area
PROFILES
G AT E C I T Y B A N K ’ S
key to success:
A D I V E R S E G R O U P O F I N N O VAT I V E a n d P A S S I O N AT E F E M A L E L E A D E R S
WORDS & PH OTOGRA PH Y : G AT E CIT Y BANK
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eing a female leader in a male-dominated industry like banking has historically meant facing the glass ceiling. However, at Gate City Bank, a longstanding focus on building leaders based on their abilities has resulted in a culture that fosters growth and leadership opportunities for women.
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:: areawomanmagazine.com
The national average of women in banking who occupy a management role is a staggering 30.8 percent, according to financial regulation and compliance firm, Trupoint Partners. At Gate City Bank, not only do women have a seat at the table, they are making decisions that are imperative to the future success of the bank. Over 70 percent of the company’s leadership team are women and they bring unique perspectives and innovation to accounting, data strategies, compliance, culture and more. “In 1997, when I joined the management team at the bank, I was the only female at the table. Today, five women out of nine represent the executive team,” says Kim Meyer, executive vice president
and chief human resource officer. “The female leaders and their commitment to our customers, communities and team members have a direct impact on the success of the bank.” As most things go, this wasn’t always the case. Meyer reflected on a policy from 1961 which stated that women were done working at five months of pregnancy until three months after their baby was born, with no guarantee of a job upon their return. When new team members joined the bank in 1977, they received a handbook which included advice such as how to shape your eyebrows and appropriate apparel — skirts and panty hose were required.