Janese Murray on Why High-Performing Women Still Struggle to Turn Expertise Into Influence Inside Corporate America

Many women in corporate America are highly visible. They deliver results, manage teams, solve problems and build deep technical expertise over years of experience. Yet visibility does not always translate into influence or advancement. A report found that only half of companies say advancing women is now a high organizational priority, reflecting a broader decline in corporate commitment to women’s career progression. The report also noted that women remain less likely to receive sponsorship, stretch assignments and opportunities that increase visibility in leadership pipelines.

For Janese Murray, leadership coach and founder of Inclusion Impact Consulting, these patterns reflect a gap between performance and perception. Inclusion Impact Consulting works with organizations and professionals on leadership development, workplace culture and strategies that strengthen inclusive leadership practices.

Murray explains that many women are taught to believe their work will naturally speak for itself. “Strong performance matters, but influence inside organizations is also shaped by relationships, visibility in the right spaces, and understanding how culture operates,” she says.

Murray believes one of the first hurdles for high-performing women is recognizing that career growth involves more than technical skill. Organizational culture and informal power dynamics all shape how leadership potential is interpreted.

“People often avoid talking about workplace politics because the term feels uncomfortable,” Murray explains. “But politics exist in every organization. Understanding how decisions are made helps people move forward more intentionally.”

That awareness often begins with a professional network. Murray notes that many talented women remain excluded from conversations where advancement decisions are discussed long before formal announcements are made. She encourages professionals to seek honest feedback from trusted colleagues and peers who can offer a perspective on how they are perceived in meetings and leadership discussions.

The distinction between mentorship and sponsorship also plays a major role in advancement. Murray explains that mentors can provide guidance, feedback, and career advice, but sponsors actively advocate for someone when opportunities arise.

“A sponsor is the person who says this individual should lead the project or be considered for the next role,” she says. “They are willing to attach their credibility to someone else’s potential.”

Research continues to support the importance of sponsorship in leadership advancement. Only 31% of entry-level women have a sponsor, compared with 45 percent of men at the same level. Without advocates in influential rooms, strong performers may remain overlooked despite consistent results.

Murray also believes organizational leadership carries responsibility in shaping more inclusive advancement pathways. She encourages leaders, particularly men in senior positions, to question assumptions that influence hiring and promotion decisions. “Sometimes progress begins with someone asking why certain voices are missing from the room,” she explains. “Curiosity and awareness can change the direction of important conversations.”

At the same time, Murray cautions against treating career growth as a formula that applies equally to every workplace. Social media advice and leadership trends may offer useful ideas, but she believes advancement strategies must reflect the realities of an individual’s environment and goals. “There is no universal script for leadership development,” Murray says. “Every organization has its own culture and dynamics.”

Her coaching approach begins with self-awareness. Murray encourages clients to identify what may be limiting their growth, clarify the type of leadership presence they want to build, and understand how others currently experience them. Those conversations often include discussions about confidence and the challenge many women face in balancing perceptions of likability with decisiveness.

Murray also believes asking for support should be viewed as a strength rather than a weakness. “Sometimes people are too close to their own situation to see the full picture,” she says. “Seeking perspective from others can help fill in the gaps and create a clearer path forward.”

For many women, the path from visibility to influence is not about becoming someone else. It is about learning how organizations operate, building meaningful relationships and ensuring their expertise is recognized in the rooms where decisions are made.