Achieving Equity, Being Inclusive: Tackling tough situations
As part of our Critical Mass work, we ask our Partners to share ‘what works’. This could be great programmes they’ve introduced in the gender equity space, or insight on how best to approach tricky environments. This is what Sarah Wilkes had to say about tackling tough situations.
By Sarah Wilkes, Managing Director, Frazer-Nash & Vice President at KBR
Hello, I’m Sarah Wilkes, a 46-year-old Managing Director at Frazer-Nash and Vice President at KBR. I’m a big sports fan and a proud Preston North End and England supporter. I’m an extrovert, an amateur baker, and a one-off, marathon runner, but more importantly, I’m a mother, a wife and a woman with a story to tell.
At Frazer-Nash and KBR, we prioritise a Zero Harm, 24/7 culture and a key part of this is focusing on Equity, Inclusion, and Diversity. Without equity we don’t achieve inclusion and without inclusion we don’t create diverse environments in which our people can thrive and where we can deliver great outcomes.
Throughout my career I have championed diversity, but it is only in the last few years I have fully understood and invested in learning more about what equity and inclusion really mean. I’ve discovered just how important it is as a leader to be visible and vocal on these important issues and tackle head-on some of the challenges people in society and in our businesses are still facing.
Authentic Leadership: My LinkedIn photo sparked debate about leadership representation. I posted a photo of myself at Melbourne Pride earlier this year. I was taken aback by the number of comments on how appropriate it was to post such a photo. It taught me that authenticity resonates with many, even if it challenges cultural norms.
Male Bullying Victims: We have so much bias that affects people in different ways. Unfortunately, we now have victims of bulling who are not coming forward as they feel unable to make accusations against women in what can be deemed a “pro-woman” environment. These cases of bullying highlighted the importance of vigilance and support, regardless of gender.
External Assault: Over the years I have had to deal with situations involving an external organisation, where colleagues have been subjected to different kinds of assault, harassment and bullying. The need to deal with this head-on and persevere to get justice, even when organisations may not handle these situations well, reinforces the need for constant awareness and action.
The “Banter” Debate: Understanding sensitivity is key to respecting others’ experiences. I hope we are creating a culture where micro-aggressions are not tolerated, and that people can open up a dialogue when “healthy banter” turns offensive by reinforcing bias and stereotypes.
Denial of Issues: Acknowledging problems is the first step to solving them. In many areas over the years, the “ostrich” syndrome still exists. I feel fortunate now that I am in a position to challenge the “that doesn’t happen here” culture.
I’m sharing this story because in the 25 years I have been working, I have experienced some appalling situations, and it is only in the last few years that I feel confident to call it out and act. We forget how recent the “me too” movement was and still we have a lot to improve upon. I reflected on a conversation recently with a young woman, early in her career and I clearly said I will do whatever I can to ensure she does not experience what I did.
So, I will leave you with this thought, we don’t talk enough about “positionality” – our unique place in society that shapes our perspectives. It’s crucial in creating inclusive and equitable environments, something I’m deeply passionate about. To foster inclusivity, we must go beyond eradicating discrimination. We need strong values and systems that promote fairness and justice. This is the foundation of our business ethos.
Our worldview shapes our interactions and decisions. To be truly equitable and inclusive, we must understand and embrace this complexity.
