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Gendered organizations typically create a climate where women are not assumed to quite fit and are thus expected to be not as competent as men. This creates increased pressure on women not only to perform according to the prescribed policies and regulations, but very often to work beyond what is expected of them. The question remains whether such (over-)performance suffices for these women to develop a sense of felt inclusion and to be recognized as legitimate members of the organization. This talk unpacks the complexity of how women’s performance is perceived and received in highly gendered masculine organizations. The data sets consist of interviews with U.S. military women and dyadic coaching interactions between a coach and female leaders working in technology and reinsurance business. Our analysis reveals a problematic (self-)perception and reception of women’s (over-)performance that may have real-life consequences for their careers.