Choosing Executive Training by Function, or Dysfunction? Part 2
We ended the first part of this article with the question “Are there common needs for Executive Training that supersede individual, functional and industry specific challenges?”
To continue uncovering the answer, let’s look at the results of a recent gender specific study conducted by executive search firm Korn/Ferry International. After asking about the greatest challenges faced by female finance executives, this survey finds that gender bias ranked as these executive’s biggest challenge. Gender bias is a composite issue made up of a number of related elements, such as exclusion from the “boy’s club,” stereotyping, double standards and more. For a full breakdown see “Exhibit 3.”
After reviewing this list, it seems that executive training would also benefit the male executives in these firms. “Understanding Gender Differences” would be the sort of training program that could facilitate a far greater understanding between male and female executives. Teams that understand each others needs and goals are more productive, innovative and happier. This training could do a lot to slow the revolving door that far too many female finance executives pass through.
This survey goes on to identify three other challenges that ranked highly for female finance executives. They are:
- “A lack of recognition for achievements”
- “Establishing strong mentorship and support systems”
- “Establishing a work-life balance”
Emotional Intelligence training could expand the executives’ ability to recognize the achievements of their peers and subordinates, and by so doing, boost morale. In addition, providing executives with coaching skills training would enable them to provide skillful internal mentoring and coaching support.
The work-life balance challenge is more difficult to address. Female financial executives reported that they had accommodated the time demands of their roles in a number of ways, from reducing the time allocated to their outside interests, to neglecting their health and in a few cases, even opting out of the “Mommy Track.” See “Exhibit 2” for a full breakdown of the responses in this catgory.
Assigning an executive coach to each executive is one way to help these executives develop their 
own individual answers to these very personal questions. But it can be a costly solution. Assigning an executive coach or a facilitator with relevant experience to work with groups of female finance executives on a regular basis could also produce effective and practical solutions, as long as all of the executives are comfortable being open with each other - and the facilitator. A third option for executives is our Personal Brand Development program. In addition to gaining an in-depth understandings of their internal motivations and driving values, participating executives will gain clarity on their greatest strengths and personal “Modus Operandi” or MO. They would also build their confidence and develop the effective communication skills that will equip them to operate on a more level playing field with their male counterparts.
Clearly we uncovered FAR more data than we expected to when we began looking at what drives the choices of executive training. In Part 3 of this article, we will carry on by looking at the challenges and training needs of executives within industry specific groups.
If you are a female finance executive, do you agree with the gender specific concerns that the Korn/Ferry International survey reveals? Have you come across other solutions that you can share with us? Please feel free to add your comments, then join us for Part 3.
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[...] problems, as we discussed in our Choosing Executive Training by Function or Dysfunction Series (Part 2, Part 3 and Part 4). Or is it chosen on the basis of apparent analysis? Could it be even more [...]