Navigating Office Politics

There are players who never put up great stats, but you keep them around because they make the people around them better. Back in my corporate life in the automotive industry, we had 6 product managers. One of them was Lisa (name changed). She had a small portfolio She had no visible ambitions for promotion She had an average performance So when Lisa was let go, nobody blinked. The decision was rational. KPI-driven. MBA-approved. 6 months later: → Collaboration died. → Trivial conflicts exploded. → Toxicity flourished. → The team fell apart. Why? Because the invisible glue had left the building. Lisa was the glue. She wasn’t the loudest. She didn’t care for credit. But she made others better. She kept things human. She did what every leadership book forgets: 👉 She made people want to come to work. But glue work isn’t seen. It’s not in your OKRs. It’s not in your bonus calculation. It doesn’t show up on dashboards — until everything breaks. And here’s the uncomfortable reality: ➡️ Glue work is gendered. Most of it falls on women, especially those who are "nice", "team players", or "not career-driven". (Translation: socially conditioned not to say no.) ➡️ Glue work is undervalued. Once the glue is gone, companies hire expensive consultants to run "culture transformation" projects. ➡️ Glue workers are punished. In promotion rounds, they are seen as steady — but not "high potential". Steady doesn’t win the race. Loud does. So, what’s the solution? ✅ Name the glue. In performance reviews. In team calibrations. In leadership rooms. Make it explicit. ✅ Make glue work valuable. Give it weight in promotions. Allocate part of leadership KPIs to it. Because team performance is performance. ✅ Stop romanticizing ambition only in one direction. The "hungry for the next title" narrative is corporate monoculture. Stability, humanity, and creating cohesion are also leadership. 👩👉 For women: Stop doing glue work unconsciously. Do it STRATEGICALLY! If you hold the team together, own that narrative. "Without me, you’re paying McKinsey to fix your mess." (And you won’t even get my discount.) Lisa didn’t fail. The system failed to see what she did. And many teams today are quietly rotting… ... held together by invisible glue that is unpaid, unnoticed, and one resignation away from chaos. Glue is never urgent.... until it’s gone. And when it’s gone, it’s not the glue that breaks. It’s everything else.

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

I was the only woman in the room so through some unspoken rule — I was supposed to plan the farewell party? A University of California survey of 3,000 employees found that women were 29% more likely than white men to report doing more office “housework” than their colleagues. Planning team lunches, and parties, taking notes, cleaning up the table after a meeting, scheduling calls — and other such “thankless” tasks often fall into women’s laps. Each of these is significantly hurting gender equality. Harvard Business Review labels these tasks as 'low-promotability tasks' — that are helpful to the organization but the person performing them isn’t perceived as making an impact. The way work is allocated in organizations needs to change. Not only do we need to re-address the perceived value attached to these tasks, but we also need to ensure that women aren’t the only ones doing office housework. Whenever it happened to me, I didn't have the courage to push back. I still wish I had. It's an unappreciated burden that a lot of women carry but we’re afraid of pushing back because we want to be seen as team players. It's time leaders make sure all work is shared equally, including “Dave’s” goodbye lunch. The trend of non-strategic work being piled up on women's desks needs to stop. We don't need logistical tasks, give us career-making roles and responsibilities. We'll no longer accept being sidelined. #bias #genderequality #womenintech #womenleaders #career #leadership

As International Women’s Day nears, we’ll see the usual corporate gestures—empowerment panels, social media campaigns, and carefully curated success stories. But let’s be honest: these feel-good initiatives rarely change what actually holds women back at work on the daily basis. Instead, I suggest focusing on something concrete, something I’ve seen have the biggest impact in my work with teams: the unspoken dynamics that shape psychological safety. 🚨Because psychological safety is not the same for everyone. Psychological safety is often defined as a shared belief that one can take risks without fear of negative consequences. But let’s unpack that—who actually feels safe enough to take those risks? 🔹 Speaking up costs more for women Confidence isn’t the issue—consequences are. Women learn early that being too direct can backfire. Assertiveness can be read as aggression, while careful phrasing can make them seem uncertain. Over time, this calculation becomes second nature: Is this worth the risk? 🔹 Mistakes are stickier When men fail, it’s seen as part of leadership growth. When women fail, it often reinforces lingering doubts about their competence. This means that women aren’t more risk-averse by nature—they’re just more aware of the cost. 🔹 Inclusion isn’t just about presence Being at the table doesn’t mean having an equal voice. Women often find themselves in a credibility loop—having to repeatedly prove their expertise before their ideas carry weight. Meanwhile, those who fit the traditional leadership mold are often trusted by default. 🔹 Emotional labor is the silent career detour Women in teams do an extraordinary amount of behind-the-scenes work—mediating conflicts, softening feedback, ensuring inclusion. The problem? This work isn’t visible in performance reviews or leadership selection criteria. It’s expected, but not rewarded. What companies can do beyond IWD symbolism: ✅ Stop measuring "confidence"—start measuring credibility gaps If some team members always need to “prove it” while others are trusted instantly, you have a credibility gap, not a confidence issue. Fix how ideas get heard, not how women present them. ✅ Make failure a learning moment for everyone Audit how mistakes are handled in your team. Are men encouraged to take bold moves while women are advised to be more careful? Change the narrative around risk. ✅ Track & reward emotional labor If women are consistently mentoring, resolving conflicts, or ensuring inclusion, this isn’t just “being helpful”—it’s leadership. Make it visible, valued, and part of promotion criteria. 💥 This IWD, let’s skip the celebration and start the correction. If your company is serious about making psychological safety equal for everyone, let’s do the real work. 📅 I’m now booking IWD sessions focused on improving team dynamics and creating workplaces where women don’t just survive, but thrive. Book your spot and let’s turn good intentions into lasting impact.

We've been conditioned to believe that "good" women make themselves smaller: speak softer, apologize more, defer quicker. But being a leader isn't about shrinking to fit other people's comfort zones. It's about expanding to fill the role that your vision, expertise, and impact deserve. And yet, we still catch ourselves minimizing our contributions in meetings, hedging our statements with "I think maybe..." and literally making ourselves smaller by slouching. We've been taught to be grateful for crumbs when we should be setting the table. That's space abdication. Women: your discomfort with taking up space is someone else's comfort with you staying small. Every time you shrink, you're not just limiting yourself; you're modeling limitation for every woman watching. And trust me, they're watching. (And if you're reading this, you're watching me so I'd BETTER take up space.) Taking up space isn't about becoming aggressive or adopting masculine behaviors (though there's nothing wrong with those either, if they're authentically you). It's about showing up as the full version of yourself, with all your ideas, insights, and yes, your strong opinions intact. Here's your roadmap to claiming your rightful space: 1. Speak first in meetings. Not after you've heard everyone else's thoughts and carefully calibrated your response. Lead with your perspective, then listen and adapt. 2. Stop hedging your expertise. Replace "I'm not an expert, but..." with "In my experience..." You didn't accidentally end up in a leadership role. 3. Take up physical space. Sit forward, not back. Gesture naturally. Use your full vocal range. (I've been accused of not having an "inside voice". Oh well!) Your body language should match the size of your ideas. 4. Own your wins publicly. When someone asks how the project went, don't say "the team was amazing." Say "I'm proud of how I led the team to deliver X results." 5. Interrupt the interrupters. "Let me finish that thought" is a complete sentence. So is "I wasn't done speaking." Your leadership isn't a consolation prize or a diversity initiative. It's a business imperative. The world needs what you bring, but only if you're willing to bring all of it. #womenleaders #communication #executivepresence

I once sat in a performance review where a female colleague received feedback like, "You need to soften your tone in meetings." Meanwhile, her male counterpart got advice about honing his skills in digital marketing to drive better results. This wasn't an isolated incident. Women are often given feedback on their style—how they speak, how they present themselves—while men are given feedback on their skills and performance. This difference is subtle but significant. When we tell women to adjust their style but don’t offer specific, actionable guidance on improving their roles, we hold them back from real growth. It sends the message that success is about fitting in rather than developing the skills that actually move the needle. The impact? Women miss out on critical opportunities for advancement. They don't get the feedback they need to improve in measurable ways while men are groomed for the next significant role. We need to change this if we want to see more women in leadership. It starts with giving women the same actionable, skill-based feedback we offer men. Instead of vague critiques, we need to focus on growth areas tied to business outcomes. For example, rather than saying, "You need to be less direct," say, "Deepen your analytics knowledge so we can optimize our strategy." Clear, actionable feedback empowers women to build the expertise they need to move forward. It’s how we help them close performance gaps, earn promotions, and contribute to the organization's growth. We all have a role to play in this. Giving women the feedback they need isn’t just about helping them—it’s about strengthening the entire team and creating a more equitable workplace. What’s one way you can provide actionable feedback today? Tired of watching women get vague feedback that holds them back? Subscribe to the ELEVATE newsletter for no-nonsense advice on giving women the feedback they need to grow, thrive, and lead—because it's time we start getting real about progress. https://elevateasia.org/

You know it. I know it. Return to office isn't neutral. It disproportionately impacts women, especially mothers and caregivers. I was honored to share my thoughts with Taylor Telford for her latest The Washington Post piece exploring how aggressive RTO policies are pushing women's progress backwards. (Link in comments) As I shared in this piece, it is not a "choice" when the options are so limited. Women are once again finding themselves pushed out of the paid workforce. Some key takeaways from the article: 👉 After decades of gradual progress, the gender wage gap is widening again. In 2024, women earned just 80.9 cents for every dollar earned by men, dropping from 84 cents in 2022. 👉 For many women, especially those with caregiving responsibilities, rigid office policies are forcing "choices": accept demotions, take pay cuts, or leave entirely. 👉 Turnover among women at companies with strict in-office mandates is nearly THREE TIMES that of men. 👉 The lack of affordable, accessible childcare continues to widen the pay gap. 👉 Policies like RTO and limiting flexibility are stagnating women who feel forced to step off the ladder towards career growth to manage caregiving. This is exactly why at WRK/360, our mission is to help workplaces ACTUALLY be family and caregiving friendly. Not just in rhetoric, but in policy, culture, and practice. The dynamics the article highlights aren’t hypothetical; they are the exact challenges we work with our clients on daily. ✔️ We help companies design policies (e.g., hybrid, flexible schedules, core hours) that allow for collaboration without penalizing caregivers ✔️We coach leadership on equitable performance criteria so that remote or hybrid contributors are not implicitly devalued ✔️We partner with organizations to embed family-supportive programs that retain talent. HR and leadership teams: 👉 Still considering an RTO mandate? Think about what this really means for women and caregivers. 👉 Already have one in place? Run an audit on your turnover. How has this policy impacted men vs. women? Caregivers vs. non-caregivers? What talent are you losing? Together, we can protect the progress made over decades and stop pushing women and caregivers out of the paid workforce.

You walk into the room. You take the right seat. And then—someone starts talking to the man next to you. It happens more often than it should. A friend of mine—an accomplished executive in a male-dominated field—recently shared how she handles this moment. She regularly meets with dignitaries and senior leaders. She takes the appropriate seat across from the most senior decision-maker—because she is the most senior leader from her organization. And yet, too often, the conversation begins with her male colleague beside her. A trusted member of her team, yes—but not the one leading the engagement. Her response? Pure executive presence. She gives her colleague a subtle signal to hold back. She listens. She waits. And then, at the right moment, she steps in—decisively and with clarity. The dynamic shifts. Her leadership is unmistakable. And sometimes, the initial misstep becomes leverage in the conversation. It’s not about ego. It’s about command—about knowing when to speak, how to pivot, and how to lead. I wish moments like this didn’t still happen. But they do. And while I’ve had the privilege of working with men who deeply respect and support women in leadership, we still operate in a world where assumptions linger—and presence must sometimes precede perception. So how do we lead through it—and create a better stage for those rising behind us? We stay sharp. We stay grounded. We lead the room before we speak. For women rising in leadership: 🔹 Let presence precede position. Don’t wait for a title to validate your authority—own the room before anyone asks who’s in charge. 🔹 Empower your team to echo your leadership—without saying a word. Silence, when intentional, can be the strongest show of alignment and respect. 🔹 Turn being underestimated into your competitive edge. When others misread the power dynamic, use the moment to reposition—and redefine—the conversation. We’re not just here to be included. We’re here to set new standards. And if we do this right—those coming next won’t have to prepare for moments like this. They’ll never have to face them at all.

They call it the "broken rung," but it feels more like a broken system. For every 100 men promoted to manager, only 81 women get promoted..... For Black women? That number drops to 58. For Latinas? 64. I used to think I wasn't getting promoted because I wasn't ready. Needed more experience. More credentials. More visibility. Then I watched mediocre men get promoted after 18 months while I perfected my performance reviews for 5 years. The broken rung isn't about your first job. It's about your first promotion to manager. And it's where most women's careers get derailed before they even begin. Here's what makes it so insidious: You can't see it happening. There's no email saying "we're passing you over because you're a Black woman." No meeting where they explain why Brad's "potential" matters more than your proven results. Just silence. Another year. Another "not quite yet." But here's what changed my entire approach: I stopped trying to fix what wasn't broken (me) and started understanding what actually was (the system). The Invisible Barriers They Won't Name: The Likability Trap: Men are promoted on potential. Women need to prove themselves. Black women need to prove themselves while being "likable" enough not to threaten anyone. The Office Housework: Who takes notes? Plans parties? Mentors interns? These invisible tasks eat your time but don't count toward promotion. The Moving Goalpost: First it's experience. Then it's executive presence. Then it's "strategic thinking." The target keeps moving because the problem was never your qualifications. But here's what you CAN control: The Self-Audit That Changed Everything: Ask yourself: - Am I doing work that gets measured or work that gets appreciated? - Am I building relationships with decision-makers or just my peers? - Am I documenting my wins or assuming they're being noticed? - Am I negotiating my role or accepting what's given? The brutal truth I discovered: I was stuck because I was playing by rules that were designed to keep me stuck. Working hard on the wrong things. Building excellence in roles that had no path up. Waiting for recognition from people who couldn't see me. The moment I understood the broken rung wasn't my fault, I stopped trying to fix myself and started building my own ladder. Some of us will repair the broken rung. Some of us will build new systems entirely. But none of us have to accept that this is "just how it is." Career Glow-Up Diaries, Episode 2: Understanding the game is the first step to changing it. Where are you actually stuck - the system or your strategy? If this post resonates, share it. Someone needs to stop blaming themselves for a broken system.

From the Sidelines to the OR: What Coaching Taught Me About Leading Women in Medicine ⚽🩺👩⚕️ As a nationally licensed soccer coach, I learned early that great leadership isn’t one-size-fits-all. Some players respond to intensity. Others need calm, quiet direction. The real skill? Knowing the difference—and coaching accordingly. Now, as a vascular surgeon, I lead my operating room the same way. Every person on my team has a role. And my job is to help them perform at their best—not by commanding, but by communicating with clarity, respect, and intention. This lesson has helped me navigate medicine, especially as a woman. Because whether we want to admit it or not, women physicians often face a different set of social dynamics—especially with each other. 👉 In this podcast episode of Physicians on Purpose with Teresa Cardador, PhD, she unpacks a powerful idea: “Status-leveling burden.” Women in male-dominated fields often feel pressure to avoid standing out too much, achieving too much, or taking up too much space—especially in front of other women. And it can show up as tension, criticism, or subtle undermining. The recent Doximity article on “How Social Salience Fuels Tensions Among Women in Surgery” echoes this: “When one woman stands out, others may feel pressure to bring her back in line with the group.” But here’s the truth: That pressure isn’t our fault—but how we respond to it is our power. 💡 Here are 3 ways women can lead each other better in medicine: 1️⃣ Name the moment—without blame. If someone downplays a title, gently correct it. “She’s Dr. Smith—not just Sarah.” 2️⃣ Check your ego, not your power. If another woman’s success triggers you, ask: “Is this about her—or about how I feel in this system?” 3️⃣ Lead like a coach. Tailor your communication to the moment and the person. Clear. Respectful. Focused on the win—for the patient, for the team, for each other. In my own career, I’ve had few issues with peer tension—because I believe in direct, respectful leadership. You don’t have to be best friends to collaborate. But you do have to act like you’re on the same team. And in medicine, we all are. Inspiration: ~ How Social Salience Fuels Tensions Among Women in Surgery- Doximity OpEd ~ Physicians On Purpose Podcast #62 #WomenInMedicine #LeadershipInHealthcare #SurgeryAndSports #FromTheFieldToTheOR #GrowthMindset #ORTeamwork #ClearCommunication #EmpoweredWomenEmpowerWomen