Contents About the Program Introduction p 4 About Gender Diveristy in the Workplace p 5 Mentoring to help improve leadership s gender diversity p 7 Objectives of an industry wide mentoring program p 10 Enrolment Fee, Selection and Matching p 11 Program structure - Key factors of success p 13 About Serendis Program Management p 20 Our team of consultants p 21 Our participants feedback p 22 Key Contacts and Roles p 26 2
Women in Property Mentoring Program 2016 About the Program 3
Introduction The Property Council of Australia is delighted to launch the third annual Women in Property Mentoring Program, which aims to help promote and develop women for senior leadership roles in the property industry. Its key objective is to support the career development of women who already have a significant investment in their career, and the retention of their skills and intellectual capital within the industry. The program is facilitated by Serendis, a leadership consultancy who has successfully developed and been leading a similar program for the banking and finance industry for the last six years. The program facilitates a mentoring relationship between professional women in middle to senior management with more senior leaders and decision makers, men and women, who have a passion and genuine interest in mentoring and can help shift the culture within the property industry. In 2015, the Women in Property Mentoring Program attracted 70 participants from a diversity of organisations: 4
About Gender Diversity in the Workplace Current research has consistently shown that gender diversity adds commercial and economic value to businesses and to society as a whole. Research conducted by the Australian Government Gender Equality Agency last year suggests: organisations that respect and value the diversity brought by both women and men are better able to attract and retain high performers and improve operational performance. Yet the current statistics of women in leadership positions tell a different story, and it is not for lack of ambition, as you can read in the recent report by McKinsey: Moving Mindsets on Gender Diversity (January 2014). According to the Australian Census of Women in Leadership: 17.6% of directors in the ASX 200 are women as of January 2014. 21.0% of ASX 200 companies do not have a woman on their board. Below we have provided a selection of extracts from recent reports and further reading on the topic to provide context for the mentoring program. 1. Moving mind-sets on gender diversity, McKinsey and Company, January, 2014 Female executives are ambitious and sure of their own abilities to become top managers, though they are much less confident that their companies cultures can support their rise. In our latest survey on gender and workplace diversity, the results indicate that collective, cultural factors at work are more than twice as likely as individual factors to link to women s confidence that they can reach top management. http://www.mckinsey.com/insights/organization/moving_mindsets_on_gender_div ersity_mckinsey_global_survey_results 5
2. Accelerating the advancement of women in leadership: Listening, Learning, Leading, Male Champions of Change, November 2013 Tapping into the full talent pool will give us a diversity advantage, creating commercial, societal and economic value. If we want gender balance to be the norm in our organisations, we must create the conditions and cultures that enable both men and women to thrive. As all the research says, there is no silver bullet. With wide consultation, we have identified an interconnected set of high impact actions that leaders can take to change the game. These actions fall into four key themes: Stepping up as leaders, creating accountability, disrupting the status quo, and dismantling barriers for careers. http://www.humanrights.gov.au/sites/default/files/document/publication/2013_a HRC_MCC_accelerating_advancement_women.pdf 3. The Business Case for Gender Equality, Australian Government Workplace Gender Equality Agency, March 2013 Considerable rewards can be attained by businesses that successfully attract both women and men to their workforce It is not, however, simply about having token women (or men). While diversity is fundamental, gender equality is paramount. https://www.wgea.gov.au/sites/default/files/business_case_web.pdf 4. Creating a Positive Cycle: Critical Steps to achieving gender parity in Australia. Bain & Company, Chief Executive Women, 2013 Australian businesses care about gender diversity that much is clear. But the results of past efforts to accomplish this are disappointing. On the ultimate measure of success the appointment of women to senior roles we are not making progress. For real change to occur, organisations must find new strategies to retain women, remove the barriers to their progress and start promoting them to senior leadership roles. http://www.bain.com/images/bain REPORT Creating a positive cycle.pdf 5. Women in Leadership: Understanding the Gender Gap, CEDA, 2013 This publication examines why women continue to be underrepresented in leadership positions and paid less than their male colleagues in the Australian workforce, looking at the full spectrum of issues from unconscious bias to tax arrangements and childcare. It also looks at what has worked elsewhere, from onsite childcare to tackling the portrayal of women in the media. http://www.ceda.com.au/media/310731/cedawiljune 2013final.pdf 6
Mentoring to help improve leadership s gender diversity For the past two years, in partnership with the Women and Diversity in Property Committee, Serendis has designed and implemented an industry wide mentoring program for women for the Property Council of Australia. The program involves participants at two levels: Women who are looking to progress their career in the industry Senior leaders, decision makers, men and women who can help shift the culture within the property industry Indeed, throughout the facilitation of various leadership development programs for women, Serendis consultants have identified some of the key challenges that women face when they are looking to access higher levels of leadership. When asked to outline those issues, women tend to differentiate two sets of challenges: What they need to try and address What organisations and leaders need to help change Serendis consultants have developed a structured program that not only helps our mentees address the first set of challenges (through their mentoring sessions and through our workshops) but also helps raise our mentors awareness on how they, as leaders of this industry, need to help change the culture. These challenges are detailed below. These notes result directly from individual interviews and group discussions with women aspiring to achieve higher levels of leadership in various medium to large organisations. 7
What women need to try and address Building a profile (performance vs. perception) Women often don t promote their achievements unless specifically asked. However, building their internal profile has been identified as a key factor of success for any executive s career. This may mean stepping beyond a job description and participating in cross functional or strategic projects, or looking for opportunities to address a new, larger or more senior audience. This may often mean stepping outside their comfort zone and actively promoting their results to other people than their direct line of management. Overcoming risk aversion (self-promotion) Frequently men and women do have different styles. Women place a lot of emphasis on being competent in order to do a role well, whereas men place emphasis on confidence (both as candidates and interviewers). In interviews, a man may not tick all the requirements for a role but will come across as being confident about what they can offer. Women are unlikely to present as confident when they don't have all the boxes ticked, and indeed may not even put themselves forward. While neither approach is ideal, women considering roles or participating in interviews should be prepared to speak with confidence about the positive attributes they bring, even where their qualifications/experience fall short of the requirements. Developing networks, relationships and seeking sponsors Networking happens within the business day and outside of hours. Women with family responsibilities may be very focused on using their available time efficiently and then getting home ASAP. It is critical to allocate some time during the day, and occasionally outside normal hours, to meet with colleagues, clients and business partners on a less formal basis. This helps develop stronger, more personal relationships and trust with other stakeholders. This process has been identified as crucial to broaden an executive s profile and identify sponsors within or outside their organisation. 8
Strengthening confidence (technical vs. strategic level) The critical attribute that senior executives look to find in their junior leaders is an ability to step out of their technical expertise to make a contribution at a strategic level. Women need to speak up and actively seek to demonstrate that they are keen to make this contribution. Identifying priorities (work/life balance, flexibility, overseas opportunities ) The challenges that relate to women balancing their career with their family responsibilities significantly impact their ability to take the time to network but also impact their appetite for the risk associated to new career opportunities. Identifying their own personal priorities, acknowledging and accepting the sacrifices that this may represent, and as a result, strategically deciding how to lead their career are very important steps of women s success in large organisations. What organisations and leaders need to help change Power of male informal networks Women often report that they find it hard to develop professional relationships with men that will be as effective as the ones they develop with other men. This is the result of informal networks that are developed around sporting events and different interests. An industry wide program that involves men and women and offers regular networking opportunities can help women find alternative avenues to develop those relationships. Awareness of unconscious bias towards women Most people don't think that they have a hiring bias but in reality they do - we are hard wired to prefer people who look and feel like us. Programs that raise awareness of this are very useful: they bring a different perspective that will influence a slightly lateral approach to candidate identification. Perception around part time work Most organisations have useful policies for flexible working arrangements. However, policy doesn't always translate to practice because of the attitudes of some leaders/managers to flexibility. There is still a very strong pre-conception that part time workers are not committed to developing their career. 9
Objectives of an industry wide mentoring program In order to address the challenges of gender imbalance at leadership levels, the program aims to achieve objectives at two levels: For Mentees to Gain new perspectives, ideas and strategies to advance their career Implement positive changes and take actions to overcome potential challenges Develop meaningful professional connections and sponsors For Mentors to Develop their practice of mentoring women Gain valuable insights, raise awareness and commitment to support women s professional growth in the property industry Gain practical understanding as to how to influence and implement within their organisation a more balanced culture that provides equal opportunities for men and women at leadership levels To address each of these goals, the Women in Property Mentoring Program will include: Highly experiential, interactive workshops for mentees These structured group sessions provide tools and strategies to get the best out of their individual mentoring sessions. They are also great opportunities to discuss exchange and network within a group of like-minded women. Facilitated group discussions with mentors These short, impactful, facilitated sessions will assist mentors to brainstorm avenues to support women in their industry and throughout the program. A thorough and skilful matching process Mentees and mentors are very carefully matched by professional executive coaches who intrinsically understand the mentee s specific development needs and the mentor s relevant experience. 10
Enrolment fee, selection and matching Mentors participate at no cost and are not remunerated. In exchange for their time and commitment to this industry initiative, they are provided with a suite of leadership development and management tools as well as a constant support from a coaching professional. Mentees participation attracts a $6,000 (+GST) fee which includes attendance at 6 workshops, detailed personal results of psychometric tools and a continuous personal support by executive coaches during the 6 month duration of the program. For the program to have a meaningful impact on gender diversity at leadership levels within the property industry, we recommend the following guidelines in terms of participants profile: To qualify for the program, Mentees must meet at least 3 of the 5 following criteria: \ 1. Applicant has a minimum of 10 years professional experience 2. Applicant has a clear agenda to work with an external mentor and her objectives relate to enhancement of strategic skills, stakeholder engagement and/or development of her leadership profile 3. Applicant is managing a team of people 4. Applicant is aspiring to a senior leadership position in the near future 5. Applicant is no more than 4 grades below CEO level Ideally, participants will be in a management role and looking at avenues to develop their career either laterally or towards a more senior leadership position. This might also include women who have up to 20 years experience on a case by case basis. (More senior women will be matched with the most senior mentors in the group, allowing for a diversity of experiences and backgrounds within each group of participants) 11
To qualify for the program, Mentors must meet the following 4 criteria: 1. Applicant has a minimum of 20 years professional experience 2. Applicant is no more than 2 grades below CEO level 3. Applicant has had significant experience at a strategic leadership level 4. Applicant has had prior successful informal or formal mentoring experience As facilitators of the program, Serendis consultants and executive coaches will be working very closely with the representatives of each participating organisation, most often HR representatives who have a relevant insight into the career development and leadership potential of the mentees and mentors they are selecting. Participants will be matched across the different organisations involved in the program: each mentee will be paired with a mentor from another company. The benefits associated with a matching across the property industry are numerous. Mentors are able to provide: A fresh and different perspective A safer space to discuss their mentee s challenges (participants tend to be more open, forthright and honest because they interact with someone who is not part of their own organisation) A relevant expertise and understanding of the specific challenges and culture of the property industry Additionally, mentors frequently report that they find the cross organisational mentoring experience more enriching than a traditional internal relationship. Mentees reportedly address more directly and openly the issues that they are facing. As a result, mentors tend to find that they receive more insights into what members of their teams might be going through. The experience enhances their leadership and coaching skills. The program is a soft skill development opportunity. Mentees discuss their career orientation and leadership development as opposed to drawing on their mentor s technical expertise. Participants sign a confidentiality agreement and are reminded not to mention the names or particular circumstances of the deal, client or project they might be working on. Finally, and most importantly, Serendis consultants put a great emphasis in understanding potential conflicts of interest and matching participants in a way that will minimise them. 12
Program s structure Key factors of success A mentoring relationship can be awkward and uncomfortable. Sometimes, it will not be pursued after 1 or 2 catch ups. Sometimes, it will be considered as nice chats but with no impact. This is exactly what a structured mentoring program will avoid. Throughout their experience as executive coaches and facilitators of mentoring programs, Serendis consultants have identified 5 key factors of success. This program is designed around these 5 key success factors. Common Expectations Clear Objectives Use of Mentoring Tools and Models Successful Match Momentum To address each of these key success factors, Serendis consultants have developed a structured mentoring program which includes the following features: A professional, careful and thorough matching process Use of the Herrmann Brain Dominance Instrument A series of group workshops and functions Personal support by Executive Coaches to each participant Each of these key recommendations is detailed below. 13
A professional, careful and thorough matching process Serendis consultants have developed specific application forms for each participant to complete online. The forms include the following information: o Participant s brief bio and background o Participant s detailed job description o Mentee s areas of strengths and areas for development o Mentee s career plans for the next 12 months to 5 years o Mentee s objectives and motivations for participating in the program One on one interviews will be conducted with each mentor to assess: o Mentor s previous mentoring experience o Mentor s objectives and expectations for the program o Mentor s style of facilitation / management In addition to the details provided by the participants on their commitments and expectations, facilitators will also seek to meet with the HR representatives of each organisation and/or senior line management of the mentee participants. Their perspective on the mentees and mentors will also be a crucial source of information, valuable to the matching process. The HBDI instrument (as described in the next section of this overview) will also be considered to determine the participants preference of learning and communication style. This obviously plays an important role in the success of mentoring and we recommend using it as an additional perspective when considering the best possible pairs of participants. The matching process draws on these different sources of information to establish the most successful pairs of participants. The pairing takes into account the level of experience, area of expertise and career aspirations of each participant but more importantly, it pays a careful attention to their personalities, respective culture and learning styles. 14
Use of the Herrmann Brain Dominance Instrument HBDI is the worldwide standard for measuring thinking preferences and brain dominance. It identifies people s preferred approach to emotional, analytical, structural and strategic thinking. It is self-referenced, easy to use and nonthreatening. Thinking preferences have an impact on virtually everything we do, including communication, decision making, problem solving and managing styles. Raising individuals awareness on their thinking preferences and those of the people who work with them will significantly improve the quality of their interactions and communication. Many executives from the professional services industry use this framework to help understand how their clients prefer to think and communicate. Case studies are numerous in demonstrating significant improvement in sale effectiveness when companies start using this instrument. The HBDI is particularly suited to an audience such as the property industry as it does not rely on psycho-analysis / behavioural understanding or knowledge. It is rather pragmatic, evidence based and more importantly very easy to understand at first glance. Finally, the instrument is particularly relevant in the context of mentoring: indeed, thinking preferences will have a large impact on learning and communication styles. Being aware of their mentee s learning style will allow mentors to adapt their approach accordingly but also challenge them to develop their understanding of all four quadrants and be more effective in their relationships internally and externally. We have had strong and consistent feedback from our previous mentors and mentees on the use of HBDI as a mentoring tool. 15
A series of group workshops and functions The program will offer a series of workshops and events, approximately once a month throughout the course of the program. These group gatherings maintain strong momentum and are a great opportunity for the participants to network and develop relationships. During these workshops, our consultants will provide a range a tools and models for both mentees and mentors to use during their sessions. These tools will also be documented in comprehensive Mentee and Mentor Guides. Mentees Initial Workshop (half day) This workshop is a half day leadership development module to provide mentees with tools and framework to leverage the most from this mentoring. It will include a comprehensive debrief of the HBDI survey and the session will be designed to suit the particular needs of the group of mentees, providing leadership frameworks as catalysts for starting the conversation with their mentor. Mentors Initial Workshop (2 hours) This initial workshop will be focused on providing mentors with a specific framework and a series of tools and models to be used to facilitate their mentee s professional development. The session provides an excellent forum to review the challenges that women face and to discuss strategies to enhance diversity in the industry within a group of peers across different organisations. Signature Strengths Workshop (2 hours) A lunch time workshop for both mentors and mentees designed to introduce the signature strengths framework for participants to use during their mentoring sessions. The Signature Strengths framework is a fantastic strategy to use for any individual wishing to clarify how to position their profile and enhance their career. The workshop introduces the framework in a highly interactive session where mentees and mentors work in pairs. This is an excellent opportunity for the pairs to continue to develop these insights further during their mentoring sessions. 16
Mid- Point lunch debrief sessions (2h) Two separate sessions will be organised with mentees and mentors to share feedback and insights from their mentoring experience. These sessions will take place half way through the program, starting with the mentees to provide feedback and issues to be raised during a mentor group learning session. This will ensure that facilitators can assist in resolving any issues arising and address potential questions of participants in a structured manner. In addition, this session will include a keynote address from an expert in the field of Diversity & Innovation. Mentee Event Lunch and Panel Discussion (2h) This session is an additional opportunity for mentees to connect and interact. We will invite a panel of 3 senior mentors and facilitate a discussion around career development. The 3 high profile executives will answer mentees questions and share insights about their careers over an informal lunch. Finale Event - Debrief and Cocktail function for all stakeholders This event should acknowledge everyone s commitment and achievements. Serendis consultants will facilitate a debrief session with representatives of each participating organisation. This will be followed by a cocktail function for all mentees, mentors and industry representatives. Personal support by Executive Coaches to each participant Serendis consultants are passionate about coaching and mentoring. They have a deep understanding of what makes a mentoring relationship successful and how to work with each party to help enhance positive outcomes. A Mentoring Agreement template will be circulated and can then be amended by Mentors and Mentees as they reflect on their own specific commitments to this program. The use of a formal document will help clarify expectations and commitments on aspects such as: Definition of the relationship Role of each party Confidentiality Frequency of meetings, settings etc Finally, facilitators are in contact with each participant throughout the program for personal feedback and support and to ensure that each of them gets the best possible experience. 17
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Women in Property Mentoring Program 2016 About Serendis 19
Program Management About Serendis The Property Council of Australia has partnered with Serendis consultants, who facilitate, and manage the program. Serendis is a leadership consultancy, specialized and experienced in the coaching and professional development of leaders from a range of industry sectors. Serendis consultants have a deep experience and understanding of the specific culture in the property industry and are committed to the development of a more genderbalanced leadership. They provide a skillful facilitation of the program including the management of the matching process and the implementation of workshops and support for the participants throughout their mentoring relationship. Through their different programs, they have worked with a range of organisations within the property, finance and professional services industry. 20
Consultants on the Women in Property Mentoring Program Maud Lindley Founding Director, Executive Coach and Facilitator My background as an investment banker makes me a rather pragmatic executive coach with a focus on adding value and achieving results. I mix this rational approach with sensitivity and empathy. I have a strong intuitive sense on people and what is going to take them to the next level of performance. I have held management positions in capital markets (UBS London). I also hold a Masters in Finance and international accreditations in Executive Coaching. I have been coaching at Director and Managing Director level for 9 years. I am professional, passionate and committed to the success of my clients and the organisations they belong to. Maud Lindley Natalie Carr General Manager I have been working with both international and Australian organisations as a Human Resources specialist for more than a decade. Commencing with a solid foundation in large scale recruitment programs, my career has progressed into more generalist HR consulting roles across several industries including Telecommunications, Legal and Banking and Finance. Natalie Carr I am passionate about strengthening employment relationships, always maintaining the highest regard for the concerns of the individual. I thrive on the challenge of balancing the individual s career development needs whilst maintaining a strategic focus on the impact of the program on the industry. 21
Our participants feedback Serendis consultants facilitated the Women in Property Mentoring Program in 2015 which included 70 participants across 15 different organisations. The quotes below were provided by previous participants on the program. Mentee Comments It is the best program I have ever participated in. The calibre of mentor and mentee training has been incredible. I would strongly recommend it to anyone! My mentor has exceeded my expectations by being proactive, open, receptive and encouraging. The program has been liberating - I appreciate the respect from my mentor, he makes no assumptions about me but always shows encouragement and gives me action items to work on. I found the program to be exceptional! I would like to thank you all for a thoroughly enjoyable and thought provoking program which I look forward to developing further. This is an excellent program, because it opens up possibilities of hope, personal development and nurturing of personal focus on career opportunities and strengths. Through this program I have learnt to be more appreciative of my existing talents and learnings, but also how to develop these to embrace a positive personal career and life. I would like to take this opportunity to thank you Serendis for facilitating and structuring a very rewarding program. I truly hope it continues. Looking forward to the alumni follow ups. Thank you, also, to all guest speakers for their time, plus my organisation for supporting my attendance. My mentor is fantastic, extremely giving with her advice and very good at asking questions that spur thought and challenging that thinking. 22
This is a great program an excellent opportunity to consider overall career goals and aspirations. I have thoroughly enjoyed being involved in this program, to learn from successful people and to engage in an industry specific space. Great opportunity for female networks, fantastic advice given by mentor, good insight into different businesses. It has provided an opportunity to meet and learn from a diverse range of people. Enabling, empowering, challenging! Thank you for paring me up with my mentor she is brilliant and very insightful, and very experienced in so many facets / challenges I face in my role. I have learnt so much from her! Mentor Comments A great initiative and I ve thoroughly enjoyed my experience and time with my mentee. I ve also gained a great deal of insight into the issues facing females in the workforce. Thank you for including me in this program! This program is being well run/ facilitated and consequently I am enjoying the quality of interactions with my Mentee and genuinely hope I am helping her navigate some of the challenges and opportunities in her current and future roles. I also have the opportunity to consciously increase my awareness of issues that women may face in the workplace as they progress their careers. Thank you for running such a smooth program, I was just discussing this with a team member earlier today who is also a Mentee and she was equally pleased / impressed with the structure, support and overall program you have developed so well done! I have been pleasantly surprised by the program and am finding it very enjoyable. We are a perfect match. I am working with her on navigating relationships within her line of business. I believe the matching process has been excellent. My mentee and I struck an immediate rapport and have formed a great partnership. Her commitment to the program has been impressive. We've managed to meet as per the schedule and she very much drives the agenda. She's an impressive young talent, very keen to learn and very courageous. I've personally enjoyed the experience. 23
The program is refreshing as it is not focusing on internal politics which other internal programs can tend to do. We have a good connection. Great program learnt more than I thought I would. The program is well beyond my expectations. My mentee is a committed and capable individual and I am enjoying working with her. She has spent time considering her role and how she might move from an individual contributor to a leader. She is making this transition well by all accounts. Our sessions are quite formal and structured but I feel it works well for us. The cross industry program allows you to mentor at a broader level and is far more refreshing in that respect. We have an organic agenda, we are working on finding her internal sponsors and understanding her signature strengths I am really enjoying developing my mentee. She is asking a lot of questions and we are reviewing her responsibility on influencing outcomes at work Comments on the matching process Fabulous matching, fabulous to have time to spend on reflecting on my career and my plans going forward. Absolutely perfect match I am really enjoying my time with my mentor. My mentor has exceeded my expectations by been proactive, open, receptive and encouraging. I am very comfortable with my mentor, feels like I am catching up with a friend. The conversation flows easily. We have a very open relationship. Great connection with mentor, great rapport. Great match, very happy with mentor We absolutely set an agenda as we are both very yellow-brained and need something to stick to! We have a very open relationship, we started with discussions around my team and now moving into discussions about me. 24
Comments on their key learning Thanks for running such a fantastic program I have really enjoyed it and it has challenged me to think more strategically about my career. Personally I think it is truly about leadership and strategic business positioning more as the best positive driver for change. The personal stuff is useful, but it won t shift the dial unless the value is clear. I found the signature strengths session was truly rewarding in multiple ways as well diversity discussion by Dr Jennifer Whelan Group learning opportunities, one on one sessions with mentor. Exposure to views from leaders in the industry and being deliberate/thoughtful about career path. Hearing different opinions on topics raised by different mentees as well as mentors ie panel discussions. I now have a different perspective on what I have to offer and how best to exploit it. The mentoring sessions have been very valuable to tailor my development and ask questions and gain my mentors insights. Success is about understanding your key strengths and being authentic. 25
Key contacts for more information Natalie Carr natalie@serendis.com.au M : 0414 375 133 P : 02 9371 2910 Program Manager Participants Liaison Coordinators Liaison Kate Doab kdoab@propertyoz.com.au P : 02 9033 1955 NSW Event Manager, Property Council of Australia Maud Lindley maud@serendis.com.au M: 0404 730 569 P : 02 9371 2910 Program Director Workshop Facilitation Matching Process 26