The link between diversity and organisational resilience

In this ever-changing modern business environment, organisations need to build up their capacity to cope with unexpected events. The key to effectively handling turbulence may rest on your level of organisational diversity.

Latest research reasons that diversity can lead to the development and improvement of specific capabilities that contribute to organisational resilience. That is – anticipation, or the preventative aspects of resilience; coping, or the implementation of solutions and reactions to change; and adaptation, or the development of new capabilities following unexpected events.

In addition, the Australian Government named respect as one of the key factors in improving organisational resilience. One of the most powerful ways to demonstrate respect in the workplace is inclusion – meaning background, beliefs, age or gender are not seen as a reason for exclusion.

So, how can diversity strengthen an organisation’s resilience? Here are three ways:

 

Diversity assists in observing, identifying and preparing for major change

Our differences, when harnessed collectively, can greatly enrich our capability to detect and prepare for changes. Having a group with diverse experiences in work and life results in an increased ability to perceive changes in the environment and to identify necessary adjustments. Further, the greater the variety of ideas explored, the better prepared an organisation will be for the consequences of change and the less likely they are to be caught off guard.

 

Diversity improves an organisation’s problem solving

As change and turbulence are complex these cannot usually be solved with existing approaches. Creating solutions demands broad knowledge, the interaction of different people, and creativity in coming up with a way to tackle the challenges. Again, the more diverse the ideas are, the better equipped an organisation will be at arriving at the right solution.

 

Diversity enriches team learning

Having diverse perspectives when reflecting upon the aftermath of change pushes organisations away from simple conclusions. It encourages deeper discussions about what actions to take and challenges any common thinking that may exist. Thus, a heterogeneous knowledge base can reduce the tendency to simply skim the surface. Rather, it promotes using logic instead of blame when analysing why things went wrong.

Source: Duchek, S., Raetze, S. & Scheuch, I. Business Research (2019). https://doi.org/10.1007/s40685-019-0084-8

Can AI eliminate unconscious bias in recruitment?

Most of us appreciate how artificial intelligence can simplify tasks. It’s a satisfying feeling when your phone suggests a great restaurant while you’re travelling in a foreign city. Meals are of course one thing, but when it comes to crucial choices, such as unbiased recruiting, can AI be just as reliable?

A key issue for employers when they recruit is assessing if a person can carry out the requirements of the job. They must clearly outline the essential duties of all positions when hiring, being careful to not to confuse ‘abilities’ with ‘characteristics’.

To be unbiased means employers select the best person for the job. They make no assumptions about what people can and can’t do, or if they will ‘fit in’ as a result of their background.

During the early stages of recruitment, it can be easy for biases to creep into the process. For instance:

  • Advertising jobs – the Australian Human Rights Commission calls out commonly used phrases such as ‘join a dynamic team’ or ‘seeking a mature, experienced professional’ as possibly discriminatory against certain age groups.
  • Shortlisting candidates – forming an opinion about the candidate’s suitability based on their name or geographic location and what that might tell you about their cultural or racial background.

Could this be where an unbiased selector, such as AI, step in to eliminate any inherent prejudices?

 

Where AI has an advantage

Speed and accuracy. An area where machines outperform humans is around processing and analysing vast amounts of data. AI-enabled software and machines can carry out processes in a more advanced way. Although they mimic human behaviour when inputting and consuming information from multiple sources; they can gather, process and record data in more efficient way and in larger volumes. This means a larger candidate pool could be considered for roles, allowing for better diversity amongst the shortlist.

Perspective shift. Unlike humans who can at times respond based on gut feeling, AI always responds based upon evidence. In addition, AI’s ability to find patterns within data mean they could disrupt common thinking. In a similar way to how Deep Blue defeated Kasparov by making moves that his opponent didn’t anticipate, so can AI-enabled systems explore alternative avenues when selecting candidates.

 

Where AI falls short

In theory that may all sound convincing, putting AI to work however is a lot more complex. For instance, when Amazon created an AI-based recruiting system they failed to shield the system from bias. By teaching the system to rate male candidates as the ideal fit, not explicitly but by deducing through previous criteria that put female candidates at a disadvantage.

Ultimately, humans build the parameters that define AI’s decision-making. If bias creeps in then the system’s integrity is inevitably compromised.

 

Use AI to support a bias-proof recruitment process

For now it appears the best approach is not to view AI as superceding all human participation in recruiting. Rather it is best used as a support mechanism for unbiased recruitment.

Use the technology to hone in on specific processes that require objectivity. Software that check the language you use, such as Textio, can help edit out words or phrases that could limit the type of people who would respond to job ads. In addition, there are also existing systems that assist by removing information, such as names and geographical information, that may trigger bias.

Until completely bias-proofed technology exists, the onus still rests upon managers to use all possible options to ensure unbiased recruitment.

Data detective: Harnessing machine learning

By Emma Mulholland

 

Many of us don’t realise that, as we go about our days, we leave long data trails behind us. When we use our smartphone, for example, not only is our location and interlocutor recorded, even the way we hold the headset is. Is that a bad thing? It can be, says data innovator Shashank Pawar MIML. But in the right hands, he says, our data can help us take control of our financial future.

Pawar has worked at Microsoft for 19 years, where he oversees healthcare and banking portfolios. His mission is to bring back customer service – albeit in a modern, digital way. “I think about my mum and dad’s experience of banking,” he says. “They used to deal with one person at a local branch who knew everything about their lifestyle. He knew how old their kids were and would say, ‘Why don’t you set up a college fund?’ There was a level of service that we’re not enjoying today, even though the banks probably have more information about their customers than they’ve ever had.”

A computer science graduate, Pawar helps organisations store and protect customer data and put it to work (under Australian legislation, companies keeping information must have customer consent).

“I help my clients get the most out of the biggest asset they have within their organisation, which is data,” Pawar says. “When a person walks into a bank, essentially everything is recorded: the time it takes to solve their enquiry, the nature of the transaction and the money involved. That data becomes a competitive difference: it’s something you know about your customer base that your competitor doesn’t.”

And that’s where artificial intelligence comes in. Pawar develops algorithms that can sift through millions of these recorded interactions, establish patterns and make predictions about each customer. In years gone by, it could take up to a year to set up an algorithm; with cloud computing, Pawar can now run tests in a matter of days.

He hopes to create the banking equivalent of Spotify, a music-streaming service that uses machine learning – based on tracks played by the listener and their friends – to suggest new playlists. “Why can’t we do that with financial advice as well?” Pawar asks. “The bank knows my peers’ spending habits so if I’m aiming to save a large amount of money, it could tell me what other people my age, who managed to reach that goal, did – it might be shopping at alternative grocery suppliers.”

Pawar imagines a future where no-one will have to wait in line at the bank. Instead, organisations will analyse data and predict their customers’ needs. “Then we can use digital technology to text them the solution,” he says. “Or the next time they pop in to a branch, a friendly face will come and say, ‘This is what you’ve been looking for.’ The interaction is seamless – we seem to know about the customer and can give them personalised service. That’s the vision.”

Straight Talk: See the world differently

By Jane Caro

 

Throughout all the years that I was one of the few women working in creative departments in ad agencies, I often asked myself the question why so many managers seemed to prefer employing clones of themselves. To be fair, I did have one creative director who hired a variety of people for his department – women, people from other ethnic backgrounds, different ages and sexual orientations. It was the best creative department I ever worked in, but it was also highly unusual. Most creative departments were (and still are) staffed by white blokes in their thirties, many of whom (oddly) were English. He was also the only manager I ever had who hired his staff with care and then left them alone to do their job. That was also rare.

In the end, the only answer I came up with about why so many bosses seemed to prefer homogeneity was fear. They felt at home and at ease with people like them. Difference – be it of gender, race, class, sexuality or anything else – seems to present a challenge to many people. Perhaps that’s why we have turned hiring a variety of people into a buzzword and tamed it under the cloak of ‘diversity’.

Difference can be challenging but it can also be exciting and lead to much better results. There is now so much research indicating that the greater the variety of people you employ (particularly at decision-making tables) the healthier the business, it almost does not need commenting on. Yet the resistance remains.

 

GENDER AGENDA

Women, in particular, were lectured for years that we needed to make ‘the business case’ for our right to progress up the management ladder (aka diversity). And we have, yet that ubiquitous ladder still remains out of reach for most of us. While enduring that lecture, I confess I often wondered where the business case was for justifying having overwhelmingly white, privately educated, blokes at the top. To this day, no one has ever been able to find a copy of it for me.

As my enlightened boss from the late 90s showed, managing diversity does not need to be either difficult or frightening, especially if you see difference and new ways of looking at things as an opportunity. Perhaps it is hard for bosses who want to be the authority on everything and do not like their decisions to be queried or analysed from a different perspective. If you are genuinely open to new ideas; however, I can’t see how it is any harder than managing any other group of human beings.

Sure, women, people of colour, people of different faiths, ages, sexual identity or orientation and social class have different life experiences, which, of course, is a large part of the richness they bring to any table. However, they are all in essence just other human beings. They are not some kind of alien ‘other’ to be feared and distrusted. Every human on the planet, whatever their background, likes to be treated with courtesy and respect, to have their professional contribution fairly acknowledged and rewarded and to be taken seriously as a colleague. Do that and I doubt you will go far wrong.

After all, there is just as much diversity within groups as there is between them. Women are not a job lot, nor are people of colour or members of the LGBTQI community or those from a working-class background. Managing anyone is sometimes difficult. People have personality clashes. They can be needy, particularly when work gets stressful. And this applies to everyone – whatever their background.

In fact, once you try, you may find that managing diversity is no different from managing homogeneity. It won’t be easier, certainly, but I bet it isn’t harder.

Jane Caro runs her own communications consultancy. She worked in the advertising industry for 30 years and is now an author, journalist, lecturer and media commentator.

Bullying, harassment and abuse are workplace hazards too

By Karyl Estrella MIML

 

Genuine human concern and a duty of care means for most managers maintaining a safe workplace is a must. Hence offices are fitted with fire systems, first aid kits and evacuation plans are set out. We do everything in our power to eliminate safety hazards. However, if we think about what a workplace hazard is it’s really anything that could cause potential harm, injury and illness to your people. So, beyond trip, slip or electrical hazards, psychological and emotional risks should also be removed.

Compared to most common hazards, psychological and emotional threats, such as bullying, harassment and abuse result in more severe damage to the employee’s wellbeing. Even more of a concern is that it may not always be easy to detect.

Managers and leaders play a crucial role here. According to Safe Work Australia, one of the central reasons for the occurrence of bullying and harassment in workplaces is the lack of managerial regard for creating an emotionally and mentally safe work environment. Clearly, this is a significant concern for all managers and leaders.

 

A danger hidden in plain sight

This issue is magnified when we consider the impact of the workplace on an employee’s life. In the 12 months preceding March 2018, the figures reveal Australians spent 20 billion hours at work.

Creating a safe environment becomes even more critical given the current state of Australian workplaces. Alarmingly, the Australian Human Rights Commission reports that 23% of women and 16% of men have experienced sexual harassment at work.

If employees are spending the majority of their time in an environment where they do not feel safe, it will no doubt affect their engagement, productivity and loyalty to an organisation. Even worse, is that the effects of bullying, harassment and abuse have far-reaching impacts on how they function within society.

 

A solution is imperative

There are some ways workplaces can respond to these severe hazards. These include:

  • Setting clear guidance. Implement a zero-tolerance approach when it comes to bullying, harassment and any form of gross disrespect in the workplace. Your policies should support this through clear guidelines and consequences for offenders.
  • Offering information and support. Supply all employees with clear information on what they should do if they observe any form of abuse in the workplace. Provide support services for employees who have experienced bullying, harassment and violence – regardless if it’s at home or work.
  • Walking the talk. Leaders in the workplace must be role models of respectful behaviour. By setting the tone from the top, you build an environment where people feel they are safe from abusive behaviour.

 

Embrace the right outlook

Empowering managers and leaders with the skills, knowledge and courage to create a positive influence on our workplaces – and society – is at the heart of what we do at IML ANZ. That’s why we’ve focused our Leadership Outlook 2019 series on creating safe and respectful workplaces. We’ve partnered with White Ribbon to deliver a national series of thought-provoking and practical workshops.

During each session, a panel of local leaders will share real-world experiences and discuss:

  • Best practice approaches to support employees who are experiencing domestic violence, bullying or harassment in or out of the workplace
  • Knowledge and skills in applying a strategic, evidence-based methodology drawn from White Ribbon’s work with organisations on the Workplace Accreditation Program
  • Strategies to support staff which minimises risk and promotes a supportive workplace culture
  • Resources and tools to assist in creating a safe and respectful workplace
  • Practical case studies to work through key learnings from the sessions

We all deserve to feel safe. Join us for an event that will help transform workplaces, leadership and society.

Visit managersandleaders.com.au/leadership-outlook-2019/ for locations, dates and to book.

Karyl is IML ANZ’s content producer. Contact her for queries regarding the IML ANZ blog and quarterly magazine, Leadership Matters.

Reflections on International Women’s Day 2019

By Bernadette Uzelac FIML

 

Last week I participated in IML ANZ’s Great Debate in Melbourne – one of many events held throughout Australia to mark International Women’s Day. The topic was “Her aspiration needs his cooperation.” I was on the affirmative team and our underlying position was that we need all people on the journey if we are to achieve equality.

 

Cooperation, not permission

But ‘cooperation’ doesn’t mean women need the ‘permission’ of men to be successful. Rather, our team’s message was that we need to empower, educate and support men and boys to become agents of change. To challenge gender stereotypes and societal norms that typecast people from a very young age to conform to roles and behaviours that ultimately set the scene for gender bias and discrimination – counter to the notion of equality.

Initiatives like Male Agents for Change and White Ribbon are great examples of men driving positive change and being part of the solution. The United Nations and the European Institute for Gender Equality both support and recommend education and awareness programs for men and boys to combat stereotypic attitudes relating to women’s and men’s roles and responsibilities within the family and society at large. They also agree that we can only succeed in achieving equality through the participation of both women and men.

 

There’s no ‘merit-based’ silver bullet

A central ideology in the conversation is around the issue of merit-based recruitment and career advancement. The proposition that decisions should be based on merit and the best person for the job, regardless of gender and other perceived barriers, sounds fair and reasonable. Indeed, many fair-minded people have pushed for merit-based approaches for decades as a means to counter nepotism, prejudice and bias. Surely, if all organisations based their decisions on merit alone, then barriers based around gender and other biases will simply cease to exist? On the surface, the merit concept seems to be a far more equitable philosophy.

The facts, however, tell a different story.

Meritocracy has not proven to be successful in creating a diverse and culturally rich workforce. Women hold less than 30% of company directorships and a staggering 35% of boards and governing bodies have no female directors. In Australia today the C-Suite is a very male dominated environment. A mere 17.1% of CEOs are female and only around 30% of key management positions are held by women. Full time average weekly earnings of women are 14.1% less than men, and women retire with around 42% less superannuation than men.

 

Why meritocracy can’t stand alone

The reason that merit-based approaches haven’t worked is because underlying barriers like bias, prejudice and discrimination still exist – they’re just not necessarily talked about openly. If you’re not from the right socio-economic background, race, religion, gender, sexual orientation, age group, you have disability or have needs that challenge an organisation’s cultural ‘fit’ you may struggle. And whilst merit-based appointments continue to equate merit with experience, the end goal of achieving gender balance and diversity will remain elusive. People who are capable to do the job, but who may not have the preferred experience, may not always get to first base to even be considered due to barriers such as disadvantage or unconscious bias and prejudice.

The notion of the ‘best person for the job’ will continue to be a myth whilst we have highly capable people on the margin who may not have had the same opportunity, luck or favourable networks of support as others may have had. Consideration needs to be given to building more equity into the process and encouraging greater self-awareness of deep-seated personal biases and prejudices that may be unconsciously influencing decision making.

 

Education, awareness and support

A local expert in diversity and inclusion recently said, “Change is grounded in education and awareness. The issues of equality between genders are deep and complex. We don’t know what we don’t know… it doesn’t matter which gender you are. We need to encourage curiosity so that people… seek further understanding, increasing awareness so that we know why we need to continue to drive change!”

Women are successfully raising the bar and driving change, however, change won’t come quick enough unless everyone is on board and actively contributing. Whilst there is a strong argument for quotas in some circumstances to fast track change and bring greater balance to workplaces, we do still have a long way to go. When the term ‘gender equality’ is no longer a part of our daily lexicon we will know that we have arrived. The force for change is in us all.

Bernadette Uzelac is a former CEO, is a fellow of IML ANZ, company director and small business advocate. Follow her on twitter @Bern_Uzelac

Leading ladies weigh in on gender balance

By Karyl Estrella MIML

 

While the day dedicated to all things women’s equality might be over, it takes more than 24 hours to transform and shape the social order. In fact, International Women’s Day’s (IWD) #BalanceForBetter campaign will continue to run all year long.

Building a gender-balanced society requires courageous leaders. So IML ANZ spoke to three fearless, leading women – all of whom spoke at our IWD Great Debate events.

We get a glimpse of their views on the current state of gender equality, the role of professional development in moving the needle and what practical steps leaders can take to achieve true balance.

 

Gender balance: current state of play

For Privcore’s Managing Director and data privacy thought-leader Annelies Moens CMgr FIML, the current state of gender balance is a precarious dance. “I am reminded of a quote about Ginger Rogers and Fred Astaire attributed to Bob Thaves. While Fred was great, let’s remember Ginger Rogers did everything he did backwards and in high heels,” said Moens.

That women usually have to perform better than men is a sentiment shared by Clariti Group’s CEO, Belinda-Jane Dolan CMgr FIML. Herself having to battle through disadvantages including being rejected for top leadership roles due to her gender, Dolan reflects, “As women, we have to work incredibly hard. Now, should we? The reality is no, we shouldn’t have to work any harder than anybody else. But how can we now change the conversation to ensure this doesn’t have to happen for generations to come?”

A crucial area where gender balance is obviously lacking is on the boards of the largest Australian companies. According to Maroondah City Council’s Director of Corporate Services, Marianne Di Giallonardo CMgr MIML, the problem could be rooted in change aversion – for both men and women. “The reason why women on the boards of ASX corporations is only 30% is that for the men, the other 70%, it’s hard to give up the benefits of those roles,” she said.

Di Giallonardo adds, “To get to 50-50, 20% of the male groups that are currently participating have to not participate, and then an extra 20% of females need to participate. So the big question is how do we gear all of the systems, processes and unconscious biases for that to happen.”

A poignant question which isn’t resolved with just one answer.

 

Visibility is key

One possible response seems to rest on role models. Dolan emphasises that the visibility of women in leadership plays a crucial role in helping younger women attain for it. “I do believe that you definitely can’t be what you can’t see. If you are not able to see women leaders then how do you know that’s a role you can achieve?” Dolan added.

And visibility must stretch beyond the workplace, as Moens explains, “Advertising for airlines’ premium products, such as business class, often shows images of men sitting in business class seats served by female cabin crew. I would love to see more images of women in those business class seats being served by male cabin crew.”

Indeed, seeing women in powerful or influential positions can help shift perceptions and alter mindsets about what leadership really looks like.

 

Not a numbers game

“Often the notion of quotas come through,” Di Giallonardo points out. But she adds that it’s much more than a numbers game. “You don’t want to set a number and then just get people into the roles because you’re trying to meet the quotas,” she says.

Dolan agrees, “From what I’ve seen at high-performing organisations, they’re not hiring in leadership roles based purely on gender. It’s imperative that the correct person is hired for the right role. As a female leader and a board director, I want to be in that role because I’m the best candidate and not based solely upon my gender.”

 

Development matters

Moens is quick to point out that the skills and competencies that leaders need to respond to a society seeking balance, is changing fast. She explains, “You need a broad range of interdisciplinary skills, including people leadership skills, communications, technical or competency areas depending on your industry. Constant learning is required, regardless of your role, but especially as a leader.”

Additionally, there’s a real danger when the thinking and mindset of a leader stands still. Dolan confirms, “Neurologically, our brains need to be stimulated. We need to be stretched and challenged in order to grow, if not we become stagnant or worse still our skills are not relevant. As leaders, we need to take accountability for our growth to actively seek out development opportunities and challenge ourselves to always be better leaders.” Dolan adds, “Being a leader means we should be learning alongside our teams too, establishing connections and growing with them.”

Hence, there’s merit in ensuring leaders are measuring up to the best. Di Giallonardo agrees, “With the Chartered Manager designation, I think it’s a fantastic opportunity to get yourself benchmarked with an international standard.”

She adds, “I’m always encouraging everyone to think about growth and development – so that people can shine and at the end of the day, that’s what all companies want. We want all our staff to shine. Not only for themselves but for the whole team.”

 

Practical steps to fuel change

 

  • Rethink recruitment. Moens challenges leaders to step outside of their comfort zones when it comes to hiring. She concludes, “The less we hire people that look like us or think like us the better for a diverse and inclusive workplace.”
  • Improve work-life balance. Di Giallonardo believes in creating as many opportunities that promote equality in the roles of men and women. “Depending on where you work, men are given a few days of paternity leave whereas women can take much longer. That could be seen as being unequal. It’s worth looking at it with fresh eyes to see what you can do to try and swing that around,” she says.
  • Professional support. Having a strong network is vital. And this must not stop at the occasional networking event or time-bound coaching sessions. “Managers and leaders need to encourage and train sponsors, so they can be confident with people who are different to them or who may ultimately challenge them. Inevitably, when sponsors become comfortable with people not like them, outdated attitudes will fall to the wayside,” Moens points out.

 

Change and ultimately balance, can be achieved with sustained effort by both men and women. Dolan is hopeful in what she’s seen happen so far. She reflected, “If I go back 10–15 years, there were substantially less women leading. In 2018, 15 of 146 world leaders are women, eight of whom served as their country’s first female leaders. Whilst we have more women in leadership than ever before there is much more we need to do.”

For Di Giallonardo, the strive for balance requires the efforts of both men and women – but women especially should take heart. “There’s strength on the male side and there’s strength on the female side. But there’s nothing women can’t do if they’re given the opportunity to do it.”

Karyl is IML ANZ’s content producer. Contact her for queries regarding the IML ANZ blog and quarterly magazine, Leadership Matters.

Career Doctor: How can I build a high performance team?

By Peter Cullen FIML

I was extremely fortunate and very grateful to have been a member of a really great team on one occasion in my career. There were seven of us with a very close bond that was forged over time. People from outside the company wanted to join our team. They could not, because no-one left. Our team exemplified five fundamental foundations that most great teams share: leadership, purpose, values alignment, accountability and communication. Here are some ideas to help embed these five foundations in your own team.

1. LEADERSHIP

As a leader remember: it is not about you, it is about what you do. You need to consistently role model the behaviours you seek in the team because your attitudes and behaviours are contagious.

Trust sits at the heart of any high performing team. Displaying genuine vulnerability is an essential ingredient in establishing trust and it must start with you. This should be encouraged within the team as people flourish in an environment where they feel safe. You need to be open and honest about your mistakes as well as your achievements.

Give your time to your team and people. And have courage! Be the advocate of your team and their protector.

2. PURPOSE

Do you and your team members know their purpose and that of the team? It is a great idea to develop this with the team so everyone has clarity, buy-in, ownership and responsibility for their purpose.

Provide time for team members to consider the who, what, when, where and how of their work. Plan a team meeting to brainstorm and consolidate all this information into a concise paragraph that is relevant and easily relatable.

3. VALUES ALIGNMENT

Knowing, understanding and living your personal values provides personal satisfaction, contentment and a sense of quiet confidence. Values form the basis for your attitudes, beliefs and perception of the world and how you fit in it.

People whose personal values are aligned with team and company values usually perform at a higher level because they are generally happier and want to contribute. They want to support each other and the team. Help yourself and your colleagues by providing a personal values assessment then ask the team to create some jointly agreed team member behaviours.

4. ACCOUNTABILITY

Knowing what team members need to be accountable for – and then consistently following up – has a big influence on how a team performs. KPIs are normally front of mind when we think about accountability. Remember that these need to be realistic, achievable and agreed by both you and the person who reports to you. It is beneficial for a team to create and develop some targets collectively and they should feel comfortable to hold each other accountable for them. When working in an environment of trust, team members will appropriately and respectfully call each other on it.

5. COMMUNICATION

It is essential to be open, honest and transparent with the team and your people while being appropriately respectful. Two important motivators for people are recognition and acknowledgement. These can be delivered by providing regular feedback which should always be affirmative and supporting, never blaming, criticising or judgmental.

Depending on how many direct reports you have, consider weekly 20-minute catch-ups and weekly structured team meetings. To ensure you all get the most from every meeting, ask what worked well and why and what can be improved and how.

Be present! Ensure you ‘walk the floor’ and chat with people to see how they are going and whether they have any concerns you can help them with.

Keep people informed on the progress and developments of the company. Remember, we are all human and as such we will make mistakes and we will have wins. Use each mistake or win as an opportunity to build self-awareness through self-reflection.

If you can establish these five foundations with your team then you will be a formidable force together. And you will be the leader your team needs you to be.

Peter Cullen is an education and training facilitator. Each of his three-day programs engages participants in developing and implementing their capabilities as managers and leaders.

The real battleground for gender equality

By David Pich CMgr FIML

(Warning: This is not an article about the ins and outs of Brexit!)

As a dual citizen of Australia and the UK, I tend to keep a foot in both camps, so to speak. Whilst primarily focusing my attention on local leadership issues, I do keep a keen eye on leadership matters in the land of my birth. This inevitably brings me to the absolute shambles that has commonly become known as ‘Brexit’.

Before your eyes glaze over, before your finger twitches towards the minimise button, let me restate that this isn’t another article about Brexit! It’s about something arguably more significant. It’s about institutional gender inequality. It’s about the fact that – typically – our institutions remain male-dominated domains. And it’s about the fact that this needs to change.

A reality check is needed

On 14th January there was (yet another) crucial vote on Brexit in the House of Commons. (It was a vote so crucial that most people, including me, have long since forgotten what was being voted on). My interest was piqued not by the vote itself but by the reports and images of Tulip Saddiq, the MP for Kilburn being wheeled into the voting chamber in a wheelchair.

The issue was – and still is – that Westminster doesn’t have a proxy voting system that allows absent MPs to vote in debates when they are away from Parliament. In fact, the British Parliament almost has a proxy system. About 12-months ago all political parties agreed that a modern political system needed this facility. And then nothing happened.

Back in 2018, Harriet Harman MP arguing in favour of the introduction of proxy voting pointed out that there 200 women MPs in Parliament and that an increasing number were young. She went on to say that ‘there are two babies in the offing and it’s time we just got on with it’.

Indeed. I find it almost unbelievable that the institution that arguably holds a good many of the keys to political power in one of the most advanced democracies in the world doesn’t have processes in place that accommodate the realities of modern life. And that promote one of the very basic principles of gender equality.

Of course, I’m actually not that surprised at all. The ‘Tulip Saddiq incident’ is just one example of the way that women in leadership roles are viewed and treated.

What often surprises me the most about this, and other examples is the reaction of men (and yes, I’m one of those!). One notorious Parliamentarian at the time of the discussion around proxy voting in the British Parliament proudly pointed out to a newspaper that he was no ‘modern man’ and that he hadn’t changed a nappy in his life (or in the life of his kids!). That he said this proudly says it all really. That he said it at all should surely disqualify him from voting on issues such as this!

Systemic change is needed

As leaders, we are always accountable for the decisions we make. Taking personal responsibility for the way we view, decide and act on matters is part and parcel of the job description. The equal treatment of women should be no different. ­

Unfortunately, the fact remains that men continue to dominate many of the positions of responsibility in society. Until there is parity in positions of power men must play both a leading and a supporting role in the fight for gender equality.

This is a real battle and better leaders need to lead the charge. Better leaders are key. The mark of a great leader rests on decision making based on the highest standards. The highest standards of our society demand that decision-makers show the respect and consideration that women deserve. Our actions, great or small, as leaders is what will shape the society we desire. Indeed, we need to rethink how to create a gender equal future. This cannot be done in isolation, it needs the cooperation of all regardless of gender.

Cooperation is needed

Right thinking men need to be there to support women in the push for gender equality. That struggle isn’t a one-sided battle; we are stronger fighting inequality together.

My view is that cooperation is always desirable. This isn’t a fight of us and them, of men v women. It’s a battle between equality and inequality. The battlegrounds are everywhere – in the workplace, in our political institutions, in religion, families and throughout society.

The only way to fight inequality of any sort is through collaborative action.

David Pich is the Chief Executive of IML ANZ.