In the lead-up to International Women’s Day (IWD), I have been thinking about this year’s theme, ‘Embrace Equity’, and have mixed emotions about the progress being made to gender equity, around the world and particularly in business.
While we have made significant steps towards tangible change in regard to gender equality, we need to move further and work toward equity, focusing on giving extra support to those who need it in order to achieve truly equal outcomes.
Platforms like IWD, which amplify awareness, encourage new advocates for women and deepen our commitments to equity, should invite the space for reflection on our intentions and, importantly, the actions we may have or have not taken.
As pioneers in natural health and champions of wellbeing, Blackmores has always had the fundamental responsibility to create and nurture a culture where inclusiveness and diversity is part of our DNA. Our RISE employee wellbeing program, for example, is underpinned by holistic principles and includes initiatives to support employee connection, engagement and motivation through belonging.
A truly inclusive culture allows our employees to optimise their wellbeing and performance because their individuality is not only embraced, but actively supported. This has resulted in a 12% improvement in employee wellbeing from FY21 to FY22.
By incorporating diversity, equity, inclusion and belonging (DEIB) in everything we do, we were able to meet our 2025 gender diversity targets early across all levels of leadership.
I like to think my intentions and my contributions to these results are positive, but are my actions and commitments against them matched or could I do better? I’m sure many answer the same way: I could still do more.
I believe we can only achieve equity if we embrace it with a strong intent and a set of clear actions that go beyond quantitative targets and well beyond a ‘box-ticking’ exercise.
Maintain a business-driven focus on the journey to equity
Achieving equity does not happen overnight, nor does it occur in a linear fashion. Instead, businesses should focus on key areas where equity needs support and continue to build upon this over time.
While Blackmores Group has a rich history of employing women across various areas of the business, we know there are areas where representation needs to improve. As an Australian manufacturer with an exciting transformation roadmap underway, we have a unique opportunity to be a leader in STEM gender diversity, which is an important part of our strategic plans into 2025 and beyond.
By boosting the diversity of women in key focus areas, ushering in a variety of fresh perspectives and lived experiences, you will not only improve the way you work; you will also improve the work you do.
Create safe spaces through inclusive leadership
Leadership is a privilege, and it also comes with innumerable duties. The duty to deliver performance. The duty to make decisions with clarity, quality, and speed. The duty to coach, give and take feedback. Like other duties, the obligation to create inclusive and safe spaces is no longer the expectation of a new generation of leaders; it’s the expectation of all leaders in the present.
In terms of how to create more inclusive experiences for all, we must first address unconscious biases. These are inherent to everyone, however if we identify and reflect upon them, we can choose to adjust our behaviours, words and actions to create meaningful change.
How then do we go about addressing these biases? In meetings, for example, I will ask my team to discuss how the meeting could be improved. This provides an opportunity for people to reflect on whether they have given others the space to share their thoughts and opinions. What this does for women, who tend to wave their flag less, is provide them an opportunity to feel seen, heard and valued.
Build confidence and communication skills
In my personal experience, I can see how confidence and communication can hold women back from sharing a challenging point of view. I do not doubt that inherent confidence in one’s own capabilities might exist, but it doesn’t always translate in the moment. Without this, we might have diversity, but we do not have equity.
To help close gaps in confidence and communication, I like to implore three key actions we can all take:
- Sponsorship: It aims to help someone else progress in their career by actively introducing and advocating for them with others they may not otherwise have access to.
- Networking: An important, but often time-consuming task, consider how you can create networking opportunities in work hours to help increase women’s participation with industry counterparts and their colleagues. An example of this is hosting an industry lunch instead of dinner.
- Signposting: It is simple and yet important, not only with gender, but among diverse cultures too. Help everyone be as prepared as possible by setting expectations prior to meetings, ensuring agendas and decisions are clear and that every perspective is valued. Write it, say it, mean it, demand it.
Conclusion
Ultimately, a business must practise what it preaches and embrace equity wholeheartedly. We can of course start with quantitative diversity targets, yet businesses must also hone in on targeted areas of focus that will shift the dial when it comes to building equity. As leaders, we must also embrace our duty to create inclusive cultures, continuously challenge unconscious biases and implore others to do the same.
When we normalise hearing, incorporating and celebrating diverse perspectives, such as those of women, we can create a place people are happy to be, a place where they can be who they truly are.
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