I started writing this newsletter on a plane from Brisbane to Mackay, Australia. I’m essentially “on tour” to train mostly men, (mostly white men) in a male dominated industry about:

1. Why Diversity & Inclusion is essential for their business and their industry, and

2. Training on Respect at Work, the name given to Australia’s push to banish sexual harassment and discrimination from the workplace, and create respectful workplace cultures.

It's good stuff.

But as I sit on the flight, I’m conscious that these men may feel a bit attacked by both topics.

I was talking to one of my podcast guests last week, about how challenging the market is for business and jobs. She had been talking to someone about to make 40 people's jobs redundant, and had also heard that a large organisation in New Zealand had just hit 500 redundancies this year.

Maybe you have lost your job this year?

Did you have a plan if you lost your job? Have you been developing yourself and your network in case this happens?

This new city, new job mentoring program?

I was paired with a Human Resources Leader at a well-known organisation. It was the kind of organisation I would like to work for one day. But the experience was disappointing. He just talked at me. Gave me advice I didn’t ask for. Gave me advice I didn’t need. Didn’t listen. Didn’t ask me any questions.

I didn’t organise the second mentoring meeting.

It was the start of me noticing that Senior Leaders (#notallseniorleaders 🙄) often seem to feel they have been anointed by a sparkly wand which has given them permission to talk. About everything they know. About things they don’t know. Just talk.

I went to a New Zealand fashion week event last week. It was the Breast Cancer Cure Designer Showcase, and it was kinda great because any of the clothes that were sent down the runway, you could basically head out to the shops and buy them that day.

There was a huge variety of kiwi designers including Trelise Cooper, Moochi, Storm and more.

It was also great because It was the first “fashion week” I have attended, and it was quite fashiony. Lots of people dressed up and excited, including me.

But was it inclusive?

When I first started out in my HR career the “big deal” at the time was culture fit. Did people fit the culture. Would they fit in? Or not?

Of course you first had to define the culture which in itself was a tricky thing because many parts of an organisational culture are not tangible, and often hard to explain. I still talk about one job that I left after 12 months, despite knowing I didn’t “fit” from day one. I still find it very hard to explain why I didn’t fit that culture even with some distance and maturity.

Back in high school my grade 8 art teacher wrote on my end of year report card that I had "a fiery nature when called for". I had spoken up when she punished the whole class for the behaviour of a couple of boys. I wasn't having it.

It's risky to speak up. To create a fuss. To move towards the tension, rather than away from it. Few people want to do this.

I little while ago, maybe back in 2023, a lovely colleague recommended I talk to a particular woman who was creating an amazing network for women in business.

Being a woman in business, and based on that recommendation from a lovely colleague, I would also like to be in an amazing network of other women in business (cause that’s how humans work).

I checked out the website and booked in a call to learn more.

I have had an epiphany.

Who knew that working to build:

- Increased creativity and innovation,

- Employee engagement,

- Accessing the best talent,

- Better problem solving,

- Improved business results,

- Fairness and equity,

- Competitive advantage

- Company reputation

And more….. is start/stop work. Boom or bust?