With the recent financial crisis helping to push board accountability into the spotlight, Lucy P. Marcus, professor of leadership and governance at IE Business School in Madrid, is urging companies to be more open to non-traditional candidates for their boards.
A recent study by Washington-based Corporate Women Directors International shows the impact of quotas on increasing the diversity of company boards in Europe.
In a recent taped workshop, an executive at PwC, the professional services firm, shares that she’s uneasy revealing the brand-name organisations she’s advised for fear of “bragging”. Another says she’s hesitant to say the names of chief executives she’s worked with directly, lest it looks like she’s “name-dropping”.
Janice Reals Ellig, the co-chief executive of Chadick Ellig, the New York City-based executive search firm, has made it her life’s work to get more women on corporate boards.
António Horta-Osório, spent less than a year in the chief executive’s hot seat at Lloyds Banking Group before caving to the pressures of the job and taking time off. He is not the first, nor will he be the last, starry boss to suffer from “extreme fatigue”.
IBM has appointed Virginia Rometty as its first female chief executive in its 100-year history, Daniel Hadlow writes.
In a business environment where competition, employees and teams are becoming more global, and stakeholder groups are more diverse, what are the characteristics of an effective business leader in the 21st century? And where do women fit into this picture?
According to the Bureau of Labor Statistics, last year, women made up less than a third of personal financial advisors, 35 per cent of financial analysts and 39 per cent of workers in the securities, commodities, and fund management business. Similarly, the 2010 Catalyst Census of Women Executive Officers found that women comprised less than a quarter of all senior officers in the financial services and insurance industries. It is an imbalance that many companies are keen to rectify.
What makes a company great to work for? New and stimulating challenges, for one; a collegial and professional atmosphere, for another. Regular pay increases and good training opportunities are also key. But if you’ve got small children at home, the answer may not be so clear; other things, such as a flexible work schedule, onsite childcare and generous insurance benefits are more of a priority.
Most days this blog is about women at the top of their careers − chief executives, other C-suiters and the challenges they faced as they climbed up the corporate ladder. Today, however, I would like to focus on an extraordinary organisation that helps women at the bottom of the ladder.