The momentum women spent years building in the workplace is slipping, and the warning signs are getting harder to ignore. Sheryl Sandberg, former COO of Meta and founder of LeanIn.org, is raising serious concerns about where corporate America is headed.
Based on new research and firsthand observation, she describes the current environment as one of the most difficult periods for women she has seen in her career.
A Setback After Years of Progress
Image by freepik | Many women experience workplaces that feel less fair and less supportive.
Only days after LeanIn.org released a major workplace study conducted with McKinsey, Sandberg spoke openly about its most troubling takeaway: women are once again losing ground at work. In a conversation on CNBC’s “CNBC Changemakers and Power Players” podcast with journalist Julia Boorstin, Sandberg said that gender balance is moving backward as many companies scale down or abandon diversity and equality programs.
She stressed that the issue is not universal, but the trend is real and growing. Equal representation for men and women is slipping at a time when long-term commitment matters most.
The Emerging Ambition Gap
One of the most striking findings from the LeanIn.org survey centers on career ambition. According to Sandberg, men and women at the same professional level respond differently when asked about advancement.
“You ask men and women at the same level if they want to be promoted. And more men than women at every level are saying yes.”
She described this pattern as new and concerning. For the first time, an ambition gap is clearly showing up in the data. Still, Sandberg emphasized that the gap is not permanent.
When women receive the support they need and have the same access to opportunities as men, the ambition gap “completely disappears.”
Leadership Opportunities Favor Men
The data also point to a sharp imbalance in how companies prepare future leaders. This year’s findings show that senior men are 70% more likely than senior women to be selected by executives for leadership training.
Sandberg urged leaders to pause and consider the long-term impact of these decisions. She described the modern workplace as standing at “a fork in the road,” noting that roughly half of companies are no longer investing in closing gender gaps.
Workplace Culture Under Pressure
Instagram | @pressfoto | Senior women are significantly less likely than men to receive leadership development.
Beyond policies and promotions, Sandberg expressed concern about cultural shifts inside organizations. She pointed to the rise of “tech bro” attitudes and more open displays of misogyny, which she said are reshaping workplaces in ways that disadvantage women.
Judgment at work also remains uneven. Sandberg was direct on this point:
“They are being scrutinized. They don’t feel like they’re being scrutinized. They’re being scrutinized. Women are judged more harshly.”
This pattern mirrors findings that first inspired her book “Lean In” 13 years ago. The data then showed that as women become more successful, they are often liked less, while successful men are liked more. Sandberg said that the core dynamic still holds today.
“Rhetoric matters. Who says what matters.”
She added that while setbacks have happened before, history does not excuse inaction.
The Cost of Ignoring Women at Work
In a formal statement, LeanIn.org highlighted a fundamental but often overlooked truth: companies that invest in women gain access to the full range of talent available in the workforce. When organizations fail to support women, they miss opportunities to hire and retain competent employees from half the population.
The result is not just inequality, but lost potential.
Inclusion Gaps Extend Beyond Gender
Separate research published in the medical journal Cureus points to similar issues around neurodiversity at work, particularly for autistic adults. The investigation found that inclusive practices can make a real difference when they include:
1. Technology-based tools that support communication
2. Work environments designed to reduce sensory stress
3. Clear supervisory guidance and support
These measures can be “instrumental” in helping autistic employees succeed. Yet, the report also highlighted ongoing barriers, including stigma, uncertainty surrounding disclosure, and limited awareness among managers.
With estimates suggesting about 2% of the U.S. population is autistic, companies that fail to address these barriers may be shutting out candidates with specialized skills that could benefit the business.
What Companies Can Do
Freepik | Strong leadership choices on fairness build better teams and stronger workplaces.
Political pressure has made diversity and inclusion efforts less popular in some corporate circles, leading to pullbacks in these programs. Still, organizations that choose to act have clear options.
Support can begin early, starting the moment an employee joins. Mentorship and sponsorship programs help build confidence and maintain interest in advancement. Flexible scheduling remains another effective step, especially for working mothers and caregivers. Citibank, for example, has identified flexibility as a key factor in attracting and keeping talent.
Efforts to support women, autistic employees, Gen Z workers, and LGBTQ+ communities send a clear message about workplace priorities and values.
LeanIn.org’s report makes the stakes clear:
“Decisions leaders make now will determine the future of women in the workplace, and those who get it right will win the war for talent and outpace their competitors.”
The same principle applies to every group facing barriers at work. Companies that choose inclusion gain access to broader skills, stronger engagement, and a deeper talent pool. Those who step back risk falling behind, not just socially, but competitively.
