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Leadership – The language of a leader is ‘truth’

Leadership

Culture is created through our leaders, their language and, the language of the tribes they live within.   The pathway to create and sustain preferred culture in the tribes where we work, live & love, is to support our leaders. Challenging them to greatness and encouraging them to understand that truth exists only in words. Leaders are the words they use. Just as culture is the words said within it and about it.

We look to our leaders for wisdom and guidance toward a vision. To be a leader is to be a learner. Constantly inquiring and learning new ways creates a vision of what is possible. Constantly finding new ways to inspire and move people. Taking us on a journey.

It was Socrates w220px-Socratesho is claimed to have said at his trial “… the unexamined life is not a life worth living …” In considering those words and the man, perhaps Socrates was commenting on the issue of being human as characterised by the capacity to transcend basic instinct and desire, to make decisions through conscious, ethical choices. If he was, then an examination of life may lead to a life which is intentional and informed and, is a life worth living.

We need great leaders. Leaders who can read the patterns of life, of work, and the tribes they live and work in. Leaders who make decisions with the wisdom from what they have learned.

I recently spent 3 days examining my own leadership. It was a valuable time and I was able to explore my own language of leadership, my purpose and my passion. To clarify what I would make a stand for.   It occurred to me that we are all interconnected and reliant. We are one but we are many. You are me and I am you. What happens to you happens to me and what happens to me happens to you.

Learning this, I am now unable to simply be an observer of things in my tribes that affect businesses and people. A failure to act on behalf of others is the standard I adopt.  As a leader I now identify that my role is to make a difference by moving and inspiring leaders to create amazing cultures and, to move and inspire organisations from good to great.

In the past, Risk to Business focussed on reducing risk to business and people from unlawful or unethical behaviours. As a leader in my new context of understanding I realise that Risk to Business was not playing a big enough game.   But now we are.

We are about changing how organisations are lead by inspiring and challenging leaders to take a risk. To take a risk in creating great cultures where people are engaged, included, valued and feel a part of something bigger than themselves.

We’ve built a company that listens, learns and shares. We know that organisations spend a fortune in time, energy and money in building their brands and growing it. Leaders often feel unsupported and vulnerable when going through times of change or increased competitive threat.  We also know what it takes to be a great leader in contemporary organisations. And, we know the power of a great culture in driving growth and productivity.

 

 

 

 

 

Sexual Harassment – What do you suggest a preventative system would look like?

toxic guy

Sexual harassment continues to be a problem as highlighted by ‘Insight’ on Channel SBS. The stories shared by Jemma and the other panelists were shocking. Our system is failing our community and it is failing our women.

The conversation from the audience was interesting but unfortunately no solution was identified. Interestingly, incidents occurred where alcohol and work related parties/activities were occurring. This experience is true from many of our own investigations.  Casual attitudes equal casual behaviours.

Doing more of the same seems pointless, and something needs to be done to disrupt this status quo. Increased legislation, increased damages and regulation are not providing the results we need. People (leaders in organisations) are failing their people. HR is more often than not powerless to solve incidents. The political framework and the cost benefit analysis of losing a ‘gun’ employee who is a perpetrator is a barrier to change.  Too often people make a decision to ‘settle’ and make the problem go away rather than deal in a mature fashion with the perpetrator.  Lives and families can be changed forever.

Most concerning from the interviews on Insight was the attitude of not complaining because its ‘too hard’, ‘too damaging’, ‘too expensive’. Under reporting of incidents is a problem and we do not truly know the extent of the problem.

Why is it that we still endure this problem in 2014?  Laws were created in the mid 1980’s to deter this behaviour however it still continues. The cost to people, organisations and our productivity cannot be understated. A different, more holistic approach is needed and perhaps have elements such as these:

  • The most serious of sexual harassment incidents that involve sexual assault ought to be criminalised as was serious workplace bullying in Victoria;
  • An effective weapon against sexual harassment is prevention;
    • create an environment and system where people can speak up without fear;
    • use independent 3rd parties to allow for disclosures and representation of employees (HR is not trusted);
    • act quickly to intervene without blame, make it hard for alleged behaviour to continue unnoticed – rather like a thief who moves away from a secure target;
    • DO NOT do nothing when an employee discloses – treat a disclosure like you would a machine missing a guard or a trip hazard;
    • risk profile workplaces and teams – establish systems where lead indicators of behavioural risk can be identified and acted upon;
  • Establish mandatory reporting on organisational performance in regard to incidents, and preventative governance measures (policy suite, training, systems and procedures);
  • Only employee temporary contractors that can certify that they have their own robust training and compliance regime in place just as we do with OH&S accreditation or certifications;

I am sure other measures can be designed to assist. Organisations are not doing enough, regulation and legislation must step up.

We conducted our own research of Australian workers and found sadly, that 37% of people reporting sexual harassment felt that no-one cared and were told to ‘toughen up’ by their manager. This was the case for Jemma on the ‘Insight’ program.

Alarmingly, 24% of cases reported that organisations (people & leaders) either did nothing or made matters worse and 11% of people experiencing sexual harassment felt sad, alone, and had contemplated suicide.

Here is one story of the hundreds we received through our research:
“This takes place nearly every day. It ranges from men trying to put their hands down my top to trying to kiss me and ‘feel me up’. They make inappropriate advances to me and when I take it to my manager he just laughs. Generally there are people around when this happens but it gets worse when no-one is around. On employee came around to my house in the middle of the night, banging on my door and texting me. My manager is someone I thought I could go to but, nothing changes. I have to leave my job.”

And another:
“Whilst one of my female colleagues was bending over, a male colleague came up behind her and simulated sex”

Research Statistics
14% of people complained to their manager;
16% took legal action;
10% resigned;
23% took long term sick leave (more than 30 days);
12% reported bad behaviour toward them was copied by others;
30% of people did not report it;
(people under 34 years of age are most at risk)

Industry Sector Statistics – The Top 5
Hospitality = 22% of sexual harassment reports;
Business & Finance = 16%;
Retail = 15%;
Transport = 14%;
Emergency Services = 12%;

State & Territory Statistics
Tasmania – 18%;
Queensland – 14%;
Western Australia – 13%;
New South Wales – 12%;
South Australia – 12%;
Victoria – 11%;
Northern Territory – 11%
Australian Capital Territory 7%

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What Can Men Do To Achieve Pay Equity?

money

I was prompted to write this Blog after speaking with a close friend over the weekend. We were talking about our children and the current pay gap that exists between men and women in work and how this might affect them as they create families of their own.

We talked about the fairness of pay inequity in particular and what our children could expect to experience on this key community issue as they move into work. I do regard the inequity as a community issue. I found myself thinking that the solution does not simply reside with business.  It resides with the whole community.  Where we live, where we work and where we play.

Stronger government policy around greater access to child-care and flexible work arrangements for men and women is needed among other key outcomes.

As 54-year old man with some experience in life, work and diversity & inclusion, I think it is important that men take up this challenge and simply ask the question of their employer – Is there pay equity for our women here? If there is then celebrate that fact, if it is not in place then ask who can make the decision to create equity what date will it be achieved by?

I thought about my time as the person who had carriage of the Diversity strategy for Victoria Police. I thought about the choices policewomen had back then. The choice was hard for them. They either had children and left or did not and stayed. We lost the bulk of our women after 9 years of service. What a cost that was.  Men in control made decisions and changed the landscape. Improved outcomes became available.

However barriers to the participation of women in management roles prevail.

I have observed that things can change when strong men take a leadership position and make decisions.  If we are to achieve greater equity for women and our daughters we need those people in positions of power and control to create change.

Men can be ‘men in action’ rather than ‘observers’ and men can be a voice for change. All we need to do as men is see the value of the change.  Let me tell you a story about being ‘in action’.

I live in a home in NSW whose previous owner has an amazing story around affecting change.   Maybanke Anderson (nee Selfe) was born in London in February 1845.  Her family migrated to Australia as free settlers when she was nine years old. Maybanke was raised in a family with firm views about the role of women in community and the importance of contribution and a fair society.

maybankesssr_lgAt 21 years of age in the September of 1867 she married Edmund Wolstenholme, a timber merchant. Their union brought seven children between 1868 and 1879 but unfortunately four of them died before the age of five, apparently from a heart condition. The later years of their marriage were not happy ones and Edmund after a number of business failures apparently took to ‘the drink’. The marriage broke down.

Maybanke responded to her situation and took in boarders to relieve financial problems. In 1885 Maybanke opened the Maybanke College for Young Ladies. She opened this school in her home and it gained a reputation for modern teaching methods that achieved excellent results. The school prepared young women for the University of Sydney entrance examination. It operated for over 10 years.

Maybanke took a stand for improved education for girls and has been accredited with bringing Montessori education to Australia and with opening the first free Kindergarten in 1895 in Woolloomooloo, NSW. Maybanke was the president of the Kindergarten Union supporting the education of the children of working mothers.

The law at the time of the 1800s meant that Maybanke was unable to divorce Wolstenholme. A situation she fought to change. Maybanke waited for the passage of the Divorce Amendment and Extension Act in 1892 and then applied for a divorce on the grounds of “three years of desertion.” Their divorce was finalised in 1893.

It occurred to Maybanke that ‘the system’ seemed to give men all the rights and women none. She became a public speaker and advocate about equality for women. Double standards that existed appalled her and she felt compelled to action.

Maybanke commenced an active role in the promotion of women and children’s rights. She became active in the women’s suffrage movement and: she was active in raising the age of marriage consent for girls; she believed that the vote was ‘the kernel for all reform’. Change was resisted by men and authority as these historic photos depict. Change was hard:

barkhorn_womenvoters1demo2

demo1

Maybanke was also the vice president of the Women’s Literary Society. Many of the society’s members would go on to form the Womanhood Suffrage League of New South Wales (WSL) on 6 May 1891.

Maybanke was a prolific writer in the newspapers and published many articles along with books. Her writing commented on issues of: equity for women; children’s rights; raising children; education; women’s rights to vote and education.

In 1893 she was elected to the WSL presidency and founded the Australasian Home Reading Union in the same year. The Union was a program to promote induction by organising small study groups in rural areas.

In 1894, she began publishing the fortnightly newspaper Woman’s Voice. The paper ran for 18 months, drawing women’s attention to suffrage issues at the national and international level.

suffrage1

The WSL’s attempts to have suffrage implemented by the New South Wales government were not fruitful; however, in 1897, Maybanke decided to petition the 1897 Federal Convention in Adelaide. She reasoned that this would have the women’s vote written into the Federal agenda. Thus, the women from South and Western Australia who already had the vote could not have it taken from them, and if there was suffrage at the federal level, it would flow down to the states.

“In the politics of a democracy there should be no sex. A woman without a vote is an inferior, and thereby liable to be so regarded”.
Maybanke Anderson – The Sun, 6 July 1912.

At this time, Maybanke also became involved in the pro-federation movement. Maybanke resigned from the WSL in 1897. Suffrage was extended to the women of New South Wales in 1902.

In 1899 Maybanke married her second husband, Sir Francis Anderson. Anderson was the first Professor of Philosophy at the University of Sydney. They travelled and worked together on voluntary projects, including campaigning to have women stand for local government. She was active with the National Council of Women of New South Wales, and worked closely with the University Women’s Society. Maybanke died in St Germain-en-Laye, Paris on the 15 April 1927. The work for women and equality went on.

I think you might agree that Maybanke Anderson was a person in action. She took a stand for change and pursued it.

Disparity in pay still impacts on Australians women. The Australian workforce is observably split fairly evenly along gender lines. Of the approximately 10 million employees in Australia, 50.5 per cent are women and 49.5 per cent are men. However, men still tend to earn a lot more than women – an average of $1,429.80 for male employees, compared with $940.20 for female employees. Imagine the improved financial resources women could bring to relationships and family if this was not the case.

Currently one in 10 full-time workers in Australia earns more than an average of $2,548 per week, and one in 10 earns $800 per week or less. The rest are somewhere in between. The struggle for pay equity for women has not been a short lived as this picture below demonstrates.

Ms equal pay67Photo: Miss Equal Pay in the 1967 May Day procession on Queen Street, Brisbane. (Fryer Library, The University of Queensland: Grahame Garner)

In the years between 1961 and 2011 the proportion of women in the workforce almost doubled from 35 per cent to 59 per cent. However until 1966 married women in Australia were not employed by the Australian Public Service, and single women were forced to “retire” when they married. I remember this was so in the Victoria Police where I enjoyed my first career. Thank goodness things have changed in this regard. But I remember the impact on women.

In a report published by Ernst Young in 2013 (Untapped Opportunity – July 2013):

Once women hit their mid-20s, female participation rates in the Australian labor market decline for the next two decades. Women move from full-time to part-time employment to accommodate the needs of their families, their careers are interrupted.”

 The EY report concludes that if we are to improve participation rates of women and pay equity for women we need as a community to do the following:

  •  Introduce or extend flexible work practices
  • Offer Career Opportunities to Flexible Workers
  • Maintain the Career Paths of Workers on Maternity Leave
  • Seek out Highly Qualified and Educated Women who Failed to Enter the Workforce
  • Change Our Expectations of Leadership Qualifications
  • Increasing the Number of Women Choosing Qualifications that Feed into more Technical, Higher Paid Jobs
  • Make Childcare More Accessible

This may give us the start point we need toward a holistic approach.  In my view we need men to drive the debate and to drive change. We need men to be as passionate and as persistent as Maybanke Anderson.  We need men to ‘drive’ reform at the government and community levels thereby achieving lasting change.

My friend and I agreed that the people capable of effecting change can see that the value of what must be given up is far outweighed by the value of that which will be gained.

And, we need more men to ‘lean in’ and have the will. Inequity affects all of us now and those who will follow.
This is what a feminist looks like.[/caption]

This is what a feminist looks like.

 

 

 

Supporting SMEs Toward Greater Productivity

We exist to keep people safe from bad behaviour at work and to protect the organisations they work in.

Small to medium enterprises make a significant contribution to the economy, accounting for just less than 50% of private sector industry employment and contributing approximately 33% of private sector industry value to the economy. SMEs generally do not have access to services that they need from a governance perspective and from an employee health and well-being perspective. Unfortunately, for many people working in SMEs, a day at the office can be unpleasant.

It doesn’t have to be that way! Our Great Day@Work platform is positively disrupting how people are kept safe at work, how people access help and how organisations are protected. Our platform services SMEs and big business throughout Australia.

Thinking of accessing an EAP for example ? the frequently asked questions are answered below:

Cost
The cost of an Employee Assistance Program is usually based on utilization. Usually15% of employees access an EAP program in a given quarter for an average duration of 3 consultations. Additional consultations may be arranged between employee and counselor. EAP’s are intended to be a confidential service supporting employees and their families in response to:

  • Interpersonal conflict with peers and supervisors
  • Work change / stress
  • Harassment / grievance issues
  • Disciplinary matters
  • Work performance and role issues
  • Management coaching
  • Career transition issues
  • Relationship and family matters
  • Personal / emotional stress
  • Psychological health issues (anxiety/depression)
  • Grief and loss
  • Alcohol and drug related issues
  • Work related debriefing post incident
  • Crisis intervention and trauma counselling for personal problems

Happy People Save Money

If 5% of your employees used the EAP the potential monetary savings would be 3.45% of payroll for reduced absenteeism and improved productivity from problem employees.

Reduce Absenteeism
15% of the work force causes 90% of absenteeism. Emotional factors account for 61% of time lost through absenteeism. Statistics suggest that the typical employee is absent 8 days per year. Their studies also show that absenteeism costs the employer 1.75% of an absent employee’s wages. Companies spend 5.6% of their payroll on absenteeism.

Increase Productivity
It is estimated that 10% to 15% of employees are likely to have severe emotional wellbeing problems. The work performance of these employees is at least 35% below expected levels. The reduced productivity of troubled employees costs companies 3.5% to 5% of payroll.
An employee with problems disrupts the working environment of others.

Reduce Turnover
Only 15% of terminations are the result of employees’ inability to perform their job function. Personal and interpersonal factors account for 65% to 80% of all terminations. EAP helps employees resolve personal and interpersonal problems before they think leaving you is the answer.

Disability
Stress contributes to 85% of accidents. An effective EAP will reduce the stress of your people. This will reduce the claims and rates of your extended work cover claims. Your long-term absentees will reduced as a result of the lower risk of your employees.

 We want to help you help your team toward greater engagement and productivity.

 

 

Will your children be safe @ work?

SONY DSC

I recently celebrated my 54th birthday and I reflected on what an amazing journey my life has been and remains. I have a wonderful partner, amazing children (shown above), great family and friends. I also thought about what my contribution has been to community and to my work. I feel very fortunate to have been in positions where I could make a positive difference which I am very grateful for.

I am passionate about people having a great day at work and being safe while they are there. I remember the young people such as Shane Albino and Brodie Panlock badly affected by the workplace behaviour of others. Their experience of behaviour at work drives me to do what I do.

I have intentionally shifted the conversation about behaviour risk in workplaces so that we talk about workplace behaviour risk in the same way as we discuss trip hazards and machines missing a safety guard. There is no difference. These hazards potentially lead to serious injury.

I think about the four young adults in my immediate family. I wonder as they are starting out in work and in life, whether their workplaces will be safe for them. I hope so…. but ‘hope is not a strategy’. So please take a moment to watch an edited version of my presentation made to the Comcare 2014 National Conference in Melbourne, Australia.

I urge you to play a bigger game and not be satisfied if your organisation is focused on compliance instead of best practice. I also ask that you share my passion and this blog with your community. Powerful movements start with small beginnings.

 

 

Emma Watson – He for She – A Gender Equality Movement

I think Emma Watson spoke for all forward thinking people in our community when she inspired and moved the UN audience through her presentation in 2014. Her presentation to the UN was a nervous one, but one full of hope and expectation and was a call to action. Scroll to the end of this Blog to see her UN presentation. But here Emmsa speaks further about the ‘He for She’ movement on International Women’s day in 2015.

EWThe Workplace Gender Equality Agency (WGEA) in Australia recently released its groundbreaking research on gender equality. After you watch Emma, scroll down for fast facts from this significant research:

Fast Facts:

  • women comprise a quarter of management positions despite making up half the workforce;
  • Women are paid 24.7 per cent less than men who perform the same work;
  • 13.6 per cent of employers have a strategy for flexible working and only 7.1 per cent of employers have an articulated stand-alone strategy to achieve gender equality.

Just under half the 11000 employers covered by the report offered paid parental leave on top of the scheme introduced by the former Labor government.

Gender Equality Agency director Helen Conway said the message from the report was that “at every level the workplace pipeline is blocked for women”.

Key Findings:

  • While making up 48.5 per cent of the workforce, women account for just 35.8 per cent of full-time employees and only 17.3% of CEO/Head of Business positions
  • Men fill 76.24%of directorships, 88.12%of board chairmanships and 82.7% of chief executive positions.
  • The proportion of women declines as management levels approach the chief executive level, with women comprising less than 30% of CEOs’ direct report.
  • The gender pay gap is almost 19.9% for base pay but rises to almost 25 % for total remuneration.
  • The biggest total remuneration gender gap is in financial and insurance services (36.1 per cent), while the narrowest gap is in education and training (9.6 per cent).
  • While almost one in every two employers has a gender remuneration strategy, only 18.1 per cent have pay equity objectives as part of the strategy.

It’s time men ‘Leaned In’ to address gender inequality

I attended the recent Marie Claire success summit in Sydney. I wanted to attend because I feel strongly that women in work in Australia need men to be actively engaged on this issue of gender equality. I felt I needed to be a part of the conversation that is going on. I was one of 2 men who attended the summit that was attended by over 700 women delegates. We enjoyed listening to amazing women speakers who had powerful messages to share.

Frankly, I was surprised so few men attended. Gender equality is not simply a women’s issue. It is a whole of community issue. The business case is now done and dusted, gender equality is a good thing and we must collectively and resolutely resolve this issue. Just as Sheryl Sandberg through her book called for women to ‘lean in’ and to participate, so it is for men.

Through my work I hear men say “I just don’t see inequality”, “it is not really an issue in 2014”. However, just because gender inequality is not ‘seen’, does not mean it does not exist. It does.

Men in denial or worse, men who are disinterested or disengaged are in fact adding to the problem instead of being involved in the solution. Risk to Business continues to investigate matters of discrimination, sexual harassment and workplace bullying throughout Australia. Our own research in  clearly indicates it is still going on in Australia. On occasion we are perplexed about how those behaviours can still occur in the 21st century.

Gender Inequality – Fast Facts:

• There is an 18.2% pay gap between genders across the board in Australia;
• Of the 226 seats in the Federal Parliament, 69 are held by women, and women comprise 29.0 per cent of all parliamentarians in Australia. Only have one woman holding a top job in the cabinet. Women hold half the voting power in Australia;
• 36 of the ASX200 still have no female representation on Boards and the latest document states the percentage of women on ASX 200 boards is 18.6% (31 August 2014) according to the AICD;
• The average superannuation account balance for women was $40,475, compared to $71,645 for men. Men have round 63% of total superannuation account balances, compared to 37% for women. Most women live longer and will likely retire without sufficient funds to sustain them;
• Like Australia, women in the US continue to outpace men in educational achievement, but women’s participation has stalled in progress at the top of any industry. In the US women hold around 14% of Fortune 500 executive-officer positions and about 17% of board seats, numbers that have barely improved over the last decade.

Women do not need us men to ‘fix’ them, or to fix the ‘problem’, but to work alongside them and with them to overcome the clear inequalities that exist in Australia.

I heard Elizabeth Broderick speak powerfully of her concerns around gender inequality, and how important the male champions of change program is to change. A few days later Elizabeth Broderick received an award and recognition as the most influential woman in 2014. Her Male Champions of Change program, which puts powerful men at the forefront of updating attitudes about the capability and place of women at top levels of business, is being replicated in other states, and in various industries. These male champions are ‘leaning in’. More action is needed.

So, I pose the question. What can you do as a man, a husband, a business owner, operator, manager, a leader, and a father, do to lean in? Think about it and get involved in debate and action. What will your legacy be on this important issue? If you need help on a starting point, contact me.

Finding bad apples

bad apple

Bad apples exist throughout society and business is no different – these people need to be found before they make the other apples bad. Before the rot sets in – as they say. I have spent much of my life finding the bad apples. I have observed that Business and employees need protection and that compliance alone is not adequate.

CCndexLast week I was fortunate to be the keynote speaker at the 2014 Comcare National Conference in Melbourne. I shared with more than 650 delegates about where my passion for keeping workplaces safe. I went on to tell of my deep sense of purpose and my thoughts about preventing inappropriate behaviour in the workplace. The central point of my presentation was that staying in a place of compliance is not a safe place for organisations to be and that ‘hope is not a strategy’.

I challenged the audience to consider:

If you focus, take a systems approach and you are tenacious, you get to play a bigger game.

For most organisations the response to prevention of workplace behaviour risk is defined by the ‘risk appetite‘ of the executives, directors and leaders within and of course, budget. The obligation on directors & organisations to provide a safe workplace is very clear. Regulators and tribunals know this and encourage compliance to a standard. A standard developed which is a minimum standard. This standard is often patently inadequate given the resources available to larger organisations.

We are seeing increased compliance and regulation placed on organisations around safety because compliance alone isn’t preventing or reducing workplace behavour risk adequately. It isn’t fueling the adequate pace of reduction in injury and cost reduction.

Cats ndexAdopting a minimum standard is like a sporting side taking the field in a ‘do or die’ final and the players only doing their minimum, instead of playing full on. Imagine the coaches and supporters viewing such an approach from their team. I have no doubt that changes would be made quickly to improve performance.

To me the approach for us is no different but the stakes are much higher. We are not simply playing for a trophy and accolades. We are playing for greater engagement, productivity and the improved health and well being of Australian workers and their families. Not just for now but for future generations.

Here is the irony – I know we have done a great job for our clients when they no longer need us…

Could you play a bigger game to keep your team safe?

Bullying & Bystanders

We can all be leaders in our own way. Leadership is hard, it requires focus and attention in every moment.

This experiment and clip serves to focus us on the importance and relevance of values based leadership to solving a problem and to show a better way, despite the personal consequences. Winston Churchill’s words in action.

Everyone has a role to play in stopping bullying behaviour, wherever it occurs. To quote this great leader again:

“Courage is what it takes to stand up and speak; courage is also what it takes to sit down and listen” – Winston Churchill