This is why leaders carry such an important responsibility. Good leadership is not only about recognising the people who already appear confident. It is about noticing capability in those who are not always the first to speak, volunteer or promote themselves.
Some people demonstrate leadership quietly, through the quality of their work, the way they support others, their judgement, their integrity, and their ability to stay steady when circumstances become difficult. They may not walk into every room announcing that they are ready.
When organisations select mainly on visibility and self-promotion, they overlook talented women who have not had the same exposure. The same people keep receiving opportunities because they already look experienced, while others remain inexperienced because they are never chosen. It is a cycle that cannot be solved by simply telling women to be more confident.
We need to look more closely at how opportunities are allocated. Who is asked to represent the organisation? Who is invited to the strategic meeting? Who is given the difficult project that will strengthen their experience? Who is introduced to influential people? Who is viewed in terms of their potential rather than only their current experience? These decisions can seem small, but they shape a career.
This is also why sponsorship matters. Women are often surrounded by mentors who offer valuable advice and encouragement. Advice is not always enough. A sponsor does more than guide. A sponsor uses their own influence to create access: they mention a person's name when an opportunity arises, recommend them for a project, and speak about their ability in the rooms where decisions are made. Sometimes a woman does not need one more person telling her to be confident. She needs someone willing to say, "Give her the opportunity. She is ready, and I trust her."
