The Broken Rung: Why Women’s Progress in Leadership Still Lags Behind
"True progress requires more than incremental improvements—it demands a commitment to challenging deep-rooted structures that perpetuate inequality." — Women in the Workplace 2024, McKinsey & Co. and LeanIn.Org
As we reflect on the Women in the Workplace 2024 report—a decade of research collaboration between McKinsey & Co. and LeanIn.Org—one thing is clear: while some progress has been made, deep-rooted issues, particularly the “broken rung,” continue to hinder women’s advancement, especially for women of colour. The broken rung refers to the crucial step from entry-level positions to management, a step where many women are left behind, creating a long-term ripple effect on their careers.
The numbers reveal that while strides have been taken in certain areas, the reality of underrepresentation at key stages of leadership remains stubbornly persistent.
Key Findings
Key findings reveal that women, especially Black and Latina women, face significant setbacks, even as others make fragile progress in certain areas.
These findings were chosen because they spotlight the critical need for systemic change at every level of the corporate pipeline. Women should take away that real progress requires addressing these gaps head-on and demanding accountability from organisations. The data is a call to action: open your eyes to the disparities, advocate for yourself and others, and push for meaningful, lasting change.
The ‘Broken Rung’ Barrier:The first major step in career advancement, from entry-level to management, continues to be a significant obstacle for women, particularly women of colour. Although Asian women have shown the greatest improvement in overcoming this barrier, they encounter further hurdles later in the corporate pipeline, such as difficulty in advancing beyond middle management due to stereotypes, cultural expectations, and a lack of sponsorship. While progress is happening, these challenges demonstrate how far there is still to go.
Setbacks for Black Women: In 2021 and 2022, Black women saw encouraging progress in their promotion rates, but in 2024, these rates have regressed to 2020 levels. This raises a critical question: Are the structures that were put in place to support Black women in the workplace truly sustainable? Many companies introduced diversity and inclusion initiatives, but the data shows that these efforts might not be robust enough to create long-lasting change. Companies need to revisit and strengthen these support systems, providing mentorship, sponsorship, and leadership development programs tailored to Black women’s needs if they want to ensure true equity.
Latinas Face Their Worst Year for the Broken Rung: 2024 marks the most significant setbacks for Latinas in the broken rung, highlighting just how precarious the path to leadership is for this group. Many Latinas report a lack of representation in leadership and limited access to networks that could propel their careers forward. Companies that are serious about addressing this must develop targeted recruitment and retention strategies, provide mentorship, and create platforms where Latinas can showcase their leadership skills. Without intentional efforts, Latinas will continue to be disproportionately affected.
Progress for Women in Senior Leadership: Women have made some gains at the vice president and senior vice president levels since 2018, but these gains are fragile. Most of the increase in representation comes from the reduction in traditionally male-dominated line roles, rather than systemic change. Women are primarily filling staff roles like HR, legal, and IT—positions that, while important, don’t typically lead to the highest leadership positions or decision-making authourity.This begs the question: Is this truly progress? Without more women in positions with profit-and-loss responsibility or core operational roles, the road to meaningful leadership equality remains shaky.
The Long Road to Parity:According to the report at the current rate of progress, it would take 22 years for White women to reach parity in leadership roles. For women of colour, this timeline extends to 48 years. While some may see this as progress, it’s a sobering reminder of how slow change has been. The question remains: Is this pace acceptable? Are organisations genuinely committed to accelerating change, or are these incremental improvements simply surface-level adjustments? To reach true parity, companies must focus on more than just hiring and promotion—they must invest in leadership development, challenge bias, and hold themselves accountable for the disparities in career advancement.
Three Questions Women Should Be Asking:
To create meaningful change, we must begin by asking the right questions. These three questions are designed to provoke thought, inspire action, and help women assess where they stand in their organisations. They also encourage reflection on whether the progress we’re seeing is truly sustainable or simply cosmetic.
Are we truly seeing sustainable progress for all women, or is representation in leadership being artificially inflated by non-core roles?While women are gaining positions, it’s essential to ask whether these roles offer the same level of influence and decision-making power as those traditionally held by men. Are companies creating real pathways to leadership, or are they simply ticking boxes? We must challenge the quality of the representation, not just the numbers.
What specific actions are companies taking to address the broken rung for women of colour, and how can we hold them accountable?The setbacks for Black women and Latinas are clear in the data, but what concrete steps are companies taking to address this? How are organizations ensuring that women of colour have access to promotions, leadership training, and the sponsorship they need? We should be asking for transparency and accountability in these efforts.
How can I, as a leader or aspiring leader, advocate for and contribute to closing the broken rung gap in my own workplace?Whether you’re in a leadership position or on the path to one, ask yourself: What am I doing to ensure that women—especially women of colour—are supported, mentored, and given the same opportunities? What changes can you initiate in your sphere of influence?
Real Change or Window Dressing?
The Women in the Workplace 2024 report paints a sobering picture: while progress has been made, particularly in the representation of women at senior levels, it’s fragile and uneven—especially for women of colour. We need to ask ourselves if companies are committed to real, long-term change or if they are simply making surface-level adjustments. How do these findings align with your experiences? Are the efforts in your workplace to fix the broken rung enough, or do they fall short?
Let’s continue this critical conversation—like, share, and comment below with your thoughts on how we can work together to ensure that the broken rung is mended for all women. Only by holding companies accountable and staying proactive can we ensure lasting, impactful change for future generations of women leaders.
