For decades, the idea of the “career ladder” has shaped how organisations think about progression. It suggests a neat, upward trajectory, where effort and performance are rewarded with steady advancement.
Yet for most professionals today, that model feels increasingly disconnected from reality. Careers are not linear. They are dynamic, multi-directional and, at times, unpredictable.
A more fitting metaphor is the climbing wall. Progress involves upward movement, certainly, but also lateral shifts, pauses and recalibration. It demands resilience, adaptability and confidence in navigating uncertainty. When organisations recognise this, they begin to see leadership potential in a different light – and in different places.
Our latest research at Talking Talent, conducted in partnership with psychologists at Minnesota State University, highlights a particularly important and often overlooked source of leadership capability: caregivers.
Climbing the Wall
One of the most persistent assumptions in the workplace is that caregiving responsibilities dampen ambition. The data tells a different story. Far from stepping back, many caregivers are leaning in.
Individuals with caregiving responsibilities are significantly more likely to aspire to senior leadership roles than their non-caregiving peers. Among men who are caregivers, for example, 70% report aspiring to the C-suite, compared with just 38% of those without caregiving responsibilities.
This is not a marginal effect. It points to a cohort of individuals with drive, determination and a clear sense of purpose. In a context where organisations are grappling with leadership shortages, this is talent that cannot afford to be overlooked.
What sits behind this ambition is not simply personal motivation. It is, in many cases, the result of capabilities developed outside the workplace – capabilities that translate directly into effective leadership.
A Caregiver’s Skills
Caregiving develops a set of skills that organisations consistently say they value, yet rarely recognise in this context.
Agility is one. Caregivers constantly switch between competing demands, making decisions quickly and adjusting to changing circumstances. Perspective is another – the ability to prioritise what truly matters in complex situations.
Resilience is perhaps the most evident. Showing up consistently under pressure, often with limited support, builds a level of endurance that is difficult to replicate in traditional development programmes.
And then there is empathy – a critical leadership capability, particularly in today’s people-centric organisations. What’s often overlooked is how deeply this is shaped outside of work. Navigating personal relationships – whether as a parent, partner, friend, or caregiver – develops an attunement to others’ needs, emotions, and unspoken pressures.
These experiences sharpen the ability to listen without judgement, respond with care, and adapt to different perspectives. In turn, leaders bring a more human, nuanced approach to their teams – one that fosters genuine connection.
Invisible Talents
These are not ‘soft’ or peripheral skills. They are foundational to leading in uncertain, fast-moving environments. Yet too often, caregiving experience remains invisible in talent conversations, rather than being recognised as a powerful form of development.
Our research also reinforces a critical link between belonging and ambition. People are far more likely to pursue senior roles when they feel they belong in their organisation.
Early-career professionals begin with high levels of aspiration – over half of those aged 18 to 27 say they want to reach executive level. But as careers progress, this ambition declines. By mid-career, aspiration has dropped significantly, not necessarily because people no longer want to progress, but because they can no longer see a path.
This is what we describe as the aspiration cliff. It is not a lack of ambition, but a loss of visibility, confidence and connection. Over time, repeated signals that advancement is out of reach begin to erode belief.
For caregivers, this effect can be even more pronounced. Many report facing structural barriers, from inflexible career pathways to a lack of sponsorship and visibility. Women with caregiving responsibilities, in particular, are at greater risk of disruption to their progression.
The result is a disconnect: high potential, high ambition and yet a diminished likelihood of advancement.
A Performance Imperative
In the UK, where organisations are navigating skills shortages and an increasingly complex operating environment, the strength of the leadership pipeline has never been more critical.
Traditional approaches to identifying and developing talent are no longer sufficient. If we continue to rely on narrow definitions of potential and linear career models, we risk overlooking some of the most capable individuals in the workforce.
Recognising the value of caregiving experience is not simply an inclusion agenda. It is a performance imperative. Caregivers bring a distinctive combination of resilience, adaptability and emotional intelligence – precisely the capabilities required to lead through volatility and change.
At the same time, the aspiration cliff at mid-career represents a significant risk. If ambition diminishes at this stage, succession pipelines weaken at the top. Re-engaging this talent is therefore essential.
What Needs to Change
Broadening how leadership potential is defined is a critical starting point. This means recognising that valuable capabilities are often developed beyond traditional career pathways, including through caregiving experiences that build resilience, judgement and adaptability.
Career development must also evolve to reflect the realities of modern working lives. Linear progression models rarely hold true, and more fluid, transparent pathways enable individuals to see how they can continue to grow, even when their journey includes lateral moves or pauses.
Equally important is the intentional cultivation of belonging. This does not happen by chance – it requires organisations to actively ensure people feel seen, valued and connected. When that foundation is in place, ambition is far more likely to be sustained rather than gradually eroded.
Finally, targeted interventions such as coaching can play a critical role. By building clarity, confidence and connection, coaching helps individuals reconnect with their ambitions and navigate the complexities of the climbing wall. This is at the heart of unlocking the potential of your people – not by forcing them into a predefined path, but by equipping them to find their own way forward.
Moving Forward
The metaphor of the career ladder has served its purpose, but it no longer reflects how careers – or leadership journeys – truly unfold. The climbing wall offers a more realistic and more inclusive model, one that acknowledges the varied routes people take and the diverse skills they bring.
Caregivers are among the most ambitious and capable climbers on that wall. They are developing critical leadership capabilities every day, often in environments that demand more than any formal training programme could replicate.
The opportunity for organisations is clear. By recognising, supporting and investing in this talent, they not only strengthen their leadership pipeline, but also create a more resilient, adaptable and human-centred organisation.
In a world where leadership demands are evolving rapidly, that is not just desirable – it is essential.