Because not all progress is created equal — and some promotions come with a hidden price.
You’ve worked hard, shown up, proven your value. Then finally — you’re invited to lead. But there’s a catch: the company’s in crisis. The board is under pressure. The role comes with urgency, not stability. And while the opportunity looks shiny from the outside, something inside you hesitates.
This is the glass cliff.
It’s a term that’s gaining traction — but the experience behind it isn’t new. For years, women have been handed leadership roles at the exact moment a company (or department, or campaign) is on the brink. It looks like progress. But underneath, it’s often a setup.
Let’s break down what the glass cliff really is — and how we can rewrite the story for ourselves and each other.
💡 What Is the Glass Cliff?
Coined by psychologists Michelle K. Ryan and Alexander Haslam in 2005, the glass cliff describes a pattern: women (and often other underrepresented leaders) are more likely to be promoted into high-risk leadership roles — positions that are already teetering, vulnerable, or underperforming.
In other words: women break through the glass ceiling, only to be handed the mess.
This isn’t about lack of competence. It’s about timing, power dynamics, and perception. When things are going well, traditional leadership is preserved. But when things start falling apart? That’s when the call for change becomes urgent — and women are invited in.
The Psychology Behind It — and Why It’s So Insidious
There are a few reasons this pattern persists:
- Fewer opportunities mean more risk-taking: When women receive fewer chances to lead, they may feel compelled to say yes to roles they’d otherwise hesitate to accept.
- Stereotypes about crisis management: Women are often perceived as more emotionally intelligent, collaborative, or nurturing — traits that are considered “useful” in times of distress.
- Scapegoating dynamics: There’s an unspoken assumption that if it doesn’t work out, the “different” leader can be blamed — and replaced.
It’s important to name that this isn’t always conscious. That’s part of what makes the glass cliff so dangerous: it presents as opportunity, but functions as exposure.
Crisis Leadership: The Double-Edged Sword
Being invited to lead through crisis can be powerful. It can also be precarious.
On one hand, you’re given a platform to make change, innovate, and influence culture.
On the other? The pressure is relentless. The timelines are short. The resources are scarce.
And if the turnaround doesn’t happen fast enough — or visibly enough — you’re more likely to face blame, scrutiny, or quiet removal.
This creates a vicious cycle: women are called in to “fix” things, then criticised when the system proves harder to shift than expected. It doesn’t just damage careers. It reinforces harmful myths about women’s capacity to lead.
The Glass Cliff Is Not Just a Gender Issue — It’s Intersectional
Black women, women of colour, queer women, and nonbinary leaders face this phenomenon at even higher rates — and with more aggressive scrutiny.
- “Double jeopardy” means being judged not just on performance, but on how your race, gender, or identity fits dominant norms.
- Research shows Black women are more likely to be appointed to failing teams — and more likely to have their leadership questioned from day one.
- Misogynoir (the intersection of racism and sexism) adds another layer — where even success is met with suspicion.
These leaders often enter roles without the benefit of doubt — and with the burden of proving their legitimacy before they’ve even begun.
This isn’t about being “stronger.” It’s about being set up differently. And the impact is real.
How to Navigate — Without Losing Yourself
If you’ve been offered a leadership role that looks like a glass cliff, ask yourself:
- What support structures are already in place?
- Are the timelines and expectations realistic?
- Will I have the authority to make real change — or just the visibility to take the fall?
- Am I being positioned as a saviour… or as a scapegoat?
You are allowed to negotiate. You are allowed to ask hard questions. You are allowed to say no to a role that asks for your labour but not your longevity.
And if you say yes? Say it on your terms. With clear boundaries, documented expectations, and trusted mentors in your corner.
Women Who’ve Redefined the Glass Cliff — and Thrived
Despite the risks, some women have turned glass cliff moments into defining leadership wins.
- Mary Barra became CEO of General Motors during a crisis — and turned it around with bold strategy and grounded leadership.
- Malavika Hegde, facing bankruptcy and inherited debt, led Café Coffee Day to profitability by rebuilding from the inside out.
- Sallie Krawcheck, once ousted during financial downturns, later launched Ellevest, reshaping the finance industry with a women-first focus.
What do these women have in common?
Clarity. Resilience. Support. And an unwillingness to carry someone else’s narrative about what leadership “should” look like.
For Aspiring Leaders: What to Remember
- Crisis doesn’t mean chaos — it means change is possible.
- Don’t accept visibility without authority — ask for what you need to succeed.
- Leadership doesn’t mean doing it alone — build your board of allies early.
- Document everything — protect your process and claim your wins.
And most importantly: don’t let a risky opportunity define your worth. Let your values define your leadership.
Final Note: The Glass Cliff Can’t Be Solved Individually — It Requires Systems Change
We don’t need more women who survive broken systems. We need systems that stop breaking people.
That means:
- Boards and hiring managers examining why they’re selecting certain candidates in crisis
- Organisations providing real resources, not just rhetoric
- Media and public narratives that stop framing failure as personal, and start questioning the structures behind it
When we name the glass cliff, we don’t scare women away from leadership — we make the path clearer, safer, and more honest.
Because true equity isn’t about offering the seat.
It’s about making sure the ground beneath it is stable.
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