The document discusses the concept of the "glass cliff" phenomenon where women and minority groups are more likely to be promoted to leadership positions when an organization is struggling or facing greater risk of failure. It provides examples of women leaders who were appointed during difficult times and later demoted when the organizations continued to struggle. The document also reviews studies that show appointments of women leaders were made when companies were already performing poorly, contradicting claims that their appointments alone caused declining performance. It concludes that biases may contribute to women facing more precarious leadership roles but that eliminating biases could help more women become successful leaders rather than just managers.