#54 | Capability Versus Capacity & The Science That Explains Why Brilliant Women Get Overlooked for Leadership and Promotion.

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Previously titled “#54 | Capability Versus Capacity and the Science That Explains Why Brilliant Women Get Overlooked for Leadership and Promotion: Leadership, Influence & Promotion” — renamed by the publisher on Sep 15, 2026

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Recorded25 Mar 2026

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Handlerec:17434238

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Send us Fan MailOn Monday, Jocelyn (VP of Global Brand & Comms, working mum, quietly extraordinary human), said two things that resonated powerfully.The first: that early in her career, she believed doing brilliant work would be enough. And then she quickly realised it wasn't. The second: that returning from maternity leave felt like operating at a lower level, and that she had to remind herself, repeatedly, that she was still capable.In this episode, I'm bringing the science to both of those moments.First, the visibility problem. Why the most competent women are systematically underrecognised, what organisational research tells us about how careers actually advance, and the single question that changes how you think about your professional reputation forever.Second, capability versus capacity. The four words that I believe are the most important distinction in this show. Why women consistently confuse the two, what cognitive load theory tells us about performance under pressure, and how to stop the little voice from lying to you about what is actually happening.Eight minutes. Two ideas. Both from Jocelyn's conversation. Both with the science to back them up.This is the episode you'll want to send to every woman you know who has ever said: I'm just not performing the way I used to.Key Takeaways1. Capability vs capacity. Capacity is the only thing that changes when life gets fuller. A new role, a new baby, a restructure, a fuller life — none of these reduce your capability. They reduce your available cognitive space. These are not the same thing. Stop letting the little voice tell you they are.2. The visibility problem is structural, not personal. The most competent people are systematically underrecognised because competence and visibility are two different things. Herminia Ibarra's research shows that career advancement depends not on what you can do but on whether the right people know you can do it.3. Weak ties drive careers forward. Mark Granovetter's landmark research shows that opportunities — promotions, stretch assignments, sponsorship — almost never come through your closest relationships. They come through acquaintances who can say your name in a room you're not in.4. The capacity check. Before you spiral — ask: is this a capability problem or a capacity problem? If it's capacity, identify one thing you can put down to free up space for what matters most.5. One proactive share. Identify one person outside your immediate team who has seen your work. Share something with them this week. Not boastfully. Just a door opened.Research ReferencesHerminia Ibarra — Act Like A Leader, Think Like A Leader (2015). Mark Granovetter — The Strength of Weak Ties (1973). Landmark research on how career opportunities actually move through networks.John Sweller — Cognitive Load Theory (1988). Research on working memory capacity and performance under pressure.You can connect with Caroline hereand email her [email protected] you know a woman who has ever said I'm just not performing the way I used toReady to make your next bold move? Grab the free Bold Move Audit and join the insider crew. Stuck, simmering, or onto something juicy? I want to hear it. Drop me a line at [email protected] - I read them all.

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