Research highlights the struggles of senior-level women in balancing work and personal obligations, urging CEOs to take action to support their well-being.
Washington DC, United States Jul 27, 2026 ALN: Hello and welcome to Modern CEO! I’m Stephanie Mehta, CEO and chief content officer of Mansueto Ventures. Each week this newsletter explores inclusive approaches to leadership drawn from conversations with executives and entrepreneurs, and from the pages of Inc. and Fast Company. If you received this newsletter from a friend, you can to get it yourself every Monday morning.
To corporate leaders who think their senior-level female employees have the resources and support they need: They don’t. Research and first-person accounts reveal that executive women are struggling to manage both the pressures of home life and the complexity of the modern workplace, not to mention that bias is still a factor in their careers. This is your wake-up call.
McKinsey and LeanIn’s most recent Women in the Workplace report reveals that 60% of senior-level women report burning out, compared with half of men and four in 10 employees overall. A quarter of senior-level women in the same study say they’re not raising their hands for promotions because “personal obligations” make it too hard to take on extra responsibilities. Just 15% of male respondents feel the same pressure. Meanwhile, a January 2026 study from Catalyst, a nonprofit that champions women’s progress, found that 42% of women who voluntarily left the workforce in 2025 cited childcare responsibilities and costs as the primary reason they decided to quit.
My colleague Shalene Gupta has collected the stories of more than 100 high-achieving, accomplished women, chronicling their struggles and the hacks they’ve developed to succeed at work while caring for kids, tending to health issues such as menopause, and more. The upshot for CEOs? Some of your most committed and valuable employees are hanging on by a thread. “Women who seemed to have it all together told me under the condition of anonymity that they were on the brink of quitting,” Gupta tells Modern CEO.
Indeed, many of these accomplished women have left corporate ranks for entrepreneurship, by either acquiring small companies or launching new businesses, in record numbers. “When I joined Amazon, I set three nonnegotiables as a parent: I would be there when my kids woke up, there when they got home from school, and there to put them to bed. The tech industry made those impossible to honor,” Anica John writes in Fast Company. John worked as a product leader at Amazon before buying DiggyPOD, a book-printing business, in 2025. She adds: “Ownership is the only structure I found that lets me build that life on my own terms.”
When women start or lead businesses, they often implement the kind of workplace policies that women say they value. Many of the female-led companies on Inc.’s 2026 Best Workplaces List are fully remote or offer other work-life friendly perks such as extended family leave and mental health benefits. This trend highlights a significant shift in how businesses can operate to retain talent and create a more supportive environment for their employees.
CEOs can stop the brain drain. “If we can rethink how companies do work to incorporate AI, why can’t we—and why aren’t we—doing this for women?” Gupta asks. Companies can retain hybrid and remote work options instead of rolling them back, as many have in 2025 and 2026. And when companies offer flexible work arrangements, they mustn’t then penalize women for opting in. The McKinsey and LeanIn research found that women who work remotely were less likely to receive promotions in the past two years than women who work in the office, a disparity that raises concerns about equity in advancement opportunities.
Supporting women isn’t just good for female employees; it’s good for business. The McKinsey and LeanIn study found that employees who see their workplace as fair and inclusive are twice as likely to feel inspired to do their best work. And, yes, they’re less likely to consider leaving. This connection between employee satisfaction and retention is crucial, especially in a competitive job market where talent is at a premium.
Beyond the immediate challenges of burnout and work-life balance, there are systemic issues at play that contribute to the struggles faced by senior-level women. Gender bias in the workplace continues to be a significant barrier, affecting everything from hiring practices to promotion opportunities. Women often face scrutiny and skepticism about their capabilities, leading to a lack of confidence and increased stress. This bias can manifest in various ways, including being overlooked for key projects or receiving less support from colleagues.
Moreover, the expectations placed on women to manage both professional and personal responsibilities can lead to a feeling of isolation. Many women report that they feel they must navigate their careers without adequate support from their employers, which can exacerbate feelings of burnout. This lack of support not only affects individual women but can also have broader implications for workplace culture and productivity.
To foster a more supportive environment for senior-level women, CEOs and corporate leaders need to take proactive steps. This includes implementing mentorship programs that connect women with leaders who can provide guidance and support. Additionally, creating a culture that encourages open dialogue about challenges and solutions can help break down barriers and build a sense of community among employees.
Training programs that focus on unconscious bias and inclusive leadership can also play a critical role in changing workplace dynamics. By educating all employees about the importance of diversity and inclusion, companies can create a more equitable environment where everyone feels valued and empowered to succeed.
Furthermore, organizations should regularly assess their policies and practices to ensure they are meeting the needs of their employees. This includes soliciting feedback from women about their experiences and challenges in the workplace. By actively listening to their employees, companies can make informed decisions that lead to meaningful change.
Over the past few months, I’ve had the opportunity to participate in Made Possible, a Fast Company partnership with PepsiCo that tells the story of the food and beverage giant’s digital transformation. Our custom studio has just released the first video in the series, highlighting the way PepsiCo is reimagining manufacturing using AI-powered digital twins. You can also check out my conversations about reinvention with Dr. Athina Kanioura, CEO, Latin America, and global chief strategy and transformation officer at PepsiCo.
To learn more about the latest developments in Lifestyle Opinion, stay updated with our exclusive reports and analyses on AiLensNews.
