
On why networking matters
“In each stage of my career I’ve heeded the advice to build my personal board. It’s thinking about who are the five or six people to go to for very critical decisions? Why are they on your board? Why do they keep a seat on your board, or do you rotate them? They can be a mix of mentors, sponsors, or just people whose opinions you trust.”
Alexandra Wilson-Elizondo: Partner, Co-Chief Investment Officer of Multi-Asset Solutions (MAS), Goldman Sachs Asset Management
On leadership styles evolving
“As I moved higher in my career, I recognized the value of awareness and empathy, understanding different perspectives, styles, and what motivates the current workforce as it’s different from when I was a young professional.”
Today, her leadership prioritizes open communication and constructive feedback. “I have been focused on rebalancing my ‘get things done’ upbringing with understanding how people receive and digest information, and how they can grow.”
Daniela Shapiro: Senior Managing Director, HASI
On embracing change
“I’m not someone who loves change,” confesses Burger. “But one of the best pieces of advice I got—and now share—is to push yourself out of your comfort zone. Challenges can be scary because inevitably they involve change, but it leads to growth. It’s about taking calculated risks and being okay with change when you know it can lead to something better.”
Julie Burger: Co-Head of Public Finance, Wells Fargo
On finding strength in uniqueness through executive coaching
“I focused on how I could be more structured, more powerful, more impactful—so that my French accent became a strength. The firm provided me with a coach who helped me work on my communication and presentation style, which really made a difference. I also found having an external perspective, someone who listens and helps you understand how others hear you, to be invaluable.”
Pamela Codo-Lotti: Partner, Global Chief Operating Officer of Shareholder Activism Defense, Goldman Sachs
On the value of EQ in navigating client relationships
“Working with clients across industries and influencing multiple stakeholders requires emotional intelligence. Every corporation has a different culture, every CFO has a different way they like to be engaged. Understanding that and adapting your approach is critical.”
Alex Douklias: Vice Chair, Corporate Banking, Wells Fargo Corporate & Investment Banking
On building teams with diverse viewpoints and approaches
Marsland recalls a former manager who exclusively hired people with identical approaches. “You end up with a team that lacks diversity in thinking. I don’t think that’s great for business.”
“I want different perspectives, different strengths. One person might be great at presentations; another might excel in negotiations. As long as the job gets done, I don’t need everyone to work the same way.”
Jennifer Marsland: Head of Sales, North America, World Travel Protection
On not losing sight of the bigger picture
“It’s important to remember that your career and your job are two different things. Whether you are happy in your current job or not, you always want to think about your broader career trajectory outside of the present position…Keep up with LinkedIn and go to networking events. Don’t get so heads-down focused on being successful in your current job that you don’t also build connections outside in industry and peer groups.”
Christine McIntyre: Chief Financial Officer, Raftelis
On the impact of a coaching mindset
“My training as a coach has impacted me in foundational ways. That includes not letting fear drive decision making, because in coaching you learn how to look at the worst-case scenario and explore questions like, ‘how bad can it really be? What if that happens? What can you do about it?’ That mindset has impacted my ability to adapt and flex and pivot.”
Natalie Runyon: Content Strategist for ESG, Human Rights Crimes and AI in Courts, Thomson Reuters
On navigating a crossroads when confidence falters
“Firstly, ask this. What was the best moment in the last 12 to 24 months of your life? Often we are so focused on the summit, we don’t look back to see how much ground we’ve covered. So I ask people to find the best moment – personal and professional – and double-click into that moment to ask what you did to make that moment a reality. It did not happen by luck or chance. It was your strengths and talents that made it happen.”
Lisa Sun, Gravitas Founder & CEO & Best-Selling Author
How Coaching Can Accelerate This Wisdom
What ties all these insights together is the active work of becoming. Growth requires intention, perspective, and the willingness to look honestly at how we show up. That is where executive coaching becomes a powerful accelerator. Research consistently shows that coaching strengthens emotional intelligence, improves decision-making, and helps leaders translate insight into sustained behavioral change.
A coach helps you do exactly what these leaders describe: examine how you communicate, challenge unhelpful assumptions, reconnect with your strengths, and navigate uncertainty with more confidence. Coaching provides the structured space that busy professionals rarely give themselves, especially at this time of year, when reflection and recalibration naturally come into focus.
As we close out 2025 and prepare to step into 2026, consider how you want to lead in the year ahead. If this collection sparked recognition or reminded you of the leader you aim to be, take it as an invitation to act. Seek out an executive coach who can help you deepen these practices, expand your impact, and enter the new year with clarity, purpose, and intention.
Book your session today and start 2026 with intentional growth.
Op-Ed: What Muay Thai Teaches About Leadership and Resilience
Career Advice, Career Tip of the Week!Here are eight lessons I learnt from studying Muay Thai that apply to business.
1. Be conscious of your body language
Shattered after a gruelling few months running a financial technology software company, I decided to take a short break to train in Thailand. On the first morning, I was sitting on the side of the boxing ring at 7 a.m. at Rawai Muay Thai waiting for my class to start, stressing about next week’s meeting with my co-founders, which promised to be unpleasant.
The sun had already reached 38 degrees and I was the first student in the gym. One of the trainers was walking past when he abruptly stopped. He looked at me and said, “Better go home.” Taken aback, I challenged, “Why?” Putting his hands on my shoulders, he pushed me bolt upright, took my hands out of my lap where they were knotted together and lifted my chin. “Your body tells me, you can’t fight” he replied. “It looks small and weak. Think strong and you will be. If you can’t do that, better go to the beach.”
2. You must be resilient
Muay Thai training is gruelling. Not just the because of the physical aspects but mentally you have to be prepared. All Muay Thai trainers will tell you they can teach a student to have a perfect roundhouse kick, an incredible knee strike, but not courage or “heart”. You have to want to win and believe you can. Fighters that do not have heart may win the first or even the third round, but they are not going to last the distance. You can be smaller than your opponent but your spirit is everything. In fact it’s one with real physical consequences. Fighters lose eyes, suffer head injuries.
No matter how difficult a situation is at work, there are not going to be any physical dangers. No-one is going to knock you out. Turn up to your career like you would a Muay Thai fighter, with heart. If you can’t then perhaps question whether the career you have chosen to succeed in is right for you.
3. There are no short cuts. You have to prepare. You have to practice
Practice, practice, practice. How Muay Thai fighters physiologically approach every session, every exercise – in fact, everything they do – impacts their ability to perform technical skills under stress. They are keyed into what motivates them and drives them forward. Being fully prepared alleviates stress. If you know you have done your best, and have sought feedback from your colleagues and mentors, then there is every reason to believe you are going to succeed.
4. Walk away when you need to
Muay Thai fighters do not win by themselves. Boxing is a team sport and the best trainers love to share their knowledge. They want you to succeed and be the best version of yourself. You need to put the work in and show commitment. Learning Muay Thai is a two-way street, you can’t show up expecting to learn without putting in the effort. If you find yourself at a Muay Thai gym where the trainers are pushing you hard for private classes or on their mobile phones during sessions, walk away. Instantly. You are wasting your time. If you have co-founders who do not share your values, who shirk responsibilities and lie, cut a deal and move on. Muay Thai demands you make decisive decisions fast.
5. Control your emotions
Before entering a ring, Muay Thai fighters still their minds. They are calm. Think about how you would picture the gaze of a Monk, emerging from a mediative state. Envisage how peaceful and free of worry his eyes are. In Thailand, I had the honour of removing Kru Wah’s Mongkhon – a headpiece worn by Thai boxers while performing the pre-fight performance dance. Traditionally, these headpieces are still blessed by a monk and believed to possess special powers to protect and bring good luck to their wearer.
When saying positive words for the battle ahead, I was struck by Kru Wah’s relaxed demeanour. It was as if he had already won and was getting ready for bed after a good meal. Kru Wah’s fight was beautiful to watch. He executed each strike fast and effectively whilst maintaining his prima ballerina assoluta sense of balance. He was precise and exact regardless of the pressure being applied by his opponent.
When making a point or in tense situations, remain calm and take time to observe the body language and micro expressions of the people around you. That way you can better adjust to your audiences’ comments and insights. Have faith in the meeting strategy you have worked on with your colleagues and mentors and you’ll be sure to win the day.
6. Be grateful and give back
Mongkunpet was a young girl when I first met her in 2016. She had already fought 30 amateur boxing matches. At that time she was around 30 kilos. An exceptional athlete, Monkunpet has gone on to win national championship belts. During a fight in Phuket, she badly hurt her foot, breaking several toes. Somehow, she fought through the pain and won the match. The next day she limped into the training arena; formally bowed to each of the 12 teachers in gratitude, and limped out again. If a young girl can do this to thank her teachers, we should be able to find time to show appreciation to the mentors and teachers who selfishly helped us achieve goals. We should make a commitment to have mentees ourselves.
7. Choose a strategy that works for you
Once a Muay Thai boxer has successfully won a number of fights, their trainer will decide which fighting style best suits the student’s temperament. For example, Muay Femur fighters are best known for their high fight I.Q., patience and the ability to move between various styles of execution as needed. They are phenomenal at counterattacks. In contrast, a Muay Mat fighting style involves adopting a forward-moving aggressive approach and deploying explosive punching combinations to ultimately knockout their opponents.
Similarly, in business, you need to think about which competitive strategy works best for you. Are you a deeper thinker who prefers not to rush in, or more on the front foot when it comes to pushing forward your narrative… or neither of the two? Give thought to the type of company culture where you can excel wherever you are on your career journey.
8. Focus
You have to be 100 per cent present in Muay Thai training. It is not like a spin class where you can ponder over your lunch choices. When you have a hectic lifestyle, pressures at work or with juggling family commitments can accumulate and cause stress. Just training a couple of hours a week will make a difference. Because your mind will be at rest from thinking about other people or situations. Learning to focus completely is a terrific way of giving your mind a break.
Sally Clarke at her Muay Thai training gym
By: Sally J Clarke is a senior leader in the technology and art sectors. She has received prestigious awards and been invited to contribute to industry initiatives such as: Amazon Web Services Female Founders, (2022/2023), the La Salle College of the Arts Incubator Fund Award (2014), British Tech Advisory and the SunGard (now FIS) CEO Award. Sally frequently share insights on leadership, innovation, and the power of creativity. Her debut novel Ringside Gamble is available on Amazon and all good book stores.
Deborah Overdeput: Chief Operating Officer, Innovative Systems (FinScan, Enlighten, PostLocate)
People, Voices of ExperienceThat moment of independence was not just a career milestone, but a shift in how she saw herself as a leader: someone who thrives on curiosity, creates clarity where there is none, and knows when it is time to pivot.
From Rocket Science to Market Growth
Overdeput began her career as a rocket scientist, trained in space station computing and fault-tolerant systems. Yet, when she relocated to Belgium for an engineering role at Swift, she felt restless. “I realized I really liked talking about what we were doing rather than actually building it. Once I got bit by that bug, I knew I had to transition into marketing.”
With no formal background in marketing, Overdeput made a bold decision: she would become a Chief Marketing Officer in technology. That goal guided every step she took, from mastering the fast-changing dynamics of marketing to taking lateral moves and pushing herself into stretch roles that expanded her skills and influence. At SunGard, her determination paid off as she advanced from marketing a single product line to overseeing more than 40. Later, at Sapient, she led the repositioning of a 250-million-dollar business unit and helped drive it to more than 500 million dollars in under five years.
What she took away from those years was simple: strategy only works if it is rooted in reality. “If you do not understand how products work, how teams operate, and what customers actually need, it is hard to make the right choices. I have always believed strong leadership starts with really knowing what is happening on the ground.”
Creating Clarity in Uncertain Times
Overdeput believes leadership matters most when circumstances are ambiguous. “You do not need leadership when everything is well defined. You need leadership when the path is unclear and the pressure is high. My role has always been to take that uncertainty, translate it into strategy, and help others see the way forward.”
That principle carries into her role today as COO at Innovative Systems, where she leads global product management, marketing, operations, and human resources. “My focus is on enabling human potential by aligning talent, strategy, and resources so that even in shifting markets, our people can do their best work and deliver meaningful impact for our clients.”
Innovative Systems is also known for building long-term relationships with clients, some spanning decades. Overdeput emphasizes that trust is both a differentiator and a responsibility. “Our clients count on us not just for technology, but for partnership. Delivering on that promise, year after year, is what keeps us relevant and resilient in a shifting compliance landscape.”
Lessons in Confidence and Voice
Before her COO role at Innovative Systems, Overdeput built a successful consultancy as a fractional Chief Marketing Officer. Working with a range of technology and financial services clients, she discovered a new level of confidence in her own capabilities. The experience affirmed her expertise and sharpened her ability to deliver high-impact results across different businesses and industries.
She also discovered her voice had changed. “Earlier in my career, as a woman inside large companies, I often found my ideas ignored until repeated by a man. Over time, I learned to strengthen my voice, to claim my authority. Today, people stop and listen not just because of my title, but because they know I speak with conviction and experience.”
That conviction shapes her leadership style today. “I try to listen more and advocate for voices within the company. Leadership is not about being the loudest person in the room. It is about making sure the right voices are heard.”
The Power of Networks and Mentorship
For Overdeput, networks and mentorship are essential leadership tools. She has mentored University of New Hampshire students since 2009, often those with math or computer science backgrounds like her own. “I tell them, start early. Build your network, get on LinkedIn, connect with your peers. Those relationships are career changing.”
Mentorship, she says, has shaped her as much as her mentees. “Working with students helps me see how the next generation thinks, what motivates them, and how they want to grow. That perspective is essential for any leader who wants to build teams that are not only high-performing today but also ready for tomorrow.”
It is also what inspired her latest project: Walk Away, a book she is co-authoring with Sally Clarke. “The book brings together stories of women who reached pivotal moments and chose to leave situations that no longer aligned with their values or ambitions. Hearing these stories has been like sitting with different mentors. Each one has helped me rethink the situations I face in my own career and the challenges my mentees bring to me. One of the women said, ‘Walking away was the boldest form of leadership I have ever practiced.’ That stayed with me, because leadership is often about knowing when to stay the course, and when the braver choice is to step into something new.”
Building Teams Through Talent
For Overdeput, the heart of leadership lies in building strong teams. “High-performing teams are not built by accident; they come from spotting potential others might overlook and giving people the chance to prove themselves. One of my best hires did not meet the checklist on paper, but I knew she had what it would take. She went on to become a star. As Steve Jobs once said, it does not make sense to hire smart people and then tell them what to do. My role is to create the conditions for their talent to shine.”
Her approach is less about rigid processes and more about creating conditions for people to thrive. Weekly check-ins, open conversations, and celebrating wins keep teams connected and aligned to a bigger purpose. “One of the most rewarding experiences is when a team pulls together to deliver something bigger than any one individual could achieve. I make it a point to celebrate those moments, because they remind me that leadership is not about one person’s actions, but about creating the environment where everyone’s contributions matter.”
Leading With Intuition and Humanity
Her leadership philosophy is also shaped by yoga and meditation, which she has practiced for more than 30 years. “Yoga taught me how to breathe through stress and build core strength, not only physically but also in the way I show up as a leader. Meditation taught me to quiet the noise, to see the world beyond my own ego, and to stay present for others. Together, they remind me it is not about me, it is about enabling others. Maya Angelou captured it best: people will forget what you said and what you did, but they will never forget how you made them feel. That truth stays with me, because I have seen it reflected back in the people I have supported, watching their success become part of my own impact.”
And from her mother, she learned the value of having a cheerleader in your corner. “She showed me that sometimes what you need most is someone who believes in you, no matter the obstacles. That is the kind of leader I try to be for others.”
Looking Ahead
Asked what drives her today, Overdeput points to impact. “I want to look back and know I left a stamp, that I built teams, grew businesses, and created opportunities for others to succeed. For me, leadership is about enabling human potential in ways that last, so the people and organizations I have touched continue to thrive long after I have moved on.”
That philosophy ties her trajectory from rocket science to COO together. As she puts it: “Great leadership means building great products, growing great people, and creating clarity in a complex world.”
From Anxiety to Impact: Rethinking Networking
Career Advice, Career Tip of the Week!Start with Shared Ground
The easiest way to overcome networking anxiety is to say YES. If you’re invited to an event with a networking component, you already have something in common with everyone in the room—you all chose to be there. That shared context is a natural starting point.
Simple openers like “What brought you here today?” or “How are you connected to this event?” instantly create a bridge. From there, you can move into the basics—asking what someone does, where they went to school, or how they became involved in the topic at hand. It doesn’t take long to uncover people you know in common, whether separated by one degree or six. That realization alone is often enough to establish connection.
Build Relationships Not Transactions
At work, your “natural” network already exists—the colleagues you speak with regularly to get your job done. But true networking requires more than functional interactions. Instead of viewing these conversations as purely transactional, approach them as opportunities to build relationships.
Why does this matter?
This kind of relational networking creates allies, not just contacts.
Expand into Adjacent Circles
Beyond your immediate circle lies your “adjacent network”—people in roles that intersect with, but are not identical to, yours. Building these connections offers two benefits:
1. It creates opportunities for collaboration and innovation.
2. It expands your sphere of influence within the organization.
Networking across these adjacent circles ensures that you’re not siloed. It positions you as someone who sees beyond your lane and values cross-functional insight.
Seek Inspiration and Learning
Finally, there is the “outer ring” of networking: people who inspire you, challenge your thinking, or offer perspectives you want to learn from. These individuals may not be immediately accessible, but reaching out to them can be transformative. Over time, relationships that begin with admiration can evolve into mentorship—and, for some, sponsorship.
The Accidental Network
I often describe my own network as “accidental.” In reality, it was strategically built without me realizing it. I wasn’t focused on collecting contacts. Instead, I was focused on impact. Building connections allowed me to expand my influence, which in turn created greater impact. The cycle fed itself: impact → influence → more impact.
Looking back, what seemed like casual conversations were actually the foundation of a powerful
network.
From Anxiety to Excitement
Instead of approaching networking with dread, approach it with curiosity. Who might you meet? What might you learn? What connection might spark unexpectedly?
The truth is simple: we all bring something to the table. Networking isn’t about rehearsed elevator pitches or forced interactions. It’s about shared ground, genuine curiosity, and the relationships that form when we take the time to connect.
So the next time networking makes you anxious, reframe it. Get excited about the possibilities—because you never know where one conversation might take you.
By: Tracy Castle-Newman, Founder of TCN Advisors, empowering businesses and individuals to achieve their full potentional through consulting, coaching and public speaking engagements. With 35 years in Financial Services, spending over 28 at Morgan Stanley, she has built and led businesses that drove revenue growth, operational efficiency, and strategic innovation. Recognizing that talent is your most valuable asset, Tracy dedicated much of her career mentoring and developing the next generation of leaders, with an intentional focus on women. She is known for building like-minded communities and built the most successful community for female portfolio managers on Wall Street.
Tracy also coaches with the Evolved People team (owner of the theglasshammer). If you wish to work with her, speak with Nicki Gilmour here.
(Guest Contribution: The opinions and views of guest contributions are not necessarily those of theglasshammer.com)
Op-Ed: From Imposter to Expert – My Five Steps To Finally Gaining Confidence as a Leader
Career Advice, Career Tip of the Week!For some, those feelings subside as you gradually gain confidence through experience. But for others, it can incessantly linger with no end in sight, clouding every accomplishment.
I was at a VC event in Miami while building my second start-up. The event was held in a club, and due to the VC’s pedigree, most attendees were male. The firm hosting the event hired models to walk around as eye candy to make the event feel “cooler” to the male founders.
I know this may seem hard to believe, but this was only three years ago, in 2022. I acted like I was supposed to be there, even though I didn’t feel like I was.
My inner CEO was trying to crawl into the corner and wait for the perfect time to exit, but she has goals to achieve and won’t reach them by sitting in the corner and leaving early.
Understanding Imposter Syndrome
Imposter syndrome is when we feel anxious and can’t experience success internally, despite being high performing in objective ways. This condition often results in people feeling like “a fraud” or “a phony” and doubting their abilities. With imposter syndrome, inadequacy and competence are symbiotic. You attribute external success to things like circumstance or luck.
Limiting beliefs are intertwined with self-worth. Our programming is a culmination of things that have happened. When you haven’t done the work to understand the stories you’re telling yourself, you will operate daily from their subconscious, the 95% below the surface that we don’t see. (Picture the iceberg)
Five Steps to Increase Confidence
It can be frustrating to watch others take bold leaps of faith while you feel stuck on the sidelines, second-guessing every move. But contrary to popular belief, confidence is not something everyone is just born with, but a skill that you can build up with time. Here are five steps to start building that muscle:
Step 1: Pattern Recognition – The first step is recognizing patterns, loops, or mud that you find yourself often walking through. Create a note in your phone titled “Stories vs. Facts.” Whenever you catch yourself in a moment feeling stuck, pause and ask yourself: What Story am I Telling Myself Right Now?
Step 2: Future Casting – Close your eyes and picture that perfect day, and say it out loud as if it’s actually happening now. Sometimes it helps to picture the person you want to emulate in your life. Study them. Use them as your source of inspiration.
Step 3: Fact-finding – Look at the stories you’ve been telling yourself. It’s time to combat the stories with the facts. Think of the concrete examples that balance out your story. Acknowledge black-and-white thinking and add some gray to the mix.
Step 4: Reframe & Action Plan – Reframing is a powerful tool that examines a situation, thought, or feeling from a different perspective. In changing the framing, we change its meaning. Now that you have the facts, you can reframe your situation and add an action plan.
Step 5: Repetition Increasing – Confidence takes time and practice. You can’t expect to start playing the game of life at an expert level immediately, but these five steps will give you the practice you need to master the skills that will get you to where you want to go.
Taking Control of Your Career
In my first job out of college, my boss sat me down and told me a harsh fact: no one is ever going to look out for my career; that’s my job. “My work will speak for itself,” or that “If I just work harder, they will notice me.” That’s BS. No one can read your mind, and no one can see all the work you are doing.
I created a tool called “Managing Up Mondays,” where I send an email every Monday to the people who are in charge of my fate within my company or career. The format is simple:
Hey [Manager]! I wanted to start a weekly “what’s on my plate” email to help with three things. 1. Give line of sight into my priorities. 2. Get ahead of misalignment/strategy shifts. 3. Share any roadblocks or answers I may need from you to move faster. I also wanted to highlight a few wins from the week prior.
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When you take your career into your own hands, you will notice how much “luckier” you become. Fake feelings can lead to actual feelings. Fake confidence can lead to real confidence. Just don’t fake knowledge, experience, and connections. Those are for you to collect along the way.
Adapted from “Toxic Grit” by Amanda Goetz
By: Amanda Goetz is a 2x founder, 5x chief marketing officer, and was a single mom to three small children before finding love again. She spent two decades building and growing consumer-facing brands before shifting to writing, teaching, and coaching ambitious working parents on how to balance success and life. She graduated summa cum laude from the University of Illinois and, after hustling the streets of New York City for over a decade, is now testing out every sunscreen in the world on her children in Miami. And this October she released her first book, Toxic Grit.
(Guest Contribution: The opinions and views of guest contributions are not necessarily those of theglasshammer.com)
Nicole Young: Head of CRE Portfolio Management, Wells Fargo
People, Voices of ExperienceYoung is a leader whose passion lies in transformation: unlocking potential in people, teams, and entire organizations. She shares how this mindset has guided her career, from CMBS to consumer lending and back to commercial real estate, where she now leads Wells Fargo’s portfolio management organization.
Building from the Ground Up
With nearly thirty years in commercial real estate at Wells Fargo, Young has navigated multiple facets of the business, from underwriting and origination to credit approval and even workouts during the Global Financial Crisis. Each role sharpened her expertise and resilience, but more importantly, it revealed her talent for building and shaping something from the ground up.
“I was fortunate to be asked to start from scratch and lead our small loan CMBS (Commercial-Backed Mortgage Securities) program, which focused on loans between 1 million and 15 million,” she recalls. “I started the group, structured how it would work, hired the people, developed the process. That was really fulfilling…it’s where I got the taste for building something from the ground up.”
After fifteen years in CMBS, Young made a pivotal decision to move to Wells Fargo’s consumer side, leading underwriting for the home lending group. The transition required scaling her leadership from 20 people to more than 1,700 while transforming the organization to be more efficient and effective. “That was a steep learning curve,” she says. “I had to really learn to lead with data… and understand how standardized processes are critical to making an organization of that size run efficiently and effectively.”
When Kara McShane, Head of Commercial Real Estate, asked her to return five years later to take on a role that demanded both large-scale leadership and efficiency shaped from the start, the decision was an easy one.
“I had always admired Kara’s leadership and knew I would love to work for her. When she contacted me about coming back to CRE, I was thrilled.” She continues, “Wells Fargo had recently consolidated its commercial real estate lines of business, but no one was managing the portfolio as a whole and making sure those businesses were acting and making decisions as one. There was a huge opportunity to create efficiencies through standardization, and I got to build the new Portfolio Management organization from the ground up.”
Today, Young’s group of nearly 400 professionals oversees capital strategy, underwriting, closing, and portfolio management, bringing consistency, efficiency, and risk mitigation across the organization.
“Kara’s vision of bringing those groups together and leading them as one unit has really paid off given that we are rated the #1 Global Real Estate Bond Bookrunner, #1 CMBS, #1 Bank Agency lender, #1 Construction lender, and #1 in Loan Syndications.”
Learning to Lead at Scale
As Young progressed into senior leadership, she quickly realized that success required developing new skills, most notably, learning how to lead at scale and communicate effectively across large, complex organizations. When she transitioned to leading a team of 1,700, she remembers her boss giving her valuable advice that fundamentally shifted her mindset.
“He said, ‘I need you to lead the people, not the work’…it really shifted me from feeling like I needed to be the subject matter expert to recognizing that I’m here to lead the people. They can be the subject matter experts. My job is to guide them, give them the vision, and make sure the organization is moving in the right direction.”
Young notes that another key part of leading at scale is mastering communication in many directions: down to the team, out to the organization, and up to executive leadership.
“With my team that means ensuring they understand the vision, are aligned around the priorities and the mission, and are inspired to do their best work to deliver for our clients. To do that, I spend a lot of time with the team individually and in groups.”
In communicating up and out to executives, regulators, and the board, Young explains, “It’s about taking the complex and making it simple, understanding your audience, and tailoring your message with the right level of detail.” For Young, effective leadership at scale depends on both connecting with her team and translating that insight for the broader organization.
Authenticity and Grit
Young’s experience learning to lead at scale also reinforced a few key traits that have consistently supported her success. Young attributes much of her leadership growth to a willingness to embrace new challenges and learn continuously. “I’ve taken on different roles throughout my career where I didn’t necessarily have deep expertise,” she says, “but I was always willing to dig in and figure it out. That willingness to learn and to tackle hard challenges is important.”
Young also points to authenticity as foundational to her approach. “I don’t put on a façade…I’m direct and frank, which some people like and some may not, but this is the real me. I lead my team that way, and I try to always be honest and transparent.” That straightforward approach, combined with high expectations, has helped her bring out the best in the people she leads. “One of the things I’m most proud of is the team I build and what I can help them achieve.”
Finally, grit and drive are an important part of the mix. “You can’t underestimate the power of hard work,” she notes. “It has served me well throughout my career.”
Believing in Others as They Believed in Her
While Young’s drive, authenticity, and willingness to take on challenges were essential building blocks to her career progression, she is quick to credit the support she received from both Wells Fargo and the people around her. Early on, she balanced career ambitions with family responsibilities, working part-time as a young mother while continuing to excel in her role.
“People saw my potential and believed in me—Wells Fargo believed in me—and were willing to wait until the time was right for me to step into bigger roles…I appreciate that I was given the time and space when I needed it and I try to do the same for my team.”
Now, Young pays that support forward. “When I see someone’s potential, I bring them in, help them develop, and give them a platform to grow. Sometimes that even means helping them move to other parts of the organization where they can expand their skills.”
Bringing Out the Best
The commitment to lifting others up naturally extends into how Young leads her own team. A defining principle of her leadership is written clearly on her whiteboard: What did I do today to make the team better?
“I spend time really trying to figure out what motivates people individually and collectively as at team to bring out the best in them. I give stretch assignments that get them to do more than they think is possible,” she explains. “When they’ve done the work, I make sure they’re the ones presenting it. They deserve the visibility and the access to other leaders.”
That people-first philosophy is both Young’s leadership signature and her source of fulfillment. She finds meaning in seeing her team grow, whether it is employees she once hired fresh out of college who are now thriving across the organization, or former team members who choose to come back and work for her again. “That to me is amazing,” she says. “Seeing people’s success and knowing you had a part in getting them there is truly fulfilling.”
Even after building multiple teams and functions, Young remains motivated by challenge and transformation. “We have a few more years before this group is a completely well-oiled machine… but it’s exciting to see the impact. Ultimately, success isn’t just efficiency—it’s the growth and fulfillment of the people I lead.”
By Jessica Robaire
Op-Ed: Small Moves, Big Life – How to Reclaim Energy and Beat Perfectionism
Career Advice, Career Tip of the Week!It’s not just a mindset – it’s a tax on your time, nergy, and cognitive capacity. It chips away at your ability to delegate, pause, and make clear, strategic decisions. It steals presence and sustainability, replacing them with exhaustion and self-doubt. Burnout runs rampant. Morning Consult even found that half of employed women say they are feeling burnout at work, with younger women most likely to report burnout.
The good news? You don’t need to overhaul your entire life to reclaim clarity and power. You just need to interrupt the pattern. Let’s step out of performance mode and stop chasing balance – instead, let’s move into momentum and into a rhythm that actually supports your leadership.
If you’re a woman in leadership, you’ve likely internalized the need to be both exceptional and approachable, competent and warm, relentless and easy to work with. I’ve lived this pressure myself. When these double standards conflict, perfectionism often becomes the strategy to hold it all together. But it’s a brittle kind of control. Perfectionism doesn’t make you better; it makes you smaller. It narrows your focus to what’s missing or wrong, keeping your nervous system in a state of low-level threat. You don’t need to stop striving. But you do need to create space to lead from your whole self – not just the over-functioning version of you.
Micro-Movement and Breathwork as Cognitive Performance Tools
Your body is your most underutilized leadership asset. Movement and breath aren’t just about fitness – they’re regulation tools that directly impact how you think, lead, and recover.
Even short bursts of movement can sharpen your mind, creating real, impactful change. Physical exercise helps all sorts of issues, including anxiety, depression, and low self-esteem. It can also improve memory, focus, and cognitive flexibility. Breathwork does the same. Short, daily breath practices reduce stress and enhance our moods – and anyone can do it! That’s not about mindfulness as a buzzword; it’s about giving your brain a reset switch.
This isn’t about squeezing in one more thing. It’s about strategic interruption. Small, intentional pauses that pull you out of survival mode and back into presence.
Three Daily Small Moves for Energy and Follow-Through
You don’t need a total lifestyle change. You need easy ways to show up with full energy. You need consistent rituals that ground and energize you, not exhaust you. These three practices are simple, evidence-based, and designed to support you in even the most demanding roles.
1. Start with Breath Before Screens
Give yourself five minutes before opening your inbox, calendar, or Slack. Try box breathing (4-4-4-4) or even just slow, nose-only breathing with your feet on the floor. It’s not about finding peace; it’s about claiming presence. This short ritual sets your brain up for clearer decisions all day long.
2. Use Movement as a Reset, Not a Workout
Instead of planning hour-long gym sessions, insert movement in between meetings, emails, and strategy sessions. Focus on mini workouts – small bites, not the whole pie! A few pliés at your standing desk. Spinal twists before a call. Even a 10-minute walk boosts energy and clarity. You can improve your mood and reduce fatigue without disrupting productivity or even leaving your desk.
3. End the Day with Recovery Rituals
Leadership requires recovery, and a big part of letting our brains and bodies recover is getting quality sleep. Even 10 minutes of downshifting like gentle stretching, breathwork, or a hot bath before bed helps close the stress loop and tell your body it’s safe to rest. Shutting off those screens can’t hurt either! High performance doesn’t come from doing more. It comes from knowing when to pause.
You’ve likely spent years mastering how to be productive. What you may not have practiced is how to feel well while doing it. Instead of pushing harder and harder, try staying connected to your body, your breath, your values, and your energy. Small moves in your day-to-day rhythm can unlock bigger changes than any new planner, time-blocking app, or performance metric ever could. It starts with 30 minutes throughout your day.
By: Andrea Leigh Rogers, celebrity trainer, entrepreneur, and founder of the global fitness brand Xtend Barre. In her new book, Small Moves, Big Life: 7 Daily Practices to Supercharge Your Energy, Productivity, and Happiness (in Just Minutes a Day) (BenBella Books // October 7 2025)
(Guest Contribution: The opinions and views of guest contributions are not necessarily those of theglasshammer.com)
Angela Cruz: Sales Effectiveness Leader, Sales Excellence, Accenture
People, Voices of ExperienceFor Cruz, the work matters, but it is the people, the learning, and the community that make it meaningful. She shares how through every chapter of her journey, authenticity, connection, curiosity, and service are the compass guiding both her growth and her leadership.
From Technical Skills to Personal Alignment
Moving from the Dominican Republic to the United States at fifteen, Cruz faced the dual challenges of learning English and adapting to a new culture, yet she remained optimistic about the possibilities ahead. She started her studies at a community college, the most affordable and accessible option, and explored different paths before settling on electrical engineering. The choice was pragmatic rather than inspired. “It wasn’t a calling,” she reflects. “I wanted to finish college with a career that had a financially stable future, and technical careers were very well paid.”
That practical decision laid the foundation for Cruz’ first professional chapter at AT&T Bell Labs, where she spent 15 years. She describes it as “like what working for Google or Apple is today,” a place defined by PhDs and cutting-edge innovation. “That’s where I grew up professionally,” she says. But just as important, “that’s where I also learned about corporate culture… to get involved in passion projects that contributed to the culture of the team and the company.”
After more than a decade in technical roles, Cruz realized her personality aligned more naturally with business development. Marketing became a bridge into sales, where she discovered the work felt intuitive. “Sales isn’t something you really learn in a university,” she explains. “It was something I evolved to, and it had a lot to do with my personality—my ability to connect people and build relationships, which is the heart of what sales is.”
Cruz’ combination of technical grounding and people-centered skills propelled her into sales leadership across the telecommunications and software platform landscape. Today at Accenture, she brings those same strengths to her role as Sales Effectiveness leader for Sales Excellence.
“I’m in a sales-effectiveness role, helping account teams bring innovative solutions to clients, all anchored on GenAI and Agentic Architecture. To be in a role that is so relevant to what’s business reinvention and transformation– it’s a huge privilege.”
Connection, Adaptability, and Purpose
The qualities that have carried Cruz forward extend well beyond relationship-building; she describes how cultural alignment, adaptability, and purpose also play a defining role.
“I learned at a certain point in my career what my strengths were in terms of cultural alignment. When I transitioned into sales, I worked a lot with Caribbean and Latin America, which is where I come from. Having the dual language and the cultural sensitivity gave me an edge in navigating that transition, which was very motivating for me.”
That shift into sales also coincided with a move from New Jersey to Miami, which tested and reinforced her adaptability. “Flexibility, being open to adjust to different environments, adapting to new circumstances, it’s something I learned very early on, and that trait has helped me along the way as I navigated my career.”
While connection and adaptability opened doors, purpose is the force that sustains Cruz.
“Every company I’ve been at, I’ve always combined my responsibilities with volunteer work both within the company and within the community. That’s what has kept me with a high level of enthusiasm for what I do. I always need to have the two: not just the job, but also the engagement.”
Leaning on Guidance
As much as Cruz’ strengths have contributed to her achievement, so too are the people who believed in her potential. “I’ve always had a personal board of directors. Some people come into your life for a season, for a reason, or for a lifetime. I’ve had all those types of influences.”
Cruz highlights the mentor who gave her a chance when she had no sales experience and sponsored her move to Miami. “I experienced impostor syndrome in the beginning, but his encouragement eased the transition. He’s always been invested in my success and has been there through every career milestone.”
That kind of support has remained important at every stage of her career. When Cruz joined Accenture through an acquisition, she recalls how overwhelming the transition felt. “When you come as a group that was just acquired, you’re completely lost. But I was fortunate to work with people like Alex Tyler, a Managing Director and extraordinary leader who was kind, patient and recognized my value.” Those experiences of being championed are at the heart of why she invests so deeply in others. “I know the power of sponsorship, mentorship, and advocacy. I’ve fully taken advantage of it, and that’s why I feel so strongly about paying it forward!”
Family is also a grounding force. Cruz credits her grandmother, now 101, as a pillar and role model. “She had 13 kids, and now there are about 169 family members over five generations. She’s taught me resilience, strength, faith, and positive mindset. She loves music, she’s witty, light-hearted and full of joy. She’s been a huge influence and my source of inspiration.”
Bring Your Full Self and Build Community
Nearly four decades after making the pivotal decision to study electrical engineering, Cruz was invited to return to her alma mater to deliver the commencement address. Speaking to over 1,800 graduates, many from underrepresented backgrounds, her message was both simple and profound: “Always be proud of who you are, and bring your full self to whatever environment you’re in. It’s what makes you unique, and the world needs you as an individual and what you bring to the table.”
Second, she highlighted the importance of building community. “I’ve moved and started over several times. Managing those transitions successfully is only possible when you make community, when you connect with people, when you find affinity and appreciate differences. The differences are where you learn.”
For Cruz, this same principle applies in business. Networking, she explains, is less about career advancement than about deepening understanding. “That’s where you really learn –when you connect with people in different companies that do different things than you do. It enriches you as a professional and as a person.”
Continuous Learning, Lasting Pride
Even at this stage of her career, Cruz challenges herself to try something new, recognizing that part of her success is a willingness to evolve. “Continuous learning has been a key driver,” she reflects. “I have reinvented myself quite a few times because I’ve always been open, flexible, and curious to learn.”
Her current position at Accenture is a clear example of that mindset in action. “This was a stretch assignment for me. While I had worked in Sales Operations in the past, the scope is much broader here, in fact is called Sales Excellence for a reason, best in class. There was a lot I needed to learn… and I said, yes, I’ll do it.”
Cruz reflects on the impact of that choice. “Fast forward one year, I feel very privileged and successful, because I helped the team achieve the goals the firm established. It fills me with a lot of pride.”
When it comes to her greatest accomplishment, however, Cruz does not look to her career. “I have very strong family values and my kids are a huge source of pride for me. They are grown and very successful professionals – my older son is in cybersecurity at Zendesk, my younger son is a digital content producer with the Miami Heat, and my daughter works for the president of TelevisaUnivision. I raised them as single parent, and to me, that is, besides work or anything else, my biggest accomplishment. They are my anchor and my beacon of light.”
By Jessica Robaire
Latinas in Leadership: Self-Empowerment And a Steep Ascent
Career Advice, Career Tip of the Week!Amidst a disconnect between the growing economic impact of Latinas and their stalled advancement in corporate leadership, we highlight the culturally grounded and self-empowering strategies that Latinas can take to rewrite the narrative that corporate culture is lagging to recast.
Latino GDP in the U.S. Is an Economic Force
The Latino population is a force within the U.S. economy that isn’t slowing down anytime soon. According to the 2025 U.S. Latino GDP Report, Latino economic output in 2023 was $4.1 trillion.
Were it a country, the U.S. Latino GDP would rank as the fifth largest GDP worldwide, growing 2.7 times faster than non-Latino GDP in the U.S.
From 2010 to 2013, Latino real consumption also grew 2.9 times faster than non-Latinos, proving to be a real economic engine.
Latinas are also the fastest growing group of entrepreneurs, starting businesses at six times the rate of other groups.
The Steepest Climb Up the Leadership Ladder
Latina’s face “the steepest climb up the corporate ladder” according to The State of Latinas in Corporate America 2024 report by Lean In, based upon 2019 to 2023 data.
Latinas are the most underrepresented of any group at entry level jobs (5% vs 9% of general population) and have the greatest drops (78%) in representation on the way to the C-Suite.
Only 1% of C-suite executive positions in Corporate America are held by Latinas. The data showed two broken rungs on the pipeline ladder: one is at the initial promotion to manager and the other at promotion to VP.
Despite the barriers, Latinas continue to demonstrate the ambition and talent for leadership. Latinas are more likely (71%) than the average woman (63%) to be interested in becoming leaders and to indicate it’s increasingly important to them.
Professional Neglect: A Retention Issue
In her research among Latina leaders, Dr. Zaibis Muñoz-Isme, of American University, explores aspects of “professional neglect” for Latinas in leadership—a phrase shared in conversation by Dr. Sofia Pertuz, workplace cultural strategist.
Indeed, the Lean In report showed that Latinas do not feel as supported as peers in the corporate world—neither by managers or peers. They are less likely than overall women to report managers ensure they get credit for their work or show interest in their career advancement. And less likely to say that senior colleagues praise their accomplishments or advocate for compensation raises.
Muñoz-Isme also found that Latinas in leadership roles were not as supportive of other junior Latina women as she expected, perhaps due to Queen Bee syndrome. When the culture is not inherently and structurally supportive, it creates strain on those Latina leaders who do manage to break through.
Belonging and Flexibility Matter
Lean In shares that 37% of Latina women report having the “only experience—being the only person of their group identity in a room, compared to 13% of all women. Compared to overall women, these Latina “only’s” are twice as likely to hear insults towards their culture (15% vs 7%), twice as likely to feel they are expected to speak on behalf of their cultural identity (20% vs 9%), and nearly three times as likely to deal with other’s comments on their language skills (21% vs 8%).
Experiencing these micro aggressions more than doubles the odds of feeling burnt out, feeling unable to advance as well as others, and considering leaving the company for a different work culture.
Additionally, while many Latinas remain highly committed to work and community, they do not feel they have the flexibility they need to balance their diverse commitments.
Six in ten Latinas feel pressure towards both family obligations and to succeed at work. According to Lean In, Latinas reported being less able to work remotely, set their own hours, step away from work, or take family time off compared to women overall.
As written by Nathalie Darras in Hispanic Executive, motherhood and professional work are often seen by many Latinas as two divergent paths, a dichotomy that need not exist, but results from the lack of support to balance out life.
Four Self-Empowering Actions for Latina Leaders
With the force that the Latinx population represent in the U.S. economy, it’s inevitable that Latinx leaders will change the composition of leadership, but changing the character depends upon authenticity.
Each Latina leader who brings her whole self to the workplace is going to help drive that change, because it’s people who hold the power to change culture and call organizations to a greater collective accountability.
1) Carve a self-directed career path.
Muñoz-Isme recommends that Latinas embrace a self-directed career path and take initiative in their own goals and advancement wherever possible, leveraging cultural assets.
Latinas can own their relational strengths in finding mentors and sponsors, seeking out allies, and putting your name in for opportunities. Being self-directed also means advocating for yourself, despite cultural resistance around self-promotion, leveraging existing networks of support and building new ones, as well as defining your terms of success.
It’s also important to discern your capacity to thrive in different environments, because not all work cultures are cultivated equally.
As Johanna Diaz, Global Head of Alternatives Product Strategy at Goldman Sachs, recently told us, “In facing challenges or change, I always go back to the questions: Am I in the right place? Am I surrounded by the right people? Am I learning? Am I growing?”
2) Be aware of and leverage cultural scripts and drivers.
For many Latinas, internalized cultural drivers shape behavior and decisions, often in ways that go against the grain of what is being rewarded in corporate culture. Some of these drivers are:
Embracing culturally relevant leadership means becoming aware of how these drivers influence you, as well as how they can be leveraged as assets within your leadership.
For example, Latinas must challenge the inhibiting influence of respeto and marianismo when it comes to sharing their voices and perspectives. Equally, they can leverage personalismo and colectivismo in building influence through collaboration and strong relationships.
Leveraging the strengths of cultural scripts can help Latina leaders to foster cultural pride, leadership skills, and empowerment.
3) Stay authentic.
Many Latinas have reported checking aspects of self at the door in order to fit into corporate cultural norms. But as the composition of the workforce and leadership changes, slowly and inevitably, so will culture. People ultimately create and influence culture.
While it requires courage and true resilience for Latinas to move in authenticity within a corporate context designed on different values, nothing will compromise your vitality and wellbeing more than contorting your authentic self while trying to fit in.
True belonging hinges on authenticity. It’s important that Latinas let themselves be felt in the workplace and in leadership, so that eventually, the corporate environment responds.
4) Leverage cultural wealth.
Latinas can flip the narrative by owning their cultural wealth: “an array of knowledge, skills, strengths and experiences that are learned and shared by people of color and marginalized groups; the values and behaviors that are nurtured through culture work together to create a way of knowing and being.”
Six forms of community cultural wealth, outlined by Dr. Tara J. Yosso, that Latinas can leverage in leadership include:
Despite structural barriers, cultural bias, and underrepresentation, Latinas are ready to lead and are leading.
By embracing cultural strengths, carving self-directed paths, and showing up authentically. The future of leadership will be shaped not just by who gets a seat at the table, but by how leaders redefine the table itself. Latinas have the vision and the voice to lead in ways that are authentic, inclusive, and transformative.
It is no longer a question of if Latinas will lead, but when. And with every step upward, they expand the definition of leadership for everyone.
By: Aimee Hansen. Alongside years of writing on leadership, Aimee Hansen is the founder of Storyteller Within and leads the Journey Into Sacred Expression women’s retreat on Lake Atitlan, Guatemala. Follow her at thestorytellerwithin.com, on instagram, and via Linked In.
Johanna Diaz: Global Head of Alternatives Product Strategy, Goldman Sachs
People, Voices of ExperienceLed as much by her intuition as by the foundational aspirations of her first-generation beginnings, Diaz leverages every opportunity to learn, grow, and lead. She shares how her trajectory reflects not only her resilience but also the support of mentors whose influence continues to inform her leadership.
From the Bronx to Goldman Sachs
Born in the Bronx to parents who immigrated from the Dominican Republic, Diaz understood the value of education from an early age: “being a first-generation American, my parents made it a priority for my siblings and me. We were the first in our family to attend university and enter the business world.”
For Diaz, that focus on education was also a path to financial stability, which led her to pursue accounting — a profession she saw as both practical and reliable. Starting her career first as an intern and then as a CPA at Grant Thornton, Diaz gained both skills and exposure. When she was first introduced to Goldman Sachs as a client of Grant Thornton, the experience left an impression.
“I was blown away by the caliber of the people, the rigor around collaborative teamwork and the focus on delivery.” That exposure opened her eyes to possibilities beyond what Diaz had imagined. When the opportunity came to join Goldman, she took the leap. “That was the first big twist in my career as it redirected my vision from accounting to a whole other world of possibility.”
Over the next two decades, Diaz’ career grew organically across business development, research, and ultimately asset management to be the Global Head of Alternatives Product Strategy, a role that she finds equally rewarding and inspiring.
“The last five years have been so incredible, pivoting to the alternative investing landscape. I’ve had the opportunity to help build a business from scratch and expand the shelf as it relates to our products. The content, as well as being a part of a team that is integral to Goldman Sachs’ growth has been so fulfilling.”
The Influence of Mentors and Executive Coaching
Diaz credits her ability to pivot, take risks, and grow in new roles as being bolstered by the mentors who offered guidance and perspective along the way. An early mentor gave her a piece of advice that still resonates: take stock every few years.
“That conversation was pivotal for me. Even 20 years later, every two to three years, I take a personal moment of deep reflection: Where am I? Have I accomplished what I set out to do? Could there be more? That practice has guided me throughout my entire time at Goldman.”
She sees mentors as a personal “board of directors” — people who know her well and can be honest when she calls on them for guidance, whether about career decisions or balancing family and work. “My mentors played a huge role in helping me navigate my personal journey, including building a family, while building momentum in my career.”
Executive coaching complemented that support, giving Diaz structured feedback and tools to grow. Early programs offered through Goldman helped her refine presentation skills, while later on she focused on refining “leadership and communication skills but in a more nuanced way than I’d ever had before.”
Together, mentorship and coaching have provided Diaz with both a trusted sounding board and a framework for continuous growth, shaping the leader she is today.
Values-Driven Leadership
Beyond the mentors and coaches who helped guide her, Diaz points to a foundation of authenticity and integrity as key to her success.
“First and foremost, it’s important to remain true to yourself,” she says. “All of my values anchor around being a good human and working with high integrity. They guide me through everything I do.”
Fairness is equally central. Diaz strives to create a work environment where people feel valued, connected, and confident that they will be treated justly. “I want to be someone people feel comfortable approaching,” she explains. “They should know I’ll listen and provide support.” Drawing on lessons from leaders she has worked with, Diaz shapes her leadership around trust, relationship-building, and followership.
Hard work and high standards also define her approach. She believes in delivering quality work with reliable outcomes and modeling excellence to inspire her team to do the same. “As a baseline, I expect that not only of myself, but it’s also important to me to set the right example that my team then wants to follow,” she notes.
Embracing Risk
While Diaz’s career has been marked by achievement, it has not been without moments of uncertainty. She recalls these moments as an opportunity to pause and reflect.
“Early on, I faced a decision about whether to continue in research or move toward a more strategic, leadership-focused role. It was uncomfortable because I wasn’t sure I’d excel, but I leaned on my core values and trusted mentors to guide the decision.”
Over time, Diaz has learned to embrace risk thoughtfully, viewing it as an opportunity to challenge herself and explore new possibilities. Her recent transition into asset management illustrates this approach. Encouraged by a mentor to consider another part of the firm, she reflects, “it was through that conversation that I realized that it was time to take a risk. I was super comfortable. I had a lot of security. I had to consider, ‘do I want to push myself a little more?’”
Deciding to “take a risk on herself” and accept the opportunity to become the COO of Goldman’s growth business, Diaz says, “was a big transition. But it pushed me, and it’s been the most pivotal part of my career.”
Legacy of Access and Opportunity
Looking ahead, Diaz is focused on creating opportunities for others to grow, much like she was supported throughout her career. “I hope to provide a platform for the teams I work with, and for the junior professionals I mentor, where they have access, exposure, and opportunity the way I did.”
Reflecting on her own journey, Diaz acknowledges how her first-generation roots are a part of shaping this commitment. “We really have lived the proverbial American dream. My parents grew up on a farm — my mom one of 12 kids, my dad one of nine — and through a combination of hard work, timing, and a little luck, we’ve seen growth that isn’t just financial. It’s also about access to the world, to opportunities that otherwise wouldn’t have been organic. It’s important to me and my family to pay it forward.”
Thanks to the holistic support embedded in Goldman’s culture, Diaz also makes an impact beyond the firm through programs like 10,000 Small Businesses. “Having the opportunity to serve as a mentor in the program, I have listened to small business owners’ pitches and given feedback—providing people with access that they otherwise wouldn’t have.”
Ultimately, Diaz measures her legacy by the people she supports. By combining high standards, integrity, and a values-driven leadership style, she aims to cultivate talent, inspire confidence, and foster a culture where people feel valued, challenged, and capable of achieving their potential.
“If, 20 years from now, I can look back and see that the people I touched built successful, meaningful careers, then I’ll know I’ve done my part.”
By Jessica Robaire