Leaders need to lead in tackling gender-based violence. #noexcuse #16daysofactivism
I have spent the last two days with the Global 100 Inspirational Women in Mining #WIM100 2024. This incredible group of women - selected because they are trailblazers, face into challenges and empower others - they get it. They understand gender-based violence (GBV), they know how important it is to tackle in the mining sector, and many are doing great things about it.
However, GBV needs to be championed from the top; and in mining the top is male. Women make up only 17.6% of board roles in the industry, and ALL of the CEOs of ICMM's member companies (responsible for championing sustainable development in the industry) are men. These men are the decision-makers, the champions we need to ensure the long-term commitment, resources, and cultural shift needed to tackle GBV.
But it is difficult to understand something that you have never experienced. The unease when walking alone at night, the vulnerability when passing large groups of men, the subtle (or not so subtle) derogatory or sexual comments. Many women experience this daily. We live in fear because we know the probability of experiencing more serious forms of harassment and violence is 1 in 3.
Whilst for most men, this is not their lived experience, we need to engage them in ways that help them understand. Because it is only then that they will prioritise solutions that are needed.
During my time at De Beers Group, I collaborated with Reos Partners on a workshop for leaders on GBV; a workshop that laid the foundations for thoughtful and accountable leadership among General Managers, heads of HR, and corporate affairs.
There are two standout elements that I believe contributed to this success:
1. We began with personal reflection. In carefully facilitated dialogue, leaders shared times they felt fear, intimidation, controlled or undermined. This grounded the discussion in personal experiences.
2. We explored what leading and working together on GBV would look like. Leaders were reflective and honest about their fears and hopes for tackling GBV and shared the uncertainty and vulnerability they felt in tackling such a complex issue.
One of the most impactful statements coming out of this was a General Manager's willingness to hold his hands up and say “I don’t know”; and so building a culture to listen and learn from those who do.
It'd be great to hear from others experiences in engaging leadership on GBV. What have you learned about what works? What are the challenges you have faced?
