Latest / Women at Work: Career, Leadership & Modern Work / Why Women Leave Manager Track for Individual Contributor Roles
Transcript
- Lucas: Luna, I want to talk about something that I think a lot of women in our audience have probably considered but maybe haven't named out loud: stepping off the management track and going back to being an individual contributor. Luna: You mean the 'IC flight' — yeah, I've seen that term floating around. And I have to say, I have a few friends who've done exactly that in the last year. Lucas: It's real. And it's not just a personal preference thing — there are structural forces pushing women out of management. A 2025 study from LeanIn.Org and McKinsey found that women managers are one point five times more likely than their male peers to say they've thought about stepping down because of burnout. Luna: One point five times. That's a staggering gap. And I bet a lot of it comes down to the invisible stuff — the emotional labor, the office housework that women managers are asked to absorb. Lucas: Exactly right. There's research showing that female managers are far more likely than male managers to be expected to handle team morale, resolve interpersonal conflicts, and mentor junior staff one-on-one. That's not in the job description, but it's expected. And it drains the energy needed for strategic work — the kind that gets you promoted. Luna: So you're doing all this extra work that doesn't count toward your next promotion, and then you get dinged in reviews for not being 'strategic enough.' It's a trap. Lucas: And there's the double bind, too. Women managers are judged more harshly for being assertive — labeled 'aggressive' — but also penalized for being warm, which is seen as weak. Studies show that women who display stereotypically 'masculine' leadership traits are rated lower in competence, while men who do the same are seen as strong leaders. Luna: I've heard that called the 'damned if you do, doomed if you don't' dynamic. It's exhausting just to think about navigating it every day. Lucas: And so some women are making a rational choice: step back to IC, where you're judged on your output, not your personality. A 2024 survey by the career platform Fishbowl found that 38 percent of women in management roles had considered returning to an IC role within the past six months. Luna: And is that seen as a failure? I feel like there's stigma around it — like you're admitting you couldn't handle it. Lucas: There is stigma, but I think it's shifting. Some companies are starting to build what they call 'dual-track' career ladders — where you can move between management and IC without a pay cut or a status hit. HP is a good example — they've had a dual track for years, so you can be a 'fellow' — a senior IC — with the same compensation and recognition as a vice president. Luna: That's exactly the kind of structural fix that could make a difference. Because the problem isn't that women can't be managers — it's that the manager role, as currently designed, is often hostile to women. Lucas: Right. And the data backs that up. When companies offer genuine dual tracks, women are more likely to stay in the organization overall — not just as ICs, but even in management, because the option to pivot reduces the feeling of being trapped. Luna: So it's not about forcing everyone to stay on the manager track. It's about making the IC track a legitimate, respected career path, especially for women. Lucas: Exactly. And that means rethinking how we define success in organizations. A 2023 study in the journal 'Administrative Science Quarterly' found that when companies formally recognized ICs with titles like 'principal engineer' or 'senior director of individual contribution,' women's representation in senior IC roles increased by 20 percent over three years. Luna: Twenty percent — that's a real impact. So it's not just about culture, it's about structure. Tracks, titles, compensation bands — those concrete things signal that the IC path is valued. Lucas: And for women who are currently weighing this decision — should I stay in management or step back? — I think it's worth asking yourself honestly: what part of the job energizes you, and what part drains you? If the draining part is managing people, that's a sign. Luna: And it's okay to choose the IC path. Really. It's not a demotion — it's a strategic career move. You get to focus on the work you love, and you often have more control over your time. Lucas: One thing that helps, too, is talking to other women who've made the switch. I've seen some really candid conversations on LinkedIn and in Slack communities where women share their stories — and that normalizes it. Luna: Speaking of community — you know, we've been doing this show for a few months now, and we hear from listeners who say these conversations have helped them make career decisions. That's really rewarding. Lucas: It is. And it's also what keeps us going. A couple of dollars a month from listeners who find value in the show — it genuinely makes a difference. If you've gotten something out of Women at Work, you can support us at buy me a coffee dot com slash fexingo. Luna: Yeah, even small contributions add up and help us keep the show ad-free and focused on what matters. So thank you to anyone who's already supported us. Lucas: Alright — back to the IC flight question. I think one of the most important things for any woman considering this move is to prepare your narrative. When you tell your manager you want to step back, frame it as a strategic choice about where you can have the most impact. Luna: And be ready for pushback. Some managers might see it as a loss of ambition. Have a clear answer about why this is better for you and the team. Lucas: Right. And if the company doesn't have a formal dual track, you can still negotiate: ask for a title that reflects your seniority as an IC, ask for a compensation plan that doesn't cap you below management levels. You'd be surprised how often companies will create a path if you ask. Luna: So the bottom line is: the IC flight trend is a symptom of a broken system, not a personal failing. And the fix is both individual — making the choice that's right for you — and structural — pushing companies to create real dual tracks. Lucas: Exactly. And maybe the next time you hear about a woman stepping down from management, instead of wondering 'why couldn't she hack it,' we should ask 'what about the system made that the smart choice?' Luna: That's a great reframe. Thanks, Lucas. And to our listeners — we'd love to hear your stories. Have you made the IC jump? Are you considering it? Let us know. Lucas: We'll be back next week with another conversation. Until then, take care of yourself and each other.