We often hear about the glass ceiling – that invisible barrier that prevents women from reaching the highest echelons of leadership. But what happens when a woman does break through, only to find herself standing on a precipice? This is the unsettling reality of the ‘glass cliff’.

Imagine a company facing significant challenges: declining profits, operational targets not being met, a damaged reputation or a major strategic misstep. Suddenly, a woman is appointed to a senior leadership role – perhaps as CEO, or heading up a crucial but struggling division. On the surface, it looks like a step forward, a testament to her abilities. The narrative often spun is one of opportunity, of being entrusted with a critical task, a chance to prove her mettle.

Yet, scratch beneath the surface and a more insidious dynamic often emerges. These ‘opportunities’ frequently arise when the organisation is already in a precarious state, when the challenges are immense and the likelihood of failure is high. The roles offered are the ones men, perhaps more attuned to the inherent risks, are less willing to take. It’s as if the unspoken logic is: “Well, no one else wants this poisoned chalice, let’s see if she can work some magic”.

The expectation placed upon these women is often immense, fueled by a narrative of gratitude. They are expected to be thankful for the chance, to embrace the uphill battle with unwavering enthusiasm. Any hint of acknowledging the difficulty of the situation can be misconstrued as a lack of confidence or commitment.

The cruel irony is that when, inevitably, things don’t turn around – often due to the deeply entrenched issues that predated their arrival – the failure is often attributed to the individual leader, reinforcing negative stereotypes about women in leadership. The systemic problems, the impossible odds they were set against, fade into the background. The narrative shifts from ‘she was given a chance’ to ‘she wasn’t up to the task’. And if she succeeds, then it is never acknowledged that it was an uphill struggle that no one thought could be turned around.

This isn’t about a lack of competence. It’s about being set up to fail. It’s about a subtle, often unconscious bias that sees women as expendable in high-risk situations, or perhaps even a belief that their fresh perspective can somehow conjure solutions where others have failed. Or maybe even that they are the only ones prepared to see the risk as a rare opportunity to prove their leadership mettle.

So, if you are a leader extending such an ‘opportunity’, pause and reflect. Is this truly about empowering talent, or is it a reflection of a situation no one else dared to touch? Are you setting this individual up for success, or inadvertently positioning them for a fall? Examine your motivations, challenge any unconscious biases that might be at play, and consider the inherent risks of the role itself. Even with the most capable individual, providing additional support, such as an executive coach, can significantly increase their chances of navigating treacherous terrain.

And if you are a woman being offered such a role, the initial excitement is understandable, even warranted. Your skills and ambition have likely brought you to this point. However, step back and assess the landscape. Understand the challenges, the existing headwinds. Advocate for yourself. Negotiate for the support structures that can help you thrive, such as dedicated coaching or additional resources. Recognising the ‘glass cliff’ isn’t about shying away from challenges; it’s about entering them with your eyes wide open and ensuring you have the necessary tools to not just survive, but to truly succeed.

……………………………………….

Don’t let a ‘glass cliff’ become your downfall. Secure your free 30-minute call now to understand how our expert support and strategic advice can pave the way for your success in this critical role: info@borderlessperformance.com