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Educate Your Leaders: give them accountability for change

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Focusing on one of the most challenging of the WISE Ten Steps, Educate Your Leaders: give them accountability for change will present best practices on how organisations have ensured commitment, engagement and authenticity from their leaders to address gender imbalance.

McKinsey will share information on their latest Diversity Report, and insights into what is necessary for change to happen. In addition, WISE members, including Intel and Atkins, will deliver best practices around leadership engagement and the impact on their organisations.

There will also be a chance to network and collaborate on this topic with fellow HR, I&D and STEM colleagues.

Contributions from:
McKinsey & Co - Dr Sarah Wilson, Head of Senior Leadership Development (Global)
Intel - Joanne Watson, Director of the Global Inclusion Office
Atkins - Alison McDougall, Consultant
Black & Veatch - Rachel Pether, Project Director

Kindly hosted by Atkins, this knowledge sharing event is for WISE members only (who are employed at listed Corporate, Education and Institutional members).

Registration is at 9.30am for a 10am start. Lunch will be provided.

Places are limited.

Speaker biographies:

Dr Sarah Wilson
- Sarah is Head of Senior Leadership Development for McKinsey, currently focused on the Firm’s internal leadership development and appointment strategy and systems. She is also a Senior Expert in the Organization Practice, and works with clients on the culture and leadership required for operations excellence. To this, she brings 20 years of engineering, manufacturing, strategic management consulting, and coaching experience. She is teaching faculty on McKinsey’s Change Leader Forum, Executive Transition Masterclass, and Remarkable Women Programme.

Joanne Watson - Joanne Watson is Director of the Global Inclusion Office at Intel Corporation. In this role she is responsible for D&I work outside the US (in EMEA, Asia and Latin America) and also for developing and delivering a global inclusion strategy.

This combination gives her unique insight into how inclusion is experienced around the world. She firmly believes that inclusion is rooted in context – our culture and societal norms are intrinsically related to our day to day interactions and a one size fits all approach will not drive optimum impact. Balancing this with the needs of a global company to provide enterprise-wide solutions is a dilemma she works through every day.

Joanne recently completed a Masters in Organizational Leadership with the University of Oxford, including a thesis on Gender Diversity in the Technology Sector.

Alison McDougall - I joined Atkins 5 years ago having previously worked in high end event management. My role at Atkins has been focussed on project controls progressing to project management, working primarily within the Defence sector. I’ve recently completed a secondment working for the Managing Director of our Aerospace, Defence, Security & Technology division as a Strategic Assistant, providing me with an insight into the way things work at the top of the organisation. I’m currently part of an account team working with a key client on some of our major growth pursuits.

Rachel Pether - Rachel Pether MEng CEng MICE is a Project Director at Black & Veatch Ltd (B&V) and a Supervising Engineer under the Reservoirs Act. As Vice Chair of B&V’s UK Women’s Network and a member of B&V’s Diversity and Integration Working Group, she has a central role in delivering the company’s business strategy to have a diverse workforce that is representative of society, including gender balance. Rachel is a member of the Institution of Civil Engineer’s Reservoirs Committee, and the British Dam Society Committee, and has been involved in a number of initiatives to improve gender parity for these organisations.


McKinsey & Co -
McKinsey’s latest study of diversity in the workplace ,Delivering through diversity, reaffirms the global relevance of the link between diversity - defined as a greater proportion of women and a more mixed ethnic and cultural composition in the leadership of large companies - and company financial outperformance.

Sarah will discuss highlights from this research, along with practical insights from cases where companies have sought and achieved positive change.

Intel - In 2015, Intel announced a goal of achieving full representation in its US workforce by 2020. In the three years since then, we have closed 84% of the gap and are on track to hit the goal two years early. Building a diverse workforce is only part of the story however; inclusion plays a major role in our decision to choose (and stay at) an employer. At Intel we have established ways to measure diversity and inclusion at every level, from employee, through middle management and on to leadership and will share the approach and key learnings from the perspective of a global organisation.

Atkins - I’ll describe how our first reverse mentoring pilot began when a business leader realised that just as the challenges he had faced as an engineer over 20 years ago were incomprehensible to junior staff today, so too were the challenges his staff were facing incomprehensible to him. I’ll share the lessons learnt from the reverse mentoring pilots we’ve done to date from both the mentor and mentee perspective. I’ll also share some of my own experiences working with senior men and the informal reverse mentoring I have given them, predominantly around unconscious bias regarding women in the workplace.

Black & Veatch - In March 2018, the UK Leadership team at Black & Veatch (B&V), and a number of women from within the business, took part in an Unconscious Bias training session run by WISE. B&V has put in place a UK strategy for Diversity & Inclusion, which is based on the WISE 10 Steps and we had decided to carry out the Unconscious Bias Training to develop on the ‘Educate your leaders’ step. The session was a great success, with some lively discussion and interesting insights. We are now considering how Unconscious Bias training could be rolled out within the business, as a driver for improved diversity and inclusion. This presentation will focus on why we decided to carry out the Unconscious Bias training, and what the outcomes have been following the session.

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