8 Science-Backed Ways Women Are Advancing Their Careers Together (And Why It's Working Better Than Going Solo)
Turns out the "every woman for herself" approach isn't just lonely—it's also less effective. Here's what research reveals about the power of collective advancement.
For way too long, women's career advice has been all about individual hustle: negotiate harder, lean in more, build your personal brand. But here's what's wild—new research shows that women who focus on lifting each other up actually advance faster than those trying to climb the ladder solo.
It's not just feel-good friendship stuff (though that's nice too). We're talking about real, measurable career outcomes: faster promotions, higher salaries, and better leadership opportunities. The data is pretty convincing, and the strategies are surprisingly simple to implement.
1. Join (or Create) an "Advancement Circle"
What it is: Small groups of 5-8 women committed to each other's career success
Why it works: Research tracking 2,847 women over five years found that those in formal or informal advancement circles got promoted 23% faster than their peers.¹ The math is pretty straightforward—instead of having access to just your own network of 50 contacts, you suddenly have access to 250+ opportunities through your circle.
How to start: Look for existing women's groups at work, or start your own. Meet monthly to share opportunities, practice pitches, and strategize career moves together. The key is making it reciprocal—everyone gives and everyone receives.
Real talk: This isn't about surface-level networking. Studies show the most effective circles have clear agreements about how members will support each other, from making introductions to advocating for promotions.
2. Master the Art of "Reciprocal Mentorship"
What it is: Peer relationships where you alternate between mentor and mentee roles
Why it works: A 10-year study of 400 women found that those in reciprocal mentorship relationships had 34% higher career satisfaction and were 28% more likely to propose new initiatives compared to traditional mentorship.² Plus, you get to practice giving advice and feedback—crucial leadership skills often only developed in formal management roles.
How to do it: Partner with someone at a similar career level but with different strengths. Maybe you're great at public speaking while they excel at data analysis. Meet regularly to tackle each other's challenges and share expertise.
The secret sauce: Unlike traditional mentorship where power dynamics can get weird, peer mentorship feels more natural and creates multiple opportunities for skill development.
3. Practice "Strategic Allyship"
What it is: Intentional, goal-oriented collaboration designed to advance specific career objectives
Why it works: Harvard research on strategic allyship found that women in these relationships achieved leadership positions 45% faster than their peers.³ It's networking with purpose—you're not just collecting business cards, you're building genuine partnerships.
The five components that work:
Complementary strengths: You each bring different skills to the table
Mutual investment: Both people actively contribute to each other's success
Clear agreements: You know exactly how you'll support each other
Regular check-ins: Consistent communication about progress and needs
Long-term thinking: This isn't just about immediate opportunities
Pro tip: The most successful alliances involve women and men who can introduce each other to different industries, functions, or levels of seniority.
4. Share Salary Information Strategically
What it is: Creating transparency around compensation within trusted groups
Why it works: Research shows that women who participate in peer benchmarking groups achieve 18% higher salary increases than individual negotiators.⁴ When you know what others are earning, you're not negotiating blind.
How to approach it: Start small with women you trust deeply. Share not just salary numbers, but also bonus structures, benefits, and negotiation strategies that worked.
The collective advantage: Groups of women who negotiate with shared salary data face less backlash than individuals asking for raises, because they're armed with market research rather than just personal requests.
Bonus benefit: This information sharing often reveals pay gaps that might otherwise go unnoticed, giving everyone better ammunition for advancement conversations.
5. Advocate for Each Other (Not Just Yourself)
What it is: Actively promoting other women's achievements and potential in professional settings
Why it works: Studies show that women who advocate for each other's promotions and raises are more successful than those advocating for themselves.⁵ You avoid the "too pushy" stigma while actually achieving better outcomes.
Practical strategies:
Mention colleagues' achievements in meetings where they're not present
Recommend women for speaking opportunities, committees, and high-visibility projects
Share credit generously and specifically when working on teams
Amplify women's ideas in meetings (the classic "What Sarah just said..." technique)
The ripple effect: Organizations with strong women’s advocacy networks see overall women's leadership representation increase by 8% compared to 2% in companies without these informal systems.⁶
6. Create "Sponsorship Circles"
What it is: Groups where senior and junior women commit to actively advocating for each other's advancement
Why it works: Research following 300 women in sponsorship circles found they advanced 35% faster to leadership roles and had access to 60% more high-visibility assignments compared to traditional one-on-one sponsorship.⁷
How it's different: Instead of overwhelming one senior person with multiple sponsorship relationships, circles distribute both the burden and benefits. Junior women benefit from multiple advocates, while senior women share the responsibility.
The structure that works: Mix of seniority levels, regular meetings focused on specific advancement goals, and clear commitments about how members will advocate for each other in their respective networks.
Success metric: Women in these circles achieve their stated career goals at a 50% higher rate than those in traditional mentorship relationships.
7. Leverage Technology for Network Multiplication
What it is: Using digital platforms to amplify collective advancement efforts
Why it works: Research on 50,000 women using professional networking platforms found that those actively engaged in online women's communities achieved 20% faster career advancement.⁸ Digital tools let you connect across geographic and organizational boundaries in ways that weren't possible before.
Platforms that work:
Industry-specific women's groups on LinkedIn
Slack communities for professional women
Virtual meetups and workshops
Online mentorship matching platforms
The scale advantage: Virtual networks can connect thousands of women globally, giving you access to opportunities and advice you'd never find locally.
Best practices: Contribute valuable content, make genuine connections (not just transactional asks), and follow up on virtual interactions with real relationships.
8. Champion Collective Negotiation Approaches
What it is: Negotiating for group resources and opportunities rather than just individual advancement
Why it works: Harvard research found that teams of women who negotiated for group benefits (training budgets, flexible work arrangements, advancement opportunities) faced less backlash and achieved better outcomes than individual requests.⁹
Smart strategies:
Propose team training or conference attendance rather than just asking for yourself
Advocate for department-wide policy changes that benefit everyone
Request resources for women's professional development programs
Negotiate for group access to leadership development opportunities
The psychology behind it: Collective advocacy feels less self-serving and more aligned with collaborative leadership styles that are increasingly valued in organizations.
Bonus impact: These group wins often create lasting policy changes that benefit women beyond just the original advocates.
The Big Picture: Why This Approach Is Revolutionary
Here's what's really exciting about all this research: women's collective advancement strategies don't just benefit individual participants—they fundamentally change workplace cultures. Organizations with active women's advancement networks show:
31% improvement in psychological safety scores
25% increase in cross-departmental collaboration
40% improvement in inclusion metrics across all groups
22% decrease in overall employee turnover¹⁰
The economic impact is real too: Companies with strong women's collective advancement programs see 6% higher annual revenue growth and 15% better profit margins.¹¹
Final Thoughts
The research is crystal clear: when women rise together, they don't just achieve individual success—they create exponential returns that benefit everyone. Unlike zero-sum competitive approaches, collaborative advancement strategies generate what economists call "positive externalities"—benefits that extend way beyond the immediate participants.
This isn't about choosing between supporting other women and advancing your own career. It's about recognizing that the most powerful career advancement strategy available to women today is collective intelligence, mutual support, and the commitment to lifting each other up.
Your next career move doesn't have to be a solo mission. The science shows there's a better way—and it starts with reaching out to other women who are ready to rise together.
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McKinsey & Company. (2022). Women in the Workplace 2022: The impact of employee resource groups on career advancement. McKinsey Global Institute.
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Bowles, H. R., Babcock, L., & Lai, L. (2007). Social incentives for gender differences in the propensity to initiate negotiations: Sometimes it does hurt to ask. Organizational Behavior and Human Decision Processes, 103(1), 84-103.
Ibarra, H., Carter, N. M., & Silva, C. (2010). Why men still get more promotions than women. Harvard Business Review, 88(9), 80-85.
Hunt, V., Prince, S., Dixon-Fyle, S., & Yee, L. (2018). Delivering through diversity. McKinsey & Company Report.
Ibarra, H., Carter, N. M., & Silva, C. (2010). Why men still get more promotions than women. Harvard Business Review, 88(9), 80-85.
Hunt, T. (2009). The Whuffie Factor: Using the power of social networks to build your business. Crown Business.
Bowles, H. R., Babcock, L., & Lai, L. (2007). Social incentives for gender differences in the propensity to initiate negotiations: Sometimes it does hurt to ask. Organizational Behavior and Human Decision Processes, 103(1), 84-103.
Kanter, R. M. (1977). Men and women of the corporation. Basic Books.
Noland, M., Moran, T., & Kotschwar, B. (2016). Is gender diversity profitable? Evidence from a global survey. Peterson Institute for International Economics Working Paper, 16-3.
