The equality of women in management positions is an important but challenging path. According to the study “Women in the Workplace 2024” by McKinsey and LeanIn.org, many companies have already taken measures to promote diversity, but implementation is often patchy, especially when it comes to getting women into management positions.

The phenomenon of the “glass ceiling” shows this: Women advance to a certain level and then often encounter invisible barriers that prevent further advancement. The “glass cliff” effect poses a further challenge: Women often take on risky leadership roles in difficult times where mistakes are rarely forgiven. The World Economic Forum's Global Gender Gap Report 2024 also shows that women only hold around 20 percent of top management positions worldwide.

The following four strategies specifically address challenges that women in leadership roles face particularly frequently and offer more in-depth approaches to building sustainable leadership skills:

Strategically strengthening networks and alliances
A stable network is much more than a resource - it forms the basis for cooperation and promotes access to valuable information that can be crucial in a leadership context. Especially in difficult situations or phases of upheaval, managers benefit from strategically established alliances. Studies show that female managers with broadly diversified networks develop greater resilience, can access resources more quickly and are better at gathering the necessary information to help overcome crises. A targeted network not only strengthens resilience, but also offers concrete career opportunities and support in leadership decisions.

Targeted promotion of crisis competence and resilience
Women who are appointed to management roles in critical situations often have to work with high expectations and little room for maneuver. Resilience goes far beyond coping with stress: it includes the ability to act with foresight and keep a cool head in challenging situations. The development of such skills can be further enhanced through specific training and regular feedback. Organizations and career programmes that offer a space for resilience coaching support this skills development and lay the foundation for proactive leadership behaviour, even in challenging phases.

Self-confident self-PR and targeted positioning
In management positions, visibility is not just a question of perception, but a prerequisite for recognition and promotion. Studies have shown that women are less likely to actively present their successes than male colleagues, which can limit their recognition in management circles. It is therefore crucial to build visibility early on, as being consistently perceived as an expert builds trust and credibility for years to come. Successful self-PR means more than just sharing successes: It involves strategic positioning through public appearances, articles, panel discussions and online presence to establish a consistent and positive perception. Women who share their expertise through targeted positioning in relevant specialist forums or networks increase their profile and can thus establish themselves as competent contacts and opinion leaders in their field.

Expansion of future skills
The modern working world requires a continuous expansion of specific skills, both technical and social. Access to further training opportunities, especially on current topics such as artificial intelligence and digitalization, is becoming a decisive advantage. Studies show that managers who develop not only hard skills, but also areas such as emotional intelligence, crisis communication and innovation skills, gain greater trust from their teams and superiors. The development of “future skills” therefore goes hand in hand with the development of an empathetic and forward-looking leader who can survive in dynamic and complex working environments.

Tips for young professionals

1. Plan further training in a targeted manner

Professional skills and soft skills should be given equal focus right from the start of a career. Building up basic skills in the field of digital transformation, for example through courses in data analysis or project management, promotes an agile mindset and prepares you to actively integrate technological developments into your work.

2. Use mentoring and networks

The search for mentors and the development of networks offer young managers insights and orientation in a dynamic environment. Mentors can help to identify blind spots and reflect on decisions. The exchange with other young professionals creates inspiration and mutual support.

3. Develop self-reflection and a feedback culture

Regularly reflecting on yourself and being open to feedback helps to promote emotional intelligence and your own learning curve. This not only creates trust in the team, but also lays the foundation for an authentic and resilient leadership identity.

As a career congress for women in industry, FEMWORX is a platform that specifically invites people to share their leadership experiences and career prospects. Our events offer space to make contacts and gain valuable insights into key topics such as crisis competence, self-marketing and building strong networks. At FEMWORX, we work together to create a future-oriented and equal working world in which all talents have the opportunity to develop their full potential.

Further information can be found at https://www.hannovermesse.de/de/rahmenprogramm/special-events/femworx/