I have been delivering some workshops on respectful and inclusive cultures, and have written a couple of newsletters on the topic, here and here.

In the first one, mostly written on a plane between Brisbane and Mackay, I was reflecting whether the mostly male audience would feel a bit attacked by the topic, because workplaces that are more at risk of disrespectful and exclusionary behaviours (sexual harassment, bulling, discrimination and victimisation) are those where:

• Most of your workers are men

• Most of your leaders are men

• Your workplace lacks diversity across the board

• Your workplace is isolated or remote

• Your workplace is divided by gender (for example, women in the office, men on the tools)

“Nearly 2 years ago (over the summer holidays in Thailand) I read the book 10x Is Easier Than 2x: How World-Class Entrepreneurs Achieve More by Doing Less (by Dan Sullivan and Benjamin Hardy).

One of the takeaways for me was organising my week to have:

• Free days, for exploring, recovery, learning, idea generating and testing

• Focus days, for getting stuff done, working on important and revenue generating activities, and

• Buffer days, for meetings, organising, planning, admin, and preparing type work.

I decided then that Fridays would be a “Free” day.”

“How do we change these people’s minds?” I was asked during some recent training on respectful culture.

I had been sharing some of their people's comments from the gender equity survey I ran with the organisation.

I won’t share the direct comments here but they were along the lines of “women shouldn’t be in our industry” and “males are just better at some jobs more than women” and “women aren’t capable of doing the job. There was more, but you get the flavour 🙄

Last week I was in Australia delivering workshops on building respectful and inclusive cultures for a particular industry and organisation experiencing rapid growth and unprecedented investment.

I was delivering these workshops to the most delightful groups of people leaders. All up to around 60 people. I built their training around their own gender equity survey results, which we ran over the last 12 months. Their own survey results were the most powerful part of the training.

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.