What Is the Glass Cliff?

Image credit: Andrea Catalano

The glass cliff, a term coined by Michelle Ryan and Alex Haslam, describes a phenomenon in which women and members of underrepresented groups are more likely to be appointed to leadership positions during times of crisis or when a company/organisation is facing difficulties. This concept contrasts with the term, "glass ceiling," which refers to the invisible barriers that prevent women and minorities from advancing to top leadership positions.   

A series of experiments created and executed by Susanne Bruckmüller and Nyla R. Branscombe revealed that when a company is thriving, individuals tend to favour “stereotypically” male traits in leaders. Conversely, when a company is facing difficulties or times of crisis, research suggests leaders believe skills typically associated with women are more suitable to improve the circumstances. The results of their experiments showed that a significant majority of participants (67%) chose a man to lead the successful company and 63% believed that a woman should step in to lead a company in crisis.  

These experiments hint at the importance of installing women and individuals from historically underrepresented groups in positions of power long before difficult times. The darker side of the “glass cliff” suggests a more nefarious attempt by organisations to prove that women are incapable of leading by setting them up for failure. A report from DDI in 2020 noted that men are 22% more likely to be paired with a formal mentor, 19% more likely to receive formal assessments, and 13% more likely to receive leadership skills training than women. Indicating both a lack of preparation and support for women in leadership positions.  

Havas has worked hard to ensure that female-identifying leaders are set up for success and their most prominent programme is Femmes Forward. Launched in 2018, Femmes Forward is Havas’s career advancement programme for women holding senior manager/director roles. The growth journey includes leadership insights, skill enhancement, inspiration from senior leaders, group coaching, and fostering a sense of community. Once the programme is complete, participants have a personalised career advancement plan to guide their goals, engage with their managers, and establish career benchmarks.  

In addition to being in their sixth year, Femme Forward has grown, including such branching programmes as Femmes Forward On Air and Femmes Forward Frida; a development training for high performing junior woman within the organisation. Havas is also a proud partner of the United Nations (UN) HeForShe programme, with our very own president and CEO Yannick Ballore serving as a champion. But what more can Havas and other organisations do to ensure women advancing to leadership—especially during these global and national times of crisis—are set up to succeed?

1. Continued development training. 

Ensuring women have access to programmes, boards, etc. which allow continued growth and development as a leader are vitally important.  

2. Official executive peer mentorship. 

Particularly important for leaders coming from outside of an organisation is ensuring they’re connected with a seasoned leader within the organisation that can act as a peer mentor.  

3. Realistic expectations. 

Expecting a single leader, regardless of their gender, to effectively solve every issue within their organisation single-handedly and with expediency, is unrealistic. Ensuring leaders understand what’s expected of them is as important as ensuring those expectations are achievable.  

All in all, the dilemma of the glass cliff in today’s corporate environment remains a pertinent issue. This concept brings attention to the ongoing challenges that women and minority leaders encounter when they assume leadership roles during periods of crisis or company turmoil. While strides have been made in advancing workplace diversity and inclusivity, many companies still tend to turn to underrepresented individuals when confronted with challenges, which can potentially put these leaders in situations where success becomes elusive.  

In today's corporate arena, the glass cliff quandary emphasises the urgency for organisations to prioritise diversity and inclusion, not solely in leadership appointments but throughout their entire structures. This necessitates a shift in mindset, wherein leadership decisions are rooted in qualifications and merit rather than demographic characteristics. Confronting the glass cliff dilemma is crucial for attaining genuine gender and minority equality within leadership roles, ensuring that individuals from diverse backgrounds enjoy equal opportunities for advancement and success as their peers.  

References:  

https://psychology.exeter.ac.uk/cic/about/theglasscliff/  

https://hbr.org/2011/01/how-women-end-up-on-the-glass-cliff   

https://www.bizjournals.com/bizwomen/news/latest-news/2021/06/women-leadership-roles-support-men.html?page=all