Tag Archive for: career advice

Want More Confidence? Cut Down These Five Negative Thought Patterns

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develop confident mindsetWhen it comes to developing a more confident mindset, much of the self-help industry centers on positive thinking. But the truth is, the bigger mindset leaps come not by piling on positivity, but by cutting down the noise of habitual negativity.

Less negative or pessimistic thinking is a stronger predictor of physical health than increasing optimism and has more ripple impacts on your life.

How Habitual Negative Thinking Undermines Growth

Habitual negative thinking—such as self-criticism, chronic complaining, or imagining worst-case scenarios—clutters your mind, clouds your energy, and drains your life-force. To be clear, we are not talking about the discernment of saying something is not okay, authentic anger in the face of injustice, or negative emotions that guide you to value-based action.

Rather, most habitual negative thinking, like thoughts in general, are unconscious and repetitive. The negativity-biased hard-wiring of the brain keeps you stuck in survival and victimhood. Until you cut down on negative clutter, the positive growth you try to build on top struggles to take root.

Habitual negative thinking distorts your perception of reality, robs your motivation, erodes your self-trust, and drowns out inspiration. In essence, trying to grow confidence in a mind overrun with fear is like planting flowers in a weed-filled garden.

The Impact of the Five C’s and How to Clear Your Mindset

According to change management expert and author, Price Pritchett, “If we want to increase our belief in the self, one of the things we can do is start removing pessimism and negative thinking.”

Pritchett points to five C’s which comprise the majority of negative thought loops: complaining, criticizing, concern, commiserating and catastrophizing.

Disrupt the loops by identifying and challenging them.

1) Complaining focuses on problems and shortcomings rather than solutions or positive aspects. If where attention goes, energy flows, then complaining keeps you problem-focused.

Complaining or venting can feel rewarding as it provides validation and a temporary outlet for stress. But it also shrinks the hippocampus, oils your neural pathways for negativity, and shapes what you pay attention to.

Chronic complaining feeds a victim identity where you feel powerless. It keeps you mired in problems instead of seeing possibilities. To counter the habitual negative impact of complaining, ask where your power lies.

What is in your control? Can you practice acceptance and see from another perspective? Can you become solutions-focused and action-oriented? Are you shying away from an uncomfortable conversation? What is one small change you can make to improve the situation?

  • Complaint Mindset: “I’m getting dumped on at work, and it’s not fair. Why me, again?”
  • Solution Mindset: “I am going to have a conversation with my boss about my workload and express my boundaries.” or “I am going to drop the office housework and focus on my priorities.”

2) Criticizing focuses on finding fault with yourself or others, often in a harsh or judgmental way.

Being oriented towards poking holes is an imbalance. Because when you are applying your creative energies, you usually have less space and time for criticizing. Unused creativity can give rise to resentment and criticism.

A healthy critical eye becomes a catalyst for more creativity and more possibilities. With constructive feedback, the intention is to identify how to improve, rather than tear down. Mistakes become learning, refining, and a launchpad for growth – not failures.

Whether self-critical dialogue or criticism of others, you must be willing to break through criticism and turn towards creativity again. This is what opens a space for novel thoughts and energy to come through.

Criticism Mindset: “I’m not qualified for this job. I don’t know what I’m doing.”

Compassion Mindset: “Nobody who dares to leap ever knows what they are doing.” or “What if not knowing how it’s supposed to be done is my creative license to carve the path?”

3) Concern steeps you in excessive worry or anxiety about potential problems, often without a clear sense of what to do about them. Amidst a foreboding issue, you feel small and helpless. While concern seems helpful, it can fuel anxiety and feeling stuck.

Like empathy, concern is often a reflection of what you value and care about, which can guide compassionate action and catalyze change. But the concern that Pritchett calls “garden variety worry” – concern about inflation or the state of world affairs or AI in the workplace – often leaves you overwhelmed or despondent, feeling powerless.

Worrying makes it feel like you are doing something, but it removes you from the present. Rather than be with uncertainty, you ruminate to escape it and grasp for a sense of control. When you worry, you try to micro-manage the future while envisioning what you don’t want into it.

Unless you can address your concern through positive thoughts, energy, or action, then it honestly helps nobody and nothing. It feeds the energy of fear and keeps you caught in a spiral. Instead, find where you power does reside.

Perhaps bring in a perceptual reframe, such as deeper trust in the bigger picture. Or take grounded responsibility and calm, present-moment action – no matter how small.

Concern Mindset: “All of these policy changes are worrying, and I don’t know what’s going to happen.”

Grounded, Present Mindset: “I am going to embody the change I wish to see in the world.” or “Day by day, I am going to contribute to the calm and inclusive environment I wish to encourage by being a welcoming and friendly presence.”

4) Commiserating, or co-rumination, is connecting with others through focusing on shared problems and suffering, which can lead to becoming entrenched in negative emotions.

While it may feel liberating, therapeutic, and bonding at first, those long gripe sessions deplete health and mental strength. When social connection hinges upon rehashing complaints, you quickly fall into reinforcing each other’s victimhood. You bring a heavy focus to what you don’t want, without freeing the energy towards what you do.

Unless you move towards making a constructive change, you’ll be swimming in an energetic pool that gets dirtier as long as everyone only kicks up the mud. Instead, you can practice compassionate listening, empathizing, and empowering.

Commiseration Mindset: “Yes, everything is awful, and it’s not fair, and nobody cares.”

Empathetic, Empowering Mindset: “Yes, this is a big change, and challenging. How can we find opportunity within it?” or “This is hard. We may need to time to take it in. Maybe we can find alternative, creative ways to support our cause?”

5) Catastrophizing involves exaggerating potential problems until they are insurmountable and become worst-case scenarios, which obviously creates stress and anxiety.

With catastrophizing, fear inverts the creative power of imagination towards envisioning disaster scenarios and how they will play out. Often, these scenarios involve your worst fears coming true. You inflate the problem to such a degree you are caught in fight-or-flight and feel powerless.

Keep catastrophizing from running wild with a probability check. Does it usually go as badly as you imagine? Has life disproved you before? Even when something did not go how you wanted, did everything end up alright or even work out for you?

Catastrophe Mindset: “I made a mistake, and I’m going to be fired, and I’ll end up on the streets, broke and alone.”

Grounded, Logical Mindset: “What is the most likely outcome of my mistake? Even if it goes wrong, can I handle it?” or “I’ve made mistakes before, and I have not been fired for them.” or “Will this matter in five years?”

The Ripple Effect of Clearing the Mental Clutter

Cutting down negative thinking doesn’t mean ignoring problems or pretending everything is perfect. It means becoming aware of unhelpful thought patterns and replacing them with more constructive, balanced ones which support your growth.

Rewiring your brain away from self-sabotaging patterns requires practice and discipline. Awareness is the first step. If you can identify and shift these five loops of habitual negative thinking, you will not only feel better, but you will also liberate mental space, clear your energy, and be more effective and creative as a leader.

By Aimee Hansen

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2024: Words of Wisdom from Women in Leadership (Part 2)

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Words of Wisdom women leadersThis week, we continue with more words of wisdom from women leaders we’ve interviewed throughout 2024. Please be sure to check out Part 1 of this year round-up! Below we share more words of wisdom and inspiration from women leaders who are “being the change they want to see”. Inspired by these stories to take your leadership to the next level? Read through to the end to check out a special offer for theglasshammer readers!

Quotes to Live By

“I haven’t always looked up to the next thing. Sometimes, by looking laterally and across, you accumulate diverse professional experiences that make you well-rounded. This can eventually lead to being seen as an expert or someone sought after to be a part of the team.” – Lauren Uranker: Managing Director, Head of Workplace Advisory Client Business, Goldman Sachs Ayco

“As leaders, we must empower junior employees to speak their minds and give them a safe space to share their point of view. We have to value their perspectives, even if we disagree with them. It’s important to listen and create this platform for our team.” She emphasizes, “The onus is on leaders to ensure that as they move into more senior roles, they don’t lose sight of the fresh perspectives that others around them have.” – Elyssa McMullen: Managing Director, Head of Credit Tenant Lease Financing, PGIM Private Capital

“My mission is to lead in a way that balances the needs of the business and our employees – and ultimately drives positive outcomes for both. I’m always thinking about what’s best for our team and what’s best for our clients. That approach has cultivated a desire for people to want to talk to me and get advice.” – Jennifer Doyle: Managing Director, Co-head of Structured Products Group, Wells Fargo

“I value the diversity in our teams and always encourage some of our quieter, more reserved team members to speak up. Going around the table and giving them space to express their points of view lets everyone benefit from different perspectives.”- Su Lin Wee: Executive Director, Head of Asset Management, Southeast Asia, Hong Kong & China, PGIM Real Estate

“You’re never going to get more experience or broaden your skill set if you don’t say, ‘I’ve got to do this. I’ve proven to myself I can learn things, so let’s try it.’ It’s trusting in yourself.” – Kendra Lee: Chairman and CEO, Merichem

“There is always room for growth. Make it a habit to read newspapers, watch various news outlets and seek out diverse opinions and perspectives. Not only will you expand your knowledge, but you will also better understand and navigate different situations and draw informed conclusions.” – Danielle Navarro: Portfolio Manager, PGIM Fixed Income

“Run towards the fire. Go to where there is growth and where you can make an impact. To me that’s always the recipe for success.” – Rachel Goldin Jinich: Head of Specialty Real Estate Finance, Wells Fargo Commercial Real Estate

“The essence of mentorship is putting yourself in someone else’s shoes—truly seeing the world from their perspective—so you can guide them more effectively. Whether in a professional setting or coaching a lacrosse team, it’s never about you; it’s about helping others navigate their paths by understanding where they are coming from.” – Kelly Odenheimer: Vice President, Global Customer Care, ETS

“You need to invest in your network. It’s important to have a goal of setting up an in-person catch up with someone that you work with every single week because it allows for people to get to know you as a person, so that you’re not just a name on the other side of an email.” – Yasmine Coupal: Partner, Goldman Sachs

“Whether it’s being considered for a stretch project, a promotion, or a raise – don’t be afraid to ask for what you want. The worst response you’re going to get is ‘No,’ and even that gives you the opportunity to start a dialogue.”- Heather Garland: Vice President, Global Chief Marketing Officer, PGIM Investments

“You have to ask yourself why you’re entering this business,” she advises. “Have a heart-to-heart with yourself, especially in those early years when sacrifices are abundant. If you’re in it for the wrong reasons, you won’t last. You have to truly love what you do because, ultimately, the money alone won’t sustain you.”- Maureen O’Connor: Managing Director, Global Head of High Grade Debt Syndicate, Wells Fargo

“Investing is a fast moving, competitive industry. To be successful, I tell aspiring investment professionals that they not only need to understand the importance of making good investment decisions on behalf of clients, but they also need to invest in themselves… it’s the best investment they’ll ever make.” – Stacie Mintz: Managing Director and Head of Quantitative Equity, PGIM

“The more senior you become, the greater the risks in your career. Not everyone will be nice, and not everything will be fair. That’s why resilience and stamina are essential—and why surrounding yourself with the right people matters.”- Erica Klinkowize: EVP, US Treasurer, TD Bank

“You can make an impact even if you are behind a desk. Even small contributions, like cutting weeks out of a reporting process, can make a big difference. It’s about understanding the value of what you’re helping people achieve, even if it’s not a headline-grabbing problem.” – Neha Singh, Head of Solution Development, PGIM

An Opportunity to Develop Your Leadership

We believe coaching is the most effective way to hone broad leadership development goals specifically to each person and their circumstance.

Invest in yourself and your career. Sign up to attend our free introduction to coaching to see if coaching could be useful to you- we ask that you are a VP, SVP or MD level in a financial or professional services firm, or a Fortune 500 company to make the cohorts work for consistency of experience and relevance. We will match people to coaches and peers in the cohorts on that basis. The 6 session one-on-one program with 2 (small pod) peer coaching sessions, plus a career workbook to track your progress will run for twelve months in 2025 and we have space for 30 women total.

This program is not for career changes, feeling stuck or between jobs career coaching (which we can offer here, but not in this program), this program is for leadership development work. Don’t miss this opportunity to be coached! Program costs are $3,999 per person if you, the individual executive is paying (companies are charged at a higher rate to subsidize this work) Reserve your spot here to hear more.

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2024: Words of Wisdom from Women in Leadership (Part 1)

Professional women words of wisdomTheglasshammer’s mission since our inception in 2007 is to inform, inspire and empower professional women through advice, events and coaching. By profiling female current and future leaders, we continue to aim to create a digital campfire for successful women to tell their career stories around. In 2024, we’ve had the privilege of connecting with inspiring women—those driving meaningful change, leading with authenticity, and looking to make a positive impact. Once again, we’re thrilled to spotlight the voices of women who are “being the change they want to see”—whether through transforming leadership dynamics, speaking up with their authentic voice, or supporting the next generation of women leaders.

As we reflect on the incredible leaders that we’ve highlighted this year, we’re excited to share their insights and stories of development and resilience (stay tuned for Part 2 next week). A heartfelt thank you to each of the executive women for your time, wisdom, and inspiration! And to the 2024 sponsors Wells Fargo and PGIM who have ensured that there is no cost to the readers of theglasshammer.com to access personal stories and career advice.

Quotes to live by

“The best leaders are those who recognize you don’t have to be the most senior person in the room to bring valuable insight or perspective that drives change or helps to make the optimum decision,” she says. “We’re all here because we have a role to play and a level of expertise in a particular area. Part of my journey has been overcoming my discomfort when faced with resistance and instead, learning how I can better use my knowledge and expertise to address the differing perspectives in a room and influence people to see DEI as a business imperative.” – Natalie Gill, Head of DEI Strategy & Industry Engagement, PGIM

“Going into situations, I’m very aware of who I am. I am a woman. I look different. I don’t think people automatically assume that I’m Black because I am mixed. So, I have a voice, and I use it. Instead of shying away or being self-conscious, I use it as an advantage. I want to be a good representative of women, of women of color, and of diverse women. We all have a voice, and we have to advocate for ourselves.” – Vanessa McMichael: Head of Corporate & Public Entity (CPE) Strategy, Wells Fargo

“You absolutely can be what you don’t see in the world because that is what innovators do. So, if you transfer innovators with trail blazers, that’s what trailblazers do — they see a need in the world, and they find a way to fill it. And I think that the need for each of us that are called trailblazers is unique.” – Kimberly Bryant: Founder and CEO, Black Innovation Lab and Ascend Ventures Tech

“Growth among peers is not a competition, and everyone’s growth path is different. Putting egos aside and collectively pooling our talent and expertise helps ensure that our business’ goals are prioritized, enabling everyone to ultimately be successful,” she says. “At the end of the day, if support and resources I’ve provided can help develop and lift someone else as I climb the corporate ladder, no matter what level they are, I’ve done my job – and I’ve done it well.” – Tara Stafford: Project Manager, PGIM Operations & Innovation

“Respect everyone who is in the room with you. You have been asked to work on a multi-level team, be mindful not just of ‘the boss’, everyone in the room has ideas to bring and value to contribute. By listening to everyone, and respectfully communicating to everyone horizontally, not in silos, you will bring people together to drive forward whatever project or whatever collaboration you’re working on. Work to ensure everyone is engaged in a successful outcome.” – Susan Nickey: Executive Vice President and Chief Client Officer of HASI

“I mentor people that way as well, which is not just to say, ‘okay, let’s have a coffee and I’ll tell you how great you are,’ but ‘let’s have a coffee and discuss where you think you might fall short. Then I’ll tell you what I think or help connect you with people I know will give you a straight answer.’ There are ways to coach that feel good for everybody and there are ways to coach that might feel a bit outside your comfort zone, and you have to do both.”- Jill Ford: Co-head of Equity Capital Markets, Wells Fargo

“You have to be clear on setting boundaries and priorities. Any organization is going to take all that you’re willing to give, so it’s up to you to be the person to set those boundaries for yourself. It doesn’t mean that you’re not going make sacrifices or that there will not be this push and pull constantly, but each time that happens you need to be very thoughtful about whether it’s the right trade-off.” – Shekhinah Bass: Managing Director, Head of Talent Strategy, Goldman Sachs

“I’ve grown through advice and mentorship. When entering rooms with senior stakeholders, I remind myself why I belong, why I should be there, and embody that. In the past, I would almost physically make myself disappear, taking more of a passive role in group discussions, but I have gained the confidence to show up more fully.” – Dania Shahzad: Business Manager, Client Advisory Group, PGIM

“Success stems from a breadth of experiences. The broader your understanding and hands-on involvement across domains, the better equipped you will be to thrive in senior roles. Focusing on the richness and depth of experience versus the speed to get there will pay off in the long-term.” – Rachel Lockett: Vice President of Marketing, MAC Cosmetics

“The most important thing is that you yourself have to walk the talk. For example, after Covid, a lot of people wanted to work from home. But if you want the team to be in the office, you have to show up. You are demonstrating to them, ‘I’m here and this is why we are here: we need to talk to each other, we need to communicate, because we are on the trading floor’.” – Mandy Wan: Managing Director, Head of Markets, Co-Head of CIB APAC, Wells Fargo

“In every role, I continued to stay focused, do great work, think about what my next move was and communicate the career trajectory that I wanted. You have to advocate for yourself. You’re the marketing team behind your own personal brand, and sometimes, that means creating opportunities for yourself that didn’t exist before.” – Anar Patel: Director, Portfolio Construction, PGIM Investments

“Earlier in my career, I thought what mattered to be successful was being excellent at my job and prioritized “doing the work” above all else. Then I came to recognize over time and with seniority that the relationships formed and the collaborative work with others were more impactful. You have to be open to that collaboration and not solely focused on your own success because the success of the collective also matters. Meaning the success of the project, the success of the client, and the success of the firm. That is why the interconnectedness of collaborators in driving value and outcomes is so important.” – Marion Regnier: Partner, Technology Strategy, PwC

We believe coaching is the most effective way to hone broad leadership development goals specifically to each person and their circumstance. Many of the women profiled over the years have been coached by theglasshammer’s cadre of coaches as part of their company’s programmatic leadership development plans. We also work with individuals who want to work on their own development as a leader and can hire us if their company is not providing a coach. Invest in yourself and your career. Sign up to attend our free introduction to coaching to see if coaching could be useful to you- we ask that you are a VP, SVP or MD level in a financial or professional services firm, or a Fortune 500 company to make the cohorts work for consistency of experience and relevance. We will match people to coaches and peers in the cohorts on that basis. The 6 session one-on-one program with 2 (small pod) peer coaching sessions will run for twelve months in 2025 and we have space for 30 women total. This program is not for career changes, feeling stuck or between jobs career coaching (which we can offer but not in this program), this program is for leadership development work. Don’t miss this opportunity to be coached! Program costs are $3,999 per person. Reserve your spot here to hear more: https://calendly.com/evolvedpeople-nicki/coaching-cohort-2025

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Strength in Vulnerability: How Asking for Help Elevates Your Leadership

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asking for help leadershipAs today is Halloween, a time when we delight in confronting our fears, it’s worth reflecting on one fear that many leaders can find particularly daunting: asking for help. Much like navigating the eerie unknowns of a haunted house, the vulnerability tied to asking for help can be intimidating. The fear of appearing weak, of losing control, or of being judged can make the very thought of seeking assistance seem like an insurmountable challenge.

But just as Halloween encourages people to face their fears head-on, effective leadership requires confronting this deeply ingrained hesitation. Asking for help is not only necessary—it’s a powerful act of courage that enhances leadership by fostering trust, empowerment, and communication. The ability to embrace vulnerability does not make you less effective; in fact, it strengthens relationships, builds resilience, and opens opportunities for both personal and team growth. Leaders who embrace vulnerability by seeking support not only improve their own leadership effectiveness but also inspire others to do the same.

Why Is Asking for Help So Scary?

One of the main reasons asking for help is so difficult is that it requires vulnerability. Leaders are often expected to exude confidence and have all the answers, and admitting uncertainty can feel like stepping into the unknown—uncertain of what lies ahead. There is a deep-seated fear that showing vulnerability might erode credibility or cause others to question their capabilities. This fear is driven by societal expectations and an outdated view of leadership as a solo venture. However, in today’s collaborative work environments, leadership is about connecting, communicating, and being authentic. By confronting the fear of asking for help, you not only show that you are self-aware but also model the kind of openness and vulnerability that fosters a culture of trust and collaboration.

In fact, research shows that vulnerability is at the heart of effective leadership. In her book Dare to Lead, Brené Brown emphasizes that embracing vulnerability allows leaders to foster trust and deeper connections with their teams. Far from diminishing authority, showing vulnerability strengthens relationships and builds psychological safety.

The Value of Asking for Help

Facing the fear of vulnerability and seeking help has benefits for both leaders and their teams. By stepping into this space of openness, you create an environment where psychological safety can flourish. When people feel safe to express their thoughts, ask questions, and offer help without fear of judgment, creativity and innovation thrive. This sense of security begins with those who demonstrate that vulnerability is a strength, not a weakness.

  1. Modeling Vulnerability and Psychological Safety
    When you ask for help, you send a powerful message to your teams: it’s okay not to have all the answers. This willingness to be open and seek input creates a culture of psychological safety, where team members feel comfortable sharing their own challenges, offering ideas, and seeking support. Amy Edmondson, a professor at Harvard Business School, has shown that psychological safety—where people feel safe to take risks and ask for help—drives higher team performance, creativity, and innovation. Leaders who model vulnerability create a space where others can speak up, admit mistakes, and contribute their best ideas.
  2. Empowering the Team to Step Up
    Asking for help isn’t just about lightening your load—it empowers the team to take on greater responsibilities. When you seek input or delegate tasks, you give team members the chance to step up and showcase their strengths. Research has found that empowering leadership boosts creativity and job satisfaction, as individuals feel more valued and engaged when they are trusted to contribute in meaningful ways. By asking for help, you give your team the opportunity to shine.
  3. Building Trust and Strengthening Relationships
    Trust is the foundation of strong teams, and it’s built through openness and mutual support. When you ask for help, you build trust by showing that you value the input and expertise of others. Research shows that authentic leadership—where vulnerability and transparency are key traits—is directly linked to trust within teams. The act of asking for help signals to team members that their contributions are important, deepening trust and strengthening the overall bond within the team.
  4. Preventing Burnout
    Leaders often carry significant responsibilities, juggling multiple priorities and making decisions that impact both their teams and the organization. Attempting to shoulder these burdens alone can lead to exhaustion and burnout. Asking for help—whether by delegating tasks, seeking advice, or simply admitting that additional support is needed—can prevent this. Sharing the load allows you to focus on strategic initiatives without becoming overwhelmed by day-to-day demands.
Who Can Leaders Turn to for Help?

You may wonder where to turn when you decide to face the fear and ask for help. There are several options, each providing unique support and insights.

1. Your Team, Peers, Mentors

While the importance of turning to your team has already been emphasized, it’s worth reiterating just how impactful it can be. Seeking help from team members not only fosters collaboration but also creates opportunities for them to step into leadership roles themselves, reinforcing a culture of trust and shared responsibility.

Beyond the team, peers and coworkers offer a fresh perspective. They understand the internal dynamics of the organization and can provide insights that help break through roadblocks. Collaborating with peers strengthens networks and promotes a culture where leadership is shared, not siloed.

Mentors, on the other hand, provide a broader, more seasoned viewpoint. Their experience allows them to guide you through challenges they’ve likely faced themselves, offering personalized advice. Mentorship is rooted in trust and respect, giving you the confidence to explore new paths, tackle difficult decisions, and grow with the support of someone who’s been there before.

2. Executive Coaches

Sometimes, asking for help means seeking guidance beyond your immediate circle. Executive coaching offers leaders a personalized approach to growth, providing one-on-one support that can transform both leadership skills and personal development. Coaches help you ask the tough questions, explore vulnerabilities, and create customized plans for improvement. This tailored guidance accelerates growth and empowers you to make informed decisions, overcome obstacles, and advance more quickly.

By seeking help from a coach, you not only invest in your own development but also model the value of vulnerability and continuous learning for your team. It’s a proactive step toward long-term success. If you are ready to take that step, consider an exploratory coaching chat with Evolved People Coaching, the leadership coaching arm of theglasshammer.com. You can book that session here.

How to Make the Ask

Asking for help, while daunting, can be done thoughtfully and effectively. Here are a few strategies to make the ask easier:

  1. Be Clear and Use the SMART Approach: An acronym for specific, measurable, achievable, relevant and time-bound, being SMART when approaching someone for help lends clarity to the kind of support that is needed. Not only will the conversation be more productive, but having a framework for the ask can help alleviate any anxieties about imposing on someone’s time and attention.
  2. Frame It as Collaboration: Asking for help doesn’t need to feel one-sided. By framing the request as an opportunity for collaboration, you create a more balanced exchange. For example, instead of saying, “I don’t know how to do this,” try “I’d love to get your perspective on this challenge.”
  3. Show Gratitude: After asking for help, acknowledging the time and effort others put in is crucial. Expressing gratitude not only strengthens relationships but also encourages future collaboration.
  4. Be Open to Feedback: When asking for help, it’s important to remain open to different ideas and solutions. Embracing diverse perspectives can lead to more creative and effective outcomes.
Embracing Vulnerability for Stronger Leadership

Asking for help is a powerful leadership tool as stepping into vulnerability allows you to grow and strengthen your teams. By seeking support from coworkers, teams, mentors, and executive coaches, you can foster a culture of collaboration, trust, and mutual empowerment. Far from diminishing leadership, asking for help demonstrates the courage to evolve—both as a leader and as a person. By learning to embrace vulnerability, you build stronger connections, create more resilient teams, and lead with authenticity.

By Jessica Robaire

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Career Tips for Latina Leaders

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leadership coachIn 2024, Latinas remain significantly underrepresented in leadership roles across corporate America and Wall Street. Only about 1% of Latinas have reached C-suite executive positions, making them the least represented group at the highest levels of corporate America. Despite this, a number of trailblazing Latina leaders have defied the odds, breaking barriers and paving the way for future generations.

Notable examples include:

  • Nina Vaca – CEO and Chairman of Pinnacle Group, a workforce solutions firm. Vaca has been instrumental in her company’s success and is a prominent advocate for Latina representation on corporate boards.
  • Dorene C. Dominguez – Chairwoman and CEO of Vanir, a national leader in construction management and real estate development.
  • Linda Alvarado – President and CEO of Alvarado Construction, a successful construction firm, and a groundbreaking owner in Major League Baseball.

In finance, Latinas are even less visible, often facing barriers like biases and stereotypes that hinder their career progression. These barriers include a lack of mentorship and sponsorship, which are critical for advancement, and limited access to inclusive workplace policies that support work-life balance. Research shows that Latinas often encounter a “broken rung” early in their careers, meaning they are less likely to be promoted to manager-level roles compared to their male counterparts.

Is Change Coming?

The inaugural U.S. Latina GDP Report, led by researchers at California Lutheran University and UCLA’s Geffen School of Medicine, reveals promising growth. In 2021 alone, U.S. Latinas contributed $1.3 trillion to the GDP, a figure larger than the economies of all but three U.S. states. It also reflects a 51.1% increase since 2010—compared to an 18.8% increase in the overall non-Hispanic GDP.

Key findings include:

  1. Labor Force Participation: Between 2010 and 2021, the number of Latinas in the workforce grew by 32.9%, significantly outpacing the 2.7% growth for non-Hispanic females. U.S. Latinas now have a labor force participation rate that is 2.5 percentage points higher than their non-Hispanic female counterparts.
  2. Educational Attainment: The number of Latinas with a bachelor’s degree or higher grew 103% from 2010 to 2021, much faster than the 38.3% growth for non-Hispanic females.
  3. Income Growth: Real income for Latinas increased by 46.0% over the same period, compared to 18.5% for non-Hispanic females.

Overall, this report positions Latinas as a key driving force behind the U.S. economy, with a rapidly growing economic footprint and resilience across multiple economic indicators such as labor participation, educational attainment, and income growth. This trend is especially significant given that Latinas account for only 9.3% of the U.S. population but have driven 30.2% of labor force growth since 2010. While these figures highlight the growing economic power of Latinas, translating this momentum into leadership opportunities requires actionable strategies and intentional support.

Actionable Advice for Latina Professionals

Latina leaders across industries emphasize the value of embracing cultural identity, cultivating strong networks, and demonstrating resilience and authenticity in the workplace. Over the years, theglasshammer.com has featured many Latina leaders who have echoed these key themes in their advice.

  1. Embrace Your Cultural Identity:
    Many Latina leaders highlight the significance of using their heritage as a strength. They suggest leveraging unique perspectives to connect with diverse audiences and encourage others from similar backgrounds. This involves incorporating elements of their culture, such as family values and community orientation, into their leadership style.
  2. Build a Strong Network:
    Networking is often underscored as a key factor in professional growth. Latina leaders recommend actively seeking mentors, joining professional organizations, and engaging with the community to open doors and gain valuable support throughout one’s career journey.
  3. Cultivate Resilience:
    Resilience is essential for navigating challenges and adversity. Latina leaders encourage viewing setbacks as chances for growth, advocating for a mindset that sees failures as opportunities to learn and progress toward success.
  4. Lead with Authenticity:
    Being true to oneself and one’s values is vital for building trust and fostering a positive work culture. Latina leaders encourage embracing authentic leadership by sharing personal stories and experiences to connect more deeply with teams and stakeholders.

This advice not only guides Latina professionals in their career paths but also serves as inspiration for anyone looking to navigate leadership roles in a diverse and inclusive manner.

How Executive Coaching Helps Latina Professionals

While these practices provide a solid foundation, leadership coaching offers a transformative approach to help Latinas unlock their full potential. Executive coaching provides tailored support, helping Latina leaders overcome sometimes unique challenges such as underrepresentation and dual cultural expectations. Here’s how executive coaching benefits Latina professionals:

  1. Enhanced Leadership Skills and Self-Awareness
    Executive coaching focuses on developing core leadership skills, such as strategic thinking, emotional intelligence, and effective communication. Latina professionals, who may experience self-doubt due to cultural and societal biases, can benefit from coaching by gaining greater self-awareness and confidence in their abilities. Coaching helps them leverage their strengths while working on areas of improvement, leading to a more authentic and impactful leadership style.
  2. Overcoming Cultural and Systemic Barriers
    Latinas often encounter cultural barriers that can limit their career advancement, such as the expectation of humility and deference in professional settings. This request for humility in women extends past Latinas with the current Vice President and Presidential nominee Kamal Harris just this week being asked about showing up with humility. An executive coach can help identify and dismantle these internalized and often external and projected misogynistic norms, encouraging Latina leaders to voice their opinions, advocate for themselves, and embrace a leadership presence that commands respect. Additionally, coaches can offer strategies to navigate systemic challenges, such as bias and lack of sponsorship, providing Latinas with tools to assert their value in the workplace.
  3. Building Resilience and Navigating Bias
    The experience of bias and microaggressions in the workplace is a common barrier for many Latina professionals. Coaching offers a safe space for Latinas to process these experiences and develop resilience strategies. Coaches can help them reframe negative encounters, practice self-compassion, and develop a personal narrative that emphasizes their strengths and successes despite adversity.
  4. Supporting Identity and Authenticity in Leadership
    Many Latinas struggle with balancing their cultural identity and the expectations of corporate culture. Coaching helps Latina professionals embrace their cultural heritage as an asset and encourages them to bring their authentic selves to work. This authenticity fosters greater engagement and satisfaction, as Latina leaders feel empowered to contribute their diverse perspectives to their organizations.
  5. Promoting Representation and Inspiring Future Leaders
    As Latinas ascend to higher leadership positions, they serve as role models and advocates for others in the community. Coaching prepares them not just to lead, but to mentor and lift up other Latinas, creating a positive cycle of representation and empowerment. The more Latina professionals in senior roles, the more the cultural narrative shifts, making it easier for future generations to see themselves in leadership.

A study from the Hispanic Association on Corporate Responsibility (HACR) revealed that Latinas who engage in coaching report higher levels of confidence, greater clarity in their career direction, and improved relationships with their peers and superiors. Companies that invest in coaching for their Latina employees also benefit from increased employee retention and engagement, as these leaders become more aligned with their roles and the organizational mission.

It is necessary to address systemic issues for progress, so as not to burden the individual with clearing barriers and obstacles that are beyond one person’s control. Addressing these disparities requires companies to implement more structured mentorship programs, track Latina representation at all levels, and create inclusive cultures that consider the unique challenges Latinas face.

By Nicki Gilmour, Executive Leadership Coach, Founder and CEO of theglasshammer.com

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The Impact of Emotional Labor on Women Managers

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emotional laborEmotional labor, although not intended to be a gendered term, has significant implications for female managers. In the workplace, women often find themselves disproportionately burdened with unrecognized tasks, like planning office events, or ensuring Bob from marketing isn’t upset with procedural changes.

It might be even more jarring to feel expected to mask your real personality traits to fit in with the men by being the right kind of female manager, according to the false generalized stereotype of all women being compassionate, as this also is emotional labor to mask.

These efforts are expected from women in the workplace because they are stereotypically seen as more nurturing and empathetic. However, the same expectations aren’t placed on their male counterparts. Let’s find out why — and how you, as a manager who happens to be a woman, can use emotional labor to your benefit.

What Is Emotional Labor in the Workplace?

Emotional labor consists of the intangible, mental hoops people go through to ensure smooth operations and relationship maintenance, and often requires managing your emotions. This can happen in the workplace or, most recently recognized, in the home.

To cater to the needs of others, women often have to mask their own emotions. This can be cumbersome when working in leadership. If a home environment that requires much of the same is added to the mix, it can be even more taxing. Emotional labor in the workplace should be distinguished from simply exhibiting emotional intelligence. Of course, you need a certain level of emotional intelligence, or knowledge of how to manage and interpret emotions, to be successful in the workplace. The labor aspect is where you can find yourself masking your true emotions or experiencing burnout from too much emotional involvement at work.

Emotional labor is often devalued in and outside of the workplace. Productive work, like creating goods and services, is rewarded for its tangible results. However, ideal work environments are also ripe with mental and emotional care.

Surface Acting and Deep Acting

Emotional labor can consist of surface acting and deep acting. Surface acting involves the emotional laborer putting on a fake show of emotions to keep things running smoothly at work and fit in with norms. This is often exhibited by female leaders who are expected to not act “bossy,” “overbearing,” or “too emotional.” Deep acting exists when the laborer tries to, and often successfully does, change their true emotions to match what is expected of them. This way, emotional displays are more characteristic of what they are really feeling and, therefore, less emotionally and mentally draining.

While managing emotional displays is a crucial part of success in the workplace and interpersonal relationships, it can be problematic if taken to the extreme. Women in leadership also find themselves having to manage the emotions of others at work, such as mediating a dispute between colleagues or talking down angry customers. Traditionally, leadership roles don’t include this type of work, as it is delegated to those in lower positions. This sequestering of emotional labor can be traced back to patriarchal structuring.

This still seeps into how women are treated in the workplace, today. However, female leaders can take control of the narrative.

Reclaiming Control Over Emotional Labor

The inherent ability of women to not only enact emotional labor but do it exceedingly well is a desirable trait. Although this need is typically unspoken, many organizations could benefit from an open and honest conversation about how emotional labor is required to make their company tick.

Even if you are reluctant to lead, you may be more suited for a leadership role than you think. It’s within the realm of possibility to teach your team why emotional labor needs to be valued and recognized. You can point out flaws in gendered assumptions, and help higher-ups and colleagues focus on your strengths and achievements. It’s important to also set boundaries around emotional labor so that you aren’t expected to take on every burden. Learn to prioritize yourself and delegate emotion-laden tasks, and your leadership skills will flourish.

There are strategies women can employ to assert themselves effectively without shouldering unnecessary emotional burdens.

  • Establish Boundaries: One of the most crucial steps in asserting oneself at work is setting clear boundaries. This means delineating what is and isn’t acceptable in terms of workload, communication, and emotional involvement. Communicate these boundaries assertively but respectfully, ensuring that colleagues understand your limits without feeling personally attacked.
  • Communicate Directly: Direct communication is key to assertiveness. Instead of resorting to passive-aggressive behavior or expecting others to infer your needs, express yourself clearly and directly. Whether it’s negotiating for a raise, delegating tasks, or addressing conflict, approach conversations with confidence and clarity.
  • Use “I” Statements: When expressing needs or concerns, frame them using “I” statements to assert ownership of your thoughts and feelings. For example, instead of saying, “You always overload me with tasks,” say, “I feel overwhelmed when I’m assigned too many tasks simultaneously.” This approach fosters open communication while avoiding blame and defensiveness.
  • Practice Self-Advocacy: Advocating for oneself is an essential aspect of assertiveness. Take credit for your achievements, express your career goals, and actively seek out opportunities for advancement. Don’t wait for recognition to come to you; assertively showcase your skills and contributions.
  • Cultivate Assertive Body Language: Nonverbal cues play a significant role in communication. Maintain good posture, make eye contact, and use confident gestures to convey assertiveness. By adopting a poised and assertive demeanor, you can command respect and influence in professional settings.
  • Seek Support: Building a support network of allies, mentors, or professional groups can provide invaluable encouragement and guidance. Surround yourself with individuals who value your assertiveness and can offer constructive feedback and perspective when needed.
Resonating With Your Team

Along with your qualifications, your ability to be a present, concerned, clear, and genuine leader is a clear advantage. Educate your team when possible about what it means to be a woman in leadership and how they can support the emotional labor you are doing behind the scenes. Empathetic leadership can foster a more balanced workforce, allowing you to focus on your strengths and advocate for change.

Effective leaders are well-versed in emotion management, which can help you get team buy-in when it matters most. You can use your emotions to share your vision and emphasize the importance of teamwork on the project. A supportive environment will be worth the work once your team starts managing their emotions effectively and working toward a common goal.

Moving Forward

Recognize and advocate for the emotional labor you do as a woman in leadership. Some of your colleagues or higher-ups may be reluctant to accept that this is a large part of how businesses treat female leaders. However, pushing for a more inclusive environment can help women in the workplace everywhere. Plus, you’ll feel better knowing that you don’t have to suffer in silence any longer. You can use your emotional labor skills for good, paving the way for a more equitable and supportive work environment.

By: Indiana Lee is a passionate writer from the Pacific Northwest, specializing in business operations, leadership, and marketing. Connect with her on LinkedIn.

(Guest Contribution: The opinions and views of guest contributions are not necessarily those of theglasshammer.com).

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Forget the Glass Ceiling, Women Stumble on the “Broken Rung”

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Women Broken RungA study was just released by McKinsey & Co, in collaboration with Lean In, the nonprofit founded by former Meta COO Sheryl Sandberg, and it turns the idea that women only need to shatter the glass ceiling in order to find equity at the top on its head. It found that women face their most formidable challenge not at the top, but when attempting to transition into managerial roles. For every hundred men who are promoted from entry-level to managerial positions, only ninety-one white women make the first step. This powerful disparity is even more pronounced for women of color, with only eighty-nine Asian women, and fifty-four Black women being promoted for every hundred men. The study names this barrier in women’s careers “The Broken Rung”, and it is a major hurdle for women trying to climb the corporate ladder.

The study is not breaking new ground but is a reminder that women are not responsible for the broken rung. They are not failing to seek promotions or leaving their careers more often than men. Instead, systemic biases and workplace dynamics are the root cause. The second key point underscores that women who have similar track records and work experiences relative to their male peers are judged by a different standard. Women often receive promotions based on their past achievements, while men are promoted based on their perceived future potential. The impact of this inequitable orientation has a huge effect on women early in their careers. As the study states without equivocation, until the broken rung is fixed, gender parity will remain out of reach.

While the study does an excellent job of identifying what the broken rung is and why it happens, it falls short when making suggestions for remedies. What do we do to solve this problem? It suggests companies must track inputs and outcomes, de-bias performance reviews and promotions and establish clear evaluation criteria. While these are important, they are the absolute bare minimum.

Below are three things women can do right now to build an unbreakable first rung.

  1. Ask questions
    If you are passed over for a promotion, take steps to ensure that it doesn’t happen again. The first thing to do would be to ask the following question, “I thought Chad and I were similarly situated in terms of our accomplishments. What can I do differently that he is currently doing to make sure that next time I’m able to take the next step in my career?” Often people do not know that their implicit bias is getting in the way of their decision-making process. By having a lengthy conversation about it, this will help the other person not only give you tips on what to do differently but also, in the best-case scenario, self-reflect on what happened. Going in guns blazing can cause people to be defensive, but asking a question is one of the more effective ways of getting people to look more deeply and can be very powerful.
  2. Brag Tactically
    Women are taught not to brag. Men don’t seem to have as hard of a time bragging. To back up this point, visualize Thanksgiving dinners. Often women will do most of the cooking, and then when everyone sits down to eat Uncle Bob proudly announces that he cooked the beans! Men don’t have it wrong. In fact, women should not be afraid to take a page from their book. If you’re uncomfortable bragging, use The Brag Sandwich by bookending your brag with thanks and gratitude. For example, don’t say, “I closed that deal and the company made $2 million. It’s really great!” Instead use the Brag Sandwich and say, “I’m so thankful I was able to work on this project. I closed the deal and the company made $2 million. It’s really great! It was a lot of hard work, but I’m so happy I had the opportunity.” The brag sandwich is easier to say for many, but still gets the point across about your accomplishments.
  3. Turn around
    If you were able to somehow jump over the broken rung, make sure you reach down and pull other women up with you. Given how difficult it is for women, it’s easy to get exhausted. How can you focus on other women when you’re fighting a daily batter yourself? Unfortunately, this is exactly why many women don’t advocate for the women coming up behind them. The flipside of this, however, is that there is safety and numbers. The more women who rise the more we can support each other as we create spaces that are welcoming for all.

The broken rung is not new, but the attention it’s getting is. This is the moment for women to capitalize on this new awareness and push for systematic change. The more women who get past the first rung, the more women can occupy all rungs – and that is how we shatter the glass ceiling.

By: Eliza VanCort, Transformation Teacher and #1 bestselling author of A Woman’s Guide to Claiming Space: Stand Tall. Raise Your Voice. Be Heard (named Maria Shriver’s book of the week), who has dedicated her life to empowering women to live bravely and claim the space they deserve.

(Guest Contribution: The opinions and views of guest contributions are not necessarily those of theglasshammer.com)

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Empowering Black Female Professionals: Navigating Career Advancement and Corporate Support

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Empowering black female professionals. Nicki GilmourIn today’s corporate landscape, diversity and inclusion initiatives have gained significant momentum, yet the journey for Black female professionals remains a unique and often challenging one. Everyone is an individual coming to work from different places and backgrounds and it is true that personality traits and opportunities from a young age makes a difference. I speak as someone who lives in a town with many successful Black professionals, and I have a daughter of color myself so I would only want a fair opportunity for her by equipping her for the world and the workplace. Writing this, however, feels somehow repetitive as founder of theglasshammer.com because things only change if we make them change.

People of color are still facing systemic barriers and yet Black female professionals continue to show up to bring invaluable perspectives, skills, and talents to the table. However, to fully harness their potential, it’s crucial to address the obstacles they encounter and recognize the pivotal role that both managers and companies play in their career advancement. It is worth checking out our extensive past coverage on Black women’s advancement and how the Black feminist movement was completely different to the names that we might associate with the topic – bell hooks is less of a household name for example.

Black women in corporate settings often encounter a multitude of challenges that can impede their career progression. These challenges include systemic racism, gender biases, and intersectional discrimination. Tsedale M. Melaku’s book You Don’t Look Like a Lawyer: Black Women and Systemic Gendered Racisim highlights how race and gender create barriers to recruitment, professional development, and advancement to partnership for Black women in elite corporate law firms.

Stereotypes and unconscious biases may lead to being overlooked for promotions or opportunities for growth. Additionally, navigating corporate culture that may not fully embrace diversity and inclusion can be isolating and exhausting with a researched psychological toll of being one of the only senior women of color.

Despite these challenges, there are several strategies Black female professionals can employ to advance in their careers:

Building a strong network is crucial. Cultivating a supportive network of mentors, sponsors, and peers can provide valuable guidance, opportunities, and advocacy. Seeking out individuals who can offer mentorship and sponsorship can help navigate challenges and open doors to new opportunities. Goldman Sachs has a Black Analyst and Associate program that enables connection and learning and has proven to retain and help develop Black and African American talent. Investing in continuous learning and skill development is essential for staying competitive in today’s rapidly evolving workplace. Pursuing professional development opportunities, acquiring new skills, and seeking feedback can enhance capabilities and increase visibility within the organization.

Developing strong communication skills, including assertiveness, can be instrumental in advocating for oneself and expressing career goals and aspirations. Assertive communication involves confidently articulating one’s achievements, skills, and ambitions, as well as setting boundaries when necessary. However there has been research that suggests that women of color fall foul of a negative stereotype of the “Angry Black Woman” so there is a difficult and unfair line to tow as that is not applied to others. #SoftBlackGirl offers solid advice regarding celebrating and communicating wins regularly.

Actively seeking visibility within the organization by volunteering for high-impact projects, participating in cross-functional teams, and contributing thought leadership can increase recognition and demonstrate leadership potential. Advocating for oneself is crucial in ensuring that achievements and contributions are recognized and rewarded. Black female professionals should feel empowered to speak up about their accomplishments, express career aspirations, and negotiate for advancement opportunities.

Corporate organizations play a pivotal role in creating an inclusive environment where Black female professionals can thrive.  To support their success, companies should implement the following initiatives:

Diversity and Inclusion Programs: Establishing robust diversity and inclusion programs that prioritize representation, equity, and belonging can foster an environment where Black female professionals feel valued and supported. These programs should include initiatives such as mentorship programs and leadership development opportunities. These programs have to be useful by design and will not be unless they are supported from the top with an integral place in the talent strategy. These programs need to be structural not superficial. Unconscious bias training has become in mode – and the research is mixed on it- some say that awareness of bias reduces bias but studies show perspective taking is more effective and lasting.

Accessibility and Transparency: Companies should ensure that advancement opportunities are accessible to all employees based on merit and potential, regardless of race or gender. Implementing transparent promotion processes and addressing biases in decision-making can help mitigate disparities in career advancement.

Mentorship and Sponsorship Programs: Creating formal mentorship and sponsorship programs that pair Black female professionals with senior leaders who can provide guidance, advocacy, and career support is essential. These programs should focus on fostering meaningful relationships and providing opportunities for skill development and visibility.

Leadership Accountability: Holding leaders and managers accountable for promoting diversity and inclusion within their teams and advocating for the advancement of Black female professionals is crucial. Leadership accountability can be demonstrated through setting diversity goals, measuring progress, and fostering a culture of inclusivity. You would think it would go without saying that companies must actively address bias and discrimination in the workplace by implementing policies and practices that promote fairness and equity. This includes addressing microaggressions, providing diversity training, and creating channels for reporting and addressing discriminatory behavior.

The journey for Black female professionals to advance in their careers is multifaceted and requires both individual resilience and organizational support. By employing strategic career advancement strategies and advocating for systemic change within companies, Black female professionals can overcome barriers and achieve success. It is imperative for corporate organizations to prioritize diversity, equity, and inclusion initiatives to create a more inclusive and equitable workplace where all employees, including Black women, can thrive and reach their full potential.

Diversity work requires organizational development, leadership, and commitment from everyone. Gatherings in employee resource groups, big ticket speakers and requested assimilation to the model of work, which was built postwar for white men, just isn’t the answer.

Evolved Employer, the organizational development consulting arm of theglasshammer works with companies to ensure companies understand systemically the work that creates a more level playing ground for all to thrive- true talent meritocracy.

By Nicki Gilmour, founder and CEO of TheGlasshammer.com

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Op-Ed: Reshaping the Work Landscape – Women’s Work and the Longevity Revolution

women leaders and longevity revolutionLeadership succession is key to project a company forward. Identifying and training new leaders is essential to diversify and spur healthy and creative growth. At the same time, it is critical to ground succession solidly on the acquired experience of older leaders: their knowledge, practices, criteria, ideas, values, and vision.

As leaders, we focus on the company’s interests, and we are committed to the transition process. But it is not easy. Transitioning out of a strong leadership job can be difficult. We love what we do; we know how to do it; we do it well; we have energy. So, we train, we mentor, we transfer, we give power away – and then, we unconsciously may take it back, here and there. It is a struggle, because – as in any transition – emotions arise: the fear of losing relevance, power, purpose. We are excited about what succession opens for others, but we also need to get excited for what the transition brings for us.

Introspecting is necessary to envision a new purpose. Purpose ignites; but it takes time to mature. Consider:

  • Ways to Transfer Value: How to transmit the technical, managerial, creative, or leadership capital we have? Can “transfer methods” – coaching, writing, speaking, training, teaching – become a path to new leadership?
  • New Opportunities Within: What is possible now that was not possible before, within our organization? Can we cross-discipline, create new paths, develop unused skills to open new opportunities?
  • Explore New Enterprise: Is it time to depart in order to focus on long-held ideas that never had their time before? Enterprising anew around services, products, ideas, people.
  • Time to Re-Frame: A gap-time to follow curiosity may help re-frame and re-wire in new directions that may not be visible in the heat of transition.

As we explore, life may feel fragmented; gaining clarity is a process. A third party can be helpful in facilitating introspection and help us redirect our energy and strengths from what we are leaving to what is ahead.

Typically, a company’s succession plan focuses on grooming the upcoming leaders through mentoring, coaching, training – but rarely puts focus on the above re-invention strategies or coaching for leaders who are transitioning out of their roles. There is an underlying assumption that they should figure it out on their own (aren’t they leaders?) or that they will simply disappear, retire. This is old thinking, a 20th century mentality of an 85-year life cycle of Learn-Work-Retire.

We need new thinking about the work cycle: a longevity revolution is taking place.

The global population over age 60 is growing at an unprecedented pace: from 1 billion in 2019, it is estimated to grow to 1.4 billion in 2030 and to 2.1 billion in 2050. High income countries lead this trend: people over 65 are now 30% in Japan, 24% in Italy, 23% in Finland, and 17% in the US. The fastest growing age-group is people over 75, and the second fastest, centenarians. People in their 60’s today, have over a third of their life ahead! My own father, aged 102, is an amazing centenarian, independent, public speaker, learner, friend, traveler, partner. And this phenomenon is even more relevant for us women: we tend to live longer than men; in 2024, a whooping 78% of all centenarians are women.

Not only do women live longer; many women still earn less, comparatively; women may have slowed down work during childrearing years or may be responsible for parents who live longer too, resulting in less overall accumulated resources and wealth. We, women live longer, but we also need to work much longer.

Many older women are still shown or insinuated the door, but the landscape is changing. Women over fifty-five has been the fastest-growing age segment in the workforce. In contrast, the number of men over fifty-five working is projected to decline by 3 percent.

In 2021, Forbes launched its first yearly “50 over 50”, a selection of female leaders in their 50’s, 60’s and beyond, who are making it happen – creators, entrepreneurs, scientists, leaders, CEOs. Natalie de Vries, selected as a leader in my own field of work (architecture) said: “Visibility for women in architecture is crucial to improving equality in our profession.”

How can we support women rising to executive level and then beyond? Below are some key strategies, further developed by Carson College of Business and Harvard Business Review:

  1. Mentor & Sponsor: Support talented females; share, guide, meet.
  2. Hire with Focus on skills, whoever has them.
  3. Deepen Networks: Interact, connect, enrich mutual networks. Connections are crucial for growth.
  4. Intentional Training: Provide talented women with the management tools they need to rise and succeed; even more so to women in fields that traditionally do not educate on management.
  5. Creative Collaborations: Intergenerational, cultural, and thinking-style diversity provokes new thinking and creative solutions. It also breaks stereotypes we may carry about age groups.
  6. Visibility: Public speaking, writings, awards, and public expressions of Thought Leadership
  7. Add Women to Corporate Boards: Executive diversity has shown to correlate with financial health. Role models will inspire other women to reach and achieve.
  8. Cultivate Identity: With growth and age, cultivate a broad identity to include talents, skills, experience, interests, and passions. A broad identity (personal brand) can be instrumental to open future paths.

Women in their 50’s and beyond may have their best working years ahead: with family mission completed, they are highly experienced and driven. They tend to be more team and company focused than self-focused. A study by McKinsey reveals a correlation between gender diversity at executive level and financial performance.

The future of women’s work is also influenced by the tightening labor markets in developed nations, given their declining populations. Companies will be driven to retain their older talent and leaders, who were traditionally transitioned out. This is an emerging imperative for business and illuminates a new angle to diversity.

Myself, l love to work, and I am proud to be a role model for women in the workplace. We are the first generation of women working past our 60’s, changing old age narratives in society, in companies, and within ourselves. We are open to reboot, redirect, recreate, but we have no role models ahead of us. Here we are again, a generation leading how women work. We trailblazed before; we can trailblaze again.

Age offers enormous potential – accumulated knowledge, techniques, wisdom, insights, stories, relationships, ability to ideate, manage, mentor, and speak up. We can continue contributing to companies or to the world as leaders, strategists, problem-solvers, creatives, coaches, speakers, or storytellers. It is up to us to continue to make ourselves visible and relevant, for us, and for the women coming up after us. Soon, they’ll be sixty too.

We summon the courage to reinvent ourselves again and again. We tap into our next superpower – our age.

By Liora Haymann, Managing Director, OBMI International

(Guest Contribution: The opinions and views of guest contributions are not necessarily those of theglasshammer.com).

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