What holds women back in their careers?

juli 19, 2026

Women are held back in their careers by a combination of structural barriers, unconscious bias, and internal patterns such as self-criticism and a lack of strategic insight. These obstacles are not always visible, but their impact on career opportunities is concrete and measurable. In this article, we answer the most frequently asked questions about career barriers for women and what can be done about them.

What invisible barriers hold women back in the workplace?

Invisible barriers for women in the workplace are structural and cultural obstacles that never appear in a job description, yet determine who advances. Think of unconscious bias in performance reviews, informal networks that women have less access to, and an organizational culture that unconsciously rewards male leadership styles.

These barriers are particularly persistent precisely because they are so difficult to identify. A woman who is just as competent as her male colleague may still be passed over for promotion simply because she is less visible in the right conversations. Research on gender diversity in the workplace consistently shows that women are more often evaluated on proven performance, while men are more often assessed on potential.

Other common invisible barriers include:

Informal networks that operate outside working hours, where women are less routinely included
Language used in performance reviews, where women are more often described as “friendly” or “caring” rather than “strategic” or “leadership-oriented”
Double standards, where assertiveness in men is seen as strength and in women as aggression
Domestic responsibilities that are more frequently attributed to women, including by employers

Recognizing these patterns is the first step. Only once you understand how the game is played can you navigate it with intention.

Why does self-criticism so often undermine women’s careers?

Self-criticism holds ambitious women back in their careers because it prevents them from seizing opportunities, making their achievements visible, and putting themselves forward for positions of responsibility. Women tend to set higher standards for themselves before taking a step, while men more often act on ambition and potential alone.

This phenomenon is commonly known as impostor syndrome: the feeling that your success is undeserved, that you are not good enough, and that others will eventually find out. Research shows that this pattern is more common and more intense among women, partly due to the way girls and boys are approached and evaluated differently from an early age.

In practice, self-criticism leads women in the workplace to:

Avoid applying for a role unless they meet nearly all of the requirements
Attribute their achievements to luck or the team rather than to their own abilities
Be less likely to ask for a raise or promotion
Invest significant energy in perfection rather than in visibility and influence

The good news is that self-criticism is not a personality trait — it is a learned pattern. With the right strategies and self-awareness, women can learn to assess their own qualities more realistically and use their voice with greater confidence.

How do unwritten rules operate in organizations?

Unwritten rules in organizations are the informal codes of conduct, expectations, and power dynamics that determine who has influence, who is seen as a leader, and who gets ahead. They are never written down, yet everyone who knows the rules acts on them.

Alongside every formal organizational structure exists an informal network of relationships and expectations. Who knows the right people, who sets the agenda for a meeting, who stays behind to chat with the director afterward — these are the moments where careers are made or stalled. Women are less often naturally included in these informal circuits, which means they learn the rules later or miss them entirely.

Concrete examples of unwritten rules include:

Visibility carries more weight than results alone
Having the right allies gives you more room to maneuver
The timing and framing of a proposal partly determine whether it gets accepted
Those who don’t promote themselves don’t get promoted

Understanding these dynamics is not about playing politics or compromising your integrity. It is about grasping how your organization actually works, so you can make deliberate choices about how to strengthen your position in a way that feels authentic to you.

What is the difference between a mentor and a sponsor in the workplace?

A mentor offers advice and guidance, while a sponsor actively uses their network and influence to open doors for you. The distinction is crucial: a mentor talks with you, while a sponsor talks about you in the rooms that matter.

Women are more likely to have mentors than men, but less likely to have sponsors. This is one of the reasons women advance to senior positions more slowly, even when they perform equally well. A mentor can help you reflect on your career, identify your strengths, and highlight blind spots. That is valuable — but it does not automatically lead to a promotion or a more visible role in the organization.

A sponsor does something different. They mention your name when a new role becomes available. They advocate for your abilities in a meeting you are not part of. They open doors you have not even noticed yet. Sponsorship is built on trust and reciprocity: the sponsor believes in your potential and invests their own reputation in it.

For ambitious women, it is therefore essential to actively invest in building sponsor relationships, alongside maintaining mentorships. This requires strategic networking, making your achievements visible, and building relationships with people who genuinely hold influence in your organization.

How can women strategically increase their influence in organizations?

Women can strategically increase their influence in organizations by raising their visibility, networking with purpose, understanding the unwritten rules, and actively positioning their own strengths. Influence is not a quality you either have or do not have — it is a skill you can develop.

A first step is mapping the power landscape in your organization. Who holds formal authority? Who has informal influence? Who are the real decision-makers behind the scenes? By gaining this overview, you can invest deliberately in the relationships that truly matter for your career goals.

It also helps to take your own visibility more seriously. Many women let their work speak for itself, but in organizations, visibility is weighted just as heavily as performance. That means actively contributing in meetings, sharing your successes with the right people, and positioning yourself as an expert on topics that are relevant to the organization.

Practical strategies for increasing your influence:

Deliberately build an internal network of allies and sponsors
Take the initiative in meetings and articulate your positions clearly
Explicitly connect your ambitions to the goals of the organization
Actively seek feedback and use it to strengthen your position
Invest in your own development through programs that build strategic insight, such as the Masterclass Stratego for Women

Building influence requires a combination of self-awareness, strategic insight, and the willingness to step outside your comfort zone. It is a skill that can be learned — not a talent you either naturally have or lack.

What can organizations do to retain female talent?

Organizations can retain female talent by removing structural barriers, developing inclusive leadership cultures, and investing purposefully in the growth and visibility of female employees. Gender diversity in the workplace requires more than good intentions — it requires concrete policy and active support.

One of the most effective measures is offering targeted talent programs for women. Not because women are less capable, but because organizational culture and informal networks still too often work against them. By supporting women in understanding these dynamics, organizations increase their chances of advancement.

Other proven measures for organizations include:

Transparency in performance review and promotion processes to reduce unconscious bias
Active sponsorship from senior leadership for female talent
A flexible work culture that exists not just on paper but in day-to-day practice
Diversity targets that are taken seriously, measured, and regularly discussed
Training for managers on inclusive leadership and unconscious bias

Organizations that invest in gender diversity do so not only from a moral standpoint, but also from a strategic one. Diverse teams demonstrably outperform homogeneous ones, make better decisions, and are more innovative. Retaining female talent is therefore not an HR issue — it is a business priority.

How InTouch helps women overcome career barriers

At InTouch Women, we have spent nearly 30 years working to break down the barriers that hold women back in their careers. Our approach is practical, no-nonsense, and directly applicable to everyday professional life.

Our flagship program, the Masterclass Stratego for Women, is specifically designed for ambitious women who want to strengthen their strategic capabilities and gain a deeper understanding of the unwritten rules in organizations. Over six months, you work alongside a small group of women on:

Understanding the unwritten rules and power dynamics in your organization
Concrete strategies to increase your influence and visibility
Building self-confidence and personal leadership
Practical tools for negotiating, self-promotion, and positioning
A network of like-minded, ambitious women

We also work with organizations that are serious about gender diversity, through workshops, keynote sessions, and tailored programs. Because change needs to come from both sides: from the woman herself and from the organization around her.

Want to find out what we can do for you or your organization? Get in touch with us and we will work together to find the best approach.

Veelgestelde vragen

How do I know whether I am dealing with unconscious bias or simply honest feedback?

The distinction is not always easy to make, but look for patterns rather than isolated incidents. If you notice that feedback about you more often focuses on your style or attitude than on your results, or if male colleagues with similar performance are advancing more quickly, unconscious bias may be a factor. Discuss your observations with a trusted mentor or coach who can help you assess the situation objectively and develop a targeted strategy.

How do I start building a sponsor relationship when I don't know anyone in my organization well enough?

Start small and strategically: identify who the influential people in your organization are and look for organic opportunities to connect with them, such as project collaboration, internal working groups, or informal meetings. Make your work and your ambitions visible by actively contributing in meetings and sharing your successes. Sponsor relationships rarely develop overnight — they are an investment in trust and reciprocity that takes time.

What should I do if my organization has a diversity policy but little actually changes in practice?

This is a common situation where policy exists on paper but the culture does not shift. Document concrete examples of the gap between policy and practice and raise them with HR or a manager who genuinely has influence. At the same time, look for internal allies who are observing the same issues, because collective feedback carries more weight than individual complaints. If the organization consistently fails to move forward, it is also legitimate to consider whether this is the right environment for your ambitions.

How do I break the pattern of self-criticism without feeling like I'm just telling myself what I want to hear?

It is not about self-persuasion — it is about calibrating your self-image more accurately. An effective first step is keeping a 'success journal' in which you note weekly what you did well and what personal contribution you made. Also actively seek concrete feedback from colleagues and managers, so you have an external reference point alongside your own often overly critical perspective. With time and repetition, the pattern shifts from automatic self-doubt to realistic self-confidence.

Are these career barriers different for women in senior roles compared to those who are just starting out?

The underlying mechanisms are similar, but the way they manifest differs. Women early in their careers more often face invisibility and exclusion from informal networks, while women in senior roles more frequently encounter the 'glass cliff' — they are more often appointed to high-risk positions or during times of crisis, making failure more visible. At both levels, unconscious bias and a lack of sponsorship play a central role, but the strategy for navigating them needs to be adapted to the specific context and stage of a woman's career.

Can I understand the unwritten rules without compromising my integrity or becoming political?

Absolutely — and this distinction is essential. Understanding the unwritten rules does not mean following them blindly or adapting yourself to a culture that does not suit you. It is about making conscious choices: you understand how the game is played and then decide for yourself how you want to engage with it. Authenticity and strategic insight are not mutually exclusive — in fact, the most effective leaders combine both.

How do I convince my employer to invest in a program like the Masterclass Stratego for Women?

Connect the request to concrete business interests: higher retention of female talent, stronger team performance, and a more robust leadership pipeline are all demonstrable benefits of investing in gender diversity. Back your proposal with data — for example, on the costs of turnover or the business case for diverse leadership — and present the program as a strategic investment rather than a personal benefit. If your employer is hesitant, suggest arranging an introductory conversation with InTouch Women together to discuss the approach and the return on investment in concrete terms.