TABLE FEEDBACK F
eedback from the tables was very positive, with attendees agreeing that
positive action at work could include thinking about who the minority was at their workplace and ensuring that they had a voice. Leaders and managers needed to become conscious inclusion champions who helped to foster a climate of respect and belonging in organisation, and although change is tough and takes time, it can be built through incremental changes. These changes might
in the room. Lastly, we must act by creating inclusive environments where all voices are heard.” He pointed to research
conducted by Cambridge University that highlighted the concept of the “lived experience gap”. Women often face accidental sexism, such as being excluded from social networks, not receiving airtime in meetings, or being interrupted. These microaggressions accumulate, leading to fewer high-profile responsibilities and reduced career progression opportunities. “For example, workplace
social networks often revolve around activities like football,” he said. “If someone is side-lined from informal networks, they are less likely to receive visibility and support. Additionally, unconscious biases may influence performance evaluations. Women often face higher scrutiny and are required to provide more evidence of their competence. The lived experience gap is not inevitable. By acknowledging these challenges and committing to change, we can create truly inclusive workplaces.” Mark suggested that rather than
following the same DEI strategies, a new approach is needed that focuses on values and behaviours not policy and procedures, with an aim to secure a real shift of focus on cultural change. Delegates were encouraged to discuss how equity might be
achieved in the workplace, and what the benefits would be for both men and women. Feedback included being able to have better mental health, more confidence, a greater equity in partnerships at home, greater involvement in family and a better work-life balance. “We have created a world
of opportunity and choice that my mother didn’t have 70 years ago, but how far have men come, and are we still bound by the old stereotypes?” Mark said. “Inclusion benefits us all – it gives
us all a stake and an opportunity. Change is possible – we can all take small practical actions to exercise our inclusion muscle.” Kim Bradley-Cole, senior
lecturer University of Winchester, speaking from the floor, argued that women’s voices were often not heard in the workplace. “Let’s change the culture and
change the way that meetings are run so that all voices are heard,” she said. Delegates also discussed how
an organisation with an engrained culture which excluded people who didn’t look the same as senior management was not a progressive place for minorities to work. That in turn might lead to presenteeism rather than productivity, loss of confidence and feelings of being an imposter. Women in particular are used to being judged more harshly at work and having fewer positive role models to look up to.
include setting boundaries, understanding the expectations of the other people we work with, mentoring and coaching roles, recognising minorities and giving them a voice, and using diversity to mitigate risk. Overall, the message from
this wonderful Think Women event was one of hope and empowerment. Each of us can individually start to create a positive future where we can be authentic, where we can understand each other’s lived experience, and where we can bring our creativity and our passion to work. A healthy workplace is one where we prioritise good communication and value the individual contributions of all of our team members.
EQUALITY IN THE WORKPLACE
Read Marianne Curphey’s three part interview with Mark Freed.
Part 1: How to achieve true equality in the workplace
Part 2: How to tackle resistance to cultural change in the workplace
Part 3: How to create a diverse & inclusive workplace
WATCH THE
THINK GLOBAL WOMEN VIDEOS
15
GLOBAL LEADERSHIP
THINK GLOBAL WOMEN
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