I have spent my career watching companies make bold declarations about gender equality, only to see those promises fade when tested. Women are often spotlighted in recruitment campaigns but left behind in promotions, appointments, and development opportunities. Policies designed to level the playing field disappear without explanation, replaced with vague references to “merit,” “culture fit,” and the elusive “gravitas.”
The 2025 U.N. International Women’s Day theme—For ALL women and girls: Rights. Equality. Empowerment—is urgent. However, progress in gender equity is not accelerating; it is stalling.
In recent months, executive orders have gutted diversity programs, corporate leaders have distanced themselves from gender equity initiatives, and public figures like Mark Zuckerberg have called for “more masculine energy” in corporate America. These moments reinforce outdated narratives about leadership and limit opportunities for women at every level.
History has shown that progress does not advance on its own. It must be built, reinforced, and protected. And when companies pull back, the consequences reach far beyond the workplace.
The economic case for investing in women
Supporting women’s advancement is not about generosity but a strategic decision that strengthens businesses. Companies that fail to integrate women into leadership and decision-making structures actively undermine their potential. The economic benefits of diverse leadership are clear:
Businesses with diverse leadership teams outperform competitors by 35%, yet women hold only 10% of executive leadership roles in Fortune 500 companies according to a McKinsey & Co. study.
Companies with fewer women in leadership experience higher attrition rates among female employees, which can lead to productivity loss, increased turnover costs, and knowledge drain.
The gender pay gap costs the global economy $172 trillion in lost lifetime earnings according to the World Bank.
When leadership teams reflect diversity on all spectrums, companies become more resilient, adaptive, and successful.
The unwritten rules of leadership
Leadership is shaped by vision, resilience, and the ability to unite teams toward a shared goal. Yet the standards used to evaluate leaders continue to be uneven.
I remember coaching a senior executive who had just been hired into a leadership role with overwhelming support. Her credentials were impeccable, and her experience outmatched that of many of her peers. Within weeks of joining, however, she was pulled aside and advised to “soften her approach” and “adjust her communication style” to better fit the leadership culture.
Her male colleagues, known for their direct and assertive styles, were praised for their confidence. No one asked them to adjust.
The unwritten leadership rules determine who is seen as competent, who is given room to grow, and who gets access to certain networks and circles to gain the critical mentorship and sponsorship needed to advance. These rules are still stacked against women, and they are even harsher for women of color.
Organizations that police the style of women leaders while excusing the same behaviors in men limit their own growth. Instead of pushing women to fit outdated leadership models, they should be evaluating what leadership actually requires, who possesses these attributes and is already demonstrating them, and then uplift, promote, and celebrate these behaviors.
The silent retreat from progress
The backlash against DEI has led many organizations to reduce gender equity efforts under the radar. Instead of announcing program eliminations, they allow them to fade.
Budgets shrink. Reports disappear. Hiring goals go unmentioned.
This is how progress is undone—not through open resistance but through defunding and de-prioritization.
Yet I also see organizations that refuse to retreat. Companies like Cisco and JPMorgan Chase continue to invest in women’s leadership programs, sponsorship initiatives, and pay equity efforts. For instance, Cisco’s Women in Technology program has been instrumental in promoting gender diversity in the tech industry, and JPMorgan Chase’s Women on the Move initiative has significantly increased the representation of women in leadership roles.
They recognize that the future of work belongs to companies that retain top talent, reflect their customer base, and make decisions informed by an array of diverse perspectives, ideas, and approaches.
The cost of doing nothing
Companies that fail to invest in women will experience immediate and long-term consequences:
Losing the next generation of leaders: High-performing women are leaving companies that fail to support their growth. A 2024 Deloitte report found that 60% of women under 35 would leave their jobs within two years if they did not see a clear path to leadership. This is not just a statistic. It’s a warning sign of the talent drain that could result from neglecting gender equity.
Disconnecting from evolving consumer bases: Women control 85% of consumer spending decisions. Companies that fail to reflect their audience in leadership will lose the ability to connect and serve their largest customer base.
Falling behind in talent attraction and retention: The most competitive organizations are integrating gender equity into their core business strategy. Those who deprioritize it will struggle to attract top-tier candidates who expect psychologically safe, welcoming, and inclusive workplaces.
Ignoring the power of female-driven investment: With women becoming the largest benefactors of inherited wealth and shaping the philanthropic and financial sectors, more investments and resources will now be directed toward social impact, education, and equity-focused initiatives. Companies that fail to engage with this shift risk losing critical partnerships and funding opportunities.
Undermining women’s leadership benefits: Research consistently shows that when women participate in leadership and decision-making—whether in business or global diplomacy—the outcomes are more effective and sustainable. Organizations that overlook diverse perspectives miss opportunities for innovation, market expansion, and long-term success.
Neglecting the growing presence of women in the workforce: By December 2024, the labor force participation rate for prime-age women reached 78.2%, reflecting a steady increase in workforce engagement. However, without meaningful pathways for leadership, businesses risk stagnation and suffering from untapped talent, potential, and innovation.
Gender equity is not a social issue—it is a business imperative that enables organizations to be competitive, progressive, and drive business outcomes.
What real investment looks like
Achieving progress for all women takes more than corporate statements. Leadership development must be tied to measurable outcomes, ensuring women advance based on their contributions and ensuring they have opportunities to develop, grow, and succeed. Pay equity efforts such as audits, standardized compensation structures, and pay transparency should be as routine as revenue tracking, because addressing wage gaps supports a fair and equitable workplace and builds a high-performance workforce.
Mentorship and advocacy play a critical role in career advancement. Women need advocates at all levels of an organization to ensure they are seen, supported, and developed while removing bias from HR processes impacting leadership evaluations, performance reviews, and compensation structures to drive lasting change.
Companies that embed gender equity into their business strategies will shape and lead the future of work. The question is not whether businesses should invest in women but whether they can afford the cost of failing to do so.
