The corporate world has seen a gradual increase in the number of women and people of color stepping into leadership roles in recent years. While this progress is significant, it’s essential to recognize the unique challenges these leaders often face. One of the most dangerous challenges is the “glass cliff” phenomenon, where women and leaders of color are more likely to be placed in leadership positions during times of crisis or downturns, setting them up for potential failure.
This article will explore the glass cliff theory, its implications for women and leaders of color, and how companies can avoid tokenism while fostering environments where diverse leadership can thrive.
What is the glass cliff problem?
The glass cliff is a concept introduced by researchers Michelle Ryan and Alex Haslam in 2005. It describes the tendency for women and ethnically diverse people to be promoted to leadership positions during periods of organizational crisis or when the risk of failure is high. This construct is closely related to the “glass ceiling,” an invisible barrier that often prevents diverse employees from reaching leadership roles in the first place. While the glass ceiling blocks advancement, the glass cliff presents a different challenge—placing these leaders in precarious roles with a high likelihood of failure once they break through that barrier. They are often brought in to “clean up” struggling companies, with the odds stacked against them from the start.
This occurrence can be particularly damaging as it reinforces negative stereotypes if the leader fails, further entrenching the biases that lead to the glass cliff in the first place. Moreover, the pressure of managing a struggling organization can lead to burnout, tarnishing the leader’s reputation and hindering future career opportunities.
Why do struggling companies promote diverse leaders?
It’s an irony that struggling companies are more likely to promote women and diverse leaders. This trend can be attributed to several factors:
- Desperation for change: When a company is in crisis, there is often a perception that a dramatic change in leadership is needed. Women and people of color are sometimes viewed as “different” from the traditional leadership mold, leading companies to appoint them in hopes of reversing negative trends.
- Regulatory and public relations pressures: Struggling companies may feel increased pressure from regulators, investors, or the public to demonstrate a commitment to diversity and inclusion. Promoting women and POC leaders can be seen as a way to meet these expectations and improve the company’s public image. However, if these appointments are driven more by external pressures than by genuine support for the leader’s success, it can lead to performance failure for diverse leaders.
- Tokenism and optics: Companies may promote diverse leaders to signal a commitment to diversity, even if the support structures are not in place for these leaders to succeed. This can be a form of tokenism, where diversity is prioritized in appearance but not in practice.
- Shifting blame: In some cases, placing women or people of color in high-risk roles during crises can be a way for organizations to shift blame if things go wrong, rather than addressing the deeper, systemic issues within the company.
How to overcome the glass cliff
To combat the glass cliff, organizations must take proactive steps to ensure that their leaders—especially those from diverse backgrounds—are set up for success. Here are some strategies:
- Assess the role’s risks and support needs: Before placing a leader into a challenging role, organizations should conduct a thorough risk assessment. Understand the specific challenges the company faces and ensure that the incoming leader has the necessary resources and support to address them. This might include financial resources, strategic guidance, or a supportive and effective executive team.
- Provide mentorship and coaching support: Mentorship and executive coaching are critical for helping leaders navigate complex situations. Pairing new leaders with experienced mentors who have successfully managed similar challenges can provide valuable insights and support. Executive coaching can provide leaders with a safe space to work through challenges and ideate solutions.
- Build a culture of inclusion: An inclusive culture that values diverse perspectives and supports all leaders equally can help mitigate the effects of the glass cliff. This involves not only promoting diverse leaders but also ensuring that they are genuinely supported and that their voices are heard.
- Regularly review leadership success metrics: Companies should regularly review how they measure leadership success and ensure these metrics are fair and realistic. Holding leaders to impossible standards, particularly in times of crisis, only exacerbates the glass cliff effect.
Our Inclusive Recruitment Guide explores these strategies and leads companies on how to implement them for a successful recruitment and retention of diverse leaders.
To truly support women and leaders of color, companies must go beyond mere diversity quotas. They must ensure that these leaders are placed in roles where they have a real chance to succeed, with the necessary support, resources, and a culture that values their contributions. By doing so, organizations can break the cycle of the glass cliff and pave the way for genuine, lasting change in leadership diversity.
