Why becoming, belonging and visibility matter — and what the data reveals about where introverted women leaders are being held back
Carol Stewart Writes: Becoming, Belonging, Being Fully Alive
This is not just a weight-loss story. It’s a leadership one — and a story about becoming.
As I embrace the last year of my 50s, I’ve been reflecting more deeply on who I am, who I am becoming, and how I want to live and lead.
This reflection led me to create a new Substack — Carol Stewart Writes — a space where I write with fewer edges and more personally about identity, growth, leadership, confidence, and what it means to live with intention, as well as the causes I care deeply about.
It’s a space rooted in the same values that have always shaped my work: belonging, psychological safety, confidence, and impact — but with a wider lens.
Carol Stewart Writes sits at the intersection of that reflection, my coaching psychology work, and my long-standing research and practice with introverted women leaders.
In my first post, I share an introduction to my weight-loss journey, having lost six stone — not as an endpoint, but as part of a wider story of becoming. Over time, I’ll share more about that journey, alongside reflections on belonging and what it means to be fully alive
Read and subscribe here https://carolstewartwrites.substack.com/p/on-becoming-belonging-and-being-fully
What the Data Is Telling Us About Introverted Women Leaders
Over 1,800 respondents have now completed my Confidence, Influence and Impact Assessment for introverted women leaders. The results tell a story that is both sobering and hopeful.
Not because introverted women lack capability — they don’t — but because too many are not experiencing the level of confidence, influence and impact they are truly capable of.
Below, I want to share what the data reveals, what it means, and — most importantly — what introverted women leaders can do about it.
Executive Summary
This report analyses results from my Confidence, Influence and Impact Assessment for Introverted Women Leaders, based on 1,800+ responses.
The data reveals a clear and consistent pattern:
- Introverted women leaders demonstrate strong foundations of trust, integrity and reliability.
- The greatest challenges sit around self‑promotion, visibility, speaking up, confidence, clarity, and assertive influence.
- Many respondents sit in the middle range (6 or below out of 10) — suggesting untapped potential rather than inability.
In short: introverted women are credible, values‑driven leaders, but too many are under‑positioned, under‑heard, and under‑recognised for their impact.
This creates a powerful opportunity for targeted development that strengthens influence without asking them to become someone they are not.
How to Read the Data
- A high percentage scoring 6 or below indicates an area where many leaders feel uncertain, inconsistent or under‑confident.
- A low percentage scoring 6 or below indicates an area of relative strength and maturity.
This report explores:
- Areas of highest development need
- Areas of relative strength to build upon
- Practical development strategies introverted women leaders can apply
1. Key Development Gaps (High % Scoring 6 or Below)
🔴 Self‑Promotion – 81%
What this tells us Self‑promotion remains the single biggest challenge. Many introverted women still associate visibility with inauthenticity, ego, or discomfort — despite being highly capable.
Impact if unaddressed
- Achievements remain unseen
- Influence is underestimated
- Others (often louder voices) are promoted ahead
What helps
- Reframing self‑promotion as showing the value you add and the difference you make, rather than selling
- Talking about outcomes, impact and learning — not ego
- Using written channels (LinkedIn, reports, updates) to amplify visibility
🔴 Speaking Up – 77%
🔴 Assertive Communication – 75%
🔴 Visibility – 75%
What this tells us Many introverted women are thoughtful contributors but hesitate to consistently enter the conversation — especially in senior or ‘political’ spaces, or those with domineering personalities.
Common patterns
- Waiting for the ‘right moment’
- Needing more certainty before speaking
- Avoiding challenge to preserve harmony
What helps
- Preparing contributions in advance of meetings
- Using calm, values‑based assertiveness rather than force
- Speaking early to establish presence (even briefly)
🔴 Confidence – 78%
🔴 Beliefs / Self‑Belief – 80%
What this tells us Confidence is not absent — but it is conditional. Many leaders are confident in expertise, yet vulnerable to self‑doubt, imposter feelings and comparison.
What helps
- Separating confidence from personality, and competence
- Strengthening evidence‑based self‑trust
- Normalising imposter thoughts rather than fighting them
🔴 Positioning & Networking – 74–80%
What this tells us Introverted women often work hard but do not actively position themselves for opportunity.
What helps
- Intentional relationship building rather than ‘networking’
- Strategic visibility with decision‑makers
- Clarity on what you want to be known for
🔴 Clarity, Focus & Vision – 56–67%
What this tells us Many leaders are competent operators but lack space and permission to step back and lead strategically.
What helps
- Regular reflective time
- Translating values into direction
- Connecting day‑to‑day work to bigger organisational outcomes
2. Areas of Strength (Lower % Scoring 6 or Below)
🟢 Integrity – 15%
🟢 Reliability – 24%
🟢 Strategic Thinking – 38%
🟢 Credibility – 45%
What this tells us Introverted women leaders are trusted, dependable and principled. These are not soft qualities — they are leadership assets.
This is a crucial finding:
The issue is not capability. The issue is visibility of capability.
3. How Introverted Women Leaders Can Build Impact
Build FROM Strength, Not Deficit
Rather than ‘fixing’ introversion, development should:
- Leverage integrity to build authentic influence
- Use credibility as a platform for visibility
- Translate reliability into leadership presence
Focus on These Leverage Points
1. Visibility with intention Not everywhere. With the right people.
2. Assertiveness without aggression Clear, calm, boundaried communication.
3. Confidence as a practice Built through evidence, reflection and action — not personality change.
4. Strategic self‑promotion Sharing impact, learning and outcomes in ways that feel aligned.
4. What This Means for Organisations
Organisations relying on introverted women leaders must recognise:
- Silence ≠ lack of ambition
- Thoughtfulness ≠ lack of confidence
- Integrity ≠ lack of influence
Supporting introverted leaders requires different development pathways, not louder expectations.
Reflective Questions for Introverted Women Leaders
As you read these findings, you may want to pause and reflect:
- Where am I already a strong, trusted leader — but not fully seen?
- Which of these areas do I quietly avoid, even though I know they matter?
- What would change if I allowed myself to be more visible without being louder?
- Where might greater confidence come not from changing who I am, but from trusting myself more?
- What impact could I have if my integrity and credibility were matched by clearer positioning and presence?
What to Do Next
If you recognise yourself in this data, you are not alone — and you are not broken.
These patterns show up again and again in capable, thoughtful, values-driven introverted women leaders. I see them time and time again in my coaching clients.
The most powerful first step is awareness.
That’s why I created the Confidence, Influence and Impact Assessment for Introverted Women Leaders — to help you understand where you are now, where your strengths already lie, and where focused development will have the greatest impact.
It’s not about fixing you.
It’s about helping you lead, influence and be seen in ways that feel authentic and aligned.
👉🏾 Take the assessment and discover your confidence, influence and impact profile.
Closing Insight
This data tells a hopeful story.
Introverted women leaders already possess the trust, integrity and credibility organisations desperately need.
What many lack is not ability, but permission, positioning and confidence to fully step into their impact.
The opportunity is not to change who you are.
It is to become more fully yourself — and to be seen, heard and valued for the leader you already are.
Data source: Confidence, Influence & Impact Assessment for Introverted Women Leaders (1,800+ respondents).