The rules of work weren’t made for everyone
I once got an exciting leadership opportunity - one that looked, on paper, like a huge step forward. A big project, high stakes, a chance to prove myself.
But very quickly, I realised something was off.
The role came with impossible expectations, limited support, and a mess I hadn’t created but was now responsible for fixing. I was set up to fail before I’d even begun. And when things inevitably became difficult (because they always do in these situations) there were no lifelines. No second chances. No safety net.
I had walked straight into a glass cliff.
The glass cliff happens when women and marginalised professionals are handed leadership roles during times of crisis, where failure is almost inevitable. If things don’t go well, we’re the ones blamed. If we somehow pull off a miracle? The credit rarely lands with us.
And yet, we’re told that hard work leads to success. That if we just keep our heads down, do the work, and don’t complain, we’ll be rewarded.
But let’s be honest: workplaces aren’t meritocracies.
Studies show that women and people of colour are more likely to be promoted into leadership roles during times of instability, when risk is highest and support is lowest. If things don’t go well, their failures are scrutinised. If things do go well, the narrative is often rewritten to credit "the team" or "external factors".
This isn’t about one job or one company. It’s a pattern so many of us recognise in our own careers.
So the real question is: Who gets to write these rules? And how do we rewrite them?
In this blog, I’m unpacking the hidden power structures that shape careers - how bias, culture, and systemic barriers reinforce outdated hierarchies, and what we can do to challenge them. If you want to dive even deeper, listen to the WorkWell Podcast mini-series on workplace dynamics:
The workplace isn’t a meritocracy - so what is it?
We love the idea that hard work leads to success. But in reality, hard work alone doesn’t guarantee a damn thing.
What actually determines who climbs the ladder? Bias, sponsorship, access to opportunities, and a willingness to play the game.
Here’s how that plays out in real life:
The Glass Ceiling: women and marginalised groups get stuck at mid-level positions, no matter how qualified they are.
The Broken Rung: many never even get a first step onto the leadership ladder, making long-term progression nearly impossible.
The Culture Tax: employees from underrepresented groups get asked to “fix” workplace diversity without additional pay or recognition.
The Pet-to-Threat Pipeline: high-achievers (especially Black women) are championed when they’re “promising” but penalised the moment they become powerful.
Takeaway: If you feel like you’re working twice as hard for half the recognition, you’re not imagining it. The system wasn’t built for everyone to succeed at the same rate. But recognising the game allows you to navigate it with intention, and challenge it where necessary.
Power isn’t just about job titles
We assume that power = position. That those in leadership hold all the cards. But real power in an organisation comes from something deeper:
Who gets heard
Who gets believed
Who gets forgiven
Who gets second chances
Two employees can make the same mistake, and one will get a slap on the wrist while the other is suddenly “not a culture fit.” Two candidates can negotiate a raise, and one will be seen as assertive while the other is “too aggressive.”
We see this in:
The Tall Poppy Syndrome: when workplaces punish those who stand out instead of rewarding them.
Code Switching: when people feel forced to change their language, behaviour, or appearance to fit into workplace norms.
Quiet Promotions: when high performers keep taking on more work without the title or the paycheck to match.
Takeaway: Power isn’t just about the role you hold, it’s about how much leverage you have and how much risk you can take without consequence. The goal isn’t just to climb the ladder; it’s to change how the ladder works.
“It’s just the way things are” isn’t an excuse
Organisations love to say that change takes time, but that’s only true if the people in power aren’t willing to make it happen.
We’ve all heard the excuses:
❌ “We’d love to hire more diverse candidates, but the pipeline isn’t there.”
❌ “We want to promote from within, but there aren’t enough qualified internal candidates.”
❌ “We value work-life balance, but we need people who are willing to go the extra mile.”
Translation? We could fix the system, but we won’t.
If you’re hiring, don’t just look for “culture fit” - look for culture add.
If you’re promoting, ask yourself: Are you rewarding the loudest voice in the room, or the person doing the actual work?
If you’re leading, recognise that psychological safety isn’t just a buzzword, it’s the foundation of trust, innovation, and retention.
Takeaway: If your workplace wants to change but isn’t taking action, it’s not a lack of ability, it’s a lack of commitment. Change happens when people demand it.
Final thoughts: rewrite the rules, don’t just play the game
Let’s be real: navigating workplace dynamics isn’t just about survival, it’s about shifting the system.
The best career advice isn’t just about getting ahead within the current rules; it’s about rewriting the rules entirely.
And let’s start building workplaces that work for everyone.
