“Where are all the guys?” Why men avoid entering the gender parity debate.

Guest blog by David Levenson*

This article has been a long time in gestation – novels have been written quicker. But its development, alongside the evolution of my views, has given me the confidence (yes, men need confidence too) to write for Voice At The Table. It is also the story of why the men who should be publicly leading on gender equality mostly stay silent.

The inescapable conclusion is that men are too scared to engage on a subject that is so often regarded by them as a hot potato. Alternatively, we just don’t get it – we don’t see it as a problem, certainly not in a business or work context. It ends up that women’s issues are for women alone to comment on.

However, what is needed here is less gender politics and more honest conversation.

To the women who I hope are reading this, my message is simple – get the men in the room, onto the social media feeds and get them talking. It’s time to engage the guys in the gender parity debate and stop them from finding reasons to opt out.

So, here is the tale of my journey through diversity politics and how it relates to the wider issue of male engagement.

Fifteen months ago, I stumbled upon an article by Avivah Wittenberg-Cox of  the consultancy 20-first in the Harvard Business Review. Her argument that gender equality is more than a “women’s issue” rang a bell for me and made me think about my position and indeed my role in helping to achieve parity for women on pay and in the boardroom.

Moreover, it convinced me that successful gender balancing requires convincing the majority of your employees that it’s a good idea. And that cultural change needs to be led from the top. Now, the majority of CEOs are male, so it follows that the equality agenda needs to be pushed… by men.

Having absorbed the article, I ran my eye down the list of comments on the LinkedIn posting that had accompanied the article.  Dozens of comments, all from women.  So, plaintively, I added a thought of my own – C’mon on guys, where are you?

As it turned out, my plea didn’t disappear into the ether.  Other men started to appear and contribute views in the discussion thread.  For me, this first tiny venture into the discussion was the start of a process which has culminated in this article.

Now, I may not be typical; I spent the best part of twenty-five years as a finance director in social housing during which time I worked for women CEO’s, and with many female executive colleagues and board members. It is fair to say that the experience of diverse groups generally, and women in particular, has been better than in most industries.  However, it is instructive to listen to the words of Terrie Alafet, Chief Executive of the Chartered Institute of Housing and one of the sector’s most high profile women executives, in 2016:

“We know from our own research that as a sector, housing is actually more diverse than average…But at the top of our organisations, in our boards and senior teams, it’s a different story.”

It requires more from CEO’s than just a commitment to balance their executive teams, as Ms Wittenberg-Cox suggests.  It needs recognition that there is a duality of interest in gender equality.  Men have a stake in the decisions that women make about their roles as partners, parents and providers.  Economies and societies work best where there is openness and accountability for the contributions made by women and men in the workplace.

I like to think, notwithstanding all that the #MeToo movement necessarily represents and has had to undertake during the past year, that we have moved on from the battle of the sexes that characterised 20th century feminism and its machoistic counterpart.  Today’s workplace is less divisive and more co-operative.

But we are not there yet as all the statistics show and there is still a cultural battle, if not all-out war, to be fought and won.  And pivotal to this are the men who continue to occupy most top seats at board tables and in executive teams and who should constantly send out the message that striving for gender equality at the apex of companies, financial institutions, professions and public services is in the interests of all of us.

* David Levenson is an accredited executive coach and career strategy coach.  He founded Coaching Futures in 2016 with the aim of transforming people’s lives, careers and goals.

David is one of the co-creators of Raising Roofs.  He is passionate about the workplace of the future and fascinated by how technology is rapidly changing the way we work.

In Praise of Show-Offs

You may have come across the twitter hashtag #ImmodestWomen and wondered what it’s all about.  It caught my eye because it seems another excellent example of the ‘damned if you do, damned if you don’t’ behaviour asked of women:  on the one hand, we are expected to be humble, compliant and supportive of others; on the other hand we’re told to promote ourselves – particularly in the context of our careers – showcase our strengths and talk more about our own achievements.

To give you some context, #ImmodestWomen is a hashtag introduced by Dr. Fern Riddell who dared to insist that her hard-earned PhD title form part of her twitter handle. A backlash of comments from men berated her for being immodest, lacking humility, even being vulgar. By simply showcasing her expertise, Dr. Riddell was publicly shamed for not conforming to society’s expectations of women to be modest, well-behaved, not showing off.

How do we strike the balance between society’s – and frankly, our own - expectations of humility with the need to self-promote at work so as not to lose out to those (mostly men) who do it so well?

At Voice At The Table, we have a talk entitled ‘The Art of Female ‘Blagging’ with Integrity.’ Here’s how it works:

My good friend and associate Cara Moore and I recognised a while ago the double-edged sword society had dealt us. To generalise, men seem to be at ease ‘blagging’ their way into promotions and pay rises by exaggerating their achievements and abilities, while (again in general) employing those tactics made women feel uncomfortable.

After much discussion we came up with a way of ‘showing off’ which we think feels more natural to women. In other words, turning blagging into bragging – but doing so based on actual achievements and confidence in our potential. Hopefully it negotiates the fine line between what feels right, and what we as women need to do to be seen and heard.

We came up with our own acronym BLAG which captures the elements that make the term ‘blagging’ more palatable to women:

B stands for Bright: Being visible by speaking up, contributing without hesitation or self-doubt, confidently applying for stretching tasks, and asking for that title, promotion or pay rise. We should aim to be bright like a beacon and be known for our strengths and unique talents.

L stands for Learned: Many of us are experts in our fields, and this is important. Whatever we say or do, we need to be comfortable that we can back it up with substance. For many women, this is the reason the term ‘blagging’ feels unnatural – we think of it as a cover-up for actual knowledge. Not so for most of us, who know much more than we give ourselves credit for. Learned means not only knowing our ‘stuff’ but remembering that we do!

A stands for Audacious: This is where we must ask ourselves to ‘just give it a go.’ Often, before we try something new or more daring, we talk ourselves out of it before we even begin: ‘I’m not good enough. I don’t have the experience. They would never agree to it,’ pipes up our unhelpful inner voice. We have dozens of reasons for not doing something instead of just going for it. So being audacious is about silencing that inner critic and ‘JFDI’*.

G stands for Gutsy: Gutsy is about being brave enough to tie these three elements together and take action to BLAG by being visible, known for our expertise and knowledge, and unafraid to step up.

So, while shouting from the roof tops about how good we are is something we prefer to leave to others, there is no shame in adding those well-earned initials that follow your name. Thank you, Dr. Fern Riddell for standing up for yourself and for BLAGging with integrity.

* For those of you who are wondering, JFDI stands for Just Flippin’ Do It!

3 Reasons Diversity Initiatives Fail to Shift the Dial on Gender Balance

Advances in achieving gender balance in the corporate space are slow, at best.  Despite the deafening cries for progress towards gender parity, progress is, indeed, evading us.  The latest gender pay gap statistics in the UK prove the point, with the largest pay gap reported in the construction sector at 25%, followed by finance and insurance sector at 22% and education at 20%.   The World Economic Forum predicts it will take the world another 217 years to reach parity, and many other reports show that, while we appear to be inching closer to a more diverse and inclusive world, progress is, well, patchy and sometimes questionable.

I have to ask myself the question why?  After all, in my conversations with clients and other companies, it seems diversity and inclusion is an important part of the business agenda, and gender balance even more so.   Most have already spent copious resources on various initiatives that intend to support and advance women - and, more broadly, diversity - within the organisation.  And yet, few would claim genuine parity at all levels.

If you ask me, part of the problem is the belief that we’re doing all the right things whereas the truth is that most of the current initiatives fail to shift the dial on diversity.

Here are my 3 reasons for it:

All female leadership and other initiatives

The intentions behind programmes that support the advancement of women in the organisation are great, but there are a number of problems with this approach: (i) when programmes cater to women only, the overarching message the company is sending to its women is that there is something wrong with them and that it is trying to ‘fix’ them.  This is particularly true of leadership programmes which intimate that women need more development than men to become leaders; (ii) even successful female-only initiatives tend to backfire because, to the extent they succeed to motivate and engage women, by the time women go back to their unchanged work environment, frustration starts to set in as they continue to perform in an environment that fails to recognise the value of their authentic contribution; and (iii) initiatives that are aimed at a specific segment of the population tend to be divisive and fail to attract the requisite amount of support and inclusion to harness lasting progress.

Appointing a female head to ‘tackle the problem’

In many cases, executive teams are genuine about their desire to advance women.  But they don’t recognise it as a central business priority and look at it as a project to be managed.  Having identified it as an issue, they tend to look for the right person to address it which, in many cases, happens to be the one woman on the executive team.  I have heard this story so many times.

These women, or other senior women in the organisation, are anointed as Head of People, or Gender Diversity Sponsor or similar, and are expected to single-handedly ‘solve the issue’.  If they’re lucky, the board will agree to authorise resources to support the position in the form of additional help and/or budget. Yet in most cases, all the resources are going to be insufficient because the ‘problem’ cannot be solved by one or few individuals, and certainly not this particular ‘problem’ (because it’s not so much a problem but an unexplored opportunity).

Parachuting women into senior roles

In many cases, gender imbalance exists primarily at the very top.  Many companies tackle the issue by bringing in lateral hires as they don’t appear to have their own senior female pipeline to address the disparity.  Sadly, this is one of the worst solutions to this issue.  Having spoken to a number of corporates who have taken such measures it becomes clear very quickly that there is no substitute for ‘growing your own’.  Attracting senior women from elsewhere is, at best, a temporary solution.  These freshly-hired women – like the the women who have been at the company for years – will be exposed to the very same culture that failed to produce the senior pipeline in the first instance.  As a result, the new senior female leaders are likely to become disenchanted with their roles as they come to realise that they are not hired for their expertise and contribution but, instead (to put it bluntly), to tick a box.   Even if they do succeed in making a contribution to the company that is genuinely valued, companies have to carefully guard these women from being hired away by others with a similar agenda.  The reality is that there are not that many senior women out there who seem to satisfy the existing requirements for board or senior level hires (although, of course, many more women can indeed to the job) so, unless companies develop their own female leadership pipeline, they stand to lose those recent hires to others that have a similar approach to gender balance.

These are but a few reasons current initiatives fail to advance gender balance at work, and there are a number of others.  If you would like to explore this topic further, email us for a longer version of this post.

What’s a network to do? Do’s and Don’ts for running a successful in-house network

The rise of the in-house women’s network over the last few years has been remarkable.  I watched them grow from informal gathering of a few colleagues to being influential partners to the organisation.  Having chaired a number of networks myself, I understand their challenges and often work with network committees to help them identify their purpose and set strategy for maximum impact.

Here are a few tips of my own to the running of a successful, influential network:

DO have a strategy

It is difficult to have impact without a clear strategy.  A clear strategy makes it easier to ask for resources and to attract volunteers.  Network leaders should identify the network’s purpose, set goals and determine how they are going to achieve them.

DO represent the grassroots

One of the great benefits of a women’s network is that it is squarely rooted in the junior and mid-levels of seniority within the organisations and understands the challenges of women at those levels (e.g. need for flexible working, appreciation and promotion transparency).  Networks listen and represent those challenges up the chain, providing an essential and often-lacking communications channel between management and team members.

DO provide safe spaces

Networks are great at providing a forum for discussion of stimulating topics that may not get aired, such as what it takes for women to thrive or how to treat others so they feel valued.  One crucial function, therefore, is to hold that space for members so that they can discuss challenges, apprehensions and experiences in a judgment-free, supportive environment.  Whether it’s by hosting lunch-and-learns on specific topics or running facilitated discussions, a safe space in which members can debate and think is worth its weight in gold.

DON’T take on too much

I frequently see networks attempting to deliver the work of another work function, like running soft skills training or helping deliver CSR strategy. While it’s great to cooperate, networks should set boundries between their responsibilities and the responsibilities of support functions.  Networks are run by volunteers whose precious time should be spent delivering on their clearly defined and cautiously guarded remit.

DON’T exclude people

Some women’s networks resist opening their membership to men.  In my experience, this is a mistake.  Men who join gender networks identify with their agenda and want to help.  It would be foolish to turn down members who are supportive and can help raise awareness.  This is also an opportunity to model the behaviours you’d like to see, by treating others the way you’d like to be treated: welcomed, valued and included.

DON’T be afraid to ask for a healthy budget

As women, we tend to shy away from asking for a robust network budget, feeling undeserving or unimportant.  As a result, we often pre-empt the outcome of a budget conversation with our own misgivings.  Yet having a budget that allows networks to achieve their stated goals is crucial and empowering.  Do what it takes by enlisting senior allies, collaborating with other networks and clearly identifying the commercial benefits of the network’s existence.  Above all, don't underestimate the value of your contribution to the organisation.

If you would like me to help your company’s network, please get in touch.

Do you feel out of it? by Joanna Gaudoin*

How are you feeling about your career? Do you feel you are progressing as you want to? Importantly, do you enjoy the environment you work in?

There can be lots of things that prevent the answers to those questions being positive but one core reason is rife in workplaces - office politics.

The simple fact is where you have people with different values, goals and assumptions, office politics will be there, so that will be everywhere then!

Research shows that at its worst negative office politics is one of the biggest causes of stress at work. As well as a negative impact on individuals, it can be highly detrimental to organisational performance. A lack of trust, high levels of conflict and lack of faith in top management lead to poor and inefficient decision making and ultimately lack of action and productivity. If you experience all of these in your organisation then the political climate is likely to be extremely negative. Some of these will be present in most organisations.

Another key indicator that office politics is in a negative state is rumblings of people "just wanting to do the day job and not wanting to get involved in other stuff". This state of mind frequently leads to people not progressing in their careers and in many cases the loss of valuable talent. Research also shows that women typically have less time for negative politics and are more likely to try to avoid it, which can affect career progression

However, politics can be positive, it can be turned around. Once people understand what politics is, why it happens, their current behavioural profile and the effect their own behaviour can have on the overall environment, progress can be made.

As a licensed practitioner with the Academy for Political Intelligence (http://www.tafpi.com/), and an associate of Voice at the Table, I run diagnostic profiling with groups and individuals, so they understand their current behaviour and understand that of others. This is looked at in the context of the organisation, it is not simply a personality test. This is supported by looking at the behaviours that need to be focused on going forwards at an individual, tailored level to influence the overall political environment and the progression of individuals in their careers.

Imagine the impact better decision making, increased action taking and a more trusting office environment could have on the performance of your organisation and the career progression of those in it?

What could it mean to your organisation to have improved morale, increased knowledge sharing and productivity, together with increased retention rates?

As an individual, imagine if you knew the key things to focus on to progress in your career and manage the challenges of how you work with others with less stress?

Testimonial from one of my recent one-day workshops on positive organisational politics:

“We were hoping for an off-site event at which our Business Services team leaders would pick up useful skills and insights to help them deal with the increasing pressures of a demanding ‘high touch’ professional services environment.  Joanna exceeded our expectations.  She won the confidence of the group from the outset and proved an open, insightful and action-oriented facilitator.  Our group came away energised by Joanna’s skills exercises and universally positive about Joanna’s impact on the group.”

Director of Business Services, Leading Global Law Firm

*Joanna is Founder of Inside Out Image - Personal Impact & Influence Consultancy

If you'd like to understand more about how this works at an individual or group level, contact us to find out more. This is not something that is taught in business schools and very rarely on training courses. Typically, progress can be made in this area in a day with a group or 4 short sessions with an individual.

Your company’s Inclusion Score: How does your culture compare to our Inclusion Criteria?

At Voice At The Table, we’ve been working on developing inclusive cultures for some time now: identifying the starting point, describing the look and feel of an inclusive workplace, and supporting our clients in designing and developing their own inclusive and diverse teams.

In this new series of posts, we will be scoring organisations on their attitude to diversity and inclusion.  Assessing companies’ culture relative to our own Inclusion Criteria, we give them an Inclusion Mark, gauging where they are on the journey towards a strong inclusive culture that nurtures diverse thinking and garners its many benefits.

Our 7 Inclusion Marks describe the various stages of that journey:

  • Don’t Get It! – organisation doesn’t see any benefit from Diversity & Inclusion
  • Window Dressing – organisation understands the need to be seen as valuing D&I
  • Let’s Fix It! – organisation sees lack of diversity as a problem.
  • Seeing The Opportunity – organisation understands the strategic importance of D&I
  • Building the Foundation – organisation is actively building a foundation for D&I
  • Growing & Nurturing – organisation is starting to reap the benefits of D&I and continues to embed them into the business
  • Immersed & Fully Benefiting - organisation has established a successful inclusive culture that benefits from the full value of its diverse workforce

Our first participant is international law firm Withers LLP.  Withers caught our attention because of its impressively-gender-balanced global partnership. It prides itself – rightly so – on a partnership that is 42% female, a statistic that many law firms find, at present, unattainable.  This is a commendable statistic and a great starting point to our investigation into the type of culture that makes this number possible.

A quick glance at Withers home page gives you a clear idea of where this success might come from.  Front and centre on its website is a blog by a male associate talking about the recent Presidents Club debacle, voicing not only his view on the event but also providing guidance, seeking to mitigate clients’ potential exposure to similar outrage.  A law firm that isn’t afraid to openly address topics that others prefer to avoid.

Withers’ London office has been managed by a female partner since 2002, and is also the first City law firm to appoint a woman as chair in 1999.  And, while its management committee needs an uplift in terms of gender balance (evidencing only 2 women on a group of 13), within the EU, 5 of the 6 regional leaders are women while the global management board comprises 4 women and 4 men.

How does Withers measure up to our Inclusion Criteria?

  1. Working Culture

Suzanne Todd, a partner in the London’s family practice group, describes the culture of the firm as a ‘why not?’ culture, where it’s more common to ask ‘Why couldn’t a woman be the Prime Minister?’ or ‘Why couldn’t a woman be our chairperson?’ then to stick with convention.  Although traditional law firm etiquette and approach continue to dominate, the firm is open to change if it considers the change to be in the best interest of its clients and its workforce.

Suzanne describes the vast majority (upwards of 75%) of female partners as mothers, with a return from maternity rate that is second to none.  Virtually all 1st time mums return to their employment.  There is of course attrition at various levels, yet there are no noticeable discrepancies in attrition between the genders.

Many of the female lawyers work 4 days a week, serving as relatable role models to others, and there is a myriad of other flexible working arrangements across the firm.  In pockets, the firm continues to reflect our traditional views and expectations of private practice where men tend to work full time, yet this is starting to shift gradually, as well, with a few male lawyers routinely working condensed hours, i.e. 9 out of 10 days per fortnight.  The firm recognises that parenting is not the only reason that warrants the need to work flexibly and is fully supportive of agile working across the entire firm, both for lawyers as well as support staff.

On the recruitment side of things, the legal field does not suffer from lack of female graduates, so at the intake level, Withers takes on more than 50% of female trainees – and with a 42% female partnership record, it seems that it also is able to retain many of them.

Recently, Withers have been working very hard to widen their candidate pool to make it more diverse.  From using ‘Rare’, a contextual recruitment tool to expand the diversity of the group of universities from which it recruits, to sourcing a wider range of talent through the legal apprenticeship scheme, which enables qualification without the need to go through law school, Withers have been actively addressing this point for the last five years.

  1. Retention, Development and Promotion

In terms of retention, there are no noticeable patterns of attrition that indicate gender inequality.

The firm is very keen to ensure the path to partnership is consistent and clear and has put in place programmes for trainees and new hires that explain the firm’s criteria to partnership.  Transparency of the process does tend to vary from department to department, but there doesn’t appear to be an innate preference for promoting men over women.  The gender balance of partnership promotions may swing one way or another from year to year, depending on the business case, but women at the firm would agree that the partnership opportunities are as accessible for them as they are for their male colleagues.

  1. Diversity as a Market Force

Suzanne explains that Withers understands the need for a diverse workforce on two levels: (1) the firm’s clients are very diverse and the firm needs a workforce equally as diverse to understand and relate to its client portfolio; and (2) legal transactions are becoming more and more complex, and the firm understands that the best way to tackle complex problems is to approach them from a very diverse range of knowledge and experience.  The need, therefore, not only for diversity but also for an environment that nurtures and values it, is seen as a strategic business requirement.

This is also echoed in the firm’s Global Chairman’s statementOur client base is diverse. It is an imperative that we have a diverse workforce to ensure we are effective at meeting those clients’ needs. It means we can build better relationships with them and innovate to find solutions that work better for them.

  1. External Evidence of Commitment

The law firm is subject to the new Pay Gap regulations which will require it to report on the discrepancies (if any) of their pay between women and men.  Moreover, the firm is also a signatory of the Law Society’s Diversity and Inclusion Charter and is a member of the International Women's Forum, First 100 and One Loud Voice.

This short overview of the firm’s culture against our criteria leads us to award Withers an Inclusion Mark of Building the Foundation towards a strong inclusive and diverse culture.  This puts the firm in a prominent position in the legal industry, where female leadership and strong female representation among partners and senior staff is still the exception, rather than the rule.  Congratulations, Withers! You’re well ahead of the pack!

If you would like us to assess your organisation’s diversity and inclusion, please email info@voiceatthetable.com

The meaning of RESPECT!

By now, most of us will have seen Oprah Winfrey's rousing speech at the Golden Globes. What a way to start 2018, as she reminded us that our truth is the most powerful tool we all have. At Voice At The Table, where our focus in on all things Diversity and Inclusion, we've been talking about what this means to us in the workplace - and we think it's all about respectfor ourselves and for others. It means having the courage to stand up for ourselves, and what we believe in. Really living our values.

Carrie Gracie's decision to resign as BBC's China editor is a great example of this.  Despite being offered a £45,000 payrise, she just wasn't willing to collude with a policy of 'unlawful pay discrimination'.  Hats off to her.
When's the last time you spoke 'your truth'?

In our last Voice Circles of the year, Emma Codd, Managing Partner for Talent at Deloitte UK, talked about their Inclusion journey and the decision to focus on respect for others and on the value they can bring.  Deloitte produced this inspirational video, challenging us all to question our assumptions and look beyond our biases.  It's our personal responsibility to treat others with respect.

So our word for 2018 is RESPECT and we'll be working hard to help our individual and corporate clients challenge themselves and others to appreciate and celebrate the contribution we all make and to respect one another, no matter how different.

Bringing your whole self to work: conference highlights

On the 21st of June, we held our inclusion conference Ordinary People, Extraordinary Contributions! 

We invited delegates representing a myriad of industries (including law, banking, insurance, the armed forces, consulting, engineering, and tech) to explore how, as individual contributors, they can bring their whole selves to work.

We also explored how organisations can tap into these hidden resources and how team leaders can leverage the complete individual.

We heard from companies that have introduced platforms that encourage individuals to bring their whole self to work, including Google, Accenture, RICS, Pi Consulting, Mercer, National Grid and many more.

We encouraged delegates to find their own hidden talent and think of ways they can bring it out in themselves and others.  We challenged them to think of new ways in which they can stretch their team members and colleagues to give more of themselves,and we urged them to leverage their own diversity and that of their colleagues at work.

Why is this important?

If we don’t feel that we can bring our whole selves to work, or worse, if we feel that there is an expectation of conformity and covering, a number of things happen:

  • Individuals don’t see themselves as leadership potential and therefore forego opportunities for advancement
  • Not being yourself is unsustainable in the long term, leading to high attrition rates
  • The millennial population has an expectation of being valued for who they are and place a high value on being authentic, so a culture that doesn’t respect that runs the risk of not being able to attract or retain talent
  • Above all for business, an inclusive culture allows diversity to flourish. Given that diversity is a key driver for creativity and innovation – the hallmarks of any successful business these days, without inclusion, an organisation cannot harness the diversity of its people.

How do you cultivate diversity? 

  • By allowing every person to bring his or her whole self to work;
  • by allowing each person to capitalise on his or her individual experience;
  • by allowing a bit of friction and difference of opinion in your teams.

What did we learn at the conference?

Our keynote speaker, Miriam Gonzaléz Durantéz talked of the importance of respecting one another, both at work and at home.  Respect evidences itself not just by being polite and kind but by allowing the other person the same liberties and entitlements as one allows himself or himself.

Addressing gender equality in particular, Miriam suggested that we need more men to recognise and acknowledge that women being equal doesn't make men weak.

We then heard from a panel of speakers, including Claire Bennett, a former professional fencing athlete, about integrating skills they developed in personal passions into their daily work routines.  Claire, who now helps former professional athletes to transition into other professions, frequently falls back on the skills she developed as an elite athlete.  Skills like resilience, motivation, endurance, commitment, drive and initiative are the foundation of every elite athlete which will serve any of us working for a successful business.

 

Chuck Stephens of Google shared with us ways in which he inspires employees to bring their whole selves to work.  Having observed that certain unwanted consequences disappear once they have been openly highlighted, Chuck and the company emphasise these ramifications, allowing employees to self-manage their own behaviours.

 

 

Mark Walley. RICS. London. United Kingdom.

Finally, we heard from a panel of representatives from organisations like National Grid, Mercer and the RICS about programmes they have introduced that strive to tap into the full talents and preferences of their workforce. This includes understanding the strengths of each person on the team and supporting them in leveraging those strengths.

 

 

 

 

The panel also talked about fostering a culture that invites employees to bring their whole selves to work allowing team leaders to gather insight into the diverse pool of experience within teams.  One way an organisation can do this is the RICS’ Dare to Share and Dare to Ask platform which encourages employees to share their diverse experiences and backgrounds, as well as feel free to ask simple questions about people’s backgrounds and traditions.

Delegates connected face to face and on-line via our interactive event app, and responded to our LIVE polls

So what now?

We asked delegates to think about what they will be doing differently as a result of the conference.  Here are some of their answers:

  • 18% I will bring more of myself to work
  • 46% I will be a role model to others, encouraging them to bring their whole self to work
  • 24% I will be a more inclusive leader by listening and valuing the whole person
  • 55% I will embark on my personal adventure/journey
  • 24% I will find out how I/others in my team can contribute beyond the job description

Transforming culture

Changing a prevalent culture isn’t easy.  It is, in fact, very difficult.  But if we learned one thing today is that change is inevitable; our society demands it.  Businesses that delay this cultural transformation will be eclipsed by those who act and therefore risk losing out competitively.

What can you do?

If you think your organisation is ready to embrace the change, but you don’t know how to go about it, contact Voice At The Table .  We will be able to offer a number of different ways in which you can embark on the journey to inclusion that is right for your organisation.

We can also help you as an individual to embark on your personal journey or adventure.  Don’t be afraid to reach out for the help that you need, be it mentoring, coaching, or simply by connecting with others  experiencing the same frustrations.

Whether you call us or not, be sure to be the change you want to see!