Thank you for sharing your manuscript, Promote Her. It's inspiring to see a comprehensive work dedicated to advancing female leadership, especially highlighting the significant strides made by women of color in 2025. Your emphasis on structured protocols, leadership programs, and sponsor accountability provides a robust framework for nurturing high-potential women leaders. To further enrich your book, Kindly consider the work that i have shared below. Thank you for the wonderful opportunity. David Allen Marshall

Conclusion: Empowering the Next Generation of Women Leaders:

A confident female executive stands at the head of a conference table with her colleagues, symbolizing the rise of women in corporate leadership. Over the past decades we have witnessed historic breakthroughs. As of 2025 a record 58 women serve as CEOs of Fortune 500 companies (up from 53 in 2023), and many of them are women of color stepping into roles long held by men, Globally, women’s share of power is rising too: on average women now hold 26% of parliamentary seats (up from 11% in 1995) and 17 countries have female heads of state in 2024. Boards are greener and more diverse – for example, over half of US Russell 3000 companies now have three or more women directors (versus only 18% in 2018). These milestones – women CEOs who generate trillions in revenue, female heads of government, board quota successes – show that progress is real and accelerating. At the same time, the breakthroughs highlight a crucial truth: when barriers fall and opportunity grows, talented women of every background rise to lead.

Structural, Cultural, and Policy Enablers

Much of this progress rests on changes to structures, cultures and policies. Leading organizations are building internal pipelines and succession plans so that high-potential women are promoted from within – indeed, 50–75% of recent Fortune 500 women CEOs were elevated through internal promotion tracks. Corporate boards, investors and governments have also instituted targets and quotas (for example, public board-appointment mandates) that nudge companies to diversify. At the same time, workplace policies like paid parental leave, flexible hours, and pay-transparency laws help level the playing field for women balancing work and family. Inclusive cultures are equally vital: research shows that firms with at least ~30% women in senior roles (and 40% in lower leadership) are nearly twice as likely to be rated as having an inclusive environment. When organizations train managers in inclusion, establish clear evaluation criteria, and consciously sponsor female talent, women thrive. In short, the combination of formal policies (quotas, pay equity, flexible work) and informal cultural shifts (mentoring, bias training, supportive teams) has created new paths to power. As one expert notes, “women leaders are driving more inclusive cultures and stronger financial performance” in those organizations that back them.

Strategies for Cultivating Women Leaders

To keep this momentum going, every sector must take deliberate action. Organizations, schools and communities can turn these insights into concrete programs and support:

Invest in Mentorship & Sponsorship. Establish formal mentorship programs that connect aspiring women with senior leaders. DDI found that only about 27% of women executives have formal mentors (versus 38% of men), while other research shows that sponsors – executives who actively advocate for promotions – are even rarer for women. Companies should train senior leaders to sponsor high-potential women (speaking up for them in promotion decisions) and ensure mentor programs yield tangible outcomes. This means setting goals and tracking placement of women mentees into stretch assignments. Evidence suggests strong results: organizations that rebuild these networks see higher promotion rates and retention of women in leadership pipelines.

Build Leadership and Skill Development Programs. Provide tailored training, executive coaching, and opportunities for women to lead projects and P&L functions. Many women still miss out on development: one study finds women are 12% less likely than men to receive leadership skills training and 15% less likely to get assessed on their strengths and gaps. Leadership development programs designed for women can close that gap. For example, women-specific courses and conferences create peer networks and confidence. Harvard Business Review notes that effective Women’s Leadership Programs often produce higher promotion and retention rates. (Indeed, Fortune 500 female CEOs often credit sustained leadership training for their rise.) Educational institutions can also encourage girls’ leadership early on – through school and university leadership courses, STEM clubs, and scholarships – so that the next generation is prepared to lead.

Foster Inclusive Cultures and Policies. Adopt clear diversity targets and accountability. This means setting gender (and race) representation goals at every level, transparently reporting progress, and tying leaders’ evaluations to D&I outcomes. It also means ensuring equitable day-to-day practices: flexible schedules, family leave, fair pay, and zero tolerance for harassment or bias. Companies should conduct bias-awareness training and build “bias-interrupters” into promotion and evaluation systems. Research shows inclusive teams make better decisions and have higher employee commitment. For instance, McKinsey finds that diverse workforces and fair practices improve collaboration and innovation. Flexibility and fairness work: a case study noted that organizations implementing flexible work, active sponsorship of women, and bias mitigation saw sharp gains in female leadership.

Support Women of Color and Underrepresented Groups. High-potential women of color need targeted support because they face intersecting barriers. While it is inspiring that, for the first time, two Black women (Roz Brewer and Thasunda Duckett) now head Fortune 500 firms, women of color remain starkly underrepresented. Corporate reviews warn that “women – especially women of color – are still missing at the highest levels”. To change this, organizations must track diversity by race/ethnicity, set specific goals for women of color, and create affinity networks or ERGs that provide community and advocacy. They should also scrutinize any biases in hiring, promotion or assignment of high-visibility roles. By mentoring and sponsoring talented women of color, companies can unlock a broad new talent pool.

Empower Individuals and Allies. Finally, women themselves should be active in pursuing opportunities: negotiating for salary and promotions, seeking mentors, and joining professional networks. Allies – both men and women – play a role too by speaking up against bias, sponsoring female colleagues, and championing diverse talent. Community organizations and universities can offer resources like negotiation workshops and entrepreneurship training targeted to women. The evidence is clear: women who negotiate and advocate for themselves advance faster (though some face backlash), so equipping them with these skills is crucial.

In short, the path forward is multifaceted. Organizations that combine hard data with heartfelt support win: the business case is undeniable. Multiple studies (e.g. APA research) confirm that women leaders boost productivity, collaboration, engagement and fairness in their companies. DDI’s global survey concludes that “the business case for developing, advancing and retaining women leaders couldn’t be stronger” – companies with more women at the top not only have more inclusive cultures, but see better financial performance. Highlighting women’s leadership styles – inclusive, empathetic, transformational – helps all employees envision new ways of working and inspires loyalty.

Mentorship, Sponsorship and Inclusive Cultures

Throughout these strategies, mentorship and sponsorship emerge as indispensable. A strong mentor can advise and encourage, but a sponsor is often the “turbo-boost” for a career. Leaders must therefore be explicit: who is sponsoring each high-potential woman? Formal programs can match senior sponsors with diverse talent. Likewise, creating an inclusive culture means valuing different leadership styles. Organizations with women leaders excel here: DDI reports that companies with above-average women’s representation are 1.9 times more likely to have inclusive cultures, which in turn increases retention. When team members see women in power and feel their voices heard, it builds trust and innovation.

Remaining Challenges and the Road Ahead

Even as we celebrate gains, significant challenges persist. Women – and especially women of color – still encounter the “glass cliff,” being promoted only during crises, and face daily microaggressions that undermine their confidence. The pipeline leaks at every level: women leave mid-career at higher rates (often due to work-family strains or stalled growth). Seniority gaps and pay gaps remain wide in many industries. According to one global survey, political empowerment is only 22% closed worldwide – meaning far more progress is needed in government. In the corporate world, McKinsey warns that diversity programs have slipped (fewer companies now offer women-focused training or sponsorship than before.

Looking ahead, the imperative is to double down on what works. Academia, governments, and civil society can amplify the message: invest in girls’ education, enforce equal-pay laws, and celebrate women role models widely. Companies must make diversity an enduring strategic priority, not just a buzzword. Every leader – male or female – can make a difference by mentoring, by speaking up, and by ensuring opportunities for every high-potential woman, especially those from underrepresented backgrounds. As the data show, each additional woman in leadership paves the way for the next generation.

Above all, this conclusion is a call to action grounded in optimism. We know the journey pays off: societies that empower women reap benefits in prosperity, stability and innovation. The progress to date – from Fortune 500 boardrooms to national parliaments – proves that change is possible. By continuing to break down barriers with courage and creativity, today’s academicians, executives, and aspiring leaders will ensure a future where women’s leadership is the norm, not the exception. The path has been illuminated by trailblazers, and now it’s wide open for all those who will follow.

Sources: Authoritative reports and research have been cited throughout to underscore these insightsthebusinessachiever.comlinkedin.comddiworld.commckinsey.com.weforum.org.smallbizgenius.net holoniq.com, hbr.orgEach statistic and finding is drawn from recent studies on global leadership, corporate surveys, and scholarly analyses, ensuring that these conclusions are data-driven and actionable for readers committed to fostering the next generation of women leaders.

Presented by:

Sripriya Gurazada

Sripriya Gurazada Thank you very much for the kind words. I will definitely take a look at your recommendations for my work. I really appreciate your insights and will include them in my second book.

Thanks again!!

David

I have uploaded a full text read of "Promote Her." Please let me know what you all think.

I see nothing but authors' attached statement. How does one access the manuscript?

Dr. Geis,

Thanks, you for your reply. I have added the Full Text of Promote Her to the discussion for everyone to read. Please let me know if there are any questions or recommendations towards further research. Phil Geis

Thanks David. I've reviewed the manuscript and have comments. For perspective, my 1st career - 30 years -was with a major global company that considers itself the best managed company in the world.

I see a major miss regarding accomplishments. While a candidate may offer ambition to become the CEO, they are hired for a purpose and that is not to be the CEO. They advance by completion of of successive responsibilities/ accomplishments, demonstrating leadership, managing stressors and learning/managing functional elements of the organization.

No one is hired - training in leadership -mentored and CEO.

Major peripheral factors are mentoring and awareness of the individual and importantly sponsorship that places the individual in positions of growing opportunity.

I also think the title is ill-directed. The "promote her" directive has often placed folks over their skis as is the expectation of new hires offering CEO as objective so much so that the focus on initial and successive targeted accomplishments is diminished.

Dr Geis,

Thank you very much for the awesome feedback. These are lessons that I can bring with me on my follow on research… I see your point about no one is hired to be a CEO. However they can strive to become one which entails being the best that they can be in the present position they are hired for.

I see that you for a company for 30 years which is admirable in I itself. You don’t see much of that these days which is a whole another discussion in itself However

David Allen Marshall

As I said, junior/new hire employees striving to become CEO from date of hire typically distracts from their nominal objective. This does not serve the best that they can be. I've seen a number of such folks dismissed for distracted performance or unsatisfied with their level of visibility join the corporate diaspora (internal and external) of those chasing titles.

"However they can strive to become one which entails being the best that they can be in the present position they are hired for." What data convinces of of this statement?

Right - few stay long chasing unrealistic expectations of advancement or only work they enjoy. Companies suffer from loss of expertise, both technical and managerial as so few engage long enough to learn their part of the business in depth.

Thanks, Dr. Geis, for the excellent insight. This will be used for upcoming research.

Phil Geis Dr. Geis,

When you have a chance, would you be able to point me to previous books you have written or research you have done on this subject or other interests? As doctors, researchers, and scholars, we have to keep learning so that our minds are always open.

Thanks again for your insights.

Dr. David Marshal

This is a great collaboration. Thank you very much Phil Geis Dr. Geis, and Dr. Gurazada.

If there is any more feedback, questions, comments, etc. Please let me know.

Dr. Marshall

My publications, books chapters and articles, are primarily technical with a few policy articles.

My comments are based on 30 years experience and observations with the Procter & Gamble Co. and 10 years as technical consultant to many of its competitors.

I appreciate the aspirational aspects of the text and encourage validation in practice.