Different Women, Different Places same gender, different race

1. Different Women, Different Placessame gender, different race Female Immigrant Leaders Study Day

2. Research on women, their position, leadership and careers usually speaks to the white female experience. THE FEMALE FTSE REPORT 2007 A Year of Encouraging Progress

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4. ‘There is no raceless, ageless, faceless woman…or man for that matter’ Challenge the Myth

5. Approach – Mining for Gold

6. The authentic voice Value added factors Positively unique attributes Illuminating talents The impact of multiple identities Significant contributors

7. DWDPWho participated? Over 300 women Good spread of industries Two discussion dinners - 50 women 25 womenfocus group in France 30% from SET

8. Ethnicity Profile of Different Women Ethnicity Profile of Different Women

9. Position and Leadership Level

10. Highest Academic Qualification

11. Foundation Years The critical role of family foundation for positive support. Life at school The impact of community and experiencing different cultural norms

12. “‘I received very positive messages from family that I could become anything I aspired to be through educational success. Lifestyles of family friends who were educated professionals were put to me as role models by my family” “My father always told me I needed to be the best that I could be. He emphasised repeatedly that I had to be 100 times better than my white school mates in order to progress” “Both parents told me that I could become anything that I could dream” Critical Role of Family

13. “At school I don’t ever remember the teachers discussing the possibility of me going to University, even though I was always in the top set and academically a high achiever. The opposite occurred at home. My parents always had very high expectations of me”

14. Work Life 75% are satisfied with their career progress to date

15. Positive appreciation of the support and encouragement receivedfrom their senior managers who were typically white males.

16. Stereotypes of angry BME women

17. Organisational culture and style Lack of recognition Lack of career planning and advice Being from a black and minority ethnic group Square Pegs, Round Holes

18. Experiences “…an invisible gathering where final decisions are made which we aren’t part of” “It’s the perception of the unspoken attitude of senior management that irrespective of what you do or achieve you’re never going to succeed” “As a BME woman I face challenges on a daily basis – challenges about my very existence, having to face assumptions about who I am, my roots, my qualifications, often wondering if I belong”

19. Being of the same gender is not always a unifyingfactor

20. Are white women more positively perceived in the workplace?

21. “I always exceed their expectations” Inspite of this…strategies and tactics “I have used the experience of my ethnicity and gender to my advantage to get on in my career” “I am determined, I have tenacity, I will never give up and always be the best at what I do” “I am confident, professional , demonstrating honesty and integrity are fundamental to who I am and what I do” “I work twice as hard to become an essential part of the work process”

22. DWDP Factor 8 Expert leadership strategy, skill and approach developed by ‘different women’ in response to their corporate environment

23. Factor 8 Leadershipcharacteristicsof DifferentWomen

24. A leadership approach that is rooted in a clearly articulated set of principles and standards ‘ Life is about making a difference’ Walking the talk, honesty, openness, equality, social justice and working ‘beyond the call of duty’

25. A deep conviction and trust in a higher being and belief in a higher calling

26. To have total belief in self regardless of the circumstances

27. The ability to communicate withconviction and authority

28. The ability of a person to function effectively in more than one culture and also to switch roles back and forth as the situation changes

29. The ability to look at issues from a wide variety of different perspectives

30. Non-monetary wealth and relationshipcapital generated outside the workplace

31. Leaders that are highly effective within the status quo but who also have a strong capacity to make change happen.

32. Current D&I Landscape • Gender pay gap 12.6% less than men p/h • Pay gap will not close until 2085 • BME 15.5% less likely to find work • 100 years for BME’s to get the same job prospects Training The Business case Affinity Groups Metrics Strong Executive Support

33. High Performing Inclusive Organisations Leverage +Factor 8 Create Inclusive HP Culture The Different Leader NEW PARADIGM

34. DW Recognise, develop and maximise Factor 8 Strategically Engage SEE US Take Action Seize the Opportunity of legislation Re-engineer approaches to talent management Expose BME girls to the full gamut of career options Recognise Profile And Validate Re-position the D&I paradigm

35. Factor 8A New Framework for Leadership & Leveraging Global Diversity and Inclusion

36. F8 as a strategic solution • Model based on the characteristics of successful Different Leaders who have experienced a high degree of discrimination. • “Minorities operating in a majority” important lessons we can learn • strategies have broader application to all

37. Accredited Leadership Development Programmes

38. Different Leaders Assessment Tool

39. Different Leaders ADD VALUE Challenges traditional models that place less or no emphasis on difference Skills critical for global success Fresh, constructive, insightful language Race Provides a critical focus for policy development Multiple identities 39

40. Change will not come if we wait for some other person or some other time. We are the ones we've been waiting for. We are the change that we seek.

41. Question Time