building power through fundraising · foundations at the intersection of public policy, advocacy,...

#VRLnation • @VoteRunLead • @Neilpharaoh

Strengthening democracy by unleashing the power of women leaders through training, technology, & community.

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Who’s Neil Pharaoh?Neil has worked extensively with both private, philanthropic and not for profit organizations and foundations at the intersection of public policy, advocacy, and business, building government relations, business partnerships, and Corporate Social Responsibility.

Now based between New York City, & Australia, Neil has created innovative lasting Corporate Social Responsibility, Corporate Philanthropy and Government Advocacy campaigns across multiple countries. In New York Neil has managed strategies for development, communications, and government relations in education and international aid & development. His passion for campaigning and advocacy motivated him to run for State Congress in Australia in 2014 on a platform of equality, social justice, and education, coming within 31 votes of winning his first political campaign.

Having started with a small team and an even smaller budget, Neil led one of the largest national campaigns for social justice and equality reform in Australia’s history, resulting in millions of dollars of government investment and over 200 legislative and regulatory changes across the country.

His innovative government engagement campaigns in Australia changed the party position on a number of social issues include around equality and gender, and this and other campaigning has led him to be regarded as one of the most effective public policy advocates in Australia.

Neil holds degrees in Law & Commerce (Marketing & Accounting) from the Australian National University in Canberra, Australia. In his spare time, Neil loves to travel, exercise, and kayak, and his favorite color is orange.

Neil Pharaoh@Neilpharaoh

neil@neilpharaoh.com.au

The players…

The media

Stepping upas leaders

Creatingaccountability

Creating momentum to increase the representation of women in leadership requires stepping up and changing our ways,demonstrating commitment,prioritising the issue and leading with action.

Sharpening ourlocus and bringing ourlull management system to bear is essential. The objective of gender equality must be integrated across our business processes, with clear targets and accountability.

Theme Heart of the issue

Disrupting thestatus quo

Dismantlingbarriersfor carers

The status quo on gender equality can lead to low expectations of women's representation. At times, we assume that obstacles to women's advancement are inevitable or insurmountable. This is not the case, but standard approaches are not enough.

Traditionally, the most common route to senior leadership positions has not included career breaks and visible caring responsibilities. Roles, career paths, policies and processes need to be redesigned with consideration given to people managing this 'double burden.'

Stepping up as leaders

It starts with us – the leaders of the organization. Reflect on your own leadership and whether you are sending the right signals about gender balance in your organization.

Group meets quarterly, with additional action groups – empowers men to be bolder.Group present at over 1,000 meetings annual, their title is included in all bios.

Bring your top team with you. Take action to ensure that your team is effective in bringing together different points of view.

Your bonus depends as much on hittingthese quotas as anything else.

““

End the leadership lottery for women. Actively develop, promote, and advance inclusive leaders across your organization.

Graduate intakes need to be over 50%until junior ranks balance.

““

It starts with us –the leaders of the

organization.

Bring your top team with you.

End the leadership lottery

for women.

Create accountability

Lead on gender reporting. Take reporting to a deeper level, with consistent reporting standards, to create a more transparent and granular view of the pipeline progress.

Similarly, the group took the lead on genderreporting, and because of the efforts of ElmerFunke Küpper, head of the Australian SecuritiesExchange and one of our Male Champions, anew reporting regime was adopted for publiclylisted companies in Australia.

Set granular targets. Break entrenched patterns by engaging managers in the objective of women's representation on their terms and more broadly.

Lead on gender reporting. Take reporting to adeeper level, with consistent reportingstandards, to create a more transparentand granular view of the pipeline progress.

Drive a supplier multiplier. Communicate to suppliers how important gender balance is to you. Encourage and support suppliers who build and present more gender-balanced teams.

The group control$50b in procurement – CBA for instance offers increased procurement contracts to women.

Lead on gender reporting.

Set granular targets.

Drive a supplier multiplier.

Disrupt the status quo

Ask 50/50: If not, why not? Ask "why not 50/50?" across career lifecycles, from recruitment and talent development to committees and panels. Broaden your searches and challenge results.

ANZ “invention” mandate that a team must fillroles to women only until 50/50 met. And,Senior leaders demand, ‘If not, why not?’

Raise the bar on women's careers. Understand the types of experiences your organization requires and broaden the success profiles you consider for senior roles. Ensure women get critical experiences in 'hot jobs.' Personally sponsor talented women and expect your senior executives to do the same.

Mainstream flexibility. Reflect on work patterns and 'what it takes to succeed' in your organization. Change the presumption -- ask what can't be done flexibly, rather than what can be done flexibly.

Citi requires all roles to be flexible unless Manager can justify otherwise.

Ask 50/50: If not, why not?

Raise the bar on women's careers.

Mainstream flexibility.

Dismantling barriers for careers

Get the basics right. Celebrateparenthood and unambiguouslyencourage return. Stay in touch withparental leavers and make thetransition easy.

Build environments where parents and careersthrive. Get under the numbers to see whetherparents returning from leave continue to developtheir careers. Question deceleration and intervenewhen needed.

Graduate intakes need to be over 50% until junior ranks balance.

““

Support & expansive review of caring,including childcare options. The issuesare system-wide and need to be addressedat the appropriate level.

Macquarie Group set the bar. They had given a woman two months’ notice about an imminent, large-scale transaction so that she could put in place a support network for three months to care for her children. After the transaction, she was given three months’ leave.

Get the basics right.

Build environments where parents

and careers thrive.

Support and expansive review of

caring, including childcare options.

Now multiplying into new industries &new areas of support

Some lessons…Accept Mistakes.

The Male Champions recognize that change starts with them.Every single one of them admits to being imperfect as a rolemodel on gender equality. On occasion their actions and wordscan still unconsciously and inadvertently come across as impolitic or out-dated in a world of gender-nuanced norms andlanguage. But they are committed to learning from their mistakes.This is what strong leadership for gender equality looks like:Listening first, learning through collaborating with others and thentaking strong action.

Some lessons…

Every Male is a father, brother or friend.Whilst we've been talking about the numbers for decades,what shifted for this CEO was the understanding that withoutintervention by decent powerful men, this story wouldbecome his daughter's story.

Some lessons…

You need men in the tent.Gordon Cairns explained, “Men invented the system, men largely run the system, and men need to change thesystem.” This sentiment was echoed by Broderick: “Relying on women to change the status quo when they don’t hold all the levers of power is illogical. Men, in the main, hold those levers. If we want change, we need mentaking the message of gender equality to other men.”

• Be the first launch partner into the US• Get other stakeholders to buy in• Use as a business development tool with new

customers• Talk gender & improve relationships with supply chain

The opportunity for

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building power through fundraising · foundations at the intersection of public policy, advocacy,...

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