One of the greatest engineers in Australia

We trust engineers to design the structures that run our world. For one of the best engineers in our country, his profession is all about building a career that empowered others.

IML ANZ is tremendously proud that one of our members, Errol Milevskiy CMgr FIML, has been named one of the 100 great leaders in Australian engineering history. Milevskiy joins other notable names in the profession in Engineers Australia’s 2019 centenary book, Anything is possible – 100 Australian Engineering Leaders. These 100 leaders were nominated by their peers and include the most highly respected engineers in history.

Notably, Errol is one of the only 32 living engineering leaders in this centenary book, as well as the only marine engineer, marine surveyor or engineering technologist to be recognised among the 100 individuals.

Humble beginnings

Milevskiy’s life wasn’t always about being recognised for greatness. He has faced challenges too. As a baby he received the last rites and as a teenager lost both his parents. As if not tested enough, the North Queensland country local has suffered from the chronic pain condition Trigeminal Neuralgia, an illness with no cure, for the past 18 years.

His working life began as a labourer at the local sugar mill, which soon evolved into an apprenticeship as a fitter and turner. Yet Milevskiy has not merely endured. He has thrived, becoming one of the leading worldwide marine engineers and surveyors, and preventing serious casualties and disasters through his focus on the details critical to marine surveying.

A career anchored on leadership development

Milevskiy’s potential was recognised by BHP, who offered him a cadetship as a marine engineer. After that, he attended some of the most prestigious universities, including Harvard and MIT.

In the late 1990s he produced his prize-winning thesis, ‘Building a Foundation for a Marine Engineer’. Milevskiy wrote it as a guiding tool for cadet engineers to build practical knowledge and techniques, not generally covered in textbooks.

Joining DNV GL, an international classification society, as a marine surveyor and station manager in Newcastle rounded out his skill base. This included surveying different types of ships, certifying numerous machinery parts and systems and being the attending surveyor for the topside construction of ESSO oil platforms.

Later, he commenced auditing to certify vessels and companies to the International Safety Management code from the International Maritime Organisation. He soon became dockyard manager at the largest commercial dockyard in the southern hemisphere. By this time, he was already regarded as one of the world’s most highly qualified surveyors.

Milevskiy continued critical, sometimes dangerous surveying work, notably identifying significant safety and structural issues on an Australian crude oil tanker in 2003. Thus averting potential loss of the vessel, human life, and catastrophic environmental damage. In recognition of his expertise, he was appointed as a member of the elite group of only 20 worldwide surveyors in 2009, named the ‘Flying Squad’, tasked with handling demanding situations on vessels internationally.

A fellow at four different institutes, including IML ANZ,  Milevskiy is also a Chartered Manager. Since 2014, he has mentored future leaders and managers through IML ANZ’s Member Exchange program.

The quiet achiever is pleased to have contributed to the improvement of the engineering profession – and leadership in our country.

Attitude and actions: How to display leadership that supports equality

Less than a third of people working in science, technology and engineering in New Zealand are women. It’s no wonder that leading women in the industry, including manager of measurement, insight and reporting at the Energy Efficiency and Conservation Authority, Vij Kooyela MIML, are concerned.

Vij Kooyela MIMLKooyela believes that the challenge isn’t exclusive to leadership and management in the industry – there simply isn’t a solid pipeline of young women entering the workforce in this field.

It’s not that the industry is lagging in taking positive steps toward social change. “The energy industry is in a fantastic space in New Zealand,” Kooyela admits. It is bolstered by policy directions that will benefit the environment, in particular the New Zealand Energy Strategy.

However, Kooyela can see that more can be done to grow the number of women in the energy sector.

 

Leaders’ actions matter

One factor that makes Kooyela acutely aware of the need for greater gender diversity in her industry is the team she manages. “My team are all men,” she says.

Kooyela would love to shake off the stereotype that male-dominated industries become that way due to natural abilities that men possess. “I don’t believe that girls are not as good as boys when it comes to quantitative skills. I think women have excellent communications skills and if that can be coupled with solid technical skills, then that’s an advantage.”

Simply put, the qualities of a good leader remain the same regardless of gender.

She also suggests practical ways for leaders to drive change:

  • Language: For Kooyela, leaders should start with what they say. For example, when recruiting, she believes organisations should take a leaf off the UN, which include specific encouragement for women to apply for roles they advertise.
  • Behaviour: Having once presented to an all-male room – and finding herself, the only woman, left alone on one side of the said room – Kooyela hopes more leaders will consider their actions. She challenges all leaders to remove all barriers to the equal treatment of people and to make everyone feel comfortable no matter the situation.


Leaders’ attitudes matter

Being no stranger to poor management experiences, Kooyela made a conscious decision to lead well. She found herself with a manager who didn’t do a great job and was described as a bully. Although for Kooyela, the focus was always on the silver lining. “I am so grateful for that experience because that is what pushed me to take the right steps, to demonstrate that [leadership] can be better and it can be done well,” Kooyela explains.

Since then, she has challenged herself to be a better manager and leader because of the impact she knows that leaders have on people. “If I can positively influence someone so that they make a step forward – whether that’s in their life or their career – that’s something very powerful,” Kooyela says.

However, she cautions other leaders, particularly women, to break away from the fear of uncertainty. “Leaders find comfort when we can tick all the boxes before venturing into something different and unknown. We want to get everything right,” she says.

Kooyela believes that more women should back themselves. For her, waiting for perfection is not the way forward.

Her advice? “Go for it. Don’t worry about having all the boxes ticked,” confirms Kooyela.

 

Leaders’ dialogue matters 

“The key thing we are looking for is diversity of thought. Women do bring a different perspective on things and every workplace needs that balance of views,” says Kooyela.

What better way to gather a diverse set of views than through dialogue with a group of peers?

In March, for the first time, IML ANZ is hosting two International Women’s Day (IWD) events in Auckland and Wellington. This year, Vij Kooyela will join other leaders to explore the official IWD topic, ‘#EachforEqual’. Be part of the discussion and join forward-thinking managers and leaders in creating the type of dialogue that drives change.

Purchase tickets now:

Auckland – Friday, 6th March
Wellington – Friday, 13th March

Or for more information, contact events@managersandleaders.com.au.

Connecting with the people of the forest

By Karyl Estrella MIML

Nowhere else can you find orangutans in the wild except in the rainforests of Borneo and Sumatra. So the rare opportunity to see these magnificent creatures in their natural habitat is a genuinely thrilling prospect. A privilege that Core Laboratory Manager at Pathology Queensland, Lara Keller CMgr FIML, enjoyed as a Regional Representative for The Orangutan Project (TOP). “In May this year, I saw the Bukit Tigapuluh ecosystem in Central Sumatra. That was absolutely amazing because only eight people a year enter this conservation site,” recalls Keller. The area is inaccessible to tourists with visits reserved for those able to travel with TOP founder and President, Leif Cocks, while he monitors and evaluates the organisation’s work there.

INSPIRATION

Visits to the orangutan’s rainforest homes are exciting, but that’s not the primary motivation for Keller to volunteer. “In 2017, during a fundraiser for TOP, I got to hear Leif speak about the work they were doing. I’ve always been a massive animal lover and am fascinated by orangutans. They are intelligent, peaceful and sentient creatures, and are Critically Endangered. At that point, I wanted to do something to help, so I decided to volunteer.”

When not visiting remote rainforests, Keller’s activities are less adventurous, albeit very crucial. “Our main goal is to raise the profile of orangutan conservation,” says Keller. “So we do market stalls, attend festivals and visit schools to talk about how people can support the work. We also sell cookies, cakes, books and orangutan toys to raise funds on top of inviting people to adopt rescued orangutan orphans.”

Not only have these activities supported the charity’s ongoing efforts to rescue and rehabilitate orangutans, but they have also opened Keller up to a variety of audiences. “Recently, we visited a kindergarten. I wouldn’t be speaking to kindergarten children in my day job! But it’s a different kind of leadership experience for me.”

Volunteering has indeed helped Keller view leadership from a different lens. “It’s taught me a lot about how to adjust my leadership style and to take into account people’s motivations.” Contrasting her role as a health sector leader to her role as a volunteer leader, Keller hones in on the need to become a positive influence.

“Volunteers have no obligation to meet any targets as paid employees do. Ultimately, I must make them want to join me. They have to feel that we are all working towards something important together.”

WILD ENCOUNTERS

Although given TOP’s unique position, it can be difficult to get a real sense of their work’s impact. Unlike most Australian charities whose work is based on home soil, all the results of the organisation’s efforts are only seen and felt in Indonesian rainforests. That’s why meeting the orangutans was a truly memorable experience for Keller.

On one outing to Central Kalimantan in Borneo last year, she witnessed the rehabilitation of young rescued orangutans in what TOP affectionately calls ‘jungle school’. “They were learning to climb trees, and one of them fell out of the tree and cried out like a baby,” Keller recalls. “It looked like he’d broken his arm, so they put on a splint and took this little one to the closest town, which is an hour and a half away. He got x-rayed, and fortunately, he didn’t fracture his arm and was back to climbing trees in no time.

“During the trip in May this year we saw mothers and babies who have been released back into the rainforest. When we reached a different part of the camp, I recognised one of our adopted babies, Citrawan, as she attended jungle school. I’ve seen so many photos of her and spoke about her to so many people. It was amazing to see her face-to-face. These are the moments not many people get to experience.”

Keller considers her volunteer work as a privilege, offering a unique sense of fulfilment. “You can go see orangutans in captivity, but seeing them in the wild is a completely different experience,” explains Keller. “I’ve looked them in the eyes and seen the person inside. And that’s how I view them, as persons.” Almost literally true when you consider that the word ‘orangutan’ in the Malay language translates to ‘person of the forest’.

It’s no surprise then that Keller recommends volunteering for all leaders. Her advice, “Find something you’re passionate about.” She also recommends doing your research and finding out what the commitment involves. The effort, Keller believes, is all worth it. “It’s been a marvellous thing for me. I feel this is something I do to reach my potential as a person. Giving something back and doing something for my soul makes me feel refreshed and excited. I love it!”


PRECIOUS CREATURES

Today, there are only 104,700 Bornean orangutans, just 7,500 Sumatran orangutans and no more than 800 Tapanuli orangutans – the most endangered of all the great apes.

For more information about The Orangutan Project and their conservation work visit orangutan.org.au.


This article originally appeared in the December 2019 print edition of Leadership Matters, IML ANZ’s exclusive Member’s magazine. For editorial suggestions and enquiries, please contact karyl.estrella@managersandleaders.com.au.

#EachforEqual: How to create a gender equal workplace

By Gemma Lloyd

 

International Women’s Day is on 8 March 2020 and this year’s theme is #EachforEqual. It’s a good reminder that everyone has a role to play in helping create a gender equal world.

 

And a gender equal world means a gender equal workplace, where people are able to access and enjoy the same rewards, resources and opportunities regardless of gender.

While corporate Australia has been making progress on this front, it has a long way to go, with women still significantly underrepresented in leadership. According to the Australian Bureau of Statistics, only 13.7% of chair positions are held by women and only 17.1% of CEO positions.

Not only is a gender equal workplace what’s right and fair, it also makes good business sense. Working with some of Australia’s top employers, we see those companies with progressive gender equality policies consistently able to attract higher calibre talent – and retain them for longer. And the benefits of gender equality don’t stop there.

 

Gender equality health check

So how is your organisation tracking towards gender equality? Maybe it’s made progress in some areas but struggling in others, or there’s policies in place but room for improvement.

Conducting a gender audit is a good way to identify challenges and opportunities for increasing equality within your organisation, and create a plan for action.

WORK180 has gathered data from Australia’s most progressive companies, analysing their policies on flexible working, equal pay, parental support, career development and employee assistance. The result is a report and HR Health Check tool that employers can use to benchmark themselves against the best in their industry.

The HR Health Check only takes 10 minutes, and you’ll get a rating and high-level report comparing your business – you can get started here.

 

Future proofing your business

By being aware of HR benchmarks and trends, you’re in a better position to make informed policy decisions, and implement strategies that grow and future proof your business.

According to an EY global study, millennials will make up more than 75% of the workforce by 2025. And for them, a healthy work/life balance isn’t just a nice-to-have, it’s a deal-breaker.

In order to grow and future proof their businesses, and be able to attract and retain this massive segment of the workforce, organisations need to make changes to the way they engage with employees.

Smart companies are already doing just that. They’re changing and developing their policies and HR benefits, promoting positive outcomes for employees and employers, and offering greater support than the archaic and rigid workplace policies of the past.

 

8 ways to boost gender equality

Aside from conducting a gender audit and evolving policies, what are some practical ways that organisations can foster gender equality? In this WORK180 blog post, Dr Leonora Risse from RMIT University offered some useful tips:

  1. Make everyone automatically eligible for job promotions – instead of relying on candidates to self-nominate, which women are less likely to do, switch promotional opportunities from a choice to an automatic process.
  2. Don’t ask for volunteers, appoint them – don’t rely on community-minded women to voluntarily do the ‘office housework’. Instead, appoint these tasks systematically to ensure everyone in the office does their fair share.
  3. Remove gendered language from job ads – words that are stereotypically masculine or feminine in a job ad can have a powerful impact on whether a candidate applies or not. Use online gender bias decoder tools to screen job ads and make them more gender neutral.
  4. Calculate your organisation’s pay gap – companies need to first measure and recognise the existence of their gender pay gap, before they can fix it.
  5. Banish ‘manels’ – ensuring women are represented among panellists and speaker line-ups is critical for generating diversity of thought.
  6. Hand the microphone to a woman first – research shows that if a female asks the first question in a Q&A situation, it leads to more women asking questions than they would otherwise.
  7. Whose names and faces are on your walls? – if it’s mainly men, think about the message this sends about gender equality in your organisation.
  8. Explain why gender equality matters for men too – clearly communicate to your employees how gender equality and inclusive work practices deliver better outcomes for all.

Gemma Lloyd is the founder and CEO of WORK180, a recruitment platform that pre-screens employers to see how well they support women’s careers.

Join Gemma on 6th March at IML ANZ’s International Women’s Day Great Debate Event in Brisbane. Gemma will be joining five other leaders to debate whether ‘The world won’t listen unless women shout’.

Register here.

Take Two: A mentoring pair on the same page

By Lisa Calautti

When marketing manager Emma Tune MIML decided to seek a mentor, IML ANZ teamed her up with business advisor Sarah Hunter FIML. It turned out to be the perfect match.

 

Why did you decide to join the Member Exchange program?

Sarah Hunter: Mentoring is something I do quite a bit anyway. It is definitely a giving back exercise. I enjoy helping people who are at an earlier career stage to jump ahead – you think of all the things you know now, that you wish you had known 10 or 20 years ago.

Emma Tune: I have always been fortunate in having managers and colleagues who have been generous in sharing their time, knowledge and skills with me. But I didn’t have anyone within the business who had a marketing background. Things have changed so much in marketing in the time I have been in my role, so I sought the opportunity to learn from someone with that background and experience.

 

How would you describe the experience of being part of Member Exchange?

SH: Very good. In fact, at our first meeting we were quite overcome by how well matched we had been. We just clicked right from the beginning and it was clear that what Emma needed, and what I had, were extremely well aligned.

ET: We were so well matched. There were so many similarities in my role and Sarah’s experience. We talked the same language.

 

What did you gain from the program?

SH: A bit of clarity of thought. I had to put myself in some circumstances and try not to see things from my perspective or through my own lens. That wasn’t too hard because I was not making decisions, setting direction or giving instructions; just listening and offering reading material or an avenue to follow, then letting Emma do it herself. I had the satisfaction of seeing someone grow and develop, knowing some of the things I had put in front of her were helping her do that.

ET: Sarah was great at recommending resources and frameworks for the different situations and challenges that I had. We talked about many aspects of my role and having an outside perspective helped me to reframe the issues in many cases. Sarah was great at challenging my thinking in a constructive way. Overall I learned that in almost all cases it comes down to people and process. Having recommended resources to use also gave me something tangible I could work with.

One of the key areas that kept coming up was the importance of people management. In my head I already knew this but, through our discussions, I realised there is so much more to it than just managing a team of people. In business it is important to manage relationships at all levels across the business. Another key learning was that seeing the business from an outside perspective makes you look at the bigger picture, which is so important, but hard when you get caught up in the busy day to day.

 

What motivated you to be involved in Member Exchange?

SH: Definitely giving back, and being someone who can help build confidence. Emma taught me that really everything is all about people. No matter what business, industry or stage of life, it all goes back to being about people.

ET: I enjoy learning from people and seeing different perspectives. It had been many years since I had taken part in a formal mentoring program and thought it was the right time for the stage I was at in my career.

 

Would you recommend the program to others?

SH: Yes, I recommend people get involved in mentoring as it is an opportunity to look at things in different ways. This program is a valuable part of the membership for IML ANZ. It has a really good point of difference in bringing together a huge cohort of diversity, experience and insight. Working with younger managers I can see through their eyes the challenges they are facing today, which are not always the same challenges I was facing at that career stage.

ET: Yes, just getting that outside perspective is invaluable. People who are mentors go into it because they want to share their knowledge and coach and help you. By being matched with someone who has experience in areas you identify with, you are set up to succeed straight away.


Find out more about Member Exchange

Australia: managersandleaders.com.au/mentoring-program

New Zealand: managersandleaders.co.nz/mentoring-program


This article originally appeared in the December 2019 print edition of Leadership Matters, IML ANZ’s exclusive Member’s magazine. For editorial suggestions and enquiries, please contact karyl.estrella@managersandleaders.com.au.

How leaders can be proactive about employee development

By Greg Smith

 

What if you could have conversations that encouraged your employees to find career satisfaction and what if these conversations produced energy, creativity and increased capability? The answers rely on leaders taking a dynamic and ongoing interest in their employees’ career satisfaction and development and can create positive employee relations that benefit the entire organisation.

Effective career conversations with employees is an exceptional opportunity for leaders to build trust, foster collaboration and develop a deep and enduring connection with their staff to ensure engagement, performance and tenure. Leaders who don’t have these soft skills risk being left behind. LinkedIn’s 2019 study, ‘Global Talent Trends, The 4 trends transforming your workplace’ found 80% of survey respondents reported that ‘soft skills are increasingly important to company success’.

It is the responsibility of effective leaders to be deliberate and take a proactive interest in career coaching their employees as an integral component of their leadership skillset. Additionally, one of the by-products of helping others with their career is the mutually beneficial self-insight that accrues for both leaders and employees. Importantly, this skill should not be delegated to others. However, there may be times where gaining an external perspective could be beneficial but it makes sense for leaders to assume this role wherever appropriate rather than leaving it to others. As Mercer’s 2019 Global Talent Study, ‘Connectivity in the Human Age’ found competition for talent is expected increase over the next 12 months. In this environment of increased competition leaders who fail to develop these skills risk losing valuable staff.

 

Start with just one conversation

It starts with an initial conversation and progresses one conversation at a time. Leaders don’t need to be in a hurry nor rush employees to solutions. It’s better to allow their employees to discover their direction and development needs for themselves with a guiding hand from their leader. A narrative approach can be one of the most useful techniques to facilitate this process. Every leader, with a little practice and commitment, can become proficient and realise the benefit for employees and their organisation. It relies on establishing empathetic career conversations on an ongoing basis with employees and allowing them to tell their story from a starting point that’s appropriate for them.

 

Less talking, more listening and better questions

The skill lies in a leader’s capability to foster a growth mindset and guide the conversation by asking thought-provoking questions and use deep listening and solution-focused communication techniques to help their employees:

  • Recognise themes and patterns in their career journey that may be useful in the future,
  • Identify people who have been helpful to them along the way,
  • Understand their career drivers and motivational/career fit,
  • Identify SMART career goals along with practical strategies including networking, self-marketing and written action plans to achieve them.

 

It’s critical to establish an environment of confidentiality where employees feel safe to share their experiences. This will assist with building rapport and trust. Assume positive intent and be open about your position and help them to be open about theirs. Sounds simple but simple doesn’t necessarily mean easy!

Asking the right questions can be trickier than you might think on first pass. Sometimes we don’t even know the question we’ve asked until we hear the answer to that question! This also means having fine-tuned listening skills. Leaders should take note of not just the words that are spoken but also the tone of voice, intonation and body language. Often a key is to watch for the level of animation in their voice to gauge their motivation. For example, if their shoulders, head and tone of voice drop it’s likely their motivation in that aspect of the conversation is low. However, if they show psychical signs of increased engagement by sitting up straight and looking attentive then you can bet whatever your discussing holds great interest for them! Considered reflection of the last conversation combined with a little preparation before the discussion will do wonders in being able to ask highly effective questions.

 

Don’t stop!

Starting the development ball rolling it’s vital for leaders to:

  1. Make time for regular career development meetings and avoid rescheduling them,
  2. Monitor and review progress,
  3. Follow through on commitments,
  4. Be mindful of ethical and cultural considerations.

 

The key for leaders is to first understand and then commit to taking a proactive approach to employee development. This means putting it into action on an ongoing basis and building it into their everyday leadership routine and skill set. Leaders are better for it, employees will be thankful for it and organisations will thrive from it.


Greg Smith is an expert in career development, talent management and organisational leadership. The co-founder of HR consulting firm, deliberatepractice, he helps aspiring, emerging and experienced leaders to develop their everyday leadership skill set. He is the author of Career Conversations: How to get the best from your talent pool (Wiley).

The value of self-discovery for leaders

By Wayne Smithson CMgr FIML

 

After a 40-year career at senior finance positions and having studied in some form for most of that time, I didn’t think I needed to learn anything about my leadership style.

So, when I was asked to consider becoming a Chartered Manager, I thought that this would be a relatively easy and quick process – a first misconception. I also thought that in my position as program director, there would not be any real obvious benefits for either myself or the organisation – my second misconception.

 

A journey of self-reflection

When I commenced the process of becoming chartered, I thought that leadership, a complex and well-covered academic topic, really comes down to experiences and self-anecdotal evidence.

However, these anecdotes and experiences are only valuable if they are intentionally recalled and put into practice. There’s no point assuming that the skills can be stored and accessed on demand.

The process appeared simple. Although in my current role, some of the leadership questions in the submission did not seem relevant at first glance.

 

Reflecting on the reality of one’s unique role

As a program director for the Bachelor of Accounting program for Universal Business School Sydney, I didn’t realise that the current business model I work within called for a different approach to leadership. Call it a transitional contingency approach to leadership if you will.

As with many private higher education providers and universities, the business model involves the tensions created by contractual employment. It can be called a “sessional” workforce, with ongoing employment determined by the demand for the subjects being offered.

This factor alone presents several unusual leadership challenges, not the least is developing and implementing a coherent business unit plan.

By comparison, this would have been a more manageable task had I applied my experiences in a commercial context which mostly meant management of permanent staff. However, with some critical thought, the contingent nature of my leadership role became evident.

 

The value of self-reflection

So what were the benefits for me?

The combination of my written reflection document and the probing questions were the catalysts for leadership self-discovery. It revealed my leadership style and attributes that I apply in my daily management and leadership role.

The three main benefits of self-reflection include learning about:

  • The known – the affirmation of leadership skills of which I was consciously aware and practised well.
  • The unknown – identification of in leadership skills in which were weak and requiring more attention and focus.
  • The unknown unknowns – highlighting leadership traits of which I was not aware I was employing.

 

Of these, the last two were the real eye-openers concerning my role, with the potential to ultimately benefit my team’s effectiveness.

Overall this exercise alone heightened my leadership awareness and intensity, in particular, the “contingent” nature of the leadership skills I have applied in my role.

Identifying where I could improve the application of those skills, however, was eye-opening. Identifying the skills I was employing and was not consciously aware was the big win.

I have now taken these learnings forward in the workplace and generally reflect across the areas of focus required to be a leader.

 

What are the benefits for the organisation?

Although, from an organisational perspective, the benefits can be somewhat intangible, all management and leadership training results typically in a positive cascading effect throughout all levels of the organisation.

Arguably the potential organisational benefits relate specifically to:

  • Highly effective team management
  • Improved team focus and direction
  • Greater productivity

 

I recommend the Chartered Manager program to all those in the academic field, not just for the internationally recognised accreditation, but also for the self-discovery in leadership that it provides. It’s an excellent opportunity for leadership awareness and practical course correction.


 

Wayne Smithson is Program Director of the Bachelor of Business Program at Universal Business School Sydney (UBSS). He is a Fellow of IML ANZ and a Chartered Manager.

How can managers encourage open and honest feedback?

By Peter Cullen FIML

 

What are your first thoughts and feelings when someone comes up to you and mentions they would like to give you some feedback? Typically, our thoughts tend to sway towards the negative such as, “What have I done wrong?” or “Here we go again”. This could also be accompanied by feelings of anxiety, frustration or dread.

However, when we provide open and honest feedback, what we create is a sense of openness. Receiving feedback becomes an engaging and supportive process when what’s best for both parties is taken into consideration. It should be a positive and productive learning experience where improvement is required, and commendation provided. There should be no such thing as negative feedback.

A question I often ask during facilitation is, “How do you like to be asked to do something or receive feedback?” Typically, attendees say they prefer very clear communication with no ambiguity. All too often the recipient of the feedback feels uncomfortable and is left wondering what the purpose of the conversation really was. You can avoid this by keeping the following points in mind:

 

SET A CLEAR STRUCTURE

Clear expectations on the frequency and format of feedback meetings are essential. During feedback meetings, promote conversations that are open, honest and appropriately respectful. This applies for both one-on-one and team discussions. Use simple yet powerful questions during these meetings. Find out what is working well and why, then explore what can be improved and how. These feedback meetings may be scheduled or ad hoc.

 

WALK THE TALK

Role model the ideal behaviours of providing feedback to members of the team so they understand what it looks and feels like. Giving your time to people and being 100% present in the conversation can be very difficult when you have many priorities and time limits niggling away in the back of your brain. The discussion will not be taken seriously if you are distracted by emails, phones or other people. This is a quick way to lose respect and trust. Remember, whatever you do or say becomes permissible for others to do the same.

 

BUILD TRUST

A safe environment is created when mutual trust exists between people. Trust is established over time by our day-to-day behaviours in the workplace. When giving or receiving feedback, it’s important to stop, think and then respond rather than react. Other behaviours that help build trust include being calm, questioning rather than challenging, remaining patient and listening. If you are explaining why tough decisions had to be made, present it from a fact-based, business perspective.

 

STAY ON THE SAME PAGE

Seeking clarity is often overlooked, leading people to interpret the discussion differently from one another. To ensure everyone is on the same page, either restate what your understanding of the conversation is or ask the other person what their understanding of the discussion is. This will ensure any agreed actions are aligned with all parties involved. If a misunderstanding is identified at this stage, thank the other party for bringing it to your attention.

 

FOLLOW UP

Following up at agreed times on any decisions and actions is essential to ensure the desired outcomes are reached. This is also an opportunity to ensure you are on the right track and to reflect on the whole process.

When feedback is delivered in the right way at the right time, it is typically uplifting and motivating for everyone. If you want people to be honest with you, you need to be honest with them.


Peter Cullen is an education and training facilitator and Fellow of IML ANZ. He conducts three-day programs that engage participants in developing and implementing their capabilities as managers and leaders.

 


This article originally appeared in the December 2019 print edition of Leadership Matters, IML ANZ’s exclusive Member’s magazine. For editorial suggestions and enquiries, please contact karyl.estrella@managersandleaders.com.au.

The small changes leaders must make to drive real gender equality

Throughout history, commerce has always impacted society. Migration, import and export laws and even the creation of new social classes were all triggered by progress in business and trade.

Today, our society is slowly trying to reach a state of equality between men and women. Could this be an area where businesses can affect change?

There are hurdles. For example, StatsNZ reports that the gender pay gap in New Zealand sits at 9.3%. And while that has reduced significantly from 16% in 1998, the number has stalled in the past decade. Also, IML ANZ’s National Salary Survey report has seen a steady pay gap rise to almost 15% for leaders at the C-suite level.

Another area where businesses can do more is around performance assessments and recruitment.  Research has found that common rating scales used to assess work performance, could be skewed in favour of males. In addition, Australia’s Workplace Gender Equality Agency (WGEA) also reports that for many roles in various sectors, “women must send out substantially more applications to receive the same number of interview invitations as equally qualified men.”

Looking at it from that lens can make the goal of achieving equality appear monumental. But like all great tasks, it may be useful to focus on the elements that make up the larger goal – the smaller bites of the proverbial elephant.


Spearhead social change from within your business

Consider the recently enacted whistleblower protections under Australia’s Corporation’s Act. These amendments followed a recognition within the business community that those who speak up need protection. The reforms were a result of the private sector coming together to try and take steps to rebuild trust – an essential element for any business that wants to retain customers.

So, creating the change we need might be more accessible than you think. After all, the employee remuneration, performance ratings and recruitment are entirely normal, ordinary business activities that leaders can influence.

Little steps could be all it takes. Plus, these steps can be carried out by leaders in companies, both large and small. Some areas of change could include:

  • Ensuring equal pay for equal work through robust policies
  • Reviewing how performance assessments are carried out and removing
  • Adopting best practice in your recruitment process to avoid any gender bias

 

Push for equality to benefit all

The apparent business benefit of role modelling gender equality is that you’ll improve employee engagement and in turn, productivity. However, there are advantages beyond the company’s bottom line.

It is estimated that if the gender employment gap was closed, Australia’s GDP would rise by 11%. In New Zealand, pay and employment equity means the shortages of labour and skills will be addressed, labour markets will function better and which all feeds economic growth. Not to mention that the equal treatment of women in society would also lead to a reduction in community issues such as domestic violence and other anti-social behaviours.


Challenge your thinking through thoughtful discussions 

Making changes within your business can undoubtedly nudge us closer to real gender equity. But more is required than small moves. Mindsets need to shift, and real dialogue must happen.

Sources:

American Sociological Review: Scaling Down Inequality: Rating Scales, Gender Bias, and the Architecture of Evaluation: https://journals.sagepub.com/stoken/default+domain/10.1177%2F0003122419833601-free/full

Employment New Zealand: Gender pay gap: https://www.employment.govt.nz/hours-and-wages/pay/pay-equity/gender-pay-gap/

Ministry for Women: Gender pay gap:
https://women.govt.nz/work-skills/income/gender-pay-gap

Victorian Government: The benefits of gender equality: https://www.vic.gov.au/benefits-gender-equality