Mary Ann Sieghart’s The Authority Gap examines the pervasive bias against women in professional settings and explores how gender influences perceptions of authority, competence, and credibility. The book is a well-researched call to action, addressing the structural and cultural barriers women face, supported by evidence, interviews, and global studies.
In this article for International Women’s Day 2025, Templar Advisors explore the real-world Impact of ‘The Authority Gap’ through the lens of communication and workplace interactions. We look to understand well-documented communications challenges, but shift the focus from what women themselves can do, to the role that managers and allies in the workplace have in combating these biases.
But first, what are some of the challenges women face while communicating at work?
- Undermined Credibility:
- Women’s insights may be dismissed or questioned more readily, requiring them to over-prepare
- Frequent Interruptions:
- Being talked over in meetings undermines confidence and diminishes their presence
- Double Standards on Tone:
- Women balancing between assertiveness and approachability often risk being seen as “too aggressive” or “too soft.”
- Misattribution of Ideas:
- Women’s contributions may go unacknowledged or be credited to male colleagues
Since 2018, this is a topic Templar Advisors has addressed in its Women’s Development Series, particularly in the Executive Presenceand Speaking Up modules.
However, in the last few years, Templar’s WDS coaches have noticed a distinct shift in the conversation and tone amongst participants in these workshops. As Templar consultant Gemma Lippiat says, “many of my clients ARE more comfortable speaking up. They are doing everything we coach them on, and yet they are STILL finding themselves dismissed, ignored, talked over in meetings”.
It is this shift that was behind Templar’s realisation that the onus should not only be on the women themselves; their organizations must meet them halfway. And, to be fair, many firms are recognizing this themselves.
But, the question remains… if you are a manager, ally, or colleague of women, what can you do ….?
Strategies for managers, allies, and colleagues
Some of the strategies and practices outlined below may, superficially, seem straightforward, or to a degree, obvious. Nevertheless, it’s the consistent application of thoughtful and deliberate practices that correct behaviours that might have become unconscious. In short, let’s unravel the unconscious by becoming more aware.
Amplifying Women’s Voices
- Acknowledge and validate contributions: When a woman shares an idea, reinforce it by explicitly crediting her: “That’s a great point, [Name] just suggested…”
- Ensure balanced participation: Encourage quieter voices by inviting them into discussions: “[Name], we haven’t heard from you yet. What are your thoughts?”
Preventing Interruptions
- Intervene when interruptions occur: Say, “Let’s allow [Name] to finish her thought before we move on.”
- Set meeting norms: Establish a culture where interruptions are minimized, and active listening is emphasized.
Challenging Double Standards on Tone
- Reframe perceptions: If a woman is labeled “too aggressive,” challenge this bias by emphasizing the substance of her message rather than the delivery.
- Normalize direct communication: Encourage assertiveness in all team members, regardless of gender.
Ensuring Recognition for Contributions
- Acknowledge and repeat key points: Reinforce women’s ideas by repeating them and giving credit: “As [Name] mentioned earlier, her suggestion on X is valuable.”
- Encourage documentation: Support women in summarizing contributions in follow-up emails or meeting notes to ensure proper attribution.
Creating an Inclusive and Equitable Environment
- Promote sponsorship: Proactively advocate for female colleagues in leadership discussions and stretch assignments.
- Provide constructive feedback: Offer direct, specific, and actionable feedback to help women refine their communication and leadership skills.
Mindset shifts for lasting change
Recognize and Address Unconscious Bias
- Raise awareness by sponsoring training programs that uncover and mitigate biases in workplace interactions.
- Reflect on personal assumptions and behaviours to foster a more inclusive culture.
Foster a Culture of Allyship
- Encourage men and colleagues to actively support gender equity by mentoring and sponsoring women.
- Speak up when witnessing bias or unfair treatment in meetings or evaluations.
Encourage Open Dialogue and empower women
- Create spaces for women to share their workplace experiences and collaborate on solutions with allies.
- Establish mentorship and peer support networks to reinforce leadership development.
Coaching note: change starts with you and the system
While individual strategies are vital, systemic change is equally necessary. Advocate for inclusive workplace practices, such as:
- Structured meeting protocols that discourage interruptions.
- Unconscious bias training to increase awareness and accountability.
- Leadership development programs that actively support the career advancement of women.
In every interaction, remember: you have the power to be an ally and an advocate. Supporting gender equity in communication and leadership benefits not just women, but the entire organization.