Taking a collaborative approach to growth: Thinking of opportunities as opening windows, not breaking ceilings

“If I could travel back in time and sit across from my younger self, I would tell her: do not wait until you feel ready. Raise your hand sooner. Speak up earlier. Build relationships before you think you need them.” – Cindy Tan, CEO (Singapore), GMO

In many conversations about career growth, we talk about “breaking the glass ceiling” – the invisible barriers that seem to limit who can reach management and leadership roles. However, reality is often more nuanced.

These barriers are rarely a single threshold to cross; they are a mix of subtle dynamics, expectations, and networks that shape how opportunities are seen, offered and taken. Success is not only about demonstrating skill or delivering results, but it is also about visibility, connection, and the relationships that help you navigate the path forward.

When I was in my early 40s and reassessing my career path, one of my mentors at GMO offered me a piece of advice that has stayed with me ever since: build a strong peer network.

At that point in my career, I had largely focused on delivering results and sharpening my technical expertise. I believed that if I worked hard and performed well enough, progress would naturally follow. And in many ways, it did. But her nudge made me realise that competence was not the whole story.

She encouraged me to be more intentional: to reach beyond our immediate responsibilities, to invest time in building relationships across the industry, and to actively seek perspectives that were different from my own. It was not about networking in a transactional sense; rather, it was about widening my lens – and in doing so, I began to see how much growth depends on the people around you.

That shift reshaped the next phase of my career. It changed how I approach leadership, evaluate opportunities, and support others. I also came to see that the power of networks lies in reciprocity. Throughout my journey, the most meaningful growth I experienced was shaped by people who invested in me. Mentors who offered candid guidance when I needed clarity, sponsors who advocated for me in rooms I was not in, and peers who questioned my thinking when it was too narrow or too comfortable. Their belief in me expanded my own sense of possibility, and over time, that belief became confidence.

I have found that mentorship is a two-way street. There is often as much to learn from my mentees as they gain from me. By investing in others, we strengthen not only individuals but the ecosystem around us, creating networks that support shared growth.

At GMO, we strive to embed this philosophy into our culture. We are intentional in designing and providing structured mentorship programmes, leadership development initiatives and encouraging regular performance conversations that go beyond metrics. Beyond being just processes, they are investments in long-term growth and succession.

We also encourage our people to participate in industry forums, academic seminars and partnerships with women-focused finance organisations. Exposure to diverse networks expands optionality. When you see multiple pathways, you are less likely to believe there is only one route to success or one narrow definition of it.

If I could travel back in time and sit across from my younger self, I would tell her: do not wait until you feel ready. Raise your hand sooner. Speak up earlier. Build relationships before you think you need them.

In my earlier years, I sometimes hesitated, wanting to be perfect before stepping forward. I thought that visibility should come only after mastery. But growth rarely works that way. You learn by stretching. You gain clarity by engaging. And importantly, you build resilience by placing yourself in rooms where you are not the most experienced person at the table. In fact, asking for guidance is not a weakness – rather, it signals that you are serious about growth.

For those who are further along in their journeys, there is an equally important responsibility: be the person who opens doors. Share your knowledge, make introductions, and advocate for someone whose potential others may not yet see. When we invest in others, we strengthen the entire system around us.

Looking back, that simple advice from my mentor reshaped how I think about leadership. Breaking the glass ceiling is not only about individual determination. In fact, I have come to think less about ceilings altogether. Instead of imagining an invisible barrier above us, I prefer a different image: glass walls that can become windows, through which we can see across functions, industries, age groups and lived experiences. And unlike a ceiling, a window has a hinge – it can be opened, allowing opportunity and knowledge to flow freely in both directions.

Perhaps the goal is not simply to shatter something above us, but to redesign the space around us – to create environments that are open, interconnected and expansive by design. Growth, ultimately, is a shared journey. The strongest leaders understand that progress is not a solitary climb, but about taking others along for the journey and advancing side by side.

About the Author: Cindy Tan is CEO (Singapore) at GMO.