Women have started to make their claims for leadership but often experience a workplace culture that makes the challenges severe. The explanation also suggests that male leaders may not be fully aware of or able to be familiar with these obstacles. They decrease the obstacles or find it rigid to appreciate why women find these obstacles so upsetting, making it more difficult for women to address them. Any association that seeks to advantage from the great payment of women’s energy and capabilities must respond to and facilitate women’s determination to succeed. As men and women raise and continue their teaching, they have equivalent ambitions to follow a successful professional career, with roughly equal levels of achievement — though some studies suggest that women do slightly better. As they move into their labour careers however, women are generally paid less for similar work, do not ascend to the highest levels of leadership and often lose their ambition and opt out. There is no simple cause for this and no simple solution. The loss of so many talented women from the higher levels of our workforce takes a toll on organizations, particularly as we seek leaders who are capable of navigating organizations through high levels of change and uncertainty. While apparently working in the same place, men and women have vastly different work experiences. The men look up and see many persons like them as role models they can seek to emulate. What adds to their self-assurance knows that they will be treated quite and find a place to contribute their unique skills and talents. Women in the same workplace face a very different scene. If they seek out relations with older male mentors, they are treated with suspicion. It is not a pleasant situation for either person and in today’s #Me-Too environment; men have become even more cautious about their interactions with women and can feel uncomfortable being unaccompanied with a female colleague, especially in a more informal non-work setting – while this is not true of their interactions with other men. Often this “guarding” can be out cold and still take a huge toll on women. Women starts out with equal determination to succeed and enter management. They try to fit in, but this leads to them opening to watch themselves and second-guess what they are doing, making it less and less possible to respond in authentic and spontaneous ways. Caution leads to inhibition. Many women in groups eventually concluded it wasn’t worth it. The rewards did not outweigh the strain. They stepped off the job ladder — even though they were poised for success. Adding to the guilt and sadness women with extremely demanding careers feel for not spending enough time with their children is the reinforcement of this from stay-at-home moms at their kids’ schools and in their communities. When working women crash off their kids or show up for volunteering, they often receive critically toned comments such as we haven’t seen you around in a while. Adding up to the guilt and sadness women with highly demanding careers feel for not spending enough time with their children is the reinforcement of this from stay-at-home moms at their kids’ schools and in their communities. When operational women drop off their kids or demonstrate up for volunteering, they often take delivery of significantly toned comments such as we haven’t seen you approximately in a while.