Warning! Working differently can seriously improve the environment (and well-being)

In Cardiff and everywhere, there has been a lot of talk lately about clean air and reducing carbon emissions and indeed, in Wales, the Government has declared a climate emergency which suggests they are finally taking this seriously and we are going to see some critical action.

As ever with this conversation, the ideas and actions for tackling carbon emissions tend to be focused on getting people to switch their mode of travel from the car to cleaner, greener forms of transport such as electric cars, bike or train.

What I notice though is that those responsible for solving this problem rarely seem to ask themselves the very important question: ‘What if people didn’t need to travel?’

We are so entrenched in an industrial model that work is still seen as a place we go rather than something we do and so rarely given the consideration it deserves as one of the tools in the box when it comes to tackling climate change.

As someone with a long history of promoting flexible working, I can see a lot of opportunities not only for the environment but for individuals and employers too. So why are we not talking more about this and how working differently can reduce carbon emissions whilst also increasing community cohesion and overall well-being?

It’s a bold claim but I believe that it’s because so many managers are scared to let people get on with it and unable to tell if they are actually working if they can’t see someone at a desk in front of them. Too many organisations manage people on the basis of time and presence in the office. Just think what we could achieve if that switched to trust and outcomes instead?

Part of the issue is the number of limiting beliefs around different ways of working so here are some common myths and realities that will hopefully help to open up some new ways of thinking about how we can reduce the need to travel for work purposes, reduce carbon emissions and improve air quality.

Myth: When we talk about working differently, we mean people working from home on a permanent basis.

Reality: Working in an office and working from home are just two options in a broad spectrum and also not mutually exclusive. People could maybe work one day a week in their local community which could be at home or in a community hub or café or anywhere they feel inspired. This would reduce the need to travel and increase feelings of connections in the community.

Myth: If people are at home, they will have more distractions.

Reality: When people are working from home, they might put the washing out or get the dinner started and that is actually ok. When they are in work, they might be talking about what happened last night on Coronation Street or making everyone a cup of tea which is also ok. Regardless of whatever household tasks get done when at home, most people would say that working remotely is great for getting on with work projects because there are fewer distractions.

Myth: Working remotely has a negative impact on well-being.

Reality: If you work alone, at home, all day, every day, this can have a negative impact on well-being for some people. However, working from home sometimes can be beneficial because people can concentrate on a piece of work and save time travelling to the office which they can then spend getting jobs done or playing with their children. This can have a positive impact on well-being.

Myth: Supporting remote working requires expensive video conferencing platforms to allow people to remain connected.

Reality: We are better connected than ever before so utilisation of the wide range of free channels available to us means that teams can remain connected regardless of location.

Myth: Managers are automatically equipped to cope with any working arrangement.

Reality: Technology has transformed what is possible in the workplace, allowing people to work whenever and wherever is best to get the job done. Ensuring staff performance when managing remote workers is something that many feel less confident about so training should be built in to organisational development programmes to ensure managers have the necessary skills to cope with all situations.

 

Do you think working differently has the potential to help reduce carbon emissions? Do you have thoughts on how we can build confidence and skills to manage different ways of working? Share your thoughts in the comments below.

 

If you like this article, you might like to read this one too: Want greater staff retention, less sickness absence and increased productivity? Join the results based revolution and unleash the power within.

 

 

 

 

 

Barriers and benefits of Shared Parental Leave

On Monday, I will head to the office for the first time in six months as my maternity leave ends and my husband takes over at home as primary carer for our baby boy.

According to figures, take up of Shared Parental Leave (SPL) is as low as 2% and with enhanced packages mostly reserved for mothers, it’s easy to understand why. Some of the large private sector companies that really want to do their bit for gender equality, offer generous packages for Dads but for many, SPL is a luxury they just can’t afford to take up.

As someone who campaigned for parents to have the right to share their leave in whatever way they see fit, it’s only right that I would swap with my husband and let him take the strain at home while I go back to work. Financially, it makes sense for us too which is what SPL has always been about – families being able to manage their responsibilities with the main earner able to continue to work and baby being cared for by a parent regardless of which one it is.

Looking back, I remember how many people said I would change my mind both about sharing my leave and about going back full time but I haven’t and I’m ready to go back to a job I love and let father and son have their own time to bond.

As the big day approaches, I’m excited at the prospect of a full nights’ sleep and freedom to just ‘pop to the shop’. Plus, actually, I think it makes sense to have three months to recover from so many sleepless nights before we both have to adjust to a new life in which we battle to balance work and family life.

In terms of Dad’s thoughts, it’s his last day at work tomorrow and he is looking forward to having lots of quality time with his son and continuing to show him the world. He is both excited and apprehensive about having three months away from work for the same reasons as many of us mums. Some of the things he has mentioned include concerns about a reduction in wages and how we will manage, missed career opportunities and a fear of being left behind at work.

I do feel a little sad that this special time is nearly over but I’m happy that my husband will also have the opportunity to care for our child and take an active role. I’ve known all along that I can’t do it all on my own and I’m glad to have the opportunity to share the care right from the beginning.

So what stops more Dads from taking the opportunity? Many mums don’t want to cut their maternity leave short to allow Dad to take a turn and many that are happy to do that can’t afford to. It seems to me that employers should offer the same enhanced package for Shared Parental Leave as they do for Maternity Leave but until they do, the uptake will remain low.

Only yesterday, a campaign to provide access to baby changing facilities for Dads was in the news, highlighting the role of fathers in raising their children. It’s right that the world should change to recognise that children have two parents. Traditional attitudes to gender roles still linger but during my leave, I have come into contact with lots of fathers who are at home caring for their little ones and think this is something that will become more and more common in the future.

Have you taken Shared Parental Leave? How did you find it and what were the benefits for you? Share your thoughts in the comments below.

3minuteleadership.org

Why becoming a great leader is a journey not a destination

One of my favourite leadership thinkers at the minute is Simon Sinek, author of Start with Why and Leaders East Last both of which you should read if you haven’t done so already.

The other week, I saw a link on Twitter to one of his videos which I watched and was reminded that ‘the best leaders don’t consider themselves to be experts; leadership is a skill which can be learned’.

This resonated with me because it is exactly the reason I am taking part in an initiative called ‘Leadership Pods’, a development programme developed by Dafydd Thomas at Circularis for people who want to be great leaders.

Being part of this encourages me to consider how I can further develop my leadership practice and allows me space to reflect on where I am now and where I would like to be in the future.  The programme also allows participants to share and learn from others who may have similar challenges or experiences.

As Sinek sets out, it is important as a leader to keep learning and commit to continuous improvement throughout your leadership journey.  It’s about supporting people and making a difference so why wouldn’t you want to work towards perfecting your craft which of course we all know does not have a final destination.

It’s like the best athlete working on their discipline; they can break new ground and set world records for their sport but there are always others who are watching them, learning from them and will ultimately take their place and set their own records.

Sinek goes so far as to say in his video: ‘any leader that considers themselves an expert… don’t trust them…. run in the other direction’.  You should definitely be suspicious of a leader who is convinced that they are always right and can’t see a reason to listen to the views or ideas of others.

In his book, Leaders Eat Last, Sinek promotes the importance within good leadership of prioritising the needs of others sometimes even putting these needs ahead of their own.  My approach certainly is to focus on supporting those in my teams, ensuring I take steps to understand their needs and considering how I can adapt my style to get the best out of them.

For example, I consider who they are and how they like to be managed.  Some people, particularly millennials, want to have autonomy; they want to be clear about what is expected of them and be given the freedom to do their best work which might involve trying out new ideas or generating new opportunities.  They expect to be able to get fully involved and don’t want to be told what to do.

Generation X and the baby boomers might prefer more specific management and direction  with greater clarity around what is expected of them and could even look for detailed instruction.  Of course people don’t always fit nicely into a box and so the only way you can understand what they need is to ask them.  I try to ask my direct reports on a regular basis if they are happy with the way they are being managed, recognising that my preferred style doesn’t work for everyone.  In circumstances where my approach is causing problems for them, I do my best to change it because ultimately, I want them to perform as well as they can and I don’t want to be the person that holds them back.

Understanding their long terms goals is also valuable because I recognise that they might not spend their whole career with one organisation and instead may wish to develop and move on to other opportunities.  In taking time to discuss this, I can ensure they are developing the necessary skills and experience to get them where they need to go.  Even if they do want to stay with us, I want that to be because they feel like they are able to develop and are invested in, whether that’s through funding for formal training or time to develop their specific interests or skills.

It’s important to recognise that they are a good measure of my own performance as a leader and I might ask them how they enjoy working with me and listen carefully to their feedback.  Also important is to recognise that they can be giving feedback through their silence or avoidance so I try to make a special effort to notice what they are not saying through body language or passing comments.

Sinek says: “We call them leader not because they are in charge but because they are willing to run head first into the unknown or dangerous.”

It’s not about status or rank, leadership is a skills that needs to be developed and perfected over time.  If you aspire to be a great leader then you might want to sign up for a Leadership Pod yourself and find out how you can unleash the power not only within yourself but in those you work with across your organisation.

Like a parent, you are not an expert parent but you keep practicing and practicing and hopefully, you’ll get it right someday.” (Simon Sinek)

 

Do you consider yourself to be a great leader? Have any thoughts or tips to share? Let us know what you think by posting in the comments below.

 

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How not to treat your pregnant employees if you want them to keep working for you

Given that at the moment I am expecting my first child, I currently have lots of pregnant friends and I am shocked by the number of things they say about issues faced in the workplace and how they are treated by their employer and colleagues because they are pregnant.  Despite equality laws protecting against this kind of thing, pregnancy discrimination is rife in our workplaces.

Stories I have heard include someone finding out from another colleague details of who has been chosen to cover their role while they are on leave; women being treated like they have left already; and assumptions being made about when and on what basis they will be returning.

People in the workplace seem to forget (or not realise) that it’s the 21st Century and women make a wide range of choices these days.  For a start, Shared Parental Leave means that Dads can stay at home too and increasingly, men are taking a break from the workplace to do just that.  I have of course been asked if I will be giving up work which is laughable in a society of dual income households not to mention the fact that lots of women want a career and don’t believe that having a baby means they have to give this up.

Then you get people assuming you will be returning part-time after the baby is born. Which also isn’t for me (and many others) because I’m likely to do the same work anyway and I want my full pension thank you very much!  Naturally, my husband has not been subjected to any of these questions about his own decisions although I wouldn’t be surprised if he’s been asked about mine.

It isn’t necessary these days and things really have to change, so what should you be doing if you want to be a good employer for those in the family way?

1) Don’t make assumptions and encourage others not to as well – these days, it is more than possible to raise a family and continue working so no matter how well-meaning you are, do not assume women will take 12 months off, return part-time or seek a less demanding role.  Better to assume that they will want to return to the same role at the same capacity and if they want to talk to you about reduced hours or other flexible working arrangements, they will let you know.

2) Ensure those who are preparing to go on any kind of child-related leave are involved in decisions about their role – they might be going on maternity leave but may well return and preferably to the job they left so they will appreciate it if you ask them their views on how to cover the role in their absence.  Discuss their plans for maternity leave and see what level of contact they would like to have while they are away.  Keep in touch days exist for a reason and some women will want to make sure they are used to the best effect.  When decisions have been made, make sure you talk to them and explain what is going to happen and why you have decided to do things that way.

3) Keep in touch – whether they use their keep in touch days or not, make sure they are kept up to speed with any important changes.  Is there something big kicking off that might make them worry for their role?  Update them on developments so that they can feel confident that they are a valued member of the team.

4) Carry out the risk assessment – it’s mandatory for a reason and women will want to make sure that their employer recognises the risks associated to the role and cares about making sure there are no unfair expectations placed on them that might cause harm to their baby.

5) Treat them with respect – while they’re there, while they’re off and when they come back.  Commit to good communication, timely responses or decisions and ensure all discussions are handled with sensitivity.  It will be appreciated and they will be more likely to come back.

I’m sure you made the hire in the first place thinking that person was amazing for the role.  Hopefully, they have proven you right and performed well during their time with you.  If that’s the case, you would want them back, right? Under whatever circumstances they want to return.

So treat them right and you have a good chance that they will want to re-join your fold after they have settled in to their new world order and continue doing the same amazing job they were doing before, probably with even more commitment because they know they are lucky to have a good employer and want to work hard for you.

Does this resonate with you?  Have you experiences of being pregnant in the workplace? Or are you an employer that agrees or is frustrated with these ideas?  Let us know in the comments below.

 

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Maintaining resilience in a crazy world

Recently, I met up with a friend who had just started a new job.  It was the end of her first week she was so excited about the role and enthusiastic about the work, she had thrown herself into it and was feeling the effects.  She had worked so hard that when Friday night came, she needed her slippers and the sofa not the cocktails and dancing that were planned.  Battling on, she came out and tried to enjoy the evening but after a single glass of wine, she was literally falling asleep at the table.

She felt under the weather for the whole weekend and was annoyed with herself for taking such poor care of her well-being that she couldn’t enjoy her friends and her personal life in a way that would provide balance to her hard work.  She spent a fairly miserable weekend trying to recuperate and promised herself that this wouldn’t be how she continued in this role.  From that day, she made a commitment to herself to look after her well-being and maintain resilience so that she would be able to give equal amounts of energy to work, life and self.

How are we in a situation where people feel burnout just from a normal week at work?  And what can we do about it?

It seems like the world is such a busy place today.  Technology means that we are constantly connected and seem always in demand, in fact, social media makes us want to be needed in this way because we’re constantly craving that dopamine hit that comes with a notification or message or email (Simon Sinek explains this here).   There’s more happening today than there was 20 years ago.  There are more choices about how we spend our time and we have more disposable income it seems so we can enjoy these opportunities.  The compression of time and space makes work more demanding and causes it to creep further and further into our personal lives.  The digital revolution brings communications to the palm of our hands which blurs the line between work and life and, if we’re not careful, it can tip the balance towards more work and less life.

We have to bear in mind though that for many of us, working life will be over a longer period than we envisaged and we also need to look after ourselves in order to sustain our energy and continue our efforts.  How often have you reached Tuesday and felt so tired it’s like you’ve worked a week already?  You might get home on Friday and find you are grumpy and miserable because you have been flat out all week and now too tired to go out or enjoy the weekend the way you would like to.

Building and maintaining resilience means that you can cope, bounce back or recover from the challenges life throws at us.  It’s about having the energy to deal with whatever comes a long and maintain a positive attitude come what may.  It’s being able to adapt quickly and adjust to new or changing circumstances.  Some consider it to be having a ‘toughness’ that allows us to manage in difficult times and come out even stronger.

How  can we build resilience? Here are some ways you can develop and maintain resilience in everyday life:

1)      Take a step back and consider how you are spending your time – do you need to be doing everything you’ve signed yourself up to? Can some things wait or could you delegate tasks and responsibilities to someone else?  It might be hard to let go but you don’t have to do everything yourself and if you try, it will have a negative impact on your well-being so make sure you are being realistic and being as efficient as you can.

2)      Look after yourself – are you making enough time for yourself? If you don’t already, maybe you could meditate, swim, start a yoga class or treat yourself to a regular massage.  If finding time for a class is difficult, or money is tight, there are lots of options on YouTube for yoga (my favourite is Yoga with Adrienne) and meditation (The Honest Guys) or if you fancy a massage but don’t like the price, check out your local college and see if they offer any deals with their students.

3)      Eat well – when we’re busy and tired, it’s very easy to grab a quick bite or fill up on junk and yet we know that eating the right things can make a big difference.  Think about cooking from scratch.  It doesn’t have to take a long time, I find that if I get home late and need something quickly, stir-fry is my saviour.  Another option is batch cook and freeze for those days you want good food fast (find some good batch cooking recipes here).

4)      Practise mindfulness – if like me you have a million things going round in your head, practising mindfulness can be a useful technique (See Bemindful.co.uk ). No matter what worries I have rattling around in my mind, I try and focus on whatever it is I’m doing at that time and save the worry about where I have to be next for later.  Whatever is going on, it helps to focus on the moment you are in.

5)      Have fun – enjoy the lighter things in life. Make sure you have fun times with your friends or have a regular activity that you enjoy, even better perhaps if it’s something you love but are not good at!  The ‘tuneless choir’ is exactly about letting go and enjoying yourself.  Even in work, as Mary Poppins famously said ‘find the fun and snap, the job’s a game!’.

 

Has your world become more busy? How do you maintain resilience in a crazy world? Share your thoughts in the comments below.

 

(Photo: Pixabay.com)

Giveaway: Drive – the surprising truth about what motivates us

This month, we are giving away a copy of Daniel Pink’s New York Times top 10 bestseller ‘Drive: The surprising truth about what motivate us’ and here’s the reason why…



A couple of years ago, as part of a management course, I attended a workshop that explored how we can keep people motivated.  Keen to get the best out of my teams, I was listening intently, excited at the prospect of learning new ways to engage people and enhance performance.  As the tutor explained Maslow’s hierarchy of needs, he outlined the different levels of need which need to be fulfilled for an individual to achieve the central goal of ‘self-actualisation’ or ‘full realisation of potential’.

This was great but I already knew about Maslow and was hoping to be able to build on this knowledge and take something new from the session.  Having an awareness of modern theories in this area, I was puzzled to hear the tutor say that there haven’t been any motivational thinkers since Maslow in the 1960’s and 70’s.

After the tutor had finished presenting, he moved around the room to speak to the different groups.  When he reached our group, I raised my thoughts with him:

‘You mentioned that there haven’t been any motivation theories since Maslow but I actually do know of one’.

‘Ah yes’ he said ‘are you talking about Daniel Pink?’

I confirmed that I was indeed speaking of Daniel Pink and his theory set out in the book ‘Drive’.  To my surprise, the tutor responded:

‘Yes, we’re not allowed to teach that’.

Thankfully for me, I’d read Pink’s theory already and put the ideas into practice to great effect so I was dismayed to realise that others were being prevented from exploring Pink’s theory.

At a later event I went to where we were discussing well-being, the conversation turned to staff and motivation.  It was clear that there remains a view that people ‘just’ go to work for money and that’s all they are looking for.  I don’t believe this is the case and whilst money is important – of course, we all want to have nice things and a comfortable lifestyle where we can spend our days experiencing joy and not worry – money alone does not provide job satisfaction and fulfilment.  Drive explores this idea in more detail, considering why people go to work and how Managers can capitalise on that to encourage optimum performance.

It wouldn’t be fair for me to spoil the book for you so if you, like me, did not cover Daniel Pink in your management course but want to know how to help people in your team to reach their potential, I suggest you retweet or share on social media and subscribe to this blog before 27th October to be in with a chance to win your own copy and see what difference it could make.

 

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Help people find their ‘flow’ and make every day feel like Friday

Have you seen the new Lucozade ad?  The energy drink brand has decided to shake its image as a hangover cure and look for a new audience amongst busy professionals.  The campaign, titled ‘find your flow’, features normal people in everyday situations performing beyond their best thanks to Lucozade.

“Flow. The unmistakeable feeling of unstoppable. Of no problem that can’t be solved. Of no-one else can do it better. That whatever the day throws at you, you simply take it in your stride because you’ve found your rhythm. You’re on top form.” (Lucozade 2015, Find your flow)

The ad company responsible, Grey London, have taken inspiration from psychologist Mihaly Csikszentmihalyi who created the concept of ‘flow’ after extensive research on the topic.  It’s the feeling of being completely ‘into’ what you are doing.  Of being wholly absorbed in a task or activity and of losing yourself in a moment.

Csikszentmihalyi describes ‘flow’ asbeing completely involved in an activity for its own sake. The ego falls away. Time flies. Every action, movement, and thought follows inevitably from the previous one, like playing jazz. Your whole being is involved, and you’re using your skills to the utmost.” 

That’s what I want to feel when I’m at work and what I want my team to feel also.  I’d like them to love what they do so much that they can immerse themselves in their tasks and spend most of their time ‘in the zone’.

Why should we aim to help individuals find their ‘flow’ in the workplace?

I’m really conscious that people spend a lot of time at work.  Over a lifetime, it’s around 90,000 hours if we work full-time from leaving school to retirement.  This is time that many people would rather spend doing something else such as sitting in the garden, playing with the children or walking the dog.

It’s an ambitious aim but I want the people in my teams to enjoy what they do almost as much so they are focused on delivering great things for the organisation rather than wishing they were somewhere else.  My view is that if I can help them find their ‘flow’ at work, I can help them to maximise their contribution to the organisation and enhance their overall life satisfaction.

How do we create an environment that supports individuals to find their flow’?

Based on 10 factors which are known to accompany the feeling of ‘flow’ here are 8 things that leaders should seek to provide in the workplace to allow employees to immerse themselves in their activities:

1)      Set clear goals that are challenging but achievable

2)      Allow people to concentrate on their goals and focus their attention

3)      Ensure their work is rewarding and ensure recognition of their efforts

4)      Create an environment where they feel secure and not self-conscious

5)      Give feedback

6)      Ensure tasks are achievable and suitable for the individual’s level of skill whilst providing a healthy challenge

7)      Allow ownership of a task or responsibility

8)      Minimise any distractions that will prevent the individual from focusing on the activity

 

Do you agree that helping people to find their ‘flow’ is an important goal?  Have you tried to create this kind of environment in your workplace?  Let us know your experiences by posting in the comments below.

 

3minuteleadership.org

 

Photo credit: Pixabay

 

Preparing for a positive personal review

Earlier this week, I chaired a discussion on ‘preparing for a positive personal review’ at an event run by the Women’s Network in in my organisation. Recently, our review process has been high on the agenda with a new system launched that aims to ensure a high quality conversation during this important annual one to one.

It was particularly timely to be holding the event this week as Recruiting Times published an article on Monday which suggested that “ditching the annual review” is one of four key HR trends for 2017. It seems that a number of major private sector companies such as Deloitte, GE and Adobe are taking this step and so part of our event explained why we are bucking this trend and choosing to continue with a traditional  approach.

Our panel consisted of two senior members of staff who have been leading on the development of a new personal review process, which is currently finding its feet within the organisation. The policy now asks managers to facilitate a conversation which is centred on the individual, asking people to think about what they want to achieve in the coming year, what support they need what training and development they think would benefit them going forward.

During the event, our panel shared their own experiences of personal reviews, complete with success stories, and they demonstrated how this process has helped them to achieve the positions they are in today. They were both very clear that the annual review has been extremely valuable in their own career development and encouraged participants to take time before the meeting to consider aspirations and development needs to make sure they are in a position to have a worthwhile discussion.

They set out number of questions to consider when preparing for you annual review:

  • What’s gone well over the last 12 months?
  • How well have I met my current objectives?
  • What am I enjoying about my role?
  • What do I find challenging?
  • Is there anything I am struggling with?
  • What do I want to achieve this year?
  • What hasn’t happened and why?
  • What are my career goals and aspirations? And what skills or experience to I need to help me achieve them?

Our panellists were also stressed that the review is something that is relevant throughout the year, rather than once every 12 months. The meeting is an opportunity to set your goals for the period but needs to be reviewed on a regular basis to ensure you are making progress. The advice was to make sure you keep a copy of your goals somewhere you can find it easily and keep reminding yourself of your aims to ensure you remain on track.

Finally, when asked to provide one ‘takeaway’ or key piece of advice for participants at the event, this is what they had to say:

  • Own it – this is your personal review so it’s up to you to make sure it goes well and achieves for both yourself and the organisation.
  • Be honest – your line Manager can only help you if you are honest about what you want to get from the role and what you can contribute. Don’t just tell them what you think they want to hear but be honest so that you can have a truly constructive conversation.

 

How does this compare with your own experiences of annual reviews? Are you in favour of this approach or do you prefer something different? Do you have any further tips to share to make sure these discussions are worthwhile? Please share your thoughts below.

 

3minuteleadership.org

 

Thoughts from top women in Wales on increasing representation in leadership & decision-making

This week, I joined colleagues from across the Civil Service and Local Government in Wales to mark International Women’s Day at the Senedd (Welsh Parliament). An impressive line-up of leading ladies shared their own career journey and experiences to inspire others to follow in their footsteps.

Just a few days earlier, the Assembly Research Service published figures on gender equality. These figures show that slightly fewer women than men are economically active (72.4% compared with 83%) and a higher proportion work part-time (41.3% compared with 12.7%). Of those sectors prioritised for investment by the Welsh Government within their economic strategy, women account for just 32.7% of the workforce.

When we look at our public service leaders, we can see that despite accounting for 72% of Local Government staff,only 18% of Local Authority Chief Executives are female. Of our elected representatives, less than one-third of councillors are female and whilst women account for nearly half of our Assembly Members (41.7%), this has slipped from an admirable 52% during 2005 – 2007.

The Deputy Presiding Officer, Ann Jones AM, welcomed delegates and reminded us that the Welsh Assembly has a history of leading the way on gender equality. Despite this, she noted that everything that we have achieved as women has been achieved because we have been willing to stand together and fight for women’s causes.

The figures above show that there is still a great deal of work to do if we are to achieve gender equality in Wales.

A number of prominent women addressed the audience from the HR Director of DVLA to the Chief Executive of the National Assembly for Wales. Here are some of the things suggested throughout the event that would help to increase the number of women at the top:

1. Appoint a gender champion – change comes from the top and someone needs to take the lead to ensure gender is on the agenda in your organisation. Consider finding someone senior to take on the role of gender champion to push for fair representation of women.

2. Develop a positive intervention – sometimes the pace of change is too slow and we need positive interventions to accelerate progress. In particular, organisations in receipt of public money should be leading the way.

3. Create an inclusive environment – typically, women have a different style and the workplace should encourage everyone to contribute to the best of their ability and in their own way.

4. Pay attention to language – language shapes the world around you. If you are using ‘Chairman’, ‘guys’ (to mean everyone), or ‘he’ (to refer to a person male or female), then just stop. Right now.

5. Job advertisements and interview questions – evidently, boys associate more with verbs and girls with adjectives. Jargon and any language of power possibly put women off so consider getting a specialist to ‘gender lens’ your recruitment processes to make sure you aren’t unintentionally excluding women in this way.

6. Role models – you can’t be what you can’t see. Women need access to inspirational role models who are visible to encourage women to follow in their footsteps. And I don’t mean those women who conform to masculine norms and/or pull the ladder up behind them but those who have managed to succeed whilst staying true to their own identity and maintaining their integrity.

 7. Challenge – if we don’t challenge when we see actions or hear views that disadvantage women or reinforce stereotypes then change will be slow to happen. If you think something is wrong or unhelpful then say so. This will help to raise awareness and hopefully lead to better decisions.
Think I’ve missed something? Share your thoughts in the comments below.

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