For decades, women have been told that success at work requires grit, resilience and perseverance. The message has been clear: push through, work harder and individual tenacity will eventually pay off. But what if the real key to success isn’t just about surviving adversity alone? What if it’s about changing the workplace itself — so that everyone can thrive?
Our latest research in our Thriving at Work Study challenges the deeply embedded belief that professional success is an individual battle. It turns out that the number one factor influencing whether women thrive at work isn’t their mindset — it’s the workplace culture. Poor communication, ineffective leadership, and lack of transparency are the main barriers to women thriving.
Thriving cultures allow everyone to feel they are doing meaningful work, that they are valued and that they can grow and develop. While thriving might sound aspirational and maybe even unattainable, we have seen that it is not just achievable but a business’s long-term success.
Why thriving matters
We began our research by asking participants at our long-running Simmons Leadership Conference (the vast majority of whom are women) what it means to thrive and how it benefits them and their organizations. Our research shows that thriving at work has clear, measurable benefits. When women feel valued and supported, they report they are more engaged, productive and creative. They stay longer, reducing costly turnover.
A report by Deloitte examines the impact of supportive workplace cultures on women’s engagement and retention and finds that 63% of women who work in inclusive and supportive workplaces say they plan to stay at their company for more than three years. They go above and beyond their job descriptions, driving innovation. Thus, the impact of workplace thriving extends beyond individual employees — it can influence the bottom line.
Thriving levels may be declining
In our latest research study, we launched the Thrive Index to measure reported levels of thriving at work and to understand what the blockers and barriers were to thriving more deeply. We learned that thriving may be on the decline. Our Thrive Index shows a downturn in women’s reported level of thriving between the first and second halves of 2024. In early 2024, our survey respondents rated their workplace thriving at 3.4 out of 5. By the end of the year, that number had dropped to 3.2.
The role of leadership: Fostering open and supportive environments
One of the key factors in enabling women to thrive is excellence in leadership. But what kind of leadership? On average, women thrive in environments where they receive support, feel empowered and are able to share concerns and work through obstacles without fear of judgment. This isn’t about being overly protective — it’s about fostering openness and inclusion in a way that enhances overall team performance and produces value.
What thriving really looks like
Thriving at work isn’t about pushing harder — it’s about changing the work cultures that make success feel like an uphill battle. Our research shows three key factors that determine whether someone thrives at work:
- Clear and transparent communication – When employees are left in the dark, they feel undervalued and disconnected. Leaders who communicate openly and frequently create environments where people feel included, engaged and aligned with the mission.
- Supportive leadership – Micromanagement, avoidance of tough conversations and favoritism create toxic workplaces. Leaders who check in regularly, provide actionable feedback and invest in their employees’ growth foster thriving cultures.
- Sustainable workloads and work-life balance – Success should not come at the cost of burnout. Workplaces that prioritize realistic expectations, respect boundaries and support well-being see higher retention and performance.
Thriving is for everyone
Our research reveals that thriving isn’t a luxury; it’s an organizational imperative. Women are ready to go the extra mile, but they need workplaces that enable them to do it without burning out, breaking down or feeling undervalued.
The real opportunity isn’t just making work better for women. It’s about making it better for everyone. We believe that what our research tells us about what women need in order to thrive — meaningful work, recognition and opportunities for growth — are likely things everyone wants. For example, Gallup’s research in 2024 showed that well-recognized employees are 45% less likely to have turned over after two years. Gallup also found that organizations that have made a strategic investment in employee development report 11% greater profitability. Organizations that invest in ensuring all people managers (regardless of identity) take action to remove barriers and create enablers for all to thrive will reap the most significant rewards.
Opinions expressed by SmartBrief contributors are their own.
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