As a long-time public leader, I have found my experience in public service wholly fulfilling. I can look back now and see that as a woman in leadership I have found myself experiencing many feelings that often matched the places where I worked: balanced, centered, old-school, innovative, curious, eager, and never bored. Government service can provide meaningful work, and government is one of the largest employers, offering an abundance of opportunity and career growth.

Even with those opportunities to serve, many women are impacted by certain workplace experiences. While there have been substantial efforts—and laws—aimed at reducing bias and discrimination, women still face significant barriers. Many men called me a “girl” or “kid” well into my 40s. While government jobs and opportunities abound, how do you put aside those names intended to make you feel smaller and lead as a woman in public leadership?

I have compiled some strategies to help other women maintain their poise as they advance in their careers:

Look for organizations with formal leadership development opportunities. 

From my first job to today, I have found that organizational support for my career development was invaluable, especially participating in women’s leadership training programs. The YWCA was one of my first such organizational experiences, followed by my long-standing involvement with the American Planning Association. In both cases, I found volunteer and leadership opportunities. 

Studies have shown that creating spaces for women to have discussions, strategize, and find support are important for leadership development. Local governments do not always have the structure or capacity to operate internal programs to support in-house leadership development. Other options include executive education offerings, certificate programs, or creating your own women’s network or employee resource groups to foster these discussions.

Set boundaries. 

As you take on more management and leadership roles, work may begin to saturate your life. This can lead to burnout and resentment. There are ways to set boundaries, including learning how to say “yes” to the right things. As a leader, ample opportunities arise and invitations to participate will inevitably increase. It is tempting to RSVP “yes” to all of those invitations, but being selective about what you say “yes” to will help your career in the long run. It takes practice to say “no” gracefully and with purpose. Any time I declined invitations or commitments to serve on committees or boards, a new opportunity opened up. Saying “yes” to the right things and “no” gracefully sets clear boundaries and sets you on a path for growth.

Find support. 

Support networks and mentors are vital for career advancement. Studies consistently show that women’s success is often due to support from supervisors, colleagues, family, and professional connections. Even the presence of women in leadership roles within an organization can serve as a source of inspiration. I have found that women in government leadership roles often display remarkable resilience and persistence. 

Support is key to success, whether on-the-job or built into your department or office, or something that you create. Many leadership organizations and professional associations have mentoring programs, as well as less formal opportunities where you can find or be a mentor. I have found lasting relationships with people who I have mentored and also with the people who served as my mentors. Ultimately, asking others when I needed help—and being in a position to provide support for others when they needed it—has helped me to grow.

Navigating a career in public service as a woman requires strategic action, support networks, and setting clear boundaries. By seeking organizations that offer leadership development, learning to pace oneself and say “yes” selectively, and fostering supportive relationships, women can advance and thrive in their careers. Despite the challenges, the resilience and persistence of women in leadership roles are evident. The journey is not easy, but with the right strategies and support, it is possible to find fulfillment and success in public service.

JENNIFER RAITT is executive director of Northern Middlesex Council of Governments in Lowell, Massachusetts, USA.