Gender diversity in the business world, especially in senior positions, has always been a thorny issue. An EMBA can provide the tools for women to tackle the male status quo…

Women aren’t making it to the top. While just over 51 per cent of middle management positions are held by women, they hold just under 3 per cent of Fortune 500 CEO positions.* In the C-suite, they’re outnumbered four to one.** And when they do make it, they earn significantly less than their male counterparts.***

According to McKinsey & Company’s October 2007 gender diversity and financial performance report, Women Matter: Gender Diversity, a Corporate Performance Driver, higher gender diversity leads to a higher bottom line – simply the result of a more “gender balanced” viewpoint in the boardroom. In its October 2010 report, Moving to the Top, McKinsey reasserts its point, claiming 85 per cent of women and 58 per cent of men believe that there is a connection between gender diverse leadership teams and financial success.****

Few women have had the benefit of not having to face a “glass ceiling”. Martina Haunert, Managing Consultant, Detecon International GmbH and Kellogg-WHU Executive MBA 2009 graduate says, “So far in my career I have been fortunate to work with companies that value women and our contribution. I am used to being judged by my performance and results, not by gender.” However, she goes on to explain her desire for female managers to be in a position to determine their own career path – and not be at the mercy of male managers who often make decisions regarding to which extent their female colleagues can take on an assignment. “Instead we need proper daily childcare so that the decision ‘mother or business woman’ is no longer an issue,” explains Haunert.

Business acumen
The question then becomes – is there a way to support women as they attempt to climb the career ladder? While options such as mentoring and on-site childcare are aspects that have long been in discussion, these are also factors that individual organisations are left to consider and implement. However, perhaps there are ways that female managers can impact their climb on their own, relying less on company decisions. One approach may be to consider formally increasing their business acumen and professional network. Both can be accomplished through an Executive MBA.

“The EMBA gave me the confidence needed to move away from my subject expertise and to take on responsibilities in client management and business development. My clients are executives spanning all functions in the telecommunications industry, from strategy to operations. I fully benefit from what I learnt in the MBA and apply it everyday,” claims Haunert.

Still, the decision isn’t easy.
“It’s important to consider this as an investment in yourself. Women have a tendency to think about everyone else’s needs first: family, colleagues and friends often take precedence. Often, the concern of trying to balance all of this is more daunting than for their male counterparts and, rather than diving in, women may be reluctant to attempt this rigorous journey,” says Hannelore Forssbohm, Senior Program Manager, Kellogg-WHU Executive MBA Program.

Personal investment
In fact, successfully completing a top-tier Executive MBA Program aids managers in many ways. While an increased financial return-on-investment may be an obvious result, a personal return-on-investment also plays a key role. Female managers are less likely to ask for increased responsibility, a promotion or even higher salary. The participation in an EMBA program results in a greater understanding of management issues across the board and at all levels, increased credibility and a broadened professional network – all of which leads towards a higher degree of confidence.

“The EMBA program enabled me to gain a much greater confidence in interpreting and understanding complex business matters and provided a bridge for me to undertake a General Management Programme role. Had I not undertaken the programme I would have been pigeonholed as an HR professional for the rest of my career,” states Emma Nicholls, Head of Organisational Development, UK Power Networks and 2009 Kellogg-WHU graduate. “I think it also provided a good global alliance of other senior business women and an insight into understanding the issues we may face. I particularly learnt how to be assertive in a male dominated study group and that when you are taken out of the work place – everyone is equal as the usual hierarchy no longer exists so you have a ‘safe’ territory to try out some different styles and techniques.”

Nicholls is also realistic about having to juggle job, potential family obligations and a rigorous EMBA program: “Carrying out the EMBA programme stretches your boundaries about always being in control and teaches you that sometimes a compromise is necessary and we are all just human!!” “It can most certainly be done!” Hanne Forssbohm is quick to point out. “In our program, there are many examples of successfully balancing everything. Our female graduates have been enriched in every facet of their life having indeed “done it all”!” According to Forssbohm, “The question moves from “Should I?” to “Why shouldn’t I?!”

Contact Details
For further information please visit: www.kellogg.whu.edu

*Catalyst Study 2011, Fortune 500 Companies
** Harvard Business Review Research Materials; The Sponsor Effect: Breaking Through the Last Glass Ceiling by Sylvia Ann Hewlett, Kerrie Peraino, Laura Sherbin, Karen Sumberg 90 pages.  Publication date: Jan 12, 2011. Prod. #: 10428-PDF-ENG
*** Pay & Benefits; Women still playing catch up with men Equal pay by Petra Wilton, date: September 2010
**** Women and the EMBA, EMBA Council Presentation by Prof. Dr. Beatrix Dart, Associate Dean, Executive Degree Programs, Joseph L Rotman School of Management, University of Toronto, Canada