Why do men seem to naturally advance to higher positions?

Men advance to senior positions more often because they unconsciously benefit from structural advantages: a culture that treats masculine behavior as the norm for leadership, informal networks that make them more visible, and performance evaluation systems that contain unconscious bias. This is not because men work harder or perform better, but because the rules of the game in many organizations have historically been designed around them. In this article, we answer the most frequently asked questions about gender inequality in the workplace and what can be done about it.

What invisible mechanisms give men an advantage?

Men gain an advantage through a combination of unconscious bias, informal networks, and an organizational culture that treats masculine behavior as the default standard for leadership. These mechanisms are rarely visible or intentional, yet they have a measurable impact on who ultimately advances to senior positions.

One of the most powerful mechanisms is affinity bias: the human tendency to promote people who resemble ourselves. In organizations where leadership has historically been male-dominated, this means male candidates are more quickly recognized as having “leadership potential.” They don’t need to make their ambition explicit because it is simply assumed.

The halo effect also plays a significant role. When a man comes across as confident and assertive, those traits are automatically associated with competence and leadership potential. For women, this mechanism works differently — or even in reverse. The same behavior is more often labeled as arrogant or overly emotional.

Finally, there are structural factors such as the way promotions are requested and awarded. Research across a wide range of industries consistently shows that men are more likely to put themselves forward for a new role or a salary increase, while women more often wait until they feel fully ready. This difference in behavior is not a personality trait — it is a response to an environment that rewards ambition in men while criticizing it in women.

What are the unwritten rules that women are missing out on?

The unwritten rules in organizations are the implicit norms, expectations, and codes of conduct that are never formally explained but determine who gets noticed, who earns trust, and who ultimately moves up. Women are less often initiated into these rules, simply because they have less access to the informal circles where those rules are passed on.

Some of the most influential unwritten rules include:

• Visibility matters more than performance. Those who do excellent work but remain invisible to decision-makers are overlooked when promotions come around. Being present in the right conversations carries more weight than a stellar performance review.
• Self-promotion is not vanity — it’s a necessity. Results need to be actively communicated. Those who stay modest and expect good work to speak for itself often wait in vain for recognition.
• Networking is working. Informal conversations by the coffee machine, lunches, and after-work drinks are not a waste of time — they are strategic investments in relationships that pay off later.
• Office politics is not a dirty word. Understanding who the real decision-makers are, what interests are at play, and how to build coalitions is an essential skill that is rarely taught in the workplace.

The good news: these rules can be learned. They are not innate in men — they are passed on to them early and informally. That means women can learn them too, as long as they approach them with intention. The Masterclass Stratego for Women was specifically developed to give women insight into exactly these rules and how to navigate them in their own way.

How does the old boys’ network operate in modern organizations?

The old boys’ network still exists, but it has taken on a modern form. It is no longer about smoke-filled rooms and exclusive gentlemen’s clubs — it is about subtle informal networks that determine who receives information, who gets recommended for a new role, and who is invited to strategic conversations.

In practice, it works like this: decisions about promotions and projects are rarely made solely in formal meetings. They are shaped in informal conversations, via WhatsApp groups, at sports clubs, or over drinks where not everyone is present. Those with access to these informal channels have an information advantage and a trusted relationship with decision-makers that others simply lack.

Women are less often part of these networks — not because they are unwelcome, but because the activities and timing often fit less well with their schedules, or because they are never explicitly invited. Moreover, women who actively engage in networking are sometimes judged by different criteria than men: while a man who networks is seen as ambitious and sociable, a woman doing the same can be described as calculating.

Networking with intention — with a clear strategy and an eye for who the real influencers are within an organization — is therefore one of the most effective ways to counteract this disadvantage.

Why are ambition and leadership judged differently in women?

Ambition and leadership are judged differently in women because there is a conflict between societal expectations of femininity and the traits traditionally associated with leadership. In academic literature, this is known as the role congruity problem: leadership evokes associations with assertiveness, dominance, and confidence, while women are expected to be warm, modest, and cooperative.

When a woman is assertive, pursues a senior position, or clearly advocates for her own interests, it generates a discomfort that men in the same situation simply do not face. She is labeled “too ambitious” or “difficult,” while a male colleague displaying the same behavior is seen as decisive and leadership material.

This double standard has real consequences for women’s advancement into management. Women learn early on that they need to soften or package their ambition to be seen as acceptable — and this comes at the cost of their visibility and their opportunities for advancement. It is a structural problem, not an individual failing.

What helps is not adjusting women to fit a system that works against them, but developing a personal style that is both authentic and strategically effective. That means learning how to communicate with impact without falling into the trap of the double standard, and understanding when to deploy which approach.

What can women do to advance more quickly?

Women can advance more quickly by deliberately working on strategic visibility, networking, and understanding the unwritten rules of their organization. This does not require changing your personality — it requires a strategic perspective on how the game is played and how you can participate in it on your own terms.

Concrete steps that make a real difference:

1. Make your results visible. Actively communicate what you contribute, to the people who matter. Don’t wait for someone to notice.
2. Build your network with intention. Identify the real decision-makers and influencers in your organization and invest in those relationships — even when there is no immediate, tangible benefit.
3. Ask for what you want. Whether it’s a promotion, an interesting project, or a salary increase: waiting for someone to offer it is far less effective than bringing it up yourself.
4. Learn to read the political landscape. Understand what interests are at play, who holds formal and informal power, and how decisions are actually made in your organization.
5. Seek sponsors, not just mentors. A mentor gives advice; a sponsor actively puts their name behind you and recommends you for opportunities. Sponsors are crucial for advancing to senior positions.
6. Invest in your own development. Strategic skills, negotiation techniques, and personal leadership are all learnable. Structured programs help you grow faster and more effectively than trial and error alone.

What role do organizations play in equal advancement?

Organizations play a decisive role in ensuring equal advancement for women into senior positions. Individual effort from women is valuable, but it is not enough when an organization’s structures, culture, and processes systematically work against them. Equal advancement requires active policy — not passive good intentions.

What organizations can do in concrete terms:

• Make promotion processes transparent. Who decides who is considered for a senior role, based on what criteria, and through what process? Lack of clarity around these decisions increases the likelihood of unconscious bias.
• Train managers on unconscious bias. Awareness is the first step. Managers who understand how affinity bias and double standards operate can more actively compensate for them.
• Invest in targeted talent programs. Women who participate in programs specifically focused on strategic leadership and the unwritten rules demonstrably advance more quickly. This is not charity — it is a strategic investment in retention and diversity.
• Create inclusive networking opportunities. Informal networks are one of the greatest sources of inequality. Organizations that deliberately create inclusive networking moments reduce this advantage.
• Measure and monitor advancement data. What isn’t measured doesn’t change. Organizations that actively track how women are advancing at different levels can make targeted interventions.

Gender diversity in leadership is not an HR side issue — it is a strategic necessity. Organizations that invest seriously in this benefit from broader perspectives, better decision-making, and stronger talent retention.

How InTouch supports women’s advancement to senior positions

We see every day how ambitious women hit a wall — not due to a lack of talent, but due to a lack of insight into the rules of the game. That is exactly where we come in. With nearly 30 years of experience in women’s leadership and gender diversity, we offer practical programs that move both individual women and organizations forward.

What we offer:

• Masterclass Stratego for Women: our six-day flagship program in which women learn how to decode the unwritten rules, increase their visibility, and shape their careers strategically. Successfully delivered for over 20 years in small groups of no more than 12 participants.
• Workshops and bootcamps for teams and organizations that want to get to work quickly and practically on women’s leadership and inclusion.
• Keynotes that raise awareness among managers and HR professionals about the mechanisms that stand in the way of equal advancement.
• Personal coaching for women who want to work individually on their strategic positioning and personal leadership.

No vague theory — just immediately applicable tools. Want to find out what we can do for you or your organization? Get in touch with us and we’ll work together to find the best approach.

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