What is the Glass Cliff? And How Women can Break the Cycle

In recent years, we’ve seen more women step into senior leadership roles than ever before. Yet, when we look a little closer, we notice a troubling trend: many of these leadership opportunities come at times of crisis, when failure is more likely. This phenomenon, known as the Glass Cliff, is a subtle but significant challenge for women in leadership.

What Is the Glass Cliff?

The term “Glass Cliff” was first coined by researchers Michelle Ryan and Alex Haslam at the University of Exeter. Their studies found that women are disproportionately appointed to senior positions when companies are underperforming, facing crises, or experiencing high levels of risk. Unlike the Glass Ceiling, which blocks women from advancing, the Glass Cliff places them in precarious leadership roles where success is far from guaranteed.

High-profile examples include Marissa Mayer, who became CEO of Yahoo when the company was struggling, and Mary Barra, who took the helm of General Motors amidst a major recall crisis. While these women are undoubtedly capable leaders, the odds were stacked against them from the outset.

This trend is also evident in politics. In the UK, Theresa May was appointed Prime Minister in 2016 following the Brexit referendum, inheriting a deeply divided country and an incredibly complex political landscape. She faced enormous challenges with limited room for success, ultimately resigning after failing to secure a Brexit deal that satisfied both her party and the country.

In the US, Kamala Harris serves as another example. As the first female Vice President, she stepped into office during a period of political and social upheaval, including the COVID-19 pandemic and rising tensions on multiple fronts. While historic, her position has come with heightened scrutiny and challenges that many argue have placed her in an unwinnable situation, echoing the Glass Cliff phenomenon.

Why Does This Happen?

Several psychological and behavioural economic factors contribute to the Glass Cliff:

• Stereotyping and Risk-Taking: Research suggests that when organisations are in crisis, they seek leaders who embody “transformational leadership” qualities; often associated with women, such as empathy, collaboration, and adaptability. However, once the storm calms, companies may revert to “traditional” leadership preferences, disproportionately favouring men.

  
  

• Loss Aversion Bias: Behavioural economics tells us that people are more motivated to avoid losses than to achieve gains. When a company is in trouble, decision-makers may see appointing a woman as a way to signal a fresh start. But if she fails, they may see it as a contained risk; an experiment that didn’t work rather than an indictment of the system.

  
  

• Social Expectations and Sacrificial Leadership: Women often feel pressure to say yes to these high-risk opportunities, fearing they won’t get another chance. They may also feel a sense of duty to “fix” broken systems, even when given inadequate support.

  
  

How Can Female Leaders Navigate the Glass Cliff?

If you’re an ambitious woman stepping into leadership, here are some strategies to protect yourself:

1. Assess the Playing Field Before Saying Yes Before accepting a leadership role, ask key questions: What are the financials? What’s the culture like? Do you have executive support? Understanding the full picture will help you make an informed decision.

2. Negotiate for Resources and Support Many women step into crisis leadership without the tools they need to succeed. Secure commitments for additional support, budget, and authority before you take the role.

3. Build a Strong Network Having mentors, sponsors, and allies; both inside and outside the organisation; can help you navigate challenges, push for systemic change, and avoid being isolated in a high-risk role.

4. Reframe the Narrative If you step into a challenging role, control the story. Position yourself as a strategic leader driving change, rather than someone cleaning up a mess. Own the narrative before others define it for you.

5. Make Succession Planning Part of Your Strategy Many women on the Glass Cliff don’t get second chances if things go wrong. By proactively identifying and mentoring other leaders, you can ensure that your work outlasts any setbacks.

   
   

Breaking the Cycle

The responsibility doesn’t rest solely on women. Organisations must rethink how they select and support leaders in times of crisis. This means:

• Creating fairer leadership pipelines

• Offering leadership development before; not just during; crises

• Ensuring that all leaders, regardless of gender, are given equal access to resources and opportunities

If we want true gender equity in leadership, we need to ensure women aren’t just being given opportunities when the stakes are highest. Leadership should be about sustainable success, not setting women up to fail.

The Glass Cliff is real, but it’s not insurmountable. As an executive coach, I work with women to navigate these challenges, build resilience, and ensure their leadership is recognised for the right reasons; not just when the ship is already sinking.

If you’ve experienced the Glass Cliff or have insights on how to break the cycle, I’d love to hear your thoughts. Let’s start the conversation.