Women and Burnout: Why It Happens, What to Do

This Women’s History Month, I can’t help but think about all the women leaders who are exhausted but still showing up. Who are carrying more than their share and wondering if anyone notices. Who love their work but aren’t sure how much longer they can sustain this pace.

Image by Pexels from Pixabay

To those leaders: I see you. 

Your fatigue is real, and it’s not a personal failing—it’s a systemic issue that organizations need to address. In one recent survey, 75% of women reported experiencing burnout at work, compared with 58% percent of men. Sixty percent of senior-level women report frequent burnout, compared with 50% of senior-level men. For Black women in senior leadership, that number climbs to 77%.

To the executives and HR leaders reading this, the burnout gap won’t close on its own. And it’s costing your organization dearly. You’re losing talent, engagement, and the leadership pipeline you’ve worked so hard to build.

So, as we celebrate women in March, we also must take a hard look at the barriers to women’s progress. The burnout crisis is one of the most serious obstacles women face, but also one where we can take decisive action.

Why Burnout Hits Women Harder

What’s behind these numbers? First, there are key factors driving burnout for men and women: stressful work environments, pressure from growing workloads, expectations to be constantly productive, stagnating wage growth and not enough mental health support.  Second, women face unique challenges that increase the risk of them feeling unprepared or overwhelmed in their roles:

1. Women receive less actionable feedback than men—and less feedback overall. One analysis found that women get twice as many vague, unactionable critiques in performance reviews as their male colleagues, and are more than 20% less likely to receive the kind of difficult, specific feedback that actually helps people grow, learn and advance. 

2. Women are less likely to be offered the stretch assignments and training opportunities that signal the organization’s investment in them and reinvigorate their career energy. Four in 10 entry-level women haven’t received a promotion, stretch assignment or leadership training opportunity in the past two years, and women are 12% less likely than men to receive leadership skills training.   

3. Women experience the draining toll of microaggressions—being talked over in meetings, having their competence questioned, navigating double standards about leadership style. Women who experience microaggressions at work are four times more likely to report being almost always burned out. And women of color face these experiences at dramatically higher rates: Black women are nearly four times as likely as white women to encounter microaggressions, and Latinas and Asian women are two to three times as likely.

4. Women often carry invisible labor that doesn’t show up on any performance review. Research shows that women in senior leadership do 60% more work than their male counterparts to support employees’ emotional well-being: mentoring junior colleagues, mediating team conflicts, noticing when someone is struggling. The culture-building work that organizations depend on falls disproportionately on women.

5. Women still perform a disproportionate share of unpaid labor at home: Those who work full time still log 9.7 hours per week on household tasks, compared with 5.4 hours for men. Working mothers put in 63% more time than working fathers on childcare and housework each week. And beyond the physical work, mothers take on roughly 73% of all cognitive household labor—the never-ending work of planning meals, scheduling appointments and tracking what the family needs. When this “second shift” follows women into the office each morning, is it any wonder we are exhausted?

The #1 Misconception About Women and Burnout

We have to realize that burnout is not simply a result of individual choices. It is a systemic issue.

Far too often, we talk about women and burnout only in terms of what individual women can do on their own to recover. Addressing burnout at your organization involves more than, say, offering a weekly yoga class or a workshop on resilience.

That means that if your people seem burned out, examine workloads before you look for ways to build their stress management skills. Trust me, even the best training programs won’t be effective when your learners are just trying to keep their heads above water.

Workplace relationships are another systemic factor in burnout. Amid the rise of hybrid work and wave after wave of layoffs, it can feel harder than ever to form close connections to colleagues. More women than men feel isolated and lonely at work, and that fuels burnout.

Organizations also inadvertently fuel burnout by skimping on recognition. It’s easy to understand why: When we’re busy, praise and recognition can be among the first things to fall by the wayside. And—you guessed it—women get less recognition than men do.

How Development Can Address Women’s Burnout

As your organization examines structural issues that fuel burnout, you can start looking at how development opportunities fit into the equation. At Newberry Solutions, we’ve been working with high-performing women leaders since 2008, and we shape all of our products and services based on what really works.

Development must sustain, not drain. That’s why we emphasize teaching practical, immediately actionable strategies that focus on what matters most. We also created the New Lens® platform that empowers leaders to learn wherever they are, even when they have only a few minutes between meetings or in the school pick-up line. As one participant told us, “I feel like I’ve got four full-time jobs. What I love about New Lens is that I can work on it in between things in little spurts. It’s great how digestible this is—videos are two to seven minutes and the articles are short.”

To cultivate the relationships that benefit women so much, we offer development programs that integrate cohort learning, coaching and feedback, and build sponsorship—without taking too much time. All of this has the potential to fix the “broken rung” in women’s career advancement.

Empower Your Women Leaders

Since the turn of the decade, we’ve all been through enormous change, and disruption is only increasing. The period between now and 2030 will be unlike anything we have ever seen. Amid this dramatic transformation, there’s widespread anxiety about leadership pipelines. More than three-quarters of CHROs worry about their organization’s bench strength for key roles. 

In this environment, we just can’t afford to keep losing high-performing women to burnout. If this issue has been on the back burner at your organization, there’s no better time than Women’s History Month to move it forward. We love supporting organizations in advancing women in leadership—and we have an array of proven solutions to customize to your organization’s unique needs. Just drop us a note to open the conversation.

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Don’t wait for performance to drop before taking action. Discover how the New Lens® platform helps organizations support managers with bite-sized, actionable learning—built for today’s fast-paced, high-stress environments.

Give to Gain: 5 Ways to Advance Your Career While Lifting Other Women

International Women’s Day is March 8, and this year’s theme is “Give to Gain”—a reminder that when we invest in other women, we all rise. It’s a message that resonates deeply with me. The most successful women don’t just focus on their own advancement. They lift as they climb. And in doing so, they gain more than they give.

Before we can give to others, though, we have to invest in ourselves. You can’t pour from an empty cup. So as you read through these six practices, I want you to think about them from two angles. First, how can you apply this to your own career? And second, who’s one person—a team member, mentee, or colleague—who could benefit from your support in this area?

1. Own Your Seat at the Table

For you: Recognize that you’ve already earned your current role. Pay attention to your executive presence: the messages you send about your confidence and authority. Stop waiting to feel ready. You’re here because you belong here.

If you’re still feeling some doubt, you’re not alone. About three-quarters of executive women have experienced imposter syndrome at some point in their careers. And the more you achieve, the worse it can get: Research shows that feelings of self-doubt often intensify rather than diminish with success. But here’s what I want you to remember: Those feelings of uncertainty aren’t facts. They’re a predictable response to stretching outside your comfort zone. Don’t let them keep you from taking up the space you’ve earned.

What you can give: Help another woman see that she’s already earned her seat, too. Women often discount their accomplishments or attribute success to luck. Be the voice that reflects her capabilities back to her—especially when she can’t see them herself. This is especially important if you’re the other woman’s manager: Employees are hungry for more coaching, and they often look to managers for a sense of purpose. (This is one reason we made sure that our New Lens® platform involves managers in employees’ development plans.)

Normalize talking about imposter syndrome; some women feel too embarrassed or isolated in their experiences to bring them up. You can also advocate for systemic change or address everyday behaviors that affect women’s sense of belonging or confidence (e.g., like the habit of interrupting women at meetings).

2. Invest in Sponsors, Not Just Mentors

For you: When you’re a busy manager, it’s easy to let relationship building take a back seat or assume that you’re past the stage of needing a mentor or a sponsor. But not having one can still hurt your career. You need people who will advocate for you when you’re not in the room. Mentors give advice. Sponsors open doors. Both are important, but sponsorship is what moves careers.

According to the 2025 Women in the Workplace study from McKinsey and LeanIn.Org, employees with sponsors are promoted at nearly twice the rate of those without. If you don’t have a mentor or sponsor, it’s never too late to cultivate those relationships.

What you can give: Be a sponsor for another woman. Bring her up for opportunities and educate others on her strengths. If she’s involved with a leadership development program, talk to her about how to apply what she’s learning within the specific context of your organization. If you’re not yet in a position to sponsor directly, make introductions to people who could sponsor her or give her opportunities to be in front of senior leaders. Access is one of the most valuable things you can give. You could even suggest starting a mentorship or sponsorship program at your organization.

3. Learn the Unwritten Rules

For you: Don’t shy away from office politics. Every organization has unwritten rules about how decisions get made, who has influence and what it takes to advance. Successful women learn to navigate these dynamics ethically—because ignoring them doesn’t make them go away.

“Playing the game” might feel harder these days if you’re working a hybrid schedule or you’re dealing with increased responsibilities. But that doesn’t make it less essential. So take a few minutes to think about a couple of important questions: Who has the resources, information and influence you need to get business results. And how can you get those people in your corner?

What you can give: Share the playbook with a woman who’s a rising leader or who is new at your organization. The unwritten rules are often invisible to people earlier in their careers—or to anyone who hasn’t had access to insider knowledge. Tell her what you wish someone had told you. Who really makes decisions? What does it actually take to get promoted here? This kind of knowledge can change a career trajectory.

You could make an even bigger impact for women at your organization by pushing for improvements in your onboarding process. Gallup has found that “only 12% of U.S. employees say their company does a good job of onboarding.” When companies miss the opportunity to facilitate relationships, learn new employees’ goals and get an early start on development, they hurt their pipeline of future leaders.

4. Ask for What You Want

For you: Negotiate. For the salary, the resources, the assignment, the flexibility. Here’s something that might surprise you: Recent research from UC Berkeley and Vanderbilt found that women with MBAs actually negotiate salary more often than men do. Yet women still earn less.

If you don’t like negotiating, or don’t think you’re not good at it, there’s probably more than one factor behind that feeling. Perhaps you feel constrained by cultural stereotypes that women are always accommodating. Or maybe you’re comfortable advocating for your team members, but not yourself.

I always share one simple tip that my clients say helps them get past their anxiety about negotiation: Beforehand, think about and prepare for how you might get in your own way. How have you reacted during negotiations in the past? What do you need to change this time to get the results that you want.

What you can give: Encourage another woman to negotiate for something she cares about—and coach her on how to do so. Share your own experiences, including the times it didn’t go perfectly and how you adjusted your approach. I’ve found that negotiation can be a powerful topic to explore in peer or cohort learning. Discovering that this is a shared challenge helps ease anxiety, and the chance to share wisdom helps everyone get better results in negotiations.

5. Make Your Impact Visible

For you: Have you always been a heads-down worker with the mindset that “I just need to do a good job and people will notice”? On today’s overloaded and distributed teams, just doing great work isn't enough anymore. Your contributions must be seen by the people who make decisions about your career.

Think of it this way: You're not bragging. You're helping others learn from your experience and successes. Someone else in your organization may be facing the same challenge you just solved, and sharing your results could help them tremendously. The mindset shift “promoting myself” to “sharing something useful” has been a light-bulb moment for so many of my executive coaching clients and users of New Lens.

What you can give: Create visibility for a woman you believe in. Mention her contributions in meetings. Forward her emails to senior leaders with a note about why her work matters. Recommend her for presentations or high-profile projects. At the same time, help her learn that self-promotion isn’t selfish. Let her see you tastefully highlighting your own wins, and share resources like the ones I’ve linked to throughout this article.

Give to Gain

In my work with clients and nonprofit board service, I’ve seen one thing hold true again and again: When women support women, everyone benefits. What you do has a ripple effect: The high-potential woman you guide today becomes the future leader who now has the chance to lift other women herself. It can all start with you, and we can help. Newberry Solutions has a special commitment to developing women leaders, and we have an array of products and services that fit the needs of women at every career stage. To learn more, just drop me a note.

P.S. Stay tuned here and on my LinkedIn page: We have more special content planned throughout Women’s History Month!

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Don’t wait for performance to drop before taking action. Discover how the New Lens® platform helps organizations support managers with bite-sized, actionable learning—built for today’s fast-paced, high-stress environments.

7 Ways to Develop Leaders in a Hybrid World

For some, returning to work after the holidays meant returning to the office five days a week. But a whole lot of other people are still working at home at least part of the time. Policies on remote and hybrid work vary by industry, but 80% of companies offer some form of remote work, and more than a third of workers perform some or all of their job at home. While some companies will continue to shift policies, hybrid work isn’t going away. It’s just too important to employees, with two-thirds citing opportunities for remote work as the most important aspect of a job. 

Image by Arivle One from Pixabay

Research is starting to show what employees have been saying all along: Remote work supports productivity. But as we embrace the positives of this new environment, we also have to address the challenges. As an executive coach and the creator of the New Lens® learning platform, the challenge that’s most on my mind is developing employees in the hybrid world. A survey by McKinsey & Co. found that remote and hybrid employees were much more likely than fully in-office employees to report “an inability to learn new skills to meet changing expectations.” We’re also seeing a skills gap with younger employees, who may have started their careers working remotely during the pandemic. They’re having trouble with “human skills” like communication and collaboration that older employees learned through their years in the office.

Increasing and improving development opportunities for remote and hybrid workers must be top of mind for leaders in 2025. Accomplishing this goal doesn’t require huge amounts of time or money. But it does take intention. Here are a few of my favorite strategies:

1. Schedule Office Days Strategically

When it comes to employee development, the important factor isn’t just having your people in the office. It’s having them there with colleagues they can learn from. If your hybrid work policy is relatively loose, consider adding some structure. For example, instead of simply saying that everyone needs to be in the office one day per week, establish that Team A works in person on Tuesdays, Team B on Wednesdays, etc.

2. Create Networking Opportunities

Your employees also need strong relationships outside their teams. So, in addition to team co-working days, look for ways to help your team members connect with other departments in your company. I’ve seen great results from development programs that bring together employees from across an organization, such as a cohort of high-potential women.

3. Combat Managers’ Proximity Bias

For some managers, remote workers are “out of sight, out of mind.” As a consequence, they may be more likely to perceive the people they see more often as high performers and recommend them for development opportunities. Companies can address proximity bias by revisiting performance metrics to make sure they are fair to remote workers.

4. Start a Mentorship Program

Having a mentor can be especially useful for younger employees who are still trying to figure out the unwritten rules of your organization.

5. Don’t Forget About Feedback

As a longtime executive coach, I can tell you that plenty of managers tended to put off giving feedback well before the rise of remote work. With less face time with their reports, procrastination gets even easier. My advice on feedback is the same as it’s always been: Deliver it in the moment, be specific, focus on the effects of the employee’s actions. In the hybrid environment, though, you have to get deliberate about seizing those opportunities.

6. Tap into Learning Technology

Work happens everywhere now. And the same should be true of development opportunities. As our experiences with New Lens have shown us, people are open to learning they can access anytime, anywhere. If your company’s development opportunities all require in-person participation, it’s time to consider high-tech options that are more accessible to remote workers.

7. Remember the Fundamentals

When you think about employee training, does your mind first go to technology skills like AI? Tech training is important, of course. But, as I mentioned earlier, human skills are the biggest shortcoming of many young employees. And remote work won’t make that any less true. In fact, skills like communication, adaptability and relationship-building are even more important now that we see our colleagues less often.

Learning Anywhere, Anytime

Reimagining your approach to learning and development will help your organization give employees the flexibility they want now while also ensuring that you’re creating leaders for the future. Just as we all tapped into our powers of adaptability when the pandemic closed offices, we can now reinvent learning and development in ways that benefit both companies and employees.

As you make L&D plans for 2025, we invite you to explore New Lens, our leadership development platform. It focuses on the leadership capabilities that truly drive success at all levels – from strategic thinking to impactful communication to relationship building.

We help leaders develop these capabilities through a combination of:

• Practical, relevant content that can be immediately applied.

• Peer and expert coaching that reinforces learning.

• Connection with others to build lasting networks and support systems.

To learn more, visit www.newlensleadership.com or contact us at info@newlensleadership.com. 

Four Factors That Make Or Break A Learning Platform

We’re in the midst of a technological revolution that’s transforming leadership development. As you probably know, though, the array of high-tech options for leadership training can be overwhelming. So how can you make the best choice for your organization?

Based on user feedback from when we created our leadership development platform, my company identified four factors that make all the difference in whether a high-tech learning solution succeeds or fails at an organization:

Image by Ghasoub Alaeddin from Pixabay

1. Usability: Can employees get up and running quickly?

There’s a simple truth about learning platforms that often gets overlooked: It doesn’t matter how great the platform’s content is if your employees struggle to use it. Remember, your people are already squeezed for time and distracted. A learning platform that feels like too much work is a platform that will eventually be ignored. So as you are selecting a learning platform, keep these usability questions in mind:

• How easy is it to navigate the platform? Does using it feel intuitive?

• What kind of training—and how much training—will your employees need to use the platform? Keep in mind that they have different experiences and comfort levels with using technology. They will also have different learning styles.

• Is the platform usable on different devices? According to Deloitte, mobile-only work will rise even more over the next several years—which means that platforms that only work on computers may soon be obsolete.

2. Engagement: Do employees want to keep learning?

After ensuring that your employees can use a platform, there’s another big question to consider: Will they want to use it? To keep employees engaged in learning, a platform must be relevant to their needs. If it doesn’t teach them skills they can apply, their interest will wane quickly. Effective platforms allow for customized learning paths, and they’re designed to help learners take what they’ve learned out of the platform and into their jobs. I’m sure you already know from your own experiences that you learn the most when you turn theory into practice. That’s why my company built our learning platform on the framework of learning, reflecting and then taking action.

3. Connection: Does the platform bring employees together?

When you imagine your employees using a learning platform, do you picture them interacting individually with their computers or phones? If so, it’s time to update that mental image. Leveraging the power of high-tech learning does not mean removing the human touch from leadership development. Connection is simply too important for both helping employees learn and setting them up for success in your organization. As you select and implement a learning platform, consider how it will help you bring employees together. A few ideas:

Utilize collaborative learning.

For example, you could form cohorts of employees who work through a leadership development program at the same time and meet regularly to talk about how to apply what they’re learning in the specific context of your organization.

Incorporate sponsorship and mentorship.

Consider assigning more experienced employees to meet regularly with employees using your platform to talk with them about how what they’re learning applies in your organization.

Involve managers.

The most effective platforms enlist managers to help amplify learning and make sure that the material being taught aligns with organizational goals

4. Practicality: Can you build on what’s already working?

My company has been helping develop leaders since 2008. That means we’ve seen a lot of learning and development trends come and go. We’ve also seen too many companies obsess over having the “latest and greatest” program. Yes, your leadership development solution should incorporate up-to-date information and be relevant to today’s work environment. At the same time, though, don’t assume you have to toss out your current program and start from scratch with a high-tech solution. Instead, consider what already works for you when it comes to developing leaders and how you can build on that. Any learning platform you choose will get better results if its content aligns with your organization’s goals and values.

Technology has huge potential to address the increasing need to develop more leaders. But implementing the right solution isn’t as simple as just giving everyone a login to your new platform. By considering the four factors we’ve talked about here as you choose your learning solution, you’ll help ensure a strong return on your organization’s investment in learning technology.

This article was originally published by Neena Newberry in Forbes.

A Surprising Secret To Leadership Development

When my company recently hosted a webinar on leadership development, I asked several polling questions to make sure I was addressing attendees' key concerns. One question asked attendees to choose their current top priority in their development programs: content, coaching, connection or something else. The big winner? Connection.

Photo by Anna Shvets

Connection Is Key

Surprised? That response actually tracks with what I’m seeing as I work with corporate clients. Leadership today requires a greater focus on collaboration and relationships. Positive connections at work have been shown to make employees happier and more engaged. (With employee engagement at an 11-year low, that’s a pretty big deal.) At the same time, though, the rise of remote and hybrid work is adding an extra level of challenge to creating strong workplace cultures and a sense of community.

While connection is definitely on the radar of most leaders, the potential of leadership development programs to create that connection often is not. But I've found that bringing employees together doesn’t just enhance learning; it also helps them build lasting relationships that support their success and the organization’s.

If you’re involved in selecting a new leadership development program for your company, or even updating your current one, consider how the program fosters the types of connections I've listed below. As my own company developed our digital platform, this was a key consideration in the design, and it has made a big difference in its adoption and employee engagement.

Employee-Peer Relationships

I’m starting here because the value of healthy peer relationships often gets overlooked. If members of a team rarely work in person, or if everyone tends to keep their head down when they are together, leadership development might be one of the rare chances they have to get to know each other outside of their daily routines.

A good training program can help your employees better appreciate each other’s value and understand each other’s perspectives. It can also help employees feel invested in each other’s success, which increases accountability. You could even build peer-to-peer learning into your leadership development program, which helps disseminate best practices, break down silos and stretch your training budget.

Employee-Manager Relationships

When an employee takes part in a leadership training program, that doesn’t mean their development is off their manager's plate. Look for training options that involve managers in their team members’ growth. For example, the employee could have regular check-ins with their manager about goals they set in their leadership development program. Or the manager could help ensure employees get real-world opportunities to use the new skills they’re learning.

Any leadership development program you implement should also align with your organization’s approach to helping employees grow. In other words, don’t select a program that’s at odds with how you train managers to coach employees.

Employee-Executive Relationships

With the rise of hybrid work, there’s a risk of employees’ worlds becoming too small. We all have a lot fewer chances to strike up impromptu conversations in the hallway. Employees may lose sight of the bigger picture beyond their own team. On top of that, they may be missing out on opportunities to interact with the higher-level leaders who make decisions about their advancement.

Effective leadership development programs can restore some of those opportunities. For example, as part of the program, participants could be assigned a special project that they present to higher-ranking leaders. Even better? Build mentorship and sponsorship into your development programs. These key relationships can make all the difference in whether an employee achieves their career goals—and whether your organization will benefit from all they can bring to the table.

Employee-Company Relationships

This is another kind of relationship that often gets overlooked, but employees want to feel a connection with their organizations. Just as they do in their interactions with other people, they want to sense that their company values them, hears them and treats them with respect.

Investing in leadership development can deepen the loyalty your employees feel to your organization, which, in turn, affects engagement and retention. Research by LinkedIn has found that almost all employees would stay longer at an organization that cares about helping them learn and grow.

Ultimately, the secret to effective leadership development lies in its ability to strengthen the bonds that drive organizational success. By selecting programs that prioritize connection, companies can unlock the full potential of their workforce.

This article was originally published by Forbes.

Why Every Employee Deserves to Get Leadership Development

There’s a lot of talk in business today about the importance of demonstrating leadership at every level. Yet, many organizations still play it safe, earmarking far more leadership development opportunities for designated “high potentials.” This strategy might seem efficient, but if you want your team to win a race, wouldn’t you want every runner to have a shot at being first? Let’s talk about why opening up leadership development is a must-have for businesses that are in it to win it for the long haul. 

Photo by Christina Morillo

The Leadership Development Gap Is More Common Than You Think

Imagine this: A company invests heavily in developing a select group of employees deemed leadership material. This approach has its merits but also a glaring flaw—it overlooks a wealth of potential among the ranks. Like finding hidden gems in your backyard, broadening the scope of leadership development can uncover talent that can drive your business forward. 

Have you heard of the leadership development paradox? As identified by Navio Kwok and Winny Shen in the Harvard Business Review, it’s when those who are already excelling get all the development attention, while the rest, potentially equally capable, wait on the sidelines. This selective investment is a missed opportunity, limiting individual growth and narrowing the organization’s vision of what leadership looks like. 

Diversity in leadership is a business imperative

Think back to the last time you were surprised by an employee’s insight or problem-solving ability. These moments are golden, but we often fail to turn them into bigger opportunities for the business and the individual. By making leadership development more widely accessible, we’re giving more employees the chance to have a bigger impact and shine. And we’re also providing our businesses with a robust, diverse leadership pipeline ready to tackle future challenges. 

Diversity in leadership isn’t just a buzzword; it’s a business imperative. Different perspectives lead to better decisions, more innovation, and a stronger connection with a diverse customer base. And yet, despite knowing this, many companies haven’t changed their leadership development model. It’s time to break the cycle. 

Strategies to Make Leadership Development Work on a Tight Budget

So, how do we shift gears? How do we think more broadly about leadership development and who gets access to it and make this work on a tight budget? First, by recognizing that leadership potential isn’t confined to traditional markers like seniority or current job title. It’s about the ability to inspire, innovate, and navigate challenges—qualities that can be found across the organizational chart. 

Thanks to technology, tools now exist that can be immensely helpful for strengthening leadership pipelines. When evaluating them, make sure they offer the following key strategies: 

• Accessibility: To strengthen the leadership pipeline, we must open leadership development up to more people—while both satisfying individual needs and addressing tight schedules and company budgets. The number of leaders who have retired or switched companies has created more urgency than ever around this. Another contributor to the growing leadership gap is the changing nature of work and the different skill sets it demands. It’s high time that companies fill the pipeline. 

• Mentorship and sponsorship: These are not just tools for individual growth but powerful strategies for organizational development. They create a culture where knowledge and experience are shared freely, opening doors for many to step into leadership roles. 

• Real-world learning: Lastly, let’s ensure that leadership experiences are part of the job, not just an occasional retreat, workshop, or training class. When employees at all levels are given the chance to lead projects, tackle real-world problems, and learn from the outcomes, they’re being trained—and also transformed. 

Yes, expanding access to leadership development creates more fairness and equity—but it’s also about ensuring our organizations are as dynamic, innovative, and resilient as the markets in which we operate. By embracing a broader vision of leadership, we can unlock a world of potential that’s been waiting in the wings, ready to take our companies into the future. 

As we look ahead, let’s challenge ourselves to rethink what leadership development looks like. It’s not just about selecting a few for the fast track; it’s about recognizing and nurturing the leadership potential in everyone. After all, in the unpredictable race of business, your organization has a better chance of winning when everyone is set up to reach the finish line. 

This article was originally published by Fast Company

Why Leadership Development Programs Must Teach Networking

During Newberry Solutions’ webinar this month, Yana Melnikova at PepsiCo and I talked about the importance of opening up leadership development to more people, beyond high potentials and high performers. 

But it’s not just about who you include; it’s also about the foundational leadership skills that you help them learn. This raises a vital question: To transform potential into performance, what skills should your leadership development program teach?

Photo by fauxels

This question was top of mind for us as we developed our New Lens® learning platform. Based on years of experience working with top companies, we identified the biggest levers of high performance. In other words, these are the skills that we have consistently seen have the biggest impact on business results and increasing employee readiness for roles at the next level. One of those skills that often gets discussed but not ineffectively integrated into leadership development programs is building a powerful network.

Results and Relationships 

Too many people put networking on the back burner or think of it as something to squeeze in outside of their “real work.” In fact, I would wager that there are employees at your organization who are talented and hardworking, but who are not considered future leaders because they keep their heads down and believe their work should speak for itself.

Of course, results are important. But leadership isn’t just about individual competencies; it’s also the ability to get things done with and through others. Especially as an employee moves up the leadership ranks, their effectiveness depends on their relationships — with their direct reports, with their boss, with higher-level leaders, with their peers and with colleagues in other departments. That’s why a great leadership development program must set the stage for relationship building.

Ways to Encourage Networking

So how can a leadership development program help your employees build a network that will help them both drive results and advance their careers? Here are a few ideas:

• Teach networking strategies. Many people mistakenly believe that only extroverts can be good at networking. The reality, though, is that anyone can learn best practices that can help them get better at building relationships. For example, I always show my coaching clients how to identify the most critical relationships to success in their role, specific business goals or projects.

• Incorporate mentorship and sponsorship. Mentors can serve as role models for leadership development program participants, providing advice and perspective to help them develop their skills and navigate challenging situations. Sponsors, on the other hand, have clout and yield considerable influence on key decision-makers. Sponsors also give program participants critical exposure to opportunities and visibility to other influential leaders, and advocate on their behalf. While employees can establish these relationships on their own, mentorships and sponsorships are more effective when they’re part of a formal program.

• Utilize collaborative learning. One of the most overlooked but most impactful relationships are peer-to-peer. Integrate collaborative learning to foster employees sharing their knowledge and expertise, help each other navigate through challenging situations, and increase self-awareness.  Combining collaborative learning with high-quality content can even further accelerate results. We’ve already seen the power of this with New Lens, which takes the power of bite-sized lessons on foundational leadership skills and then enables deeper discussion and learning with a cohort. Not only does this accelerate learning; it strengthens workplace relationships that have become harder to build or maintain in this world of hybrid work.

How is your organization helping employees build the relationships they need for success? If you would like to learn more about how New Lens can help build networking skills (or critical leadership skills necessary for every level), check out a preview of sample content and schedule a demo.

Are You Developing Enough Leaders?

One of the biggest things we’ve learned from the pandemic and the other challenges of the past few years, is that we all need to lead today. Leadership skills are critical at every level. But, in too many organizations, leadership development programs are still reserved primarily for employees already identified as “HiPo’s” – high-potential and high-performing employees. In other words, the employees who receive the most leadership development are the very ones who need it the least because there performance is already strong. In an influential article for Harvard Business Review, professors Navio Kwok and Winny Shen call this phenomenon “the leadership development paradox.” In the long-term, this approach affects the quality, diversity, and size of an organization’s pipeline of leaders. But we can address it by providing leadership training opportunities to a wider array of employees.

Image by Tumisu from Pixabay

How Strong Is Your Leadership Pipeline?

When a company decides whether to invest in leadership development for an employee, they directly shape that employee’s career path. Employees who receive leadership development are more likely to be promoted to senior level, high-exposure roles. Meanwhile, employees outside of that high-potential group are more likely to stay at their current performance level or even get worse — because they’re getting less access to the leadership development programs that could help them improve as well as opportunities for career advancement.                       

When only a select group of employees gets greater access to leadership development, organizations miss out on what others could potentially contribute. Although budget is a key consideration, can we afford to do this? Even small improvements across a broader population can have a big impact on overall company performance and cultivate a sustainable culture of growth and innovation.

According to DDI’s Global Leadership Forecast 2023, CEOs are already worried about how to develop the next generation of leaders — and only 12% of companies are confident that they have a strong bench of leaders who are prepared to step into key roles.

As a firm with a niche focused on developing women leaders, we’re also concerned about how the leadership development paradox may disproportionately affect women. Ambition has increased, as shown in the McKinsey/LeanIn.org Women in the Workplace 2023 report, which  found that eight out of 10 women want to get promoted. The numbers are even higher for women younger than 30 and women of color (93% and 88%, respectively).

However, the report also found that women are still under-represented at every level of leadership. They’re less likely to get that first promotion to manager than men are. (And the gap is even bigger for women of color.) With fewer women than men rising through the ranks, it only makes sense that fewer women reach the highest levels of leadership.

How to Develop More Leaders

To fix the leadership pipeline, we must offer leadership development more broadly — but in a way that satisfies each individual’s needs while addressing tight schedules and company budgets. 

We embedded those principles into our New Lens® learning platform, added the same expertise we’ve used to help 75% of our clients get promoted, and packaged it all into bite-sized lessons and collaborative learning that employees can easily fit into their days.

Beyond considering something like New Lens, use these strategies to strengthen your leadership pipeline:

• Rethink how you identify potential leaders. DDI recommends using digital assessments to identify hidden talent.  They explain that “leaders may not recognize potential if it doesn’t align with what leadership has traditionally looked like in the organization,” adding that in remote or hybrid environments, some leadership skills may be overlooked.

• Tap into your internal expertise. How are you making the most of the vast knowledge your people can share with each other? Mentorship and sponsorship are surprisingly underused tools for cultivating future leaders. Also look for opportunities to use peer-to-peer cross-training to build relationships and leadership skills.

• Make key experiences more accessible. It’s common for organizations to have roles that are seen as a springboard to higher leadership positions. Is your organization inadvertently funneling only certain groups to these jobs? For example, are women pushed toward marketing and HR vs. operations?

Your organization can unlock limitless potential by investing in more leadership development opportunities for your employees. We live and breathe these issues with our Fortune 500 clients. So, as you consider your company’s short and long-term development needs, schedule a call with us. We would be happy to discuss how you can strengthen your pipeline of talent by unleashing more employees’ potential.

Are You Underutilizing These Powerful Ways to Close the Leadership Gap?

I have some bad news and some good news about mentorship and sponsorship at work. First, the bad news: These two strategies are extremely underused. According to Gallup, only 40% of employees have workplace mentors, and 23% have sponsors. The good news? Improving these numbers is low-hanging fruit and holds huge potential for increasing the number of women in senior leadership, enhancing engagement and retention and even bolstering the bottom line at your organization.

I’ve been thinking a lot about this topic after serving as one of the mentors at the Dallas Business Journal’s recent Mentoring Monday, a nationwide event sponsored by The Business Journals that brings together successful female business leaders and women who want to tap into their advice and insights.

Image by Sue Styles from Pixabay

As a longtime advocate for advancing women, I’m excited that we’re learning more about how to create meaningful results for individuals and their employers through relationships with mentors and sponsors. In honor of Women’s History Month, let’s take a deeper dive into this topic and make the case for your organization to invest in programs that integrate the power of both mentorship and sponsorship.

What Is the Difference Between Mentors and Sponsors?

Mentors and sponsors serve valuable, but not identical, roles in your network. Mentors typically serve as role models, providing advice and perspective to help you develop your skills and navigate challenging situations. Mentors can be at any level in the organization, with peer and reverse mentoring becoming more frequently used approaches. 

Sponsors, on the other hand, have clout and yield considerable influence on key decision-makers. Sponsors also give you critical exposure to opportunities and visibility to other influential leaders, and advocate on your behalf. 

As a longtime executive coach and the creator of a leadership development platform, I’m not surprised by how underutilized mentorship and sponsorship are. I’ve had many clients fall into the trap of thinking their good work is enough. It often takes people a while to realize that who they know is just as important as the quality of their work. They overlook how much their relationships give them access to resources, information and influence that they need to get work done and to advance their careers.

The Power of Support at Work

While mentorship and sponsorship are good for everyone, I’m especially intrigued by their potential to address an issue that many organizations struggle with: the leadership gap between men and women.

According to the Women in the Workplace 2023 report  from McKinsey in partnership with LeanIn.org, women are underrepresented at all stages of the leadership pipeline. While 48% of all entry-level employees are women, only 40% of managers are. The gap keeps getting broader all the way to the C-Suite, where men outnumber women by a more than 2-to-1 margin.

That’s a problem on many levels. Researchers have found that companies with more female leaders make more money, are more socially responsible and have better customer service. Female CEOs can even drive stock prices. Companies recognize these benefits, and many are increasing their efforts around leadership development for women.

These programs must include opportunities to develop relationships with mentors and sponsors. When you look at data from Gallup, the Women in the Workplace report and other recent research, it becomes clear why these relationships can be so beneficial for women’s careers:

• Women are more ambitious now than they were before the pandemic. In 2019, about 70% of women wanted to get promoted to the next level. Today, that figure is 81%. (For women under 30 — your organization’s rising generation of leaders —93% want promotions.) In other words, high-potential women want to know that they have a future at your organization. Gallup found that when an employee has a mentor or sponsor, they’re much more likely to feel that they have a clear path forward.

• Learning and growth are deeply important to your workforce. More than 9 out of 10 employees said they would stay at their company longer if it invested in helping them learn. Mentorship and sponsorship help address that demand. According to Gallup, employees with mentors are twice as likely to say they’ve had recent opportunities to learn and grow.

• Perhaps the greatest potential for mentorship and sponsorship programs lies in helping more women find sponsors. Currently, 25% of men have a sponsor at work, while only 22% of women do. According to Herminia Ibarra of London Business School:

Too few women are reaching the top of their organizations, and a big reason is that they are not getting the high-stakes assignments that are prerequisite for a shot at the C-suite. Often, this is due to a lack of powerful sponsors demanding and ensuring that they get these stepping-stone jobs.

Ibarra has also found that men and women describe their relationships with supporters differently: Women talk about how these relationships increase their self-understanding, while men talk about others endorsing them and helping them plan their career advancement.

How to Improve Mentorship and Sponsorship

So how can your organization maximize the power of mentorship and sponsorship to advance women leaders?

• Examine how the rise of hybrid work has affected who receives mentorship or sponsorship in your organization. For example, men are more likely than women to receive mentorship and sponsorship when they work onsite, according to the Women in the Workplace report.

• Start thinking about how to weave elements of mentorship or sponsorship into existing programs without overburdening participants or executives. While support relationships that develop on their own are great, formal programs can create even more impressive results, Gallup found.

• Whether or not you have a formal program, make sure your organization is teaching coaching skills. Potential mentors and sponsors are more likely to help when they have the right tools to do so.

• Consider a tool like the New Lens® platform that facilitates mentoring conversations. Our app leverages the power of both peer learning and manager feedback.

Finally, remember that we understand the power of mentorship and sponsorship at Newberry Solutions and we welcome the chance to answer your questions and share how New Lens and our other tools can empower you to support women leaders. Schedule a New Lens demo now, or get in touch with us for more information.

Retain Women Amid ‘the Great Resignation’

I’ve written before about “the Great Resignation” — the record number of people who have been leaving their jobs this year. Now we’re seeing more and more headlines that women are driving this phenomenon.

Photo by Alexander Suhorucov from Pexels

The Women in the Workplace 2021 report from McKinsey & Company and Lean In highlighted the growing crisis:

One in three women says that they have considered downshifting their career or leaving the workforce this year, compared with one in four who said this a few months into the pandemic. Additionally, four in ten women have considered leaving their company or switching jobs—and high employee turnover in recent months suggests that many of them are following through. … The risk to women, and to the companies that depend on their contributions, remains very real.

As we look toward the new year, I wanted to share some ideas about how organizations can turn this situation around in 2022. Hopefully, you’ll find at least one strategy on this list that you can bring to your own workplace.

Offer More Flexibility

Remote work and flexible schedules skyrocketed during the pandemic. Now some companies, including tech giants, are making those changes permanent. For example, Microsoft now allows employees to work from anywhere for half of their work week, and even 100% remotely with manager approval.

Flexibility is especially important to women. That makes sense, considering that women make up 75% of caregivers. However, simply offering remote or hybrid work options is not a cure-all when it comes to retaining women. Such changes must be implemented thoughtfully to ensure that women who are working remotely are not penalized for being less visible at the office

Promote Mentorship and Sponsorship

Understandably, women are leaving their jobs when they don’t see opportunities for advancement. And one reason that women don’t move up the ladder at the same rate as men do is that men are sponsored more often. 

What’s the difference between a mentor and a sponsor? While both provide valuable career advice, sponsors also connect you to opportunities and advocate for you.

A program that connects women to mentors and sponsors sends a powerful message. That’s what companies like HERE Technologies have found.

Emphasize Wellbeing

During the pandemic, more organizations began to embrace the idea that employee wellbeing isn’t a “nice to have.” It’s essential for sustainable success. Because women are more stressed and burned out than men are, wellbeing initiatives are a powerful tool for retaining women employees. 

Your company can support employees by offering wellness subsidies, as Deloitte and DocuSign do. Or you could help employees access mental health services, as Starbucks and Target do.

Resources You Can Use

At Newberry Executive Solutions, our focus is providing resources that organizations can use to engage and retain the women leaders that are so crucial to their future. As your company makes plans for 2022, I invite you to explore our programs, books, New Lens app and other offerings that can help you invest in women.