Why Is It So Hard to Get Men to Help Attract, Retain, and Promote Women in Aviation and Aerospace?
There’s a question I keep coming back to: Why is it so difficult to get men—especially those in leadership positions—to actively help attract, retain, and promote women in aviation and aerospace? It’s not enough to simply say, “We hire based on merit” or “We choose the best person for the job.” That’s the baseline, not the solution. True change requires intentional actions, not passive expectations.
Recently, I had an experience that perfectly encapsulates this struggle. I reached out to a rising executive in aviation, someone who had been recognized with a prestigious “40 under 40” award. I offered insights on how he could better support the women in his company and create pathways for their success. His response? A blunt, dismissive “no.” Not a thoughtful decline, not a willingness to engage in a conversation—just a flat-out refusal to listen.
This executive didn’t want to be part of the solution. But what followed next shows just how deep this problem runs. This same leader posted multiple times on social media to promote his award, comparing himself to figures like Barack Obama and Oprah Winfrey, icons known for advocating for inclusion, progress, and equity. Yet, despite his public self-promotion, he couldn’t be bothered to invest any time or thought into advancing the women within his own organization.
This isn’t an isolated incident—it’s a pattern. Too often, men in leadership, even younger executives who seem progressive on the surface, are resistant to the idea that supporting women requires active effort. Why? Because it challenges the status quo they’re comfortable in. It asks them to move beyond hiring for merit (which often isn’t as neutral as they think) and to start actively seeking out women, creating pathways for their growth, and ensuring that the workplace culture is supportive and inclusive.
Let’s break down some of the reasons why it’s so hard to get men in leadership to help with this mission:
1. Comfort with the Status Quo
For many men in leadership positions, especially those who have risen to power in male-dominated industries like aviation and aerospace, the status quo has worked in their favor. They’ve navigated their careers through a system that benefits them, so from their perspective, why change it?
When the system has allowed you to rise to the top, it can be difficult to see the need for change. Many men believe that if they were able to succeed without targeted support or mentorship programs, then others—including women—should be able to do the same. But what they fail to recognize is that women face systemic barriers that men simply do not. For men, the road to leadership is often smoother because they aren’t navigating the biases, microaggressions, or lack of access to informal networks that many women encounter. The comfort of the status quo blinds them to the reality of others.
2. Misconceptions About Meritocracy
There’s a deeply ingrained belief in industries like aviation and aerospace that success is based purely on merit. The assumption is that the best, most qualified person will naturally rise to the top. But what many men in leadership positions fail to recognize is that the playing field isn’t level.
Meritocracy is a comforting idea because it makes success seem fair and objective. However, when women are frequently overlooked for opportunities, when they aren’t given access to the same mentors or informal networks, and when they face unconscious biases at every stage of their careers, it becomes clear that merit alone isn’t enough to advance. Men who cling to the idea of a pure meritocracy often miss the fact that there are structural disadvantages holding women back. Promoting women requires acknowledging these barriers and working to dismantle them, not assuming that the system is fair as it stands.
3. Fear of Losing Power
Whether it’s conscious or not, there’s often a fear among men in leadership that promoting women will somehow mean they lose their own power or influence. It’s an outdated, zero-sum mindset—one that falsely equates lifting others up with losing something for yourself.
The fear of losing power can manifest in subtle ways. Men may resist advocating for women’s promotions because they worry it will diminish their own influence in the organization, or they may be reluctant to mentor women because they see them as competition rather than colleagues. In reality, promoting women and fostering a more diverse leadership team strengthens organizations and leads to better decision-making, innovation, and profitability. Yet, this fear of losing power can be an obstacle to progress, as many men are unwilling to share the spotlight or make room for others.
4. Lack of Awareness or Empathy
Many men in leadership positions simply don’t understand the unique challenges that women face in male-dominated fields like aviation and aerospace. They may have never experienced bias, microaggressions, or the feeling of being the “only one” in the room, and as a result, they may not recognize how important it is to actively support women.
Without awareness or empathy, it’s hard for these men to see why initiatives aimed at promoting women are necessary. They may dismiss the need for targeted recruitment, mentorship programs, or flexible work policies because they’ve never personally needed those things to succeed. This lack of understanding can lead to complacency, where men in leadership don’t see the value in investing time and resources into efforts that support women’s advancement. Empathy and awareness are critical to recognizing that supporting women is not just a “nice-to-have” but a necessity for creating an equitable workplace.
5. Performative Progress
In today’s corporate world, many men are quick to post about their achievements or publicly align themselves with progressive causes. But when it comes to doing the actual work—mentoring women, advocating for their promotion, or challenging the biases in their organizations—they fall short.
Performative progress is when leaders make surface-level gestures toward inclusion and diversity without actually committing to the hard work of making real change. They may attend diversity panels, share articles on gender equality, or post about International Women’s Day on LinkedIn, but when the opportunity arises to make a meaningful impact, they remain passive. These leaders are more interested in appearing supportive than in doing the work to create lasting change. It’s easier to share a hashtag than it is to confront the deep-rooted biases and structural barriers that continue to hold women back in aviation and aerospace.
So, where does that leave us?
If we are serious about attracting, retaining, and promoting women in aviation and aerospace, then men in leadership must step up. The reasons behind their resistance may be varied—whether it’s comfort with the status quo, fear of losing power, or a lack of awareness—but the fact remains: True change requires their active participation.
Here’s what men in leadership can do to drive meaningful change:
1. Actively Seek Out Women for Opportunities
Men in leadership need to go beyond passive inclusion and actively seek out talented women for key roles. It's not enough to wait for women to self-nominate or rise through the ranks by themselves—there needs to be a concerted effort to identify and promote women in underrepresented roles.
Make it a priority to bring women into spaces where they can contribute and lead. This includes recruitment, project assignments, leadership training, and stretch assignments. Rather than saying “we don’t see enough qualified women,” ask yourself: What are we doing to actively seek and develop them? Start partnering with organizations focused on advancing women in aviation, sponsoring women’s leadership development programs, and identifying high-potential women within your company who deserve mentorship and growth opportunities.
2. Challenge the Myth of Meritocracy
As a leader, you must understand that the playing field is not level and that merit alone will not close the gender gap in aviation. Be honest about how systemic barriers like unconscious bias, access to mentorship, and exclusion from informal networks affect women’s career trajectories.
Advocate for policies and practices that level the playing field. This could mean creating formal mentorship programs for women, setting diversity targets for leadership positions, and reviewing promotion processes to eliminate bias. A commitment to a true meritocracy means acknowledging where the system falls short and taking steps to fix it.
3. Be a Vocal Advocate for Women
Being an advocate for women means more than just supporting them privately; it means using your voice publicly to champion their success. Speak up in meetings to ensure women’s ideas are heard. When women aren’t present in leadership discussions, bring their perspectives to the table. Advocate for their promotions and make sure they are included in high-profile projects.
When men in leadership actively advocate for women, it sets a standard for the rest of the organization. You are not just helping one woman—you are changing the culture to one where women’s contributions are expected, valued, and rewarded.
4. Create a Work Environment Where Women Can Thrive
It’s one thing to recruit women into aviation and aerospace—it’s another to create an environment where they want to stay. Men in leadership can make a significant difference by fostering a culture that supports work-life balance, offers flexibility, and promotes inclusivity.
Women, especially those who are balancing careers and family responsibilities, often struggle with the rigid structures of traditional corporate environments. Leaders can implement policies that help women stay engaged and excel, including flexible work hours, remote work options, family-friendly benefits, and clear paths for advancement. When women feel supported, they are more likely to remain in the industry and move into leadership roles.
5. Listen, Learn, and Act
One of the most important things men in leadership can do is listen. Truly listen to the experiences of women in their organizations. Understand the challenges they face, the biases they encounter, and what support they need to succeed.
This requires ongoing learning—attend diversity and inclusion training, participate in gender equity discussions, and invite women to share their stories without judgment or dismissal. But listening alone is not enough—leaders must take action based on what they hear. This could mean revamping hiring practices, adjusting performance reviews to remove bias, or changing company policies to better support women.
Men in leadership should commit to ongoing education, self-awareness, and action. It’s not a one-time effort, but an ongoing journey toward creating a more inclusive and equitable workplace.
At the end of the day, if you’re a man in aviation or aerospace, ask yourself: Why is it so hard for me to help attract, retain, and promote women? If your answer is anything other than “It’s not hard, and I’m doing my part,” then it’s time to reflect and take action.
The future of this industry depends on the inclusion and success of women. It’s not a matter of if, but when—and the time for passive leadership has passed.
– Dana
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