Develop Create Empower Lead Excel Why Women Leaders? Women in Local Government Excellence Conference 2016

Women in Local Government LGMA National Congress, Hobart, 2005

The Year of Women in Local Government 2010 “So what?”

The Year of Women in Local Government 2010 The primary focus for the year was to raise awareness of the opportunities for, benefits of, and the need for increasing the participation of women in leadership and management roles within local government, inclusive of both elected representatives and paid personnel.

Questions:   1. what has worked for you? 2. what hasn’t worked for you?

Redland City Council

Redland City Council

Redland City Council

Redland City Council

Queensland Local Government

LGMA Qld

Redland City Council Life Styles Inventory Comparisons

Subject: Males By Self By Others

Subject: Females By Self By Others

Do men and women lead differently?   Do men and women lead differently? Is leadership, leadership? Deloitte ‘Human Capital Australia, July 2011

If we expect difference, we apply different standards and ‘see’ different behaviours Can we rethink how gender can be taken out of the leadership assessment equation? Deloitte ‘Human Capital Australia, July 2011

Getting back to basics – the difference between sex and gender: these words are often used interchangeably Deloitte ‘Human Capital Australia, July 2011

sex refers to biological differences, e.g. women can bear children gender refers to differences that are socially constructed, e.g. women are more nurturing than men social conditioning creates deep seated beliefs and attitudes about how men and women should behave – men act, women care – implications for how people view a good leader – often as ‘action-oriented’. Deloitte ‘Human Capital Australia, July 2011

evidence supports the view that men and women have more similarities than previously thought, especially in relation to communication and leadership Deloitte ‘Human Capital Australia, July 2011

that doesn’t mean that these are our values or beliefs we are conditioned to think that men and women are different and are more suited to different roles that doesn’t mean that these are our values or beliefs it is important therefore to have a heightened awareness of the impacts of assumptions Deloitte ‘Human Capital Australia, July 2011

practical steps organisations could take to advance women in leadership: review talent management systems – to ensure that bias is neither overt nor covert understand your female talent – ID female talent – ensure access to informal networks, influential mentors and stretch assignments Deloitte ‘Human Capital Australia, July 2011:

practical steps organisations could take to advance women in leadership: create a strong feedback loop – are their subtle filters arising from the design of roles, expectations of linear career paths, etc - feedback loop helps to identify if women are subtly encouraged to take up support roles and men line roles educate decision-makers on potential impact of assumptions and beliefs on decision-making – helping managers understand when they are most vulnerable to the influences of gender stereotypes resist stereotypes that appear to advantage women – e.g. women are better managers – reinforces unsubstantiated sex-based differences – in fact it is better to resist all stereotypes Deloitte ‘Human Capital Australia, July 2011:

cultural bias, e.g. smaller orgs operating within local markets   existing obstacles: natural sector bias, e.g. resulting from choice of tertiary subjects (science, tech, engineering, maths) cultural bias, e.g. smaller orgs operating within local markets workplace-related bias, e.g. pay gap Credit Suisse – Women’s Positive Impact on Corporate Performance – Sept 2014:

cultural bias, e.g. smaller orgs operating within local markets   existing obstacles: natural sector bias, e.g. resulting from choice of tertiary subjects (science, tech, engineering, maths) cultural bias, e.g. smaller orgs operating within local markets workplace-related bias, e.g. pay gap structural/policy issues, e.g. parental leave and childcare Credit Suisse – Women’s Positive Impact on Corporate Performance – Sept 2014:

Even though women outnumber men at most universities, the global average of women in senior management positions remains flat  

return on equity – outperformed by 53% return on sales – 42% Fortune 500 companies with the highest representation of women board directors attained significantly higher financial performance on average than those with the lowest: return on equity – outperformed by 53% return on sales – 42% return on invested capital – 66% these figures are much higher than a comparable Credit Suisse Gender 3000 database which surveyed 3000 large companies worldwide, but still the results were positive on average Catalyst Bottom Line Report 2016

Yet, Credit Suisse report shows that in Norway, the imposition of quotas since 2006 requiring boards of listed companies have at least 40% female membership has resulted in a 12% decrease in firms’ values for every 10% increase in female board members Quotas don’t work? There must be a better way. So, it’s not simple

Research in South Australia Set out to understand the intentions of women working in SA local government Focused on intentions to apply for promotion opportunities Findings: Similar beliefs are held about intentions to apply for promotion at next available opportunity by both men and women in second and third level management positions this, despite the fact that at the time of the research, only 5% of LG CEOs in SA were women Women, Executive Careers and Local Government: Jorgensen, Martin and Nursey-Bray, 2015

Research in South Australia Report made several recommendations relating to five groups who need to take action to address gender inequity in the CEO ranks: Elected members Senior local government managers The SA LGA Local Government Professionals SA The SA Government Women, Executive Careers and Local Government: Jorgensen, Martin and Nursey-Bray, 2015

Research in South Australia Report made several recommendations relating to five groups who need to take action to address gender inequity in the CEO ranks: Elected members: Open and transparent management of CEO recruitment processes Develop and promote recruitment procedures that can be trusted by potential applicants ; and negotiate flexibly if barriers exist Third-party recruitment and selection consultants be used as a matter of course for all CEO appointments Selection panel members first complete the LGA’s course (see ‘3’ below) Women, Executive Careers and Local Government: Jorgensen, Martin and Nursey-Bray, 2015

Research in South Australia Report made several recommendations relating to five groups who need to take action to address gender inequity in the CEO ranks: Senior local government managers: Engage systematically with managers working for them as to their career aspirations Establish strategies that give middle managers confidence regarding managing the stresses that come with executive roles Encourage promotion aspirations and support with mentoring Assist managers negotiate paths through to promotion Helping managers to achieve competencies to match the personal abilities and skills that are important for promotion Ensure performance management systems link individual managerial aspirations to vision, mission, goals, etc to ensure individual and organisational outcomes are achieved Women, Executive Careers and Local Government: Jorgensen, Martin and Nursey-Bray, 2015

Research in South Australia Report made several recommendations relating to five groups who need to take action to address gender inequity in the CEO ranks: The SA LGA: Publicise the results of the research to all SA LGs Develop a one-day workshop for elected members closely involved in the selection of CEOs – ‘selecting the best possible candidate as your CEO’ Women, Executive Careers and Local Government: Jorgensen, Martin and Nursey-Bray, 2015

Research in South Australia Report made several recommendations relating to five groups who need to take action to address gender inequity in the CEO ranks: Local Government Professionals SA: Continue to offer a range of courses and management development programs which prepare candidates for promotion to a CEO position Women, Executive Careers and Local Government: Jorgensen, Martin and Nursey-Bray, 2015

Research in South Australia Report made several recommendations relating to five groups who need to take action to address gender inequity in the CEO ranks: 5. The SA Government: Active participation in annual programs that celebrate effective leadership and management in their system of local government Women, Executive Careers and Local Government: Jorgensen, Martin and Nursey-Bray, 2015

Questions:   1. what has worked for you? 2. what hasn’t worked for you?