As a Managing Director and a woman who has worked her way up in the corporate world, I have seen firsthand how deeply ingrained biases can hold talented women back from leadership roles. Often, these biases are unspoken - hidden behind assumptions, unconscious stereotypes, and even something as seemingly insignificant as a photograph on a CV.
The reality is that many people still judge a book by its cover when it comes to hiring and promoting women. Whether it’s the way a woman looks in a professional headshot, the tone of her voice in an interview, or assumptions about her leadership style, these factors can unfairly influence hiring decisions. And yet, the business case for women in leadership is undeniable. Research continually highlights how companies with diverse leadership teams outperform their competitors, foster stronger workplace cultures, and are better equipped to navigate today’s business environment.
With the above in mind, it’s important business leaders, hiring managers and human resources teams consider their hiring and promotion practices to make sure that women are given an equal opportunity to step into leadership roles – for the benefit of their business.
The impact of judging women by their cover
A woman’s CV should be assessed on her skills, experience, and leadership potential - not her appearance. However, in the UK, it is still common practice for some people to put a photograph on a CV, which can - although it shouldn’t - subtly influence decision-making. People make snap judgements about competence, warmth, and leadership ability based on appearance alone. This is a problem when it comes to gender equality because societal biases mean that women are often expected to look a certain way to be perceived as ‘leader like.’
It doesn’t just stop at an image on a CV. Women also face stereotype-driven scrutiny during interviews. When a woman is assertive, she may be labelled as ‘too aggressive’. When she is warm and collaborative, she may be seen as ‘not strong enough’ to lead. Meanwhile, men displaying the same traits are often perceived positively, perhaps as they are confident or strategic.
These biases, whether conscious or not, create an uneven playing field, making it harder for some women to get the opportunities they deserve based on their skills, knowledge and experience.
Creating a level playing field for women at work
Outdated perceptions need to be addressed head-on, but how can you ensure women are assessed fairly and given the chance to develop into leadership roles? In my own experience, there are a number of things businesses can do to help women with this. These are my top ideas:
Eliminate CV photos and personal details – to help you make better hiring decisions, ask your HR teams to remove unnecessary details such as photographs, age, or marital status from CVs to ensure hiring decisions are based on merit rather than unconscious bias.
Standardise your interview process – make sure you are using structured interviews for your roles, where all candidates are asked the same questions and scored against the same criteria. This can help you to reduce the influence of personal biases. You can create these questions using our interview question generator tool.
Challenge stereotypical language – pay attention to the language that you use in job descriptions and performance reviews. Avoid gendered language and pronouns in your person specifications and any words that might imply a preference for one gender.
When it comes to performance reviews, women are often described differently from men in ways that disadvantage them. For example, words like ‘bossy’ or ‘emotional’ are rarely used to critique male leaders.
In job descriptions, avoid aggressive terms that could be off-putting to women like ‘dominant’, ‘driven’ and ‘competitive’. Instead, use terms such as ‘motivated’, ‘committed’ and ‘dedicated’. It’s also important you use gender neutral job titles, replace chairman with chairperson, or salesman with salesperson – you get the idea. And on top of this, focus on skills and experience required for a role – say something like ‘proven leadership experience’ rather than ‘strong leadership skills’. Also, (not directly related to language, but) your company’s approachability – do make sure you highlight your company’s commitment to inclusion and diversity and be transparent about your goals for improvement.Offer leadership development programmes – this one is vital, women in your organisation should be actively encouraged and supported in their career progression. This includes providing access to mentorship, leadership training, and sponsorship opportunities. During my career, I have been mentored, coached and trained – this has all helped me to get where I am today. However, my learning and development hasn’t just stopped – I am on a continuous journey and, as a leader, male or female, this is important.
Encourage flexible working without stigma – while times have changed somewhat, there is still a long way to go on this. Many talented women continue to be sidelined because of outdated perceptions about work-life balance and caring responsibilities. It’s true, businesses that embrace flexible working create an environment where women (and men) can thrive without fear that their careers will suffer. Ensuring flexibility is offered equally to men and women benefits employees who aspire to be better male caregivers and female leaders.
Instil confidence in women – while imposter syndrome can affect anyone, it’s particularly prevalent in women. As a manager of a female leader, it’s important you practice positive reassurance and let your employee know when they are doing a good job. By fostering confidence in women leaders, you are more likely to see decisive actions and improved productivity and performance. Remember, confident female leaders can serve as great role models for others who aspire to leadership positions.
The business benefits of women in leadership
Beyond being the right thing to do, elevating women into leadership positions is also good for business.
Although conducted in 2019, a report by McKinsey found that businesses in the top quartile for gender diversity were 25% more likely to outperform their peers in profitability. This isn’t just about fairness; it’s about building stronger, more competitive organisations.
Women bring different perspectives, leadership styles, and problem-solving approaches to the table. They tend to foster inclusive team cultures, drive collaboration, and are more likely to champion policies that benefit the entire workforce.
Added to all this, companies that actively promote women into leadership send a powerful message to their employees and customers: that they value talent and capability over outdated gender norms. This, in turn, helps attract and retain talented people, creating a virtuous cycle of success.
The future of business depends on diverse, dynamic leadership. And that means giving women the opportunities, support, and recognition they deserve. To all who do, stop making assumptions and start creating real change – then you will never judge a book by its cover again.
If you're looking for a fresh start in a new workplace or a talented professional to breathe life into your organisation, contact your nearest Reed office.
