Success & Leadership

Is the Culture of Silence Costing Women Their Mental Health and Their Careers?

The modern workplace speaks openly about performance, productivity and resilience. It speaks far less honestly about fear. For many women and particularly for Black women and women of colour, silence around mental health is not a personal choice. It is a risk calculation.

The fear is not abstract. Research from McKinsey & Company has consistently shown that women already experience weaker sponsorship, lower psychological safety and higher scrutiny at work.

Add mental health disclosure into an environment shaped by fragile job security and silence often feels like self-protection rather than avoidance.

In sectors such as marketing, communications and leadership roles where perception, confidence and “energy” are often conflated with competence, many women quietly carry emotional exhaustion while continuing to perform.

The Illusion of Gravitas:

When “Executive Presence” Works for Some and Penalises Others.

Search almost any leadership development programme and you will find the same advice recycled under the banner of executive presence.

Quiet confidence, vision, approachability, strategic thinking, empathy. On paper, these traits appear universal. Neutral. Fair. Almost benevolent.

But leadership is not assessed in a vacuum. Gravitas, as it is commonly defined, is not as objective as it pretends to be.

Gravitas Without Performance:

7 Leadership Practices for Women.

Why Gravitas Still Decides Who Is Heard

Leadership judgments are formed faster than most people realise. Research from Princeton University found that perceptions of competence and trustworthiness are made in as little as one-tenth of a second, often before a leader has spoken a full sentence. In the workplace, these snap judgments do not fade with performance, they compound over time.

The Thinking Skill Every Leader Thinks They Have… Until They Need It

Every woman in leadership believes she can think clearly when pressure rises. They rely on instinct, experience and resilience. Yet the moment the room fills with competing agendas, emotional noise or silent expectations, many leaders discover that their thinking is not strategic, it is habitual.

This is where critical thinking becomes the true divider between managers who cope and leaders who transform.

The 3 Forces That Shape Every Leader:

Education, Exposure, Experience.

There is a quiet truth in leadership that most people overlook:

• You do not rise because you work harder.

Leading at the Speed of Thought

Great leadership is not a single brilliant decision,  it is the continuous choreography of attention, memory and action.

Every choice you make travels through the brain’s prefrontal cortex, where working memory, reasoning and emotional regulation meet. Neuroscience shows that leaders who train these cognitive muscles, much like athletes conditioning for a match, adapt faster and decide better under pressure.

The disciplines of sharpening focus, deep listening and deliberate reflection are not soft skills, they are biological levers for strategic power.

Academic research reveals cultural disparities in how these opportunities are developed and recognised. A 2022 Harvard Business Review study found Black and Asian leaders in the UK receive 34% fewer stretch assignments than white peers, limiting the very experiences that strengthen decision-making and strategic agility.

How Invisible Leadership Demonstrates Bias and Can Erode Professional Standards

Leadership does not always fail in loud, explosive ways. Sometimes, it fails quietly in silence, absence and avoidance. This is what we call invisible leadership.

When those in positions of power step back instead of stepping up. While subtle, the damage can be significant.

In the absence of visible, engaged leadership, teams do not just stall they begin to drift in silence. The structure, once meant to guide and support, starts to feel hollow.

Without clear direction, accountability or role-modelling from the top, bias quietly creeps in.