'Doers, not Leaders': How Women Can Overcome A Common Workplace Struggle

By Mary Beth Sandin

It’s impossible to look back on my career and not recognize that we’ve come a long way in opening doors of opportunity to women.

But we still have a long way to go. It’s never been just about that initial door. True progress means ensuring that after taking that first step, there's another door open, and another, and another.

Today, only 15 percent of CEOs in the healthcare industry are women, and of the 10 leading pharmaceutical companies globally, only 22 percent of their executive teams include women.

That might be surprising when you consider how many organizations depend on women who have mastered the art of “getting it done.” 

I’ve seen a similar story play out time and again throughout my career. It seems backwards, but many women fall into a trap in which they are seen as a “doer,” and somehow not considered to be a “leader.” 

What gives? 

Changing Your Brand: From Doer To Leader 

It’s one of the most insidious of the hidden obstacles that women face as they move up in their careers.

I try not to generalize, but my sense is that many women find deep satisfaction in accomplishing tasks, whether at home or in the office. But oddly enough, this sense of fulfillment and pride in being efficient and multitasking can sometimes backfire. Without knowing it, women can fashion a personal brand in which they come to be seen as reliable executors — but not strategic or “visionary” enough to be a true leader.

Early in my career, I was charged with leading a global launch rollout of a new drug. I was essentially a one-person team, managing everything for the project. It was a busy and exciting time. I saw untapped potential: more patients could benefit from our drug, and we could generate more revenue.

However, I found myself frustrated with the lack of resources on our team. I could only stretch myself so thin. One of the best moves I’ve ever made was to present a proposal to my boss detailing how expanding the team and resources could accelerate the launch and enhance our ROI.

To my surprise, the proposal was not only accepted but I also was asked to take the lead, and offered a promotion to lead the new team. I had never expected to become a team leader at that point, but my manager recognized my strategic vision for the brand and advocated it.

Fortunately, more women are recognizing the importance of proactively shaping perceptions around their potential for leadership. Throughout my journey, I’ve met and built relationships with phenomenal women leaders. Based on the many discussions with them and the experiences we’ve been through, I’ve identified three key strategies that can help women shift from being seen as doers to being recognized as leaders: vision, networking, and self-advocacy. 

Cultivating Vision 

My advice to new hires and young professionals in particular is: learn to see opportunities where others see tasks.

Maybe you’re assigned a task that you think is below your skills or stature, for example, organizing news clips of interest (even though you’re a seasoned communications professional). Take a step back and think about how you can turn that task into an opportunity to showcase your insights and strategic thinking. Instead of dutifully selecting news articles, reframe this as an opportunity to show your ability to identify trends of importance to your organization and why they matter.

Almost any task has the opportunity if you scope it carefully, even some traditionally thankless tasks related to event planning, a common project that women are often asked to take on. I don’t think you need to agree to join the party planning committee if you’re asked but take a broad view of how you can use any task to build your network, knowledge, and skills.

In my case, I didn’t just complete the rollout; I envisioned how it could be scaled and improved. Seize opportunities to present innovative ideas, even if they seem minor. Each time you articulate how a process improvement or a new approach can benefit the organization, you demonstrate leadership potential. 

Master The Art Of Strategic Networking 

I’ve found that women often network for community rather than for career advancement, unlike men, who tend to network with specific career goals in mind.

There’s nothing wrong with being intentional about building a community of peers, but don’t overlook the power of networks. In a time when the job market is flooded with AI-generated resumes and cover letters offering virtually indistinguishable skills, it’s often the power of personal relationships and reputation that will tip the scales to the job you want. Make it a priority — at least once each quarter, if you need to start small — to connect with a mentor or go to a networking event out of your comfort zone.

Networking helped change my entire career trajectory earlier in my career. I was contemplating a move to a sales job, which would have meant moving away from company headquarters in New York to Arizona. I wasn’t quite sold on the idea myself, but everyone was telling me at the time that I needed to develop field sales experience. 

However, I met an executive who suggested an alternative path to differentiate myself: focusing on managed care analytics, which was then emerging as a hot field. Little did I know this conversation would help send me off onto an entirely new career adventure. This advice not only kept me in New York but differentiated me in the industry, proving the value of strategic networking. 

Practicing Self-Advocacy 

When advocating for yourself, frame your aspirations in terms of how they benefit the organization. For example, instead of saying, “I want a promotion,” you might say, “I believe expanding my role to include these responsibilities can drive better results for our team and the company.” 

Many of us have an admirable impulse to not hog the limelight or brag. But too much modesty can hold you back. And that ultimately holds all of us back. Remove the "I" and focus on the "we" — how your vision and skills can help the team and the company achieve its goals. 

For instance, during my promotion discussions, I emphasize the benefits to the company, not just my career. I go into these conversations armed with a case that my promotion was aligned with the organization’s objectives, making it a win-win situation and an easier “sell” for my boss. 

Make It Happen 

Transitioning from being seen as a doer to being recognized as a leader is challenging, but it’s a necessary step to take. Don’t trust that someone else will advocate for you. Don’t assume that hard work will be spotted and rewarded. The reality is that you are your own architect of your career, and your own promoter, PR advisor, and advocate.  

Remember, no one is thinking about your role and opportunities as much as you are. It’s your career —­ shape it. 

About The Author:

Mary Beth Sandin is a life sciences executive with 25-plus years of leadership including serving as Global Commercial Head and Global Brand Leader for Pfizer, and currently as the VP of Marketing and Communications for Affimed, where she directs the development and execution of marketing and communications to advance the company’s oncology pipeline.