International Women’s Day 2025 brings a clear and urgent call: Accelerate Action. The progress made in advancing gender equity is worth celebrating — but it is not enough. While women now fill more leadership roles than ever before, the gender gap remains wide. According to McKinsey’s 2024 Women in the Workplace report, women have made gains at every level of the corporate pipeline — yet the journey to equality is still riddled with obstacles. The disparities are even more pronounced for women of color, who hold just 7 percent of C-suite positions nationwide.

As a woman navigating the business world, I have seen both how far we have come and how far we still have to go. Early in my career, I often struggled to speak up in rooms where I was the only woman. Like many others, I tried to blend in, keep my head down and earn credibility quietly — hoping my work would speak for itself. But over time, I learned that progress does not happen passively. We have to use our voices, even when it feels uncomfortable.

Now, I am motivated by the next generation of women looking for pathways, support and examples of what is possible. I have also experienced the power of what happens when leaders create space for women to lead authentically and sustainably — especially as a working mother navigating my child’s health challenges.

These experiences have shaped my belief that real change happens when we match intention with action. That means challenging outdated structures, dismantling unconscious biases and building environments where women can rise — and thrive.

But how? What does it actually look like to accelerate action in meaningful, measurable ways? To explore this, I spoke with two women who are not only newly promoted partners at GHJ but also co-sponsors of the Firm’s Women’s Empowerment Cohort: Lizbeth Nevarez and Yulia Murzaeva. Their insights offer a powerful window into what works — and what still needs to change.

RETHINKING SYSTEMS: WHAT ACCELERATING ACTION REALLY MEANS

Accelerating action is not about checking boxes or launching a new initiative each March for Women’s History Month. It is about reimagining the systems and structures that have historically sidelined women — and replacing them with those that empower, include and uplift.

“Accelerated action means creating opportunities and an empowering environment for women to thrive and succeed in their careers,” Lizbeth shares.

True progress requires aligning daily leadership behaviors with long-term goals. That includes breaking down three key barriers that continue to hinder progress — and addressing them with concrete, sustained solutions.

Barrier #1: Imposter Syndrome

Imposter syndrome — the persistent doubt of one’s own abilities despite evident success — is often viewed as a personal issue, but it is heavily shaped by workplace culture, systemic bias and lack of visibility.

While it affects both men and women, research shows it is significantly more prevalent among women, especially in environments where they are underrepresented or expected to prove their worth repeatedly. Psychology Today highlights this gender divide and notes that women are more likely to internalize failure and less likely to credit themselves for success, even in the face of objective achievement. 

“Women still need to overcome imposter syndrome and confidently assert their presence in meetings and the workplace,” Lizbeth explains. “That means having advocates and sponsors who amplify their ideas.”

I remember a moment early in my career when I sat through an entire meeting without speaking — even though I had ideas that could have moved the project forward. I told myself I was being respectful, but in truth, I was afraid of sounding unsure or being dismissed. I have since learned that confidence is often built through support and structure — not just self-talk. When organizations provide intentional development opportunities, they help dismantle the internalized doubts that thrive in environments where women feel invisible.

To accelerate change:

• Redesign how success is measured by building leadership development programs focused on communication, self-advocacy and executive presence
• Shift mentorship models into sponsorship systems that hold senior leaders accountable for advocating on behalf of women
• Create inclusive meeting structures that proactively recognize underrepresented voices and assign visible roles

These are not soft skills. They are strategic imperatives that build confidence, elevate talent and help dismantle the self-doubt reinforced by unequal systems.

Barrier #2: Unconscious Bias and Gendered Expectations

Bias does not always look like discrimination — often, it sounds like praise or concern that is unevenly applied.

“Leadership is still too often equated with traditionally male traits like assertiveness and risk-taking,” Yulia notes. “Meanwhile, women who lead with collaboration and diplomacy are seen as weak, and women who do lean into assertiveness are labeled abrasive.”

This bias shapes performance reviews, influences project assignments and defines whose leadership style gets rewarded.

To accelerate change:

• Introduce competency-based evaluation models that value diverse leadership traits such as empathy, collaboration and adaptability
• Use blind calibration techniques when reviewing promotion or compensation decisions
• Include inclusive leadership behaviors in 360° reviews and manager assessments
• Offer regular learning sessions on navigating perceptions, interrupting bias and practicing inclusive communication

At GHJ, regular Women’s Empowerment Cohort meetings and presentations address these challenges directly and help women (and others at GHJ) refine their communication styles, manage stress and build leadership presence on their own terms.

Barrier #3: The Motherhood Penalty

Despite better policies, many women still face a career penalty for becoming — or being perceived as — caregivers.

“Comments like ‘despite having small kids…’ or assumptions that a woman will not be ready for a new challenge after maternity leave create real damage,” Yulia points out.

To accelerate change:

• Normalize parental leave for all genders — especially for fathers and non-birth parents
• Make flexibility a standard leadership practice, not a special accommodation
• Track promotion and attrition data by caregiving status — and respond to what it shows
• Build reintegration strategies that ensure career momentum after leave

Yulia shares that during the pandemic, she was only able to stay in the workforce because of leadership’s trust and long-term perspective:

“The only reason I was able to continue working through the pandemic was the support of leadership and recognition that while my productivity may be temporarily reduced, long-term loyalty and success would be strengthened,” Yulia expands.

This type of allyship — from leaders who trust their people and plan for the long term — is what separates retention from attrition.

THE ROLE OF ALLIES: A SHARED RESPONSIBILITY

It is not all on women to break down these barriers. Structural change requires shared responsibility — and that is where allyship becomes essential.

Allyship is the catalyst for culture change, and it must be consistent, visible and strategic.

“When only women advocate for gender equity, it can be seen as a ‘women’s issue’ rather than a business imperative,” Yulia explains.

When equity is framed as a side initiative instead of a leadership priority, progress slows — or worse, stalls entirely. Real change happens when leaders at every level actively use their influence to challenge bias, elevate others and model inclusive behaviors.

“Allies should use their platforms to highlight others — recommend them for high-profile projects, recognize their wins in meetings and bring their voices to the table,” Lizbeth adds.

One often overlooked — but powerful — form of allyship is modeling shared caregiving responsibilities. When men take full parental leave, it reshapes cultural expectations and reduces stigma around women’s leave — helping level the playing field for career advancement.

To institutionalize allyship:

• Build inclusive leadership behaviors into performance expectations and evaluations
• Recognize and reward leaders who sponsor and elevate others, not just those who hit revenue targets
• Track and spotlight examples of allyship in action to create internal momentum
• Encourage senior leaders to take the leave and flexibility they want others to feel safe using

When allyship becomes part of how leadership is defined — not just a personal value but a professional expectation — equity becomes embedded in the culture, not just an add on.

FINAL THOUGHT: PROGRESS REQUIRES INTENTION

In my own journey as a working mother, I have seen firsthand how the right support — timely flexibility, empathetic leadership and a culture of trust — can change everything. I feel fortunate to work in an environment that does not question my commitment. That trust has helped me stay engaged and loyal — and I am far from alone.

I am also driven by a deep belief that this work matters — not just for those of us in it now, but for the women rising behind us. Supporting women is not just the right thing to do — it is a measurable business advantage. According to MSCI, companies with at least 30 percent women on their boards achieved 18.9 percent higher cumulative returns compared to those without. Equity is not only ethical — it drives performance, resilience and long-term value creation. Companies that act now to build inclusive workplaces are not only doing good — they are positioning themselves to thrive in a rapidly changing world.

So, as we mark International Women’s Day this year, the question is no longer “Should we act?” It is: “How fast can we move?”