‘You can’t be what you can’t see.’
It’s a noble rallying cry for more visible diversity. It’s quoted frequently and with fervor especially in discussions around positions of leadership. It even rhymes!
But this statement has an inherent paradox.
It’s a paradox because while closer inspection of its premises show it to be factually false (there are laws prohibiting the discrimination of employment based on gender, race, religion, sexual orientation, or ability. And history has given us evidence of many trailblazers in fields like medicine, space travel, fashion, and law) as a whole the statement has proven again and again to hold a powerful truth.
We spoke to three of our Endorsed Employers from the more male-dominated fields of banking and finance, transport and rail, and mining and resources to see how they are answering the rally cry to raise the visibility of women in leadership roles.
Why does representational leadership matter in the workplace?
Representation shapes perceptions. It shapes the perceptions not only of what’s possible (like we stated above it’s illegal to deny anyone the possibility of a role) but of what’s probable or even permissible in any given culture.
Studies have shown that children’s career aspirations are highly influenced by who they see in their lives and in the media, and that these aspirations vary based on gender, race, and socioeconomic status.
Biases about what people in leadership roles look like don’t end at childhood. People who hold identities that aren’t represented in positions of leadership have a more difficult time climbing corporate ladders as well.
And while achieving diversity will have a positive impact at any level, an increased focus on achieving diversity in leadership will have the greatest impact, because this is where the big impactful decisions are made. This is where diversity has the most opportunity to inspire innovation.
Do leadership targets work?
Organizations that set targets for the promotion or recruitment of women into leadership roles are more likely to succeed at increasing their gender diversity.
“We’re focused on growing women at all levels of leadership so they can build on their skills and create career opportunities, not only for their personal development and our workplace, but to support a gender-balanced community.”
– Belinda Leon (she/her), Employer Brand Specialist at Bendigo and Adelaide Bank.
Other benefits of setting targets include:
- Clarify accountabilities and demonstrate a commitment to deliver.
- A competitive advantage against industry peers.
- Organizations that have been successful in achieving gender targets report more effective talent and succession planning systems.
What is the “motherhood penalty”?
The motherhood penalty is a concept that describes the detrimental trend of seeing mothers as less likely to be hired for jobs, to be perceived as less competent at work, to find reduced opportunities for career progression, and to be paid far less than their male colleagues with the same qualifications.
Even in an age when women with children run countries (like Jacinda Ardern) and the number of Fortune 500 companies run by women is hitting a record high, traditional notions about fathers as breadwinners and mothers as caregivers remain deeply ingrained.
To overcome this, Pacific National have looked at changes to their working environment to make it easier for women to return to work. Job sharing and flexible working arrangements for some job functions offer a supportive and phased return to work.
QMAG also offer the opportunity for flexible work arrangements for mothers returning to work, along with a generous paid primary career leave of 26 weeks (with four weeks for secondary carers).
“QMAG have been very accommodating with both of my parental leaves and the transition back to full-time work. They provide a great work-life balance with flexible working arrangements and provide support around family commitments.”
– Belinda Elliott, Accounts Payable Officer at QMAG.
Strategies for employers to address the need for more women in leadership
Overcoming barriers to women in leadership calls for effective communication about career advancement. This is something Bendigo and Adelaide Bank understand, and why they offer the Women in Leadership program to build the capability and confidence in their women leaders to be senior manager ready. An intensive capability development program, it’s designed to stretch women within the organization towards senior leadership, enabling performance behaviors and mindsets.
The program challenges participants to see themselves, their responsibilities, and their opportunities with fresh eyes, enabling and inspiring them to achieve career and life goals.
The program provides a multi-faceted learning experience enabling facilitated group work through virtual interactive workshops paired with self-directed learning through video tutorials, readings, reflective tasks, and workplace activities. Since its inception, 73 women have completed the program.
QMAG too offers access to over 200 external training courses, and offers professional development plans, internal and external coaching, and support for all their full-time employees.
Alternatively, rather than adding to the leadership skills of women within your organization, there’s also a need to celebrate their existing skills. The ideal leadership qualities of the past like ambition and assertiveness aren’t often associated (or indeed even welcomed) with women.
But now there are workplaces where alternative leadership styles have been nurtured and seen for the benefits they bring.
“Our leaders’ role is to energize, inspire, and help our people understand how they contribute to our group strategy. Part of this is to ask our leaders to understand their own impact – the shadow they cast. Those in positions of leadership and power influence their team through their behavior and actions.”
– Belinda Leon, Employer Brand Specialist at Bendigo and Adelaide Bank.
By design, the senior leadership team at QMAG also celebrate multiple styles of leadership. From extroverts who thrive on engagement with their people at all levels, to introverts who proactively engage with teams to find sustainable solutions. From servant-leadership styles where the focus is on people’s growth and well-being, to empathetic leaders who seek to understand other points of view and inspire their teams accordingly.
Strategies for women with ambitions to reach leadership
Where else better to get advice about how to be a woman in leadership in a male-dominated field, than from women who are already there.
Prue Newall (she/her), Head of Environmental Governance, and Genevieve Nix (she/her), Head of Safety, at Pacific National share their advice for us.
Have the employers above inspired you?
Be sure to see the other great diversity, equity, and inclusion work they’re doing by checking out their Endorsed Employer Pages: