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What if the biggest obstacle to women’s advancement isn’t lack of ambition, but a step that’s missing altogether?

For many women, the path to leadership doesn’t just begin with talent. It begins with overcoming hurdles that stand in their way. These barriers can hold women back from opportunities they have earned.

A crucial gap that makes the first step up the professional ladder the most difficult to climb is known as the ‘broken rung.’ It is a concept that can prevent women from obtaining chances they are due and is frequently driven by unconscious bias in the recruiting or promotion process.

Leadership potential shouldn't be restricted by gender, but unconscious bias too often limits how that potential is seen, supported, and celebrated. Assumptions, often unspoken, can determine who gets noticed, mentored, and moved forward.

Limited Or Limitless?

You may have heard of the phrase ‘the glass ceiling,’ a metaphor which prevents women from rising beyond a certain role in a company. This is a problem they may face later in their career. However, in contrast, the ‘broken rung’ refers to the first major step up to a leadership role where women can be held back right from the start.

But this is not just a story of obstacles, it is also a story of change. Across industries, women are challenging outdated perceptions, organisations are rethinking how they nurture talent, and leaders, both women and men, are working to rebuild that first step stronger than before.

By confronting preconceived notions and opening doors that have been closed for too long, we’re not just fixing a ‘broken rung,’ we’re building a better ladder for everyone to break through that ‘glass ceiling.’

Mind The First Step

To put it simply, the ‘broken rung’ is a broken step in the corporate ladder, limiting women from moving out of entry-level management roles and progressing to higher-level leadership positions.

The concept isn’t just theoretical; there is data to prove how early career promotions disproportionately favour men over women. What stood out to me was the research conducted by McKinsey & Company and LeanIn.Org’s annual Women in the Workplace reports, which popularises the term in their findings. So, what does it show?

The Problem?

McKinsey and LeanIn’s data shows that for every 100 men promoted from early on in their career in 2018, only 79 women were promoted. This creates a smaller frame of women available for higher leadership roles later. Last year, the number only increased to 81 women.

In fact, as a result, men hold 60% of manager-level positions, while women hold only 40%. Women of colour even face what they call a ‘double broken rung,’ with lower hiring and promotion rates at each level. You can read through the report as well as continued research here.

Why It Matters

Mckinsey research is important in showing that unconscious bias often operates quietly at that early-career stage, before people even realise what’s happening. It is not overt discrimination; it is outdated assumptions quietly shaping decisions.

This early gap creates a domino effect. Fewer women in early management roles means fewer women rising into senior leadership. Missing out on that first promotion forces women to fight an uphill battle that often has little to do with ability. It is not just about who is at the top, it is about access to growth from the very start of women’s careers.

What’s Breaking the Rung?

Unconscious bias isn't just one thing. It can show up in different ways that hold women back, including:

. The ‘leader is male’ myth: Outdated ideas about what a leader looks like can still favour masculine traits.

. No sponsors mean no seat at the table: Without mentors, women get left behind with fewer advocates in their corner.

. Left Out of the Spotlight: Big promotions come from big projects, and women often don’t get chosen for them.

Individually, these may seem small. Together, they form a system that can keep women stuck on the bottom rungs of the ladder.

Putting it into Perspective

As a woman navigating my own career path, I’ve often wondered how unconscious bias affects opportunities for women in the workplace. It’s a topic that feels both personal and urgent.

To explore this further, I sat down with someone whose leadership I’ve seen first-hand, my own manager - Jayme Francis, General Manager at Bills Restaurant. She has been in leadership roles for over a decade now.

Throughout my time with her she has worked hard to champion diversity and inclusion not only for herself but also for others. So, who better to ask about their experience climbing up the career ladder?

On the topic of women being overlooked for leadership roles, Jayme noted that she, too also struggled to be seen in the early stages:

"Of course, I experienced unconscious bias several times. A Filipino in Hong Kong, especially a Filipino woman was, back in the day, looked down upon as we were considered to be domestic helpers. I made sure my status showed in how I carried myself as well as my attitude."

Tackling self-doubt and channelling confidence is a major factor that helped Jayme to pursue her leadership status despite setbacks. She gave some great advice for any women who feel stuck with moving up:

"A challenge is called a challenge for a reason, nothing comes easy but if you pursue it, you will get it. Don’t get comfortable where you are and having the mindset of 'I'm good here'".

Yet, despite these barriers, Jayme has continued to lead with innovation, empathy, and resilience, helping to redefine what leadership for women can look like. As more companies recognise that diverse leadership drives better outcomes, the focus is shifting, and Jayme gave her opinion on this:

"Times have really changed coming from the hospitality business and working in it for the past 24 years of my life. The attitude of people in the workplace have changed a lot and this is due to better training and support companies now give. Social media has also helped increase awareness regarding both unconscious bias and women’s support in advancement- everyone is very much aware of the negative impact if nothing is done about it."

I believe that Jayme’s journey goes to show that the future of leadership is brighter when everyone’s talents are recognised, and women are helping to lead the way toward that future.  

What Can We Do?

Tackling unconscious bias in the workplace requires more than just awareness. It demands intentional, ongoing action. It starts with leaders being willing to look at their own decision-making patterns.

Companies must invest in meaningful training that goes beyond tick-box exercises, creating spaces where conversations can happen without fear. But we all have a role to play in calling out biased behaviours, championing women’s achievements, and ensuring women’s voices are heard in spaces of influence.

This could include diverse interviewing panels whenever possible, introducing more mentorship programmes for women and reviewing promotions regularly.

By actively mentoring women, challenging stereotypes, and building structures that support equity, we can move from good intentions to real, lasting change.

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