The Invisible Walls: Bias Undercuts Professional Growth

During a recent conversation with some young professional men about gender bias in the workplace, I heard remnants of “vintage” paradigms.

·      If a woman and a man have the same qualifications, why should the woman get the advantage?

·      If everything is equal, why do women get to take off work early or take extra time for childbirth and men don’t, yet women want to be promoted at the same rate?

·      How are things “fair” if women are given a break but men aren’t?

True to my own brand, I welcome these questions because we can create a conversation, and that is one way to break a bias viewpoint that exists. I am not going to lie though; I was a little startled that these questions were coming from young professionals in the field. I thought I would spend a little time compiling some research-based ways that bias exists, as a reminder of the hidden and invisible barriers that some people face.

Thank you Phoebe Smith for this article https://vocal.media/education/the-impact-of-gender-bias-on-women-s-professional-progress from which I drew some quick insights.

·      The Subtle Barriers We Don’t See

Even today, women in the workplace face invisible walls—not from overt discrimination, but from layers of bias so subtle they often go undetected. Women are still stereotyped as less technical or less assertive, assumptions that creep into performance evaluations and promotion decisions. 

When men are promoted based on potential, women must prove they’ve already delivered. Leadership becomes a higher hurdle for women—requiring not just competence, but perfect clarity of track record. 

·      Not Just the Pay Gap, But the Roots That Create It

The familiar gender pay gap is just a symptom, not the cause. Women are often funneled into lower-paying roles or squeezed out during salary negotiations. These patterns stem from deeper cultural norms, not personal shortcomings.

Motherhood—the “motherhood penalty” versus the “fatherhood bonus”—still shapes perceptions of commitment. Women who choose to have children are often viewed as less dedicated. Contrast this with the parent at home who, being male, is seen as even more steady in their work.

·      Intersection Matters

Bias isn’t evenly distributed. Women of color, LGBTQ+ women, and those with disabilities often face compounded challenges: doubts about their competence, fewer opportunities for mentorship, and a higher likelihood of being overlooked. 

·      What’s Happening Behind the Scenes

Role‑congruity theory explains part of this: leadership is still culturally coded as masculine. When women lead, they navigate a double bind—too masculine, and they’re criticized for being “cold”; too feminine, and they’re seen as weak. Either way, they don’t win. 

These dynamics underpin invisible barriers like the "glass ceiling" and the "sticky floors"—the unseen limits stopping women from advancing both upward and at the starting line. 

·      When Achievement Is Erased

In fields like academia and STEM, brilliant work by women often goes unnamed—or worse, credited to their male colleagues. This phenomenon, known as the Matilda Effect, quietly erodes women's visibility and opportunity. 

·      A Broader Lens: Global Trends

A 2025 IIT‑Patna study in India shows how cultural stereotypes still steer girls away from STEM fields, not because of aptitude, but because of embedded perceptions: tech = masculine. 

Meanwhile, global data shows that although women have seen gains on corporate boards, executive-level representation remains stubbornly low—especially in CFO and CEO roles. Gender bias, lack of parental supports, and the high cost of childcare continue to stall real progress. 

How We Begin to Break These Walls

a) Policies that consider these factorsPolicies must go beyond diversity lip service to transparent hiring, promotion, and compensation. Leadership must embody the change they want to see. 

b) Bias Awareness - Conversations—not as a checkbox, but a culture shiftConversations matters, but only as a starting point. Ongoing feedback loops, open dialogue, and cultural recalibration are the real work. 

Final Thought: Rebuilding the Table

Gender equity isn’t a “women’s issue.” It’s a leadership issues. It is a clarity issue—a redesigning of systems so talent isn’t lost to outdated assumptions. We don’t need more narratives about ambition or proof. We need workplaces where ambition is encouraged, and performance is fairly judged.

Until we dismantle these invisible walls, we’ll continue to shortchange not just women, but all of us. Let’s rise—together and have the conversations.