Women's leadership: what's still holding things up (and the systems that need to be put in place)men’s Leadership : what’s still holding

Yesterday, I was at an event about women's leadership.

We had some great discussions with concrete solutions proposed, not just theoretical talk.

And a central question: why, despite the speeches of leaders who promote women in their company, is it still a problem?

McKinsey & LeanIn publish the largest study on women in business every year. The 2025 figures are clear:

→ For every 100 men promoted to manager, only 93 women are promoted.

→ Only 31% of junior women have a sponsor, compared to 45% of men.

→ 60% of women in leadership positions report being in burnout, compared to 50% of men at the same level.

So it's not just a question of will. It's a question of systems .

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Four concrete levers you can put in place right now

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1. Speaking time in meetings

A woman puts forward an idea. No one reacts. A man rephrases it 5 minutes later. It becomes brilliant.

It's not always conscious (in men). But it's real.

Concrete solution:

• Appoint a person to manage speaking time in meetings
• Measuring the distribution of interventions
• Reframing when an idea is used without credit

2. Job descriptions

Women apply when they meet ~80% of the criteria.

Men apply in 30–40% of cases.

If the job description is a rigid list, as women we mechanically filter and don't even apply.

Concrete solution:

• Distinguish between must haves and nice to haves
• Avoid competitive or aggressive formulations
• Value learning and soft skills, not just immediate performance

3. Unconscious biases

McKinsey confirms it, women at the beginning of their careers:

• receive less sponsorship or mentorship 
• are less likely to ask for help or seek assistance from seniors
• are less prominently featured for promotion 
• and are less connected to people who can help them 

As a Fractional COO, that's exactly where I come in.

You can't change a culture solely through the intentions of its leaders.

We change it operationally through processes.

4. Education

I am a mother of a four-and-a-half-year-old boy.

Gender equality does not begin in the management committee.

It starts at home.

How to teach him:

• Respect.
• Active listening.
• The legitimate place of women in decision-making (in the couple, at work, etc.).
• Power sharing.

These are conversations I already have using simple words, and having a little sister by my side helps in that respect too ;)

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Key takeaways

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Women's leadership is not against men. On the contrary, it is with them that we build it.

Diversity is not a quota. It is what allows a leadership team to see the bigger picture, anticipate better, and make fairer decisions.

Companies that diversify their governance bodies make better decisions.

McKinsey demonstrates that companies with more than 30% women on their executive committee are 39% more likely to outperform financially than those with less.

But only half of companies now prioritize the advancement of women, down from 90% in 2021.

The real question is no longer "should we go for it" .

The question is: what systems do we put in place to make this actually work?

And it doesn't matter what size the company is. The earlier you start, the better.

Because without systems, intentions remain theoretical.

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Cheers,


Aurélie

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