Another International Women's Day has come and gone - it is important to recognise that although progress has been made, the “glass ceiling” remains a very real challenge across the international development sector. Women make up a significant proportion of the humanitarian, NGO, and development workforce globally, yet they are still underrepresented in senior leadership, board positions, donor negotiations, and decision-making roles. From field coordinators in refugee camps to programme managers working on gender equality, many talented women continue to face barriers such as unequal pay, limited visibility, unconscious bias, and fewer opportunities for promotion.
The international development sector is built around values of inclusion, equity, and empowerment, yet many organisations still struggle to reflect these principles internally.
Women working in development often balance demanding travel schedules, family duties, insecure contracts, difficult field conditions, and cultural expectations while still trying to advance their careers.
For example, a female humanitarian worker leading emergency response operations in conflict-affected areas may still find her expertise questioned more frequently than that of her male colleagues. Similarly, women in donor relations or policy roles are often expected to prove themselves repeatedly before being considered for senior leadership opportunities.
So how can women working in international development challenge these barriers and continue rising into leadership positions?
Raise your standards and own your ambition
One of the most important steps is learning to expect more from yourself and your career. High-achieving women in development are often conditioned to focus solely on service and teamwork, sometimes at the expense of advocating for their own progression. However, leadership requires visibility, confidence, and ambition. Set clear professional goals for yourself. Whether you aim to become a Country Director, lead global advocacy campaigns, manage large-scale donor portfolios, or influence policy at organisations like the UN or international NGOs, challenge yourself to think bigger. Focus on delivering high-quality work, meeting deadlines efficiently, and consistently demonstrating strategic thinking rather than simply working longer hours.
For instance, if you are managing education programmes in East Africa, do not limit yourself to operational delivery alone. Take initiative by contributing to funding proposals, presenting programme impact to donors, or leading cross-country collaborations. These experiences strengthen your profile and position you for senior leadership opportunities. Another important strategy is to build strong professional networks and seek mentorship. In international development, many leadership opportunities are shaped not only by technical expertise but also by relationships, visibility, and access to decision-making spaces. Women should actively connect with senior colleagues, attend industry conferences, participate in leadership programmes, and engage in cross-sector collaborations. Mentors and sponsors can provide valuable guidance, advocate for your advancement, and open doors to opportunities that may otherwise remain inaccessible. At the same time, women should support one another by creating networks of collaboration rather than competition.
When women share knowledge, recommend each other for leadership roles, and amplify one another’s achievements, they help create a more inclusive and equitable sector where future generations of female leaders can thrive.
Ask for opportunities instead of waiting for them
In many organisations, promotions and leadership opportunities do not simply appear automatically. Women are often expected to “wait their turn,” while male colleagues may feel more comfortable self-promoting or volunteering for high-profile assignments. Be vocal about your career aspirations. If you want to lead a mission, manage a larger team, or transition into policy or headquarters roles, communicate this clearly to your manager and professional network. Confidence is not arrogance — it demonstrates readiness for leadership.
A real example seen frequently in the development sector is women declining international assignments or donor-facing opportunities because they feel they are not “fully ready,” while others apply despite meeting only some of the criteria. Growth often happens outside your comfort zone. If you have 70–80% of the skills required, do not hesitate to pursue the opportunity.
Understand the value of mentors and sponsors
In international development, relationships matter enormously. Building a successful career often depends not only on your technical expertise but also on the people who guide and advocate for you.
Mentors provide advice, feedback, and career guidance based on their experience. They can help you navigate difficult field environments, organisational politics, or career transition between NGOs, multilaterals, and donor agencies.
Sponsors, however, play a different role. They actively advocate for your advancement. A sponsor might recommend you for a leadership role, invite you into strategic meetings, or champion your work in front of senior management and donors.
Both are essential. For example, a mentor may help you prepare for a Head of Programmes interview, while a sponsor may directly recommend you for the position. Women in development should intentionally seek both types of support throughout their careers. Beyond seeking guidance from senior professionals, women in international development should also focus on building mutually beneficial professional relationships over time. Strong networks are not created only when you need a new opportunity; they are developed through consistent collaboration, reliability, and visibility across projects and organisations. Staying connected with former colleagues, donors, consultants, and regional partners can create unexpected career opportunities later on. In a sector where many leadership roles are filled through referrals and trusted recommendations, maintaining professional relationships can significantly strengthen long-term career growth. Women who actively invest in their networks are often better positioned to access leadership pathways, international assignments, and influential decision-making spaces within the development sector.
Leverage your full professional experience
Many women underestimate the value of their diverse experiences, particularly in international development, where transferable skills are highly valuable. Your expertise is not limited to your current job title.
Perhaps you started your career in communications before moving into humanitarian response. Maybe you have experience in community engagement, grant management, policy research, or local partnerships. All of these skills strengthen your leadership profile. For example, a professional with experience in both programme implementation and donor reporting is often far more competitive for senior NGO leadership roles because they understand both operational realities and strategic funding priorities. Development organisations increasingly value professionals who can combine technical knowledge with adaptability, cultural intelligence, and relationship management.
Women can strengthen their leadership trajectory by making their contributions more visible, whether by leading high-profile projects, speaking at industry events, publishing insights, or actively participating in policy and strategic discussions. Building a strong professional network is equally important. Sponsors, mentors, and allies within and outside an organisation can help open doors to new opportunities and advocate for women in leadership conversations where decisions are made.
I found that influence also grows through credibility and confidence.
Senior roles often require women to move beyond operational delivery and position themselves as strategic thinkers who can shape organisational direction, manage stakeholders, and lead through complexity. This means actively seeking opportunities to manage teams, oversee budgets, contribute to organisational strategy, and demonstrate decision-making capabilities.
Network, collaborate, and support other women
No one succeeds alone in this sector. International development is deeply collaborative, and strong professional networks can open doors to partnerships, career opportunities, and leadership visibility.
Networking does not simply mean attending conferences or adding connections on LinkedIn. It means building meaningful relationships across organisations, regions, and technical sectors. Engage in discussions, contribute your expertise, attend sector events, and connect with professionals outside your immediate field.
Equally important is supporting other women. Too often, women in competitive environments feel isolated or unsupported. Creating strong networks of female leaders, mentors, and peers helps challenge systemic barriers and creates more inclusive workplaces for future generations.
For example, women-led leadership circles, mentoring initiatives, and regional NGO networks have become powerful tools in helping women navigate leadership pathways in humanitarian and development organisations.
Collaboration among women in international development also plays a critical role in driving institutional change. When women collectively advocate for fair recruitment practices, equal pay, safer working conditions, flexible policies, and greater representation in senior leadership, organisations are more likely to address long-standing gender inequalities.
Supporting other women is not only beneficial on an individual level; it strengthens the sector as a whole by ensuring more diverse perspectives are included in decision-making processes. Women who actively uplift others by sharing opportunities, recommending qualified peers, or creating spaces for open dialogue contribute to a stronger and more sustainable leadership pipeline for future generations in development and humanitarian work.
Breaking the ceiling together
Breaking the glass ceiling in international development is not only about individual success — it is about transforming organisational cultures and ensuring leadership reflects the diverse communities the sector serves. When women rise into leadership positions, they bring critical perspectives, lived experiences, and inclusive approaches that strengthen programmes, policies, and impact globally.
Empowering women in development means creating environments where ambition is encouraged, expertise is recognised, and leadership opportunities are genuinely accessible. The sector cannot fully achieve its mission of equality and sustainable development if women continue to face invisible barriers within their own organisations.
Let’s continue pushing for workplaces where women are not only present at the table — but leading the conversation.
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