Breaking the glass ceiling: Empowering women to lead in Canada’s executive positions

Women in Canada are steadily climbing the corporate ladder, yet when they reach the executive level, many find the climb much steeper, with fewer footholds and more barriers. While representation in leadership roles has improved incrementally, the reality is that many women — and especially diverse women — still face systemic challenges when striving for C-suite positions. 

What are C-suite positions?

Understanding the C-suite: Key executive roles driving organizational success

C-suite refers to the top executive roles in a company, like the CEO, CFO, and COO, who are responsible for making strategic decisions and overseeing various departments to ensure the organization's success.

According to a 2024 study, women now hold an average of 21.2 percent of executive officer positions in Canadian companies, a small but meaningful increase from 20.8 percent in 2023, compared to another separate study. However, when we examine diversity within this group, the numbers become even more concerning: racialized women only hold under five percent of board director roles, Black women hold just under two percent and Indigenous women are nearly absent from leadership pipelines — 91 percent of Canada’s largest organizations have no Indigenous women in executive track roles. 

This disparity raises the critical question — what is preventing women from advancing into top leadership roles? 

Gina Thornton, Partner at MNP specializing in Enterprise Risk Services, has built a career navigating male-dominated industries, from mining in the outback of Australia to executive roles in construction in Canada. Through her journey, she has uncovered key insights on overcoming gender bias, advocating for oneself, and breaking through the proverbial glass ceiling.

Her message is clear, women belong in leadership, and it’s time to claim those seats at the table. 

The fight for equality in leadership 

The pipeline problem is real. Women represent nearly half of the workforce at entry-level positions, yet their numbers dwindle as they climb the corporate ranks. Gina has seen this firsthand. 

“When I started, my graduating class was about 50\50 men and women,” she recalls. “But I noticed I was often the only woman in the room. When I became a Chief Financial Officer, my entire executive team and board were men.”        

This mirrors the broader trends in leadership. According to Stats Canada, women hold 32.5 percent of senior management roles across all industries. However, when looking specifically at public companies, only five percent of CEOs in TSX-listed firms are women.  While the public market doesn’t necessarily reflect trends across Canada’s broader private sector, it highlights the persistent barriers women face in reaching top executive roles. The numbers don’t reflect a lack of ambition or capability but rather systemic barriers — bias, lack of sponsorship, and deeply ingrained societal norms — that make leadership an uphill battle for women. 

Gina’s response? Don’t wait for the system to change — find ways to navigate and challenge it. 

Overcoming gender bias: You can’t be what you can’t see

One of the biggest hurdles women face is unconscious bias, both in how they’re perceived and how they perceive themselves.

“There’s a lack of role models,” Gina explains. “And as women, we’re not always as good at advocating for ourselves. We tend to think we have to be 100 percent qualified before applying for a role, whereas men often go for it when they only meet half the qualifications.” 

This hesitation is not just personal — it’s cultural. Past studies have shown that from a young age, girls are socialized to seek perfection, while boys are encouraged to take risks. In the workplace, this translates into women being more hesitant to negotiate salaries, seek promotions, or take on stretch roles. 

“I’ve had to learn to be my authentic self,” Gina says. “Not to act like a man to fit in, but to take on strategic leadership traits like negotiation and self-advocacy — while still leading in my way.” 

For women looking to break into leadership, she emphasizes that confidence is a skill, not a personality trait — it can be learned, practiced, and strengthened over time. 

The power of mentorship, sponsorship, and strategic networking

Understanding the difference between mentorship and sponsorship can be career-defining.

“A mentor is a sounding board — someone who gives advice. A sponsor is someone within your organization who has influence and actively advocates for your promotion,” she explains.

Many women invest in mentorship, but they often overlook sponsorship, which is crucial for breaking into leadership roles. Mentors can provide guidance but sponsors open doors. Gina advises women to be strategic and intentional in building both:

• Build a strong network within your business and industry. “The power of a coffee meeting is underrated,” she says. “Most people will say yes if you ask for 15 minutes of their time.”
• Develop a strong personal brand. Be active on LinkedIn, highlight achievements, and position yourself as a thought leader in your space.
• Make yourself visible. “Keeping your head down and doing great work is not enough,” she warns. “Make sure leadership knows what you’re contributing.”

For organizations, it’s about more than just hiring women — it’s about actively developing and promoting them. Businesses that implement sponsorship programs and clear diversity targets see better outcomes.

Work-life balance: It’s not either/or

One of the most persistent myths holding women back is the idea that they must choose between a career and a family.

“I’ve mentored many women who hesitate to go for executive roles because they think they have to choose,” Gina says. “But you don’t have to pick one over the other — you just have to be realistic about support systems”.

Her advice? Build your village. Whether it’s childcare, spousal support, or workplace flexibility, women in leadership need to be proactive about structuring their lives in a way that allows them to thrive in both arenas.

Thankfully, more organizations are recognizing the importance of flexibility. Hybrid work, paid parental leave, and gender-intelligent policies are slowly becoming the norm, making it easier for women to balance work and family life without sacrificing ambition.

Holding organizations accountable: Data-driven change

For businesses that are serious about gender diversity, lip service isn’t enough. Gina is a firm believer in data-driven change.

“When I was CFO in a male-dominated company, I took it upon myself to educate the CEO about the gender pay gap,” she recalls. “He was completely unaware until I showed him the numbers. “

This is a common issue — many leaders assume they’re already doing enough, but without measurable goals, progress stalls.

Organizations need to:

• Set clear diversity targets (e.g., 50% gender parity, as some other businesses have established as goals).
• Measures success regularity (tracking promotions, pay equality, and representation)
• Create structured mentorship and sponsorship programs.

Diversity isn’t just about fairness — it’s about profitability. Studies consistently show that businesses with gender-diverse leadership teams outperform their competitors, driving higher innovation and financial returns.  

Final piece of advice: Own your success

When asked what one piece of advice she would give to aspiring female executives, Gina’s response is simple but powerful:

“Believe in yourself. See yourself in that role. Advocate for yourself, build your networks, and be strategic.”

Women have already proven they’re exceptional leaders. Now, the challenge is ensuring they’re given the opportunities to lead. It’s time to not just break the glass ceiling — but shatter it entirely.