Women in Business Advancement

Black women lost 91% of all women’s jobs in April. But that number isn’t the whole story — it’s just the tip of the truth. Here’s what’s “under the hood”: 1. This isn’t a fluke. It’s design. We’re overrepresented in jobs labeled essential during crisis and expendable during recovery. Admin, healthcare support, education, retail — sectors that get cut first and protect last. This is occupational segregation, and it’s doing exactly what it was built to do. 2. We were already leaking out of the pipeline. Let’s not pretend this started in April. We’ve been underpromoted, underpaid, and undersponsored — despite being the most educated demographic in the country. So when layoffs come, we aren’t just losing jobs. We’re losing hard-won ground. 3. Post-2020 performative #DEI is dead — and we’re the collateral. Many of us were hired into DEI roles or “diversity-friendly” spaces when companies wanted good press. Now, as backlash builds and budgets shrink, we’re first on the chopping block — again. This is what happens when #equity is cosmetic. 4. The economic damage is generational. 91% job loss isn’t just a stat. It’s a ripple: • Mortgage denials • Career derailment • College fund delays • Entrepreneurship on pause • Healthcare gaps This hits families, not just individuals. 5. Stop calling this a resilience issue. Resilience isn’t a fix for economic exploitation. We are not interested in masking systemic harm with individual hustle. So no, this isn’t just about job loss. It’s about power. It’s about who gets to stay. It’s about who gets protected — and who gets the short end of the stick just for taking up space. Black women are architecting a strategy that doesn’t require permission. Black women are pivoting on purpose, rebranding without code-switching, and rising without waiting for rescue. If this shook you, good. If it lit a fire under you, even better. Now let’s build something they can’t lay off. #RebrandAndRise #CareerNomadNoir #BlackWomenAtWork #StillEmployedStillAfraid #RNA #Layoffs #WorkplaceTruths #StopTheErasure #PowerToPivot #LinkedInNews LinkedIn News #hellomonday #officehours Source: Black Enterprise Magazine, May 2025 Jeffrey McKinney https://lnkd.in/eCMzUd8K

I was shadowing a coaching client in her leadership meeting when I watched this brilliant woman apologize six times in 30 minutes. 1. “Sorry, this might be off-topic, but..." 2. “I'm could be wrong, but what if we..." 3. “Sorry again, I know we're running short on time..." 4. “I don't want to step on anyone's toes, but..." 5. “This is just my opinion, but..." 6. “Sorry if I'm being too pushy..." Her ideas? They were game-changing. Every single one. Here's what I've learned after decades of coaching women leaders: Women are masterful at reading the room and keeping everyone comfortable. It's a superpower. But when we consistently prioritize others' comfort over our own voice, we rob ourselves, and our teams, of our full contribution. The alternative isn't to become aggressive or dismissive. It's to practice “gracious assertion": • Replace "Sorry to interrupt" with "I'd like to add to that" • Replace "This might be stupid, but..." with "Here's another perspective" • Replace "I hope this makes sense" with "Let me know what questions you have" • Replace "I don't want to step on toes" with "I have a different approach" • Replace "This is just my opinion" with "Based on my experience" • Replace "Sorry if I'm being pushy" with "I feel strongly about this because" But how do you know if you're hitting the right note? Ask yourself these three questions: • Am I stating my needs clearly while respecting others' perspectives? (Assertive) • Am I dismissing others' input or bulldozing through objections? (Aggressive) • Am I hinting at what I want instead of directly asking for it? (Passive-aggressive) You can be considerate AND confident. You can make space for others AND take up space yourself. Your comfort matters too. Your voice matters too. Your ideas matter too. And most importantly, YOU matter. @she.shines.inc #Womenleaders #Confidence #selfadvocacy

“Women and People of Color are over mentored and under sponsored.” I shared this during yesterday’s Gallup and WOHASU ® Women’s Wellbeing Panel because it’s a reality we must confront. 💡Research from the Center for Talent Innovation reveals the stark truth: • 71% of sponsors say they’re helping protégés advance, but only 30% of protégés agree. • The numbers are even more troubling for Black employees, with just 5% feeling sponsored in their workplaces. Sponsorship isn’t just about guidance—it’s about action. Sponsors advocate, open doors, and use their influence to elevate others. Here’s what sponsorship looks like in practice: • Advocating for high-visibility projects: Recommending someone for a leadership role or a game-changing initiative. • Speaking up in key rooms: Endorsing their abilities and readiness for promotions during executive discussions. • Leveraging personal networks: Making introductions that lead to pivotal career opportunities. I’m forever grateful to my former boss, Jim Clifton, for being not just a mentor but a true sponsor in my career. His advocacy transformed my opportunities and trajectory in ways I’ll never forget. Sponsorship isn’t just a ‘nice-to-have’—it’s a necessity for building equitable workplaces. Who are you sponsoring? How can we do better? Let’s continue this important conversation. #EquityInAction #Leadership #WomenInLeadership #SponsorshipMatters #Gallup #WOHASU

Whether you like it or NOT the most important decisions about your career are made when you’re not in the room. Your title Your pay Your opportunities All shaped in conversations you are not invited to. As a former leader and exec I've sat in on them. Years ago, I was up for a promotion in another part of the business. I had just started working with a new manager, and when I asked if she would support my candidacy, she said yes. Later, I found out she told someone I was too junior for the role. She didn’t stop the promotion, but she tried to. What protected me was the brand I had already built. And the advocates who already knew my work. → I led a process improvement project with measurable results → I built trust with leaders beyond my team → I earned visibility through recognition programs That reputation made it easier for others to speak up. And harder for her doubt to carry weight. If you’ve ever had a manager say the right things in public but block you in private, you are not alone. When I became a leader, I made it a point to speak up for my team. Not just when it was easy, but especially when they were not in the room to speak for themselves. Because I know what it feels like when someone stays silent or worse they don't protect you at all. If you want to protect your career, start here: → Be consistent Show up the same way in high-stakes rooms and day-to-day meetings → Be clear Speak in a way that leaves no one guessing what you do or why it matters → Be credible Follow through on what you say, and let your results speak without over-explaining Your boss or [insert here] may not be your biggest advocate. But you can still have a strong campaign. And when you become a leader, do not stay quiet in rooms where decisions are made. Because if your name is going to be spoken, make sure it is by someone who protects it. Who spoke your name when you weren’t in the room? Tag them below and thank them. —- Hi, I’m April, and I specialize in helping women leaders prepare for executive roles by enhancing their influence, presence, and communication skills. Executive Material

One of the hardest lessons I’ve learned in my career is this: No one will advocate for you the way you can advocate for yourself. When I first entered the professional world, I thought my work would speak for itself. I believed that if I put my head down, worked hard, and delivered great results, recognition and opportunities would naturally follow. But here’s what I discovered: While hard work is essential, visibility is just as important. It took observing how others approached their careers to realize this: The people who often get ahead aren’t just hardworking — they’re intentional about making their contributions known. They speak up in meetings, share their goals openly, and make sure their achievements don’t go unnoticed. That realization changed the way I approached my career. I began to see the importance of not just doing the work, but owning my voice and advocating for myself. Here’s what I’ve learned along the way about self-advocacy: 1. Track your accomplishments. I started keeping a journal where I noted key projects, results, and positive feedback. When performance reviews came around, I didn’t have to scramble to prove my value. I had it documented. 2. Ask for what you need. Whether it’s a promotion, mentorship, resources, or even a clearer direction, I learned to be upfront about my goals. 3. Speak up. This was the hardest for me. I used to hold back, worried my ideas weren’t “good enough.” But I realized that staying silent wasn’t helping anyone, not me, not my team, and not the organization. Advocating for yourself isn’t about arrogance or entitlement, it’s about honoring your value. It’s about recognizing that your hard work, skills, and ideas are worth being seen, heard, and rewarded. If I could go back and tell my younger self one thing, it would be this: Don’t wait for someone else to notice your potential. Take the first step. Speak up. Celebrate your wins. Ask for what you need. Your career is yours to build, and no one else will fight for it as fiercely as you can. #StephSynergy

Over 300,000 Black women have left the labor force in just 3 months. This isn’t a coincidence: It’s a warning‼️ I read this piece by Katica Roy with a heavy heart but not with surprise. The mass exit of Black women from the labor force is being framed as a statistic, but to me, it feels like a collective sigh. For decades, Black women have been overrepresented in public-sector jobs like education, healthcare, and caregiving. These are roles that are essential but consistently underpaid, undervalued, and now under attack. When DEI programs are quietly dissolved, when public institutions are defunded, and when inflation hits hardest at the margins, it is Black women who feel the impact first and deepest. And it makes me wonder: what kind of workforce and what kind of economy are we building if the very people who have historically done the most with the least are being pushed out? We can’t talk about the labor market, the economy, or the future of work without talking about who gets to stay in the room and who is being quietly shown the door. If we are serious about building a “fair” workforce, then we need more than talk. We need: - Policies that protect care infrastructure - Pay equity that closes racial and gender wage gaps - DEI efforts with teeth and funding - Support systems that make it possible to work and live This moment demands that we listen. But more than that, it demands that we act. Because when 300,000 Black women become unemployed in a few months, it’s not just a labor story — it’s a leadership failure. Here’s the article for context: https://lnkd.in/eT5erpfR #BlackWomenAtWork #WorkforceEquity #FutureOfWork #DEI #BlackWomenLead #Unemployment

We often talk about the “motherhood penalty”—the hit to women’s earnings after having children. But there’s another gap we need to address: the #menopause penalty. It’s a financial setback many women face during one of the most transformational (and inevitable) phases of life. New research shows women with severe or noticeable menopause symptoms experience a 4.3% drop in pay within four years of diagnosis—and that grows to 10% by year four. That’s incredibly significant. Think about what that means: fatigue, migraines, and hot flashes are quietly costing women their paychecks. And because very few workplaces broach the topic, many women suffer in silence. Menopause usually begins between ages 45 and 55, lasts around seven years, and affects nearly 20% of the workforce at any given time. That makes women in midlife the fastest-growing demographic in today’s workforce. And that’s not a weakness—it’s a superpower. Women over 50 are hitting their stride—bringing decades of experience, leadership, and clarity. They’re proof that success doesn’t have to slow down with age—it can evolve in big ways. I’ve done some of my best growing, leading, and learning in this phase—with menopause symptoms. I manage them with hormones, which come with their own side effects (dry mouth… not ideal when you’re speaking on stages!). But I choose to talk about it, because normalizing this conversation makes it easier for all of us. So what can we do? Awareness is everything. We need workplaces to better support women with access to care, policies that acknowledge menopause, and education that empowers everyone to understand what it really means. Because when women are supported, they stay in the workforce—and thrive. And when we talk about menopause as more than just a health issue, but as a workplace issue, we shift the system. Progress starts with a conversation. Let’s have it.

Why is it that even in industries dominated by women employees, men rise to the top of the most prestigious and influential organizations? One answer is career escalators. “Career escalators” points to the practices, structures and norms that move a person upward in their careers. However, as research by many, including Prof. Christine Williams shows in her research, “glass elevators” are hidden advantages for men to advance in women-dominated fields. As Cathleen Clerkin, PhD reveals, a broad look at nonprofit workers reveals a slight advantage for men in leadership. Women represent about 70% of employees yet only 62% of leaders. The real gap, however, shows up when you look at size of the non-profit, as measured by revenues. Men nonprofit CEOs oversee nearly twice the revenues as women (~$11M vs. ~$6M). And men CEOs earn on average +27% more than women CEOs. Having worked with many nonprofit boards on their hiring practices, bias is a concern in recruiting CEOs and board directors. Preference for the “think leader, think male” can give an implicit advantage to White men, resulting in disadvantages or de-accelerators for women and BIPOC men. Often those concerns are expressed in donor networks, strategic thinking, vision and public persona -- all of which are important and yet the evaluation of who can do them can be fraught with biases. What can you do? The author suggests many important strategies. ✔ Check for biased language and treatment in the hiring process.  ✔ Track demographic data.  ✔ Be transparent about pay.  ✔ Create clear career matrices.  ✔ Have explicit conversations about career goals.  ✔ Sponsor women and give them challenging opportunities. When we make these often invisible accelerators visible--and work towards creating clear, equitable and transparent access to them--we can come closer to achieving our intention of creating remarkable and inclusive organizations.  Research by Candid. Article published in Harvard Business Review.

Women get unfairly passed over for promotions. This leads to a tough choice: Play the game to move up or try to change the game and risk not advancing as quickly. Here are my thoughts as a leader who has seen this many times. As a man, my ability to advise women on navigating these challenges is limited, but to ignore the situation would be worse. I will offer what I can. Women are passed over for reasons including: 1. Conscious Bias- Not believing that women can hold leadership positions or that men are inherently more fit to lead. 2. Unconscious Bias- Promote or invest in the growth of men over women without realizing it. 3. Gender roles- Often bearing more responsibilities relating to the home and childcare. This slows career advancement. 4. Hidden Expectations- As a society, we look up to folks with deep voices and larger physical stature. These reasons present women with the dilemma of conforming to the game or trying to change it. Conforming to the game looks like interrupting others, prioritizing career over home life/child care, talking sports, or drinking as a way to “fit in”, etc. Of course, plenty of women enjoy sports and drinking. That is not what I am talking about. I am talking about doing it as a way to conform to an archetype that you see being rewarded. The other option is challenging the system and advocating for fair treatment. The advantage of this is that it helps to change things for the better. The disadvantage is that it may hurt your own chances for rapid growth. The truth is I do not know of many cases where a woman who challenges the game moves up as quickly as the one who plays it. So, some things that women can do to avoid this double bind are: 1. Seek companies with more women in leadership. 2. Work for other women when possible, and learn from how they lead (“playing the game” vs. being engaged in changing it? Both can be learned from). 3. Work for companies/people who advocate for women. As men, we can: 1. Acknowledge and confront our biases, conscious and unconscious. 2. Fight for women and realize that their journey has been different from ours. 3. Refuse to tolerate misogynistic behavior. Finally, another thing that we as men can do is refrain from engaging in “whataboutism” when we are engaged in these discussions. Yes, some women try to use their gender to manipulate. However, the vast majority of women do not do this. Yes, some women falsely claim harassment or are looking to find offense anywhere they can. This is extremely rare and these few do not invalidate the needs of the rest. Yes, some women cover up for, perpetuate, or look the other way in cases of bad male behavior. These instances do not invalidate the larger problem. So, in this discussion and others, don’t throw out these points to distract from the real conversation. I welcome all comments discussing this topic seriously. Any comments that are intentionally offensive or antagonistic will be deleted.

Breaking Barriers: Insights from Senior Women of Color in Leadership Despite the clear benefits of diversity in leadership for driving innovation and growth, women of color remain underrepresented in C-suite roles. According to recent research, while women constitute 40% of C-suite leaders, women of color make up only 7%. The journey to the top for these leaders often involves courage, resilience, and a willingness to take risks. Key Takeaways from Trailblazing Leaders: 1. Charting a Course with Courage: Women of color often find themselves as the "first and only" in senior roles. Leaders like Claire D’Abreu-Hayling of Sandoz emphasize the importance of being willing to forge your own path and take risks, even when you’re the only one in the room. 2. Building Robust Networks: Developing a strong network of sponsors, mentors, and advisers is crucial. Wendy Short Bartie from Bristol Myers Squibb highlights that sponsorship—where someone advocates for your advancement—can be a game-changer. 3. Overcoming Barriers with Resilience: These leaders underscore the need to challenge stereotypes and assumptions. Macaya Douoguih from Merck & Co. advises pushing back on limitations others set and remaining true to one’s personal purpose. 4. Organizations Must Act: To increase diversity at the top, companies need to be proactive in identifying and developing diverse talent, providing clear paths to leadership, and fostering an inclusive environment. Leaders should focus on data-driven strategies and hold themselves accountable through transparent metrics. Let’s champion these strategies and build a more inclusive future in leadership! #Diversity #Leadership #WomenInBusiness #Inclusion #CareerGrowth #LeadershipDevelopment #WomenOfColor