By Dr. Michele D’Amico

For years, efforts to elevate women into leadership have centered around shattering the glass ceiling. But the truth is, many women aren’t even getting a foot on the ladder.

That’s because the first step moving into a managerial role is often where the real barrier lies. This phenomenon, known as “the broken rung,” was spotlighted by the 2019 McKinsey & Company and LeanIn.Org report, which revealed that women are significantly less likely than men to be promoted into management. And when women miss that early opportunity, it affects their entire trajectory.

If we want more women in executive roles, we have to stop focusing only on the top and start repairing the path to get there.

What the Broken Rung Really Looks Like

It doesn’t always show up as blatant sexism. More often, it’s quieter: being passed over for a stretch assignment, being told to “wait your turn,” receiving vague feedback like “you’re not quite there,” while others are promoted with less scrutiny.

These early barriers are discouraging and cumulative. They affect confidence, visibility, and access to critical networks. Over time, they stall careers.

Why Allyship Can’t Be Optional

No one climbs alone and no one should have to. While women have long supported one another through mentorship and peer communities, allyship from others (especially those in power) is essential.

This includes:

• Advocating for women in decision-making spaces.
• Challenging biased assumptions and calling out inequities in real time.
• Sponsoring high-potential women and ensuring they’re in the room and at the table.

Allyship isn’t just about being supportive. It’s about being strategic in using your influence to make space for others.

Systemic Change Beats Surface-Level Fixes

It’s easy to celebrate International Women’s Day. It’s harder to do the deep work of changing internal systems. But real progress requires:

• Transparent promotion criteria so everyone knows what success looks like.
• Leadership development pathways that identify and nurture women early in their careers.
• Accountability metrics tied to diversity and advancement, not just hiring.

Companies that get serious about closing the gap invest in infrastructure, not just intention.

Everyday Actions Matter

You don’t need a corporate initiative to make a difference. Some of the most powerful change happens in everyday choices:

• Who are you mentoring?
• Who gets credit in meetings?
• Who do you refer for the next big role?

Often, the smallest shifts, acknowledging someone’s contributions, recommending a peer, offering feedback, can have the biggest impact.

Building a Culture Where Women Rise

This isn’t just a gender issue, it’s a leadership issue. When women are consistently sidelined, organizations lose out on talent, perspective, and innovation. Diverse teams make better decisions. And inclusive cultures keep top performers.

Fixing the broken rung benefits everyone.

Final Thought

The first step matters. If we’re serious about gender equity in leadership, we have to stop asking women to work twice as hard to get half as far and start fixing the systems that hold them back.

Let’s rebuild the ladder from the ground up. And let’s make sure no one climbs alone.