Chief in Tech E-Book

Anna Radulovski

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 365

Veröffentlichungsjahr: 2025

Beschreibung

A practical blueprint for women to advance their careers, conquer barriers, and thrive in leaderships roles with confidence in tech and beyond

Chief in Tech is an inspiring and comprehensive guide for women navigating career growth, packed with proven strategies, real-life success stories, and actionable advice for both personal advancement and leadership development. This book equips readers to thrive, navigate professional growth, and shatter glass ceilings. Whether you're mastering leadership, negotiating your worth, or navigating work-life integration, this book provides tools to lead with confidence and resilience.

Authored by Anna Radulovski, founder of the WomenTech Network, an in-demand C-level executive consultant, and a renowned keynote speaker, Chief in Tech draws from her firsthand experiences and interviews with globally recognized executives, industry-veterans and thought leaders. Anna offers hard-earned insights on topics such as:

• Elevate your personal brand: Strengthen your leadership presence with an authentic brand that amplifies your influence and expertise, positioning you as a thought leader.
• Leverage your network: Unlock opportunities by building meaningful connections and expanding your professional network, both in person, through community platforms and LinkedIn.
• Maximize Mentorship & Sponsorship: Build powerful relationships that accelerate your career growth.
• Negotiate your worth: Secure fair pay, promotions, and leadership roles by confidently advocating for your value.
• Strengthen your resilience: Bounce back from setbacks, adapt to change, and thrive through continuous growth.
• Build a Legacy: Create a lasting impact through your leadership, at work and in the community.

Chief in Tech earns a well-deserved spot on the bookshelves of women across roles and industries seeking key perspectives on succeeding at work, especially in corporate environments, along with organizations seeking to benefit by understanding how to support and promote women in tech, leading to more diverse and innovative teams.

Leseprobe

HOW WOMEN ARE BREAKING THE SILICON CEILING AND LEADING WITH IMPACT

CHIEF IN TECH

Global Leaders Guide

ANNA RADULOVSKI

Global CEO & Founder of Women Tech Network, Chief in Tech Summit & Executive Women in Tech

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Preface

Close your eyes for a minute and imagine the most prominent tech executives today. Who comes to mind? Is it the typical suspects—men whose names are now associated with innovation? Elon. Jeff. Mark. Yes, they established empires, but the real question is: Why not you?

You've seen the headlines. AI is transforming industries, robots are performing surgeries, self-driving cars are navigating our busy city streets. Technology is moving at a pace we've never seen before but isn't it ironic that leadership often stays stuck in the past? Despite all this innovation, only a small fraction of leaders are women. I've seen the glaring disparities firsthand—at conferences, in boardrooms, engineering teams, on panels, promotion rounds, and the list goes on.

But here's the thing—you belong in that space. You should be one of the leaders shaping the future of AI, robotics, and beyond. Too often, the decision-makers in tech don't reflect the rich diversity of the world they're transforming. And that needs to change. The tech industry needs you—your perspective, your creativity, and your leadership. We need diverse voices driving innovation that actually reflect the world we live in.

Maybe you've felt that nagging doubt when you're the only woman in the room, the frustration when your ideas are overlooked, or the exhaustion of having to prove yourself over and over again. Maybe you recall that moment when you're in a meeting, and your suggestion is met with silence, only to be echoed by someone else (ahem) and suddenly, it's genius. Or perhaps you've hesitated to speak up in meetings, worried you'll be labeled too aggressive or not assertive enough. Or maybe you're juggling the demands of career and personal life, wondering if it's possible to have both without compromising either.

These frustrations aren't just yours—they're shared by countless women in the tech industry. The fear of not being taken seriously, the isolation of being one of the few, the uncertainty of how to navigate a male-dominated industry. These feelings are real, and they can definitely hold us back. But you're not alone, and it doesn't have to be this way.

The mission of Chief in Tech is to help you transform frustrations into fuel, fears into courage, and aspirations into reality. Whether you're just starting your journey in tech, climbing the ladder, or already in a leadership position, this book is your guide to achieving success and making an impact. Packed with practical strategies, stories, and actionable steps, we'll explore how to take control of your career, overcome barriers, and thrive in leadership—no matter where you are in your journey. We'll dive into navigating biases, negotiating for your worth, establishing a personal brand, creating supportive networks, mastering leadership skills, and becoming a leader who succeeds while helping others rise with you.

Along the way, I'll share my own stories and those of incredible women who've faced similar challenges, emerged as leaders, and left their mark. We'll explore how you can leverage your unique strengths, amplify your voice, and reach new heights.

Now, you might be wondering, “Who am I to be writing this book? Why should you care about my story, my insights, or my experiences?” I get it. There are a lot of thought leaders out there talking about leadership, women in tech, and breaking barriers, so let me tell you why I'm here.

I've been in the thick of it. As the founder of the WomenTech Network, I've worked with thousands of women, tech leaders, and allies. We've built a global movement with more than 150,000 members pushing for change in an industry that desperately needs it. I've sat at the table with executives from some of the world's biggest companies—Amazon, Google, Meta, Microsoft, and JPMorgan Chase, to name a few. I've seen firsthand the challenges women face at every level, from entry-level to mid-level to the C-suite. And through it all, I've been on a mission: to break down the barriers that keep women from thriving in tech and to help us grow and succeed.

My journey wasn't straightforward. Like many of you, I've questioned my place in this space. I've battled imposter syndrome, navigated an industry that didn't always feel welcoming, and had to build my network and the community piece by piece. I know what it's like to be the only woman in the room, to have your ideas dismissed, or to feel like you have to work twice as hard just to be noticed.

And that's why I'm so passionate about this book—because I know I'm not the only one who has felt this way. I've spoken with countless women who've had similar experiences, and I know that together, we can change the narrative.

Chief in Tech isn't simply my journey—it's our journey. It reflects the collective experiences of women who've navigated this male-dominated field and still found a way to thrive. Through the wisdom of those who have already blazed a trail, we work to open doors for the next generation. Together, we are building a future where women in tech are no longer the exception, but the norm.

Ultimately, Chief in Tech focuses on rewriting the rules. It aims to ensure the tech industry includes different perspectives, welcomes talent from all backgrounds, and truly represents the people shaping the future. It drives meaningful change at every level, creating spaces where women are seen, heard, valued, recognized, and celebrated—and where we don't just participate but lead with impact.

The more I thought about it, the more determined I became to take action. That's why I wrote Chief in Tech. This book doesn't just recognize the challenge; it's about stepping up and leading the change.

Let's not wait for permission. The tech revolution is already here—and it's time for us to lead it.

1Overcoming Bias, Systemic Challenges, and Imposter Syndrome

Women belong in all places where decisions are being made. It shouldn't be that women are the exception.

—Ruth Bader Ginsburg, former Associate Justice of the Supreme Court of the United States

Imagine this: You've been working tirelessly, putting in extra hours, tackling complex projects, and contributing significantly to your team's success. The annual review is just around the corner, and you're feeling optimistic that your efforts will be recognized. You've put in the work, delivered results, and even exceeded your targets. Promotion, here we come!

But then, the performance review happens. Your manager acknowledges your hard work but starts talking about “areas for growth” and suggests revisiting the promotion next year. Meanwhile, your male colleague—who you've been helping throughout the year—gets the promotion instead. Frustrating? Absolutely. Surprising? Unfortunately, not so much.

If this scenario hits close to home, trust me, you're not alone. I can't count how many times I've heard this same story from women across all levels in tech. Whether they're new to the workforce, stuck in mid-career limbo, pushing toward the C-suite, or competing for a seat on the board, the barriers are always there, lurking. It often feels like you're running a race where the finish line keeps shifting just as you're about to cross it—working twice as hard for half the recognition.

So, why does this keep happening? In an industry that's all about innovation and disrupting the status quo, why are we still wrestling with outdated biases and systemic challenges?1

Let's dive into this together, since understanding the problem is the first step toward changing it.

The Gender Leadership Gap and Common Barriers Women Face in the Workplace

The gender leadership gap isn't just a matter of numbers (sure, numbers don't lie); it's a reflection of deep-rooted systemic biases and historical barriers that have been in place for, well frankly, way too long. For all the progress we've made, women in tech still make up less than one fifth of leadership roles, despite entering the workforce in equal numbers to men.

C-suite Representation

: Women hold only 12.4% of C-suite positions in STEM according to the World Economic Forum.

2

Senior Executive Roles in AI

: Women hold less than 14% of senior executive positions, according to a global analysis of 1.6 million AI professionals.

3

Chief Technology Officer Positions

: Women hold only 20.2% of Chief Technology Officer positions in mid-market tech firms according to Grant Thornton.

4

And it gets much worse for women of color, Latina women, and other minorities. Only 3% of computing roles are held by African-American women, and 2% by Hispanic American/Latina women.5

But why does the leadership gap persist?

It starts with gender stereotyping. From an early age, many girls are subtly nudged away from leadership6 or technical roles. Society often paints tech as a “guy thing,” steering girls toward fields perceived as more “suitable.”7

Even a simple visit to a toy store shows a clear picture: The aisles are divided—one side brimming with pink, sparkles, and “cute” items, while the other is a world of action, adventure, and building sets. Girls' toys encourage caregiving, like dolls and tea sets, while boys' toys emphasize boldness and construction—science kits, action figures, and Lego. The unspoken message is clear: girls are meant to care and look pretty, while boys are meant to build and conquer.

While boys are encouraged to be bold adventurers, girls are often steered toward being polite, thoughtful, and “nice.”8 Don't get me wrong, nurturing is great, but it shouldn't limit us from pursuing leadership. In fact, a KPMG study9 found that only 34% of women were encouraged to “share their point of view” while growing up. This early conditioning doesn't just vanish when we step into the workplace. It lingers, influencing how we see ourselves and, unfortunately, how others see us too.

Radhika Krishnan, General Manager, Amazon Web Services (AWS)10 shared that “the higher up you go, women executives tend to become a minority.” She explained that “as humans, we unintentionally stereotype”—with a common mental model of a successful C-suite executive as typically a white male. For Krishnan, the path forward means “putting the spotlight on people who don't fit the mold” and reshaping these perceptions to create a more inclusive vision of who can lead.

I've had countless conversations with successful women who had to unlearn these internalized norms. They had to give themselves permission to take up space, to voice their ideas confidently, and to lead without constantly second-guessing themselves.

It continues with the “broken rung.”11 It's that first critical step up to management where women often get stuck. For every 100 men promoted to a managerial position, only about 86 women make the same leap,12 and the numbers are even lower for women of color. It's like starting a marathon with your shoelaces tied together—hardly a fair race.

It's an early disadvantage that ripples through our entire careers. No wonder that by the time we reach mid-career, the gap between male and female leaders becomes a chasm.

This isn't because women lack ambition or skills. Studies13 show that women are just as likely as men to aspire to leadership roles. The difference is, men are more likely to get tapped on the shoulder for those opportunities.

And then there's the likability penalty14—one of the most insidious barriers. Ever noticed how a man can be assertive and is seen as a strong leader, but a woman doing the same is labeled as aggressive or unapproachable?

Women in leadership often feel forced to choose between being likable or being seen as competent. If women are assertive, they're often perceived as less likable compared to men who act the same way. If women are warm and approachable, some might think they lack leadership strength. This is what's called the “Double Bind Dilemma.”15 It's like women have to constantly be balancing on a tightrope, trying to be both likable and competent, while men don't have to deal with this.

All of this builds up to the glass ceiling16—or in the tech world, the silicon ceiling—that barrier we bump up against when climbing the corporate ladder. And even if you manage to break through, you might find yourself on the glass cliff,17 stepping into leadership roles only when the company is already in crisis, practically setting you up for failure from the start. Women are often given these high-risk positions as a way to signal “diversity” or “progress.” If things go south, it's easier to pin the blame on the “failed female leader.”18

Take Marissa Mayer's tenure at Yahoo as an example.19 She stepped into a CEO role when the company was already in decline, fighting an uphill battle from day one. It's not that women can't handle tough roles—far from it—but it's telling that we often get the call when the ship is already sinking.

The fact is, the tech world still clings to outdated notions of what leadership looks like,20 which often favors traits like assertiveness, dominance, and competitiveness—qualities traditionally associated with men.

But here's the thing—it doesn't have to be this way. We're going to explore how you can navigate these challenges, and yes, we'll dive into practical steps you can take to break through these barriers. It's not going to be a walk in the park, but together, we can change the narrative one woman at a time.

So, why are these barriers so stubborn, especially in an industry that prides itself on innovation? It's because these obstacles aren't just external—they're woven into the very fabric of workplace culture.

One of the biggest culprits is systemic bias. You may have found yourself in a room full of decision-makers who don't look like you, don't share your background, and might even question whether you belong there. For many women, that's the reality. Biases—often unconscious—lead to assumptions about what leaders look like,21 and surprise, surprise, it's usually not us. When companies picture their next CTO or VP, they're often envisioning someone who fits the mold: male, typically white, and often groomed through “traditional” leadership paths that have historically excluded women and minorities.

This bias shows up in performance reviews,22 in the opportunities handed out, and in the expectations placed on women versus men. Women are often judged on their past performance, while men are judged on their leadership potential.23 This plays a huge role in why fewer women are promoted early in their careers, which means fewer women get the chance to gain leadership experience, leading to fewer women in the C-suite and on boards.

Neveen Awad, Managing Director and Partner at The Boston Consulting Group,24 nailed it when she said, “Promoting women early and often is critical. Those first promotions set a precedent—they build confidence, help women see themselves as leaders, and most importantly, show everyone else that women belong in these roles.”

For every Sheryl Sandberg or Ginni Rometty, there are countless women who've been passed over—not because they lacked the skills or ambition, but because the system wasn't designed for them to succeed.

There's the infamous workplace environment, especially in tech, where the “bro culture” can sometimes feel like an impenetrable fortress. Maybe it's the after-work drinks you're not invited to, the inside jokes you don't find funny (or appropriate), or the networking events—over beer, at the golf course, or during weekend getaways? They seem tailor-made for anyone but women. These exclusions might seem minor individually, but together they build a wall that can be tough to climb.

This culture shows up in meetings, in decision-making processes, and in who gets a seat at the table—both literally and figuratively. Being left out of informal networks means missing out on crucial conversations where decisions are often made long before any official meeting happens.

And when we do make it into these spaces, we're sometimes met with microaggressions—those subtle, often unintentional slights that undermine our competence and chip away at our confidence. Comments like, “You're pretty technical for a woman,” “Who's helping you with your kids while you're working?” or “You don't look like a CTO.” They might just seem harmless on the surface, but over time, they start to sting. They're like tiny paper cuts; one might not slow you down, but a hundred of them can be debilitating.

Think about moments when you've been interrupted in meetings, when your emails are met with skepticism, or when you're left off important threads. Or when you're asked to take notes in a meeting where you're actually the most senior person in the room. It's these everyday moments that reinforce the message: “You don't quite belong here.”

Microaggressions are those small but persistent, everyday comments or behaviors that, over time, start to erode a person's confidence and sense of belonging. They might seem insignificant in the moment, but their cumulative effect is powerful—not just for individuals but for teams. As Lori Nishiura Mackenzie, Co-founder at Stanford VMware Women's Leadership Innovation Lab,25 notes, “One issue with microaggressions is that we often overlook their impact on the team, viewing them as only affecting the individual. Microaggressions hurt the team's overall performance.”

Elaine Montilla, CTO at Pearson,26 shared how she faced microaggressions throughout her career. From being talked over in meetings to seeing her ideas credited to others, she had to learn to assert herself. Studies show that women are interrupted 2.5 times more often than men in meetings.27 Montilla reflected on how she developed the confidence to respond in those moments, saying it’s crucial to find a way to reclaim your voice, even when it feels like climbing Everest amidst daily slights.

I remember a powerful moment with Kamala Harris during the 2020 Vice Presidential debate when, after being interrupted by then-Vice President Mike Pence, she firmly responded, “I'm speaking.”28 The moral of the story: your point, idea or feedback has value, so finish your thought, you are speaking! (See Table 1.1.)

In the moment, it's normal to feel frustrated or even angry when dealing with microaggressions. But addressing them—calmly and assertively—not only lets you advocate for yourself but also contributes to a more inclusive workplace culture. And no, microaggressions aren't minor annoyances; they reflect deeper systemic issues within workplace cultures that were never designed with women in mind.

Table 1.1Microaggressions, Scenario, and How to Respond

Microaggression

Scenario

How to Respond

Interruptions

You're presenting a point in a meeting, and someone cuts you off before you finish.

Calmly say, “Please hold your thought for a moment, I'd like to finish my point,” or “I appreciate your input, but I'd like to finish my point first” and continue speaking.

Credit Theft

You suggest a strategy that's ignored until someone else rephrases it and gets the credit.

Politely interject with, “I'm glad you agree with the strategy I mentioned earlier,” to reclaim ownership of your idea. Allies can support you with, “As [Your Name] mentioned earlier…”

Assumptions of Inferiority

A colleague says, “You're very technical for a woman.”

Respond with confidence, “I've been working in tech for 15 years; technical expertise is a core part of my career.”

Exclusion from Informal Networks

Important discussions happen during informal gatherings you're not invited to.

Proactively suggest inclusive team activities or directly express your interest: “I'd love to join the next planning session. Can you keep me in the loop?”

Mansplaining

Someone explains something to you in a condescending way, assuming you lack knowledge on the subject.

Gently interrupt with, “Thanks, I'm familiar with this topic. Let's dive into the specifics.”

Tone Policing

You're discussing an issue, and someone responds, “Calm down, you're overreacting.”

Say, “I'm emphasizing this because it's important. Let's focus on the points I'm raising please.”

Look, I know this all might seem a bit daunting. But the first step in tackling these challenges is acknowledging them. By understanding the barriers—whether they're stereotypes, cultural norms, or systemic biases—we can start to navigate around them, over them, or, when necessary, bulldoze right through them.

And remember, you don't have to do it alone. Building a strong network, finding mentors and allies, and supporting others can create a ripple effect that leads to broader change (more on that in Chapter 5).

Every time one of us speaks up, challenges a bias, or supports another woman, we're not just helping ourselves—we're paving the way for those who come after us.

So let's keep the conversation going. Let's share our stories, our strategies, and yes, even our frustrations. Because together, we can create a workplace culture that's not just tolerable, but truly empowering for everyone.

Imposter Syndrome: The Battle Within

You know that nagging voice inside your head that whispers, “You're not good enough”? That's imposter syndrome talking. Almost every woman I know in tech has felt it at some point, no matter how successful she is. Research confirms this with 75% of female executives experiencing Imposter Syndrome.29 And here's the thing: imposter syndrome isn't just a personal quirk—it's a product of environments that weren't exactly designed with us in mind.

You probably know the feeling—you're sitting in a meeting or at a conference, surrounded by people who all seem so confident, so sure of themselves. Meanwhile, you're secretly wondering if you're about to be “found out.” Despite your qualifications, experience, and all the hard work you've put in, that doubt creeps in. It's like an internal dialogue that undermines your confidence and holds you back from reaching your full potential.

But here's what I want you to know: imposter syndrome doesn't just stem from insecurity—it's deeply rooted in the systemic issues we've been chatting about.

Early in her career, Kate Maxwell, Worldwide Education Industry executive at Microsoft,30 felt the sting of self-doubt big time when she found an anonymous note left on her desk one day. It read, “You don't belong here.” Can you imagine? That note didn't just hurt—it shook her to her core. “It completely imploded my confidence,” she shared. “It led to a tough period that impacted both my work and my life.” But here's the silver lining: that experience became a turning point. Maxwell reached out to friends, mentors, a therapist, and even a career coach. Through their support, she rebuilt not just her confidence but her resilience.

“Now I know who I am, I know my worth, and I do not attach my self-worth to the opinions of others,” she told me. While she wouldn't wish that experience on anyone, she's grateful for what she learned from it. Maxwell’s journey is a powerful reminder that while imposter syndrome can be painful, it's possible to overcome it. With self-validation, external support, and a hefty dose of resilience, imposter syndrome can even become a source of strength and growth.

So, how do we start battling this inner critic? It begins with recognizing that imposter syndrome is common, especially among high achievers.31 You're not alone in feeling this way. Simply acknowledging these feelings can lessen their power over you.

Next, challenge the doubts in your mind. When that nagging voice says, “You're not qualified,” counter it with, “I have the skills and experience to succeed.” Replace self-doubt with self-affirmation.

Consider the approach of Penelope Prett, a Fortune 500 executive32 with over 30 years of experience. Despite being consistently rated as excellent and sought after by clients, Prett would wake up thinking, “Is today the day I get fired?” Even at the height of her career, imposter syndrome was a constant companion. To overcome these feelings, she developed a simple yet effective strategy: focus on facts, not emotions. “When those thoughts come up,” she says, “I ask myself, ‘When did someone last tell you that you weren't good at your job?' The answer was always never.” By grounding herself in reality, Prett was able to push past self-doubt and focus on her next big move.

A thing that's really helped me is keeping a record of my achievements. I jot down my successes—big and small—whenever they happen. So when self-doubt starts creeping in, I can flip back through and remind myself of how far I've come. It's like having a tangible boost right there in my hands to combat those negative thoughts.

And then there always people ready to support you. Connect with mentors, trusted colleagues, or support groups. Sharing your experiences in a safe space can help you gain perspective and feel less isolated. Sometimes just talking about it lifts a weight off your shoulders.33

Remember that nobody knows everything, and it's okay to ask questions and acknowledge areas where you're still learning. Give yourself permission to be a work in progress. Taking on challenges is one of the best ways to build confidence. Instead of seeing stepping outside your comfort zone as a threat, think of it as a chance to grow. Every new challenge you tackle adds to your confidence and expands your abilities. Kathryn Guarini, former Chief Information Officer of IBM,34 encourages women to push their boundaries, saying, “Don't be afraid to take on new roles that might be outside your comfort zone. It's where you learn the most.” Her advice reminds us that facing imposter syndrome often means leaning into those intimidating opportunities where real growth happens.

Celebrate your wins, no matter how small they may seem. Take time to acknowledge and appreciate your accomplishments. You deserve to recognize your hard work.

Practicing self-compassion is also key. Be kind to yourself. Treat yourself with the same understanding and support you would offer a friend. Cut yourself some slack; you're doing great.

Changing the narrative in your head can make a big difference. Remind yourself:

“I am enough just as I am.”

“I have earned my seat at the table.”

“I belong in tech, and my contributions matter.”

“I embrace my strengths and celebrate my achievements.”

“I am worthy of recognition and praise.”

“I am capable of achieving great things.”

“I am in control of my own success.”

“I deserve my position and the success that comes with it.”

Incorporate these affirmations into your daily routine. Over time, they'll help rewire your thinking. And if you still find yourself full of doubt, an executive or career coach can help you identify your barriers, and address them productively head on.

Here’s the bottom line: you belong in every room you enter. No one else gets to define your worth. Stand tall, own your space, and don't let anyone—especially that inner critic—convince you otherwise.

Limiting Beliefs: Breaking Free from the Script

A big part of imposter syndrome comes from the limiting beliefs we've been fed—sometimes outright, sometimes in subtle ways—throughout our lives. From a young age, many of us were taught to be modest, to not take up too much space, to second-guess our abilities. These beliefs can hold us back from chasing big opportunities, negotiating for what we're worth, or even speaking up when we know we're right.

I remember chatting with Grace Pérez, former Chief Digital Program Officer, GE HealthCare, who said, “For years, I believed I had to be perfect at everything before I could even consider going for a leadership role. I thought I needed to check every single on the list of requirements, while my male colleagues would just go for it, even if they only ticked a few. It took me a long time to unlearn that conditioning.” Pérez's story is one I've heard so many times—women holding themselves back because we've been taught that being good isn't enough; we have to be perfect.

This kind of conditioning is tough to shake, but it's definitely possible. It starts with recognizing those limiting beliefs for what they are—barriers we can dismantle. We've been told to stay in the background, but we have every right to step into the spotlight.

Lack of Role Models: Feeling Alone at the Top

We need to talk about role models—or the lack thereof. One reason imposter syndrome is so pervasive among women in tech is that we don't always see people who look like us in the roles we aspire to. If you don't see women in leadership positions, it's easy to start wondering if you belong there at all.

In an industry dominated by names like Elon Musk and Mark Zuckerberg, women leaders like Mary Barra and Mira Murati are still the exceptions rather than the rule. If you need more proof that the tech world is overwhelmingly male, just take a look at Investopedia's list of “The 10 Richest People in the World.35” All ten are men, and eight of them are tech leaders. That scarcity of female role models makes a huge difference. When you don't see people who look like you at the top, you start to wonder whether there's a path for you at all. And this isn't just a challenge for women at the beginning of their careers—it's something even seasoned executives struggle with. In a world where social media dominates our lives, young girls don't often see women at the forefront of tech and think, “I want to be her when I grow up.”

One executive shared: “I spent years looking around for someone like me in the C-suite, and when I didn't find anyone, I started to wonder if I was aiming too high. It's hard to shake that feeling of isolation, even when you're surrounded by colleagues. It's like you're always second-guessing yourself because there's no one who's walked the same path.”

The reality is, when you're the only woman—or one of a few—in the room, the pressure is intense. You're not just representing yourself; you feel like you're representing all women. That kind of pressure can feed into the cycle of self-doubt that fuels imposter syndrome.

This process of unlearning and reconditioning takes time. It's about reclaiming the narrative and recognizing that you deserve to be in the room—not because you've checked every box, but because your presence is valuable in itself.

Turning Barriers into Fuel

One of the most important tools you can use to overcome these barriers is resilience—a topic we'll explore in depth in Chapter 8. As Reetal Pai, Executive Vice President, Chief Information Officer at Teichert36 said, “Resilience is about bouncing back from setbacks…it's a crucial skill in tech.” Every time you face bias or a challenge, you have the opportunity to grow stronger and more determined. In the tech industry, where challenges are a given—whether it's being overlooked for a promotion, dealing with microaggressions, or navigating imposter syndrome—resilience is what will keep you moving forward. It's about turning those obstacles into fuel for your own progress, using them to push ahead when the path feels blocked.

Each setback becomes a learning experience, an opportunity to pivot, and a moment to build strength. The more resilient you become, the better equipped you are to handle whatever comes your way. As a matter of fact, an overwhelming 95% of executives acknowledge that resilience has become increasingly important as they've advanced in their careers.37 This mindset helps women in tech not just survive but thrive in environments that can be tough to navigate.

But it's not just about breaking through for yourself.

Every time you succeed, you make it easier for someone else to follow. Daphne E. Jones, former Chief Information Officer at GE HealthCare Global Services,38 captured this sentiment perfectly: “My role is to empower the underserved, the overlooked, the undervalued, the underestimated.” Every victory chips away at the barriers for those who come next, and that's how real change happens. By overcoming these challenges, you're not just creating a path for yourself—you're paving the way for others who may have felt they didn't belong or didn't have the chance to succeed.

Each of us has a role to play in making tech more inclusive, more equitable, and more welcoming to those who've been traditionally left out. Empowering yourself is the first step, but empowering others is how we create lasting change. Every barrier you break down helps those who come after you, making the tech industry a little more open, a little more diverse, and a lot more powerful.

We've covered a lot in this chapter—from the gender leadership gap and systemic biases to how imposter syndrome creeps. It's a lot to take in, but here's the key message I want you to walk away with: these barriers, as overwhelming as they may seem, can also be your fuel.

Every obstacle you face is an opportunity to grow stronger, more resilient, and more determined to succeed. The gender leadership gap might persist, but that doesn't mean you can't be part of the solution. And remember, you don't have to do it alone. Lean on your allies, find mentors, and build a support system that helps you succeed, both in and outside of work. Advocate for yourself, and don't be afraid to speak up when something feels wrong. The more we talk about these issues, the more we can dismantle the systems that keep women out of leadership roles.

Looking ahead, this book will focus on practical strategies for overcoming these barriers. From building your personal brand to finding the right mentors, we'll explore actionable steps you can take to not just survive in tech, but thrive. Because your voice matters. Your contributions matter. And the tech industry needs you—your ideas, your leadership, and your perspective.

So let's break through these barriers together and start shaping the future of tech, not just one woman at a time, but one team at a time, one department at a time, and one company at a time—creating a positive snowball effect that can reshape the tech industry.

Transform Barriers into Growth:

Challenges can fuel resilience. How can you turn recent setbacks into learning opportunities?

Reframe Imposter Syndrome:

70% of people experience self-doubt. Use it as a sign you're pushing boundaries. What recent doubts signal growth for you?

Unlearn Limiting Beliefs:

What subconscious beliefs are holding you back, and how can you replace them with affirmations of your worth?

Embrace Imperfection:

Men apply for roles with only 60% of qualifications.

39

How can you step outside your comfort zone today?

Be a Role Model:

Even if role models are scarce, your journey can inspire others. Who looks up to you, and how can you empower them?

Notes

1

.  WomenTech Network. Women in Tech Stats 2025.

https://www.womentech.net/women-in-tech-stats

2

.  Global Gender Gap Report 2023. (n.d.). World Economic Forum.

https://www.weforum.org/publications/global-gender-gap-report-2023/in-full/gender-gaps-in-the-workforce/

3

.  Siddhi Pal, Ruggero Marino Lazzaroni, and Paula Mendoza. “AI’s Missing Link: The Gender Gap in the Talent Pool.” Interface, October 10, 2024.

https://www.interface-eu.org/publications/ai-gender-gap

.

4

.  Carroll, S. (2024, September 26). Women in tech: A pathway to gender balance in top tech roles.

Grant Thornton International Ltd. Home

.

https://www.grantthornton.global/en/insights/women-in-business/women-in-tech-a-pathway-to-gender-balance-in-top-tech-roles/

5

.  Accenture. “Resetting Tech Culture,” accessed October 25, 2024.

https://www.accenture.com/content/dam/accenture/final/a-com-migration/pdf/pdf-134/accenture-a4-gwc-report-final1.pdf#zoom=50

6

.  Veihmeyer, J., Doughtie, L., KPMG, & Ipsos. (n.d.). KPMG Women’s Leadership Study. In

KPMG Women’s Leadership Study

.

https://assets.kpmg.com/content/dam/kpmg/ph/pdf/ThoughtLeadershipPublications/KPMGWomensLeadershipStudy.pdf

7

.  “The Impact of Stereotypes on Girls’ Career Choices.” n.d. Issuu.

https://issuu.com/nyuappliedpsychology/docs/fall_2020_issue_v11/s/11823123

8

.  Veihmeyer, J., Doughtie, L., KPMG, & Ipsos. (n.d.). KPMG Women’s Leadership Study. In

KPMG Women’s Leadership Study

.

https://assets.kpmg.com/content/dam/kpmg/ph/pdf/ThoughtLeadershipPublications/KPMGWomensLeadershipStudy.pdf

9

.  Veihmeyer, J., Doughtie, L., KPMG, & Ipsos. (n.d.). KPMG Women’s Leadership Study. In

KPMG Women’s Leadership Study

.

https://assets.kpmg.com/content/dam/kpmg/ph/pdf/ThoughtLeadershipPublications/KPMGWomensLeadershipStudy.pdf

10

. Radhika Krishnan, interview by author, August 7, 2024.

11

. 

Women in the Workplace 2022

. (2022b, October 18). McKinsey & Company.

https://www.mckinsey.com/featured-insights/diversity-and-inclusion/women-in-the-workplace-archive#section-header-2022

12

. 

Women in the Workplace 2022

. (2022b, October 18). McKinsey & Company.

https://www.mckinsey.com/featured-insights/diversity-and-inclusion/women-in-the-workplace-archive#section-header-2022

13

. Matt Krentz, Justin Dean, Jennifer Garcia-Alonso, Frances Brooks Taplett, Miki Tsusaka, and Rainer Strack, “Dispelling the Myths of the Gender Ambition Gap,” Boston Consulting Group, November 10, 2017,

https://www.bcg.com/publications/2017/people-organization-leadership-change-dispelling-the-myths-of-the-gender-ambition-gap

14

. 

Women leaders: does likeability really matter? | The Clayman Institute for Gender Research

. (2015, June 24). Stanford University.

https://gender.stanford.edu/news/women-leaders-does-likeability-really-matter

15

. Catalyst. 2007.

The Double-Bind Dilemma for Women in Leadership: Damned if You Do, Doomed if You Don’t

. Catalyst.

https://www.catalyst.org/wp-content/uploads/2019/01/The_Double_Bind_Dilemma_for_Women_in_Leadership_Damned_if_You_Do_Doomed_if_You_Dont.pdf

16

. BBC News. (2017, December 13).

100 Women: “Why I invented the glass ceiling phrase

.”

https://www.bbc.com/news/world-42026266

17

. Bruckmüller, S. (2017, September 7).

How Women End Up on the “Glass Cliff.”