Why top performers stall before the C-suite—and the shift that gets women there

Many high-performing women excel in their careers by building expertise, operating efficiently, and solving problems effectively. However, transitioning to more senior leadership roles demands a shift in focus from leading a specific function to helping lead the entire enterprise. To prepare women for executive and board-level positions, it is crucial to provide them with enterprise-level experiences before they are promoted.

One key aspect of wearing an enterprise hat is stepping back from being the expert in the room. While excelling as a functional leader is essential, remaining at the center of work can limit the capacity, decision-making, and growth of others. Leaders should step back, ask bigger questions, and consider how decisions impact the broader organization. It's no longer just about personal accomplishments but enabling results through others.

Building business acumen beyond one's discipline is another crucial element. Leaders who transition successfully invest time in understanding the business holistically. They learn how decisions affect customers, financial performance, talent, risk, operations, and long-term strategy. This broader perspective enables them to contribute meaningfully to conversations beyond their immediate responsibilities and make informed decisions that align with shared goals.

When resources are limited, enterprise thinking becomes apparent in making trade-offs for the greater good. Leaders must advocate for their teams while recognizing when the organization's strategic direction requires prioritization, reallocation, or a different course of action. This may involve supporting decisions that benefit the broader organization or investing in capabilities that create greater value overall, even if it means saying "no" or "not now" to an initiative that could create short-term challenges for one's team.

To give future leaders enterprise experiences, senior leaders must create opportunities for them to practice this critical skill. Cross-functional projects, enterprise-wide initiatives, strategic planning efforts, and exposure to senior decision-making are all valuable experiences. These opportunities are especially important for women pursuing executive and board-level roles, as they help build credibility, judgment, and confidence required to lead through complexity.

Ultimately, developing enterprise thinking in future leaders is about preparing the next generation of women leaders. By the time someone is considered for the C-suite, enterprise thinking should already be their operating mode. This leadership shift not only prepares executives to reach senior leadership but also ensures their success once they attain those positions. As businesses continue to evolve, wearing an enterprise hat is no longer just an executive skill—it is a leadership imperative.