The year that was: Celebrating 2018 for Women & Leadership Australia and New Zealand.

This year was a really big one for Women & Leadership Australia and New Zealand. We had events in Auckland and Christchurch, and over in Aus we ran the #100daysforchange campaign. It has been a big year for Women & Leadership!

Some of the key takeaways from the latest report on how women interact with the workplace.

A new report by McKinsey & Company and Lean In has uncovered that there has been little improvement for women in the workplace. However, they also make some great recommendations about what workplaces can do to fix the status quo

The Leadership Interviews: Kathryn Crofts, Founding Board Member of Road Sense Australia

We interview Kathryn Crofts, one of our ALP Alumni, about her experiences as a leader, what she learnt and her advice for aspiring leaders.

Can the words caregiver and ambitious be in the same sentence?

Professor Jan Thomas takes a look at how society can move away from tacit assumptions about caring and ambition to champion diversity for all.

Laura Maxwell

Laura Maxwell's career journey​

Laura Maxwell is Chief Commercial Officer at NZME. She has over 20 years of experience in media and is also currently serving as a Chair of the Interactive Advertising Bureau, a Director of the Newspapers Publishers Association and a board member of the Radio Bureau. Laura will be speaking at the upcoming NZME New Zealand Women’s Leadership Symposium so we sat down with her to discuss her career journey.Tell us about your career to date?After completing a BA at Otago University I began a fantastic OE that ended up lasting….much longer than planned! I did get to experience working in a range of industries, improved my skiing and to my father’s relief, started my first ‘real job’ in sales and marketing at the University of Canberra, at 26 years of age. Given the commute was sensational, I also completed a Post-Graduate Diploma in Marketing while I was there.I have worked in small businesses where I have rolled my sleeves up and been involved both along and across the business. This taught me so much and gave me experience in manufacturing, importing, exporting, retailing, packaging, pricing, negotiation, marketing, advertising, sales and finance. Once I joined larger organisations (where your role is more defined), I then had the confidence to challenge and add value to areas ‘outside my remit’. I have been within the media business since 2001 and still love the pace, the brands and how we connect with Kiwis. For me, being in an informal, creative and fast-paced environment suits my ethos of taking the role seriously but having a good time too.What have been some highlights (and low lights!) in your career?Highlights for me have been working with slick, global brands where I got to experience planning, strategy and execution at a level that was simply top notch and at a scale larger than we have in New Zealand. These include working alongside big brands and organisations like Team New Zealand, Louis Vuitton, the America’s Cup, the All Blacks, and the Sydney Organising Committee for the Olympic Games. Working for a business and creating commercial success in a short window, such as for an event, was a steep learning curve for me. For the America’s Cup programme we developed, branded, packaged, retailed, marketed and sold over 90 new products specific to the event with every step of the chain needing approval from the event brand owners. And we hit our targets!  One of the biggest career challenges for me was when I was leading Yahoo!NZ and the Xtra email issue arose. I would not call it a lowlight (although being on conference calls to the States every hour throughout the night seemed like a lowlight at the time!) as it was a great learning experience.  I have used the skills learned during that episode again and again.You are recognised as a leader in your field. What advice would you give other women who aspire to this?Plan where you want to go and create a pathway to get there. Be honest with what your gaps are and improve them. Find businesses where you can make a difference, that excite you and where you ‘fit‘. If you rate a particular leader, then either get a job with them or see if they will mentor you.Choose your battles and understand the impact of your decisions on the business, the brand and other people within the business.Outside your business, give your time to contribute to the betterment of your industry – this will also raise your profile. What groups are there you can join? What initiatives can you develop and lead that will improve the business ecosystem for the industry?What do you think are the most important strengths/skills women need in the workforce now and in the future?The same skills any person needs to be successful. I do not see the key strengths/skills as being different for women. Own your ideas, speak up and add value. However, if you want to position yourself for an executive role, do not volunteer to take notes in meetings or organise the coffee or bring in the baking.When negotiating your remuneration, show how you add value to the business and know what the market rates are for your role. Make sure you have a list of the achievements in the previous year and what your plans are to move the business forward. Take the emotion out of it. The business is not hiring you. They are hiring what you bring to the company.We all know how important networking is. What is your networking strategy?I like talking to interesting people who can see new ways of solving challenges. I seek out people who may have similar challenges to me and share ideas with them. I do not believe it is a numbers game. I would rather have fewer good people that I can call than have the largest list of people.What do you think the biggest challenge facing females in the corporate world, and females in business more generally, at the moment?Confidence. This is the biggest difference I see between men and women in a work environment. I thought it was a Kiwi thing, but I think it is more of women underestimating what they bring to the table. Find the forums to accelerate your worth to the business. If you are delivering value and your employer is not valuing it, then ask for feedback and do not be afraid of what you hear. Then you can decide if there are changes you need to make at work or if the current business is not one that will fulfil your goals and instead find a new one.Would you like to hear Laura Maxwell and other inspirational speakers share their journeys and leadership advice? Join us at the NZME New Zealand Women’s Leadership Symposium from 21-22 June at the Langham Hotel in Auckland. To secure your seat at this phenomenal event, register now.  

...
...

117 years to equality? 

Let's close the gap sooner​

Children in classroom

As our working year commences and children settle into their new school year, what commitments will you make to help achieve gender balance? And what might you do to accelerate its achievement in fewer than 117 years, the current prediction from the World Economic Forum?

2015 saw increased momentum towards gender equality in the board room and across organizations, a sign of great progress.

If we want to achieve balance in our board rooms and in leadership roles, and for that to be sustainable over time, we need to pay closer attention to what five year olds are learning about gender and how it shapes their identities. To achieve gender equity in 117 years or less, we need more change in the class room, the school yard, and at home.

Five year olds have clear gender identities, with implicit beliefs about gender that are consistent with stereotypes. That puts the prediction of 117 years on shaky ground. The prediction is based on the number of women in senior leadership roles steadily increasing. That steady increase will hit a roadblock unless the pool of aspiring leaders gradually shifts its composition, ensuring more women are ready for senior leadership roles. Many senior organizational roles require STEM qualifications and experience, where gender stereotypes prevail and women remain underrepresented.

Five year old boys and girls understand gender expectations traditionally attributed to boys and girls. They are not just aware of and so able to describe the expectations and attributions, they also hold them implicitly. Girls' self esteem is more strongly related to their gender identity.

And as Sheryl Sandberg pointed out at the recent Davos summit, we assign home tasks differentially to boys and girls, contributing to a 'toddler wage-gap'.

Five year olds are being shaped by the same beliefs and expectations that shape our current business practices, which places the nature of the change required in jeopardy.

What might you do to contribute to sustainable change?

  1. Pay more attention to providing a full range of options and choices to both boys and girls. Assign tasks at home and at school with deliberate randomness. Self-monitor.
  2. Expose girls and boys to opportunities and role models that challenge traditional choices.
  3. Encourage boys and girls to experiment with and experience the full range of behaviours: girls can be equally focused on their own needs and concerned for others, understanding or tough. Boys can be empathic and task oriented, independent or submissive. Allow them to build a broader repertoire of styles and responses that cross gender arcs, and we'll all be better off.

 

While progress towards gender equality has accelerated recently, there are many systemic challenges that remain.

If the current generation of children continues to reflect the gender stereotypes we hold, the choices they make about their careers will be similarly limited.

These challenges can be overcome with awareness, vigilance, and action. Girls and boys can enjoy a broader array of options with fewer limitations caused by stereotypes. We'll then do better than 117 years, and perhaps today's five year olds will experience equality in their lifetimes.

As my five year old step-grandson would say, let's do it!
Author: Dr Karen Morley​

WLNZ-Logo
Women and Leadership New Zealand