Listen to the blog here.
The CEO confidently strode into the boardroom … pause right there. What was the image you created in your mind as you read that sentence? What did the CEO look like? Was it a man? Or a woman?
Here’s why I ask, and I’d be genuinely curious for you to (comment below with your answer) for my anecdotal study.
The reason I ask is that women aren’t the prototype for leadership. And we all can be guilty of it from time to time, no judgment here if you pictured the stereotypical CEO as a white male. Your responses will prove me right or wrong.
Here’s the reality: Eleven percent of Fortune 500 CEOs are women. That’s up from 10 percent in both 2024 and 2025. Wow – rapid growth.
Ann Hopkins had to fight and claw and sue her way to partner at Price Waterhouse. Despite outperforming her all-male competitors, she was passed over for the promotion in 1982. Her case went to the Supreme Court, and in 1989, the Supreme Court ruled in her favor. Price Waterhouse had said she lacked interpersonal skills. The courts said Price Waterhouse failed to show that they hold men to the same standard. By 1989, she had already moved on, but she was awarded the title of partner and back pay.
In his opinion, Justice William Brennan wrote,
“An employer who objects to aggressiveness in women but whose positions require this trait places women in an intolerable and impermissible Catch-22: out of a job if they behave aggressively and out of a job if they don’t.”
Out of a job if they behave aggressively and out of a job if they don’t.
So what are we to do? In my research into women in leadership, many have found a middle ground. Let’s look at some of those women in the 11 percent and how they do it. Today, we’ll look at Mary Barra, CEO of General Motors, the first female to run a Big Three automaker.
Defining moments for leaders come when they have to make unpopular decisions. Let’s watch and learn from this interview with Rebecca Blumenstein, president of NBC News.
When the President of the United States came for her on social media
In 2018, GM announced it was unallocating the Lordstown Assembly plant in Ohio, a closure that would affect thousands of workers. The backlash included direct public criticism from President Trump, who falsely accused her of blaming the decision on the United Auto Workers Union.
Watch how Barra handled it.
First, she flatly denied the false accusation. The plant closure was not the UAW’s doing. It was a vehicle that wasn’t selling. Statement of fact. Real
Second, she acknowledged what they got wrong: “We had jobs, good-paying jobs, for everyone, and we should have been more clear about that from the beginning.” Acknowledge the shortcoming. Relatable.
Third, she named how it actually felt: “It feels pretty bad… when you’ve got the President of the United States unhappy with you, it’s not a good place to be.”
And then she explained the rationale for the decision.
“I’m responsible for a lot of jobs in this country. A lot of good-paying, manufacturing jobs. And if I don’t make the right decision, to make sure the company is healthy and can compete, and we can reinvest in our future, I put a lot more at risk. So as difficult as it was – and I think I could have communicated better – I learned a lot, it still was the right decision for General Motors.” (You can find the entire interview here, and this particular exchange begins at 19:38)
Connecting to purpose. Riveting.
Real, relatable, and riveting. That’s the third way: She said: I got something wrong. Here’s what it was. And the decision was still correct.
Did she win everyone over? Most certainly not. Our story isn’t for everyone. It doesn’t have to be. But we do have to tell it.
One of the women in the audience stood up to tell her about her father, who worked at GM for most of his life. Her father told her: “I have never felt more committed and a part of a family and working on a project. There’s such a family feeling and a sense of purpose in what you’re doing.” The audience member asked how Mary creates that feeling, and Mary responded:
“It’s a fundamental valuing of everybody that works for General Motors and knowing they can make a choice to work wherever they’d like and respecting the work they do.”
When you’re ready, here are a few ways I can help you and your team:
Need to get better at telling your story? (Or the story you tell yourself!) I can work with you one-to-one or with your team to help you prepare for your next presentation, pitch, or even navigate your next big change.
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See a video showcasing my work here and if you need help with one of the items below, let’s schedule a time to talk.
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