Equality & Inclusion ARCHIVE

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The Diversity & Inclusion Experience: Equity > Equality

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Another article about diversity? Hasn’t it all been said already?!

We’ve shared our views on diversity in the real estate sector before, not so long ago. We highlighted the continued lack of diversity and some of the excellent initiatives that are catalysing progress – including Real Estate Balance, Freehold, and WomenTalkRE. And we committed to being more proactive in our efforts to support and enable inclusive behaviours.

So what else is there to say? Well, the good news is that the real estate sector is making progress – as are many other sectors. The recent Hampton-Alexander Reviewof FTSE Women Leader shows 30% of FTSE 100 and 24.9% of FTSE 250 board positions are currently occupied by women – up from 27.7% and 22.8% last year respectively – and real estate companies feature in the top ten performers in both lists.

Yet the anecdotal evidence (see, for example, page 20 of the Review) speaks of slower progress in terms of real experiences. Less than one in three FTSE 250 board vacancies went to women in 2018. The percentage of women in executive committee and direct report roles across all FTSE 350 real estate companies averages 28.4% overall, and 21.4% at board level.

And what’s happening in the pipeline of talent that feeds into those top positions – is it fit for purpose? What about other underrepresented groups in real estate workplaces?

We’ve grown our team over the past year, and we’ve really valued learning about each other’s perspectives on some of the key challenges currently facing the sector. We’ve spent time discussing diversity, including what it means to us on a personal level and some of the solutions for progressing inclusiveness in the real estate world and beyond. Here are some of our thoughts.

Born this way?

When it comes to attitudes around gender roles and diversity, we’re pretty much a product of our early years. Each experience and interaction shapes our patterns of behaviour, contributing to assumptions and preconceptions that feed into adult life. You could say we’re biased from birth.

History shows us that this programming can change over time, but it takes persistent, proactive effort. And that effort needs to be significant if hardwired social norms are to continue evolving in a more, not less, inclusive direction. Willingness to change has to come from every sector, and particularly from those already occupying positions of power: leading by example, enabling progress and calling out unacceptable behaviour.

So recognising diversity as a shared, societal issues is – we think – the most vital first step in moving away from divisive, blame-laden conversations and towards a more positive view of the benefits that fully inclusive workplaces can bring. In fact, it was a conversation kickstarted by Estates Gazette about blame that motivated us to share our thoughts.

And within this bigger picture, we obviously have to develop a clear understanding of just how diverse and inclusive the workplace is, so we know what we’re working with…

Looking behind the numbers

Numbers are important. They enable target setting, demonstrate progress and allow comparison with others. And when it comes to high interest issues such as diversity, it’s vital that figures are open and transparent. Increasing the number of women on a board, ensuring more representation from ethnic minorities on a panel – these things all help to increase visible diversity. 

This observable, measurable diversity is essential, particularly to hold to account those companies that are lagging behind. But it also has some pitfalls.

Firstly, as we’ve mentioned, numbers rarely reflect the everyday reality of underrepresented groups in the workplace. Although the data might say ‘things are becoming more balanced’, anecdotally this is commonly not matched by everyday experience. A lot of this comes down to unconscious bias – those automatic reactions that are so innate, we don’t even notice them. This might be assumptions or judgements about life plans or skills, words used more often in relation to women than men, even the tone of voice or body language used in everyday interactions with certain groups or individuals.

Until such biases are tackled systemically and until diversity goals are focused on processes and experiences as much as numbers, the practical reality is likely to continue lagging behind the figures. Workplaces might officially bemore diverse, but they won’t necessarily feelmore inclusive.

Secondly, there’s a risk that focusing on numbers or quotas can leave individuals feeling unrealistic pressure to perform as the visible minority. An example of this comes from one of our team members, who trained as a carpenter:

“I didn’t get to be an individual; I was the girl. I was there representing an entire gender whether I liked it or not. If one of the boys makes a mistake it’s no big deal; we say ‘Darren’s rubbish at carpentry’. If I fudged something up, my entire gender takes the hit: ‘GIRLS are rubbish at carpentry’.”

This experience is far from isolated and, in our opinion, is almost certainly a contributory factor for some individuals not taking opportunities that others might leap at – the pressure of judgement and the risk of failure on behalf of your entire gender, race, or any other defining factor are powerful motivators.

Which leads to our final point about data, which is that, while numbers might explain what the situation is regarding diversity, they can’t tell us anything about why. Without asking why certain groups are underrepresented either as a whole or within particular sectors or roles, we’re only tinkering around the edges.

Equity > equality

This “why?” question is really about identifying barriers: what’s stopping this person from going for that role, stepping onto that stage, progressing beyond a certain level? What do they need in terms of support? Do they have role models they can identify with and aspire to be like? Is the system or setting itself inherently biased by design?

Opening up these questions isn’t necessarily easy, but we think it will save a lot of time and resource in the long run. If we keep asking why people aren’t taking the opportunity given to them to sit at the table, we’re asking the wrong question. We should be asking what’s stopping them from getting to the door, getting into the room, or even knowing the table exists in the first place.

So perhaps when we talk about equality, we’re looking at the whole issue with the wrong filter. Equality is about providing the same opportunity for all. Great, but we’re not all the same. We think the conversation should shift far more towards equity: taking account of where people are starting from, understanding their needs and aspirations, and providing opportunity and support accordingly.

Less stick, more carrot

But people are busy, resources are tight, the job needs doing. Is there really any value in making the effort to dig deeper, when it might be easier just to meet the leadership-level diversity target and move on?

We think it’s more than valuable; it’s essential. Diversity of thought and experience bring challenge, innovation and opportunity at all levels. And with the many complex global issues facing businesses at the moment, the ability to innovate quickly and think differently is likely to become a point of difference for the most successful of companies.

Ultimately, this is about sustainability. In a fast-evolving marketplace, how can any business maximise its success in the long run if it – willingly or accidentally – excludes underrepresented voices from the table? These voices might spot risks and opportunities no-one else had thought about, or present fresh approaches to intractable problems. Indeed, the evidence linking diversity with profitability is increasingly compelling (e.g. see McKinsey and HBR).

For the real estate sector, embracing diversity and inclusivity might mean some challenging conversations about how decisions get made, where the debate happens, and who is involved – not just at board level, but across every part of the business. Another of our colleagues shares their experience:

“More often than not I’ve found that talented women involved in real estate are not always in the typical asset / property / development role. People in marketing and leasing roles, or with broader expertise in disciplines such as sociology and psychology often get overlooked, and therefore so does their ability to add a voice to the conversation.”

We think inclusivity also means fully sharing responsibility for calling out inappropriate behaviour or bias, and for creating positive change. Being a passive observer is no longer an option.

Ultimately, change requires a broadening of approach from the reactive response to external expectations to a deeper understanding that diversity and inclusivity are genuinely good for employers and employees alike. It is with that premise that genuinely meaningful action can be taken.

Our vision

None of this is easy, and all of it takes time. We’re talking about individuals and companies working together to tackle a systemic issue that has deep roots. Progress might be slow, but it is happening, and we think it can happen more effectively with some simple shifts in mindset and approach:

  • Acknowledging the social and systemic context to diversity and inclusiveness together, without blame. 
  • Understanding and addressing unconscious bias wherever possible, including through coaching and reverse mentoring.
  • Exploring what sits behind the numbers – being curious about whyas well as what, and focusing on processes and experiences as much as the figures.
  • Concentrating on equity (taking account of what people need to get to the same place), rather than blanket equality (offering people the same chance regardless of their background).
  • Changing the dialogue to include underrepresented voices at every level; a CEO and school leaver will both have valid and useful observations to offer.
  • Sharing responsibility for cultural change, which requires those in leadership roles to admit the limitations of their understanding, especially on unconscious bias – everyone is on the journey together.
  • Recognising and embracing the benefits of diversity in both the short and the long-term.

We’re happy to discuss our thoughts more deeply with anyone that’s interested in having a chat – whether at the personal, organisational or industry level. Do get in touch…

Gender Balance

EVENT: Unconscious Gender Bias

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Hillbreak co-Founder, Jon Lovell, will appear at the forthcoming Flourish International event in Manchester on Unconscious Gender Bias: Changing Behaviours in the Workplace.

Flourish aims to help organisations deliver effective gender equality initiatives and has been looking into the role that unconscious gender bias plays in slowing progress. The event will feature talks on research findings, panel discussion and Q&A with the audience and is open to any individual interested in gender equality including directors, HR and other professionals from both public and private sector organisations.

Together with fellow co-Founder, Miles Keeping, Jon was recently appointed as a Senior Advocate Member of Real Estate Balance, an association focussed on addressing the gender imbalance in the sector. More information detailing Hillbreak’s endeavour to tackle under-representation, unconscious bias, gender-imbalance and lack of diversity within the property sector can be found in Jon’s recent article, Pushing for balance.

The panel will also feature Lorna Kerr – HR Director of Co-op’s Insurance, Natasha Crook –Talent Acquisition Team leader in North Europe for adidas, and Rishi Jain – Manchester United Football Club’s Equality & Inclusion Manager.

Flourish hopes the event will provide insights, opportunities for discussion, networking and an overall understanding that gender equality requires a fundamental shift in perspectives – and that there are steps that can be taken to achieve this.

The property sector is unfortunately known for falling short of where it should be on the issues of equality and inclusion. However, progress is being made; last week FreeholdLGBT won the Outstanding Contribution award at the EG Awards 2018, a clear indicator that efforts to diversify the workforce and challenge discrimination within the industry are not only being made, but applauded and rewarded. There is, however, still much work to be done.

Tickets for Unconscious Gender Bias: Changing Behaviours in the Workplace can be bought here.

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Pushing for balance

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Hillbreak may lack the scale of the real estate industry’s larger firms and companies, but we’ve never shied away from throwing our modest weight behind the issues that really matter.

Perhaps one of the most defining for our sector at this time is that relating to under-representation; few would deny – even today – that performance on equality and inclusion falls far short of where it should be.

Quite frankly, we’re often embarrassed by association. We can all point out the infamous occasion in which the shocking conduct at the President’s Club Dinner was exposed in the public eye, but there is an all-too insidious pattern of behaviour within our industry which comes to prominence at major events, such as MIPIM, and is often lurking beneath the surface in the day-to-day workplace.

There have been occasions when Miles or I have had to intervene when lines have been crossed in the business environment, but if we’re honest, we’ve not done enough to stand up to the weak attitudes and the poor behaviours that continue to dog our industry.

On paper, and recognising that this is in part a reaction to bad publicity and exposure, some progress has been made recently by organisations and industry bodies. Some of this is genuine and welcome; some is superficial and still needs to be challenged.

The continued lack of diversity in our sector is one of the most serious impediments to it achieving its full potential.  The persistence of conscious and unconscious bias in recruitment, opportunity, flexibility and reward, means that the real estate industry is missing out; it diminishes our ability to attract and retain some of the best talent, it means that decisions taken by leadership teams are suboptimal, and it prevents those in minorities from bringing their full selves to the table.

We have been particularly encouraged to see a number of organisations and initiatives spring up which attempt to tackle these issues. Several seek to promote the value that the LGBT+ community brings to property and the built environment – examples include Freehold, PlanningOut and Offsite. There are others which seek to raise awareness and an atmosphere of support for those battling mental health problems; the RICS charity, Lionheart, for instance has had a particular focus on this lately, complemented the John O’Halloran Initiative.

Although by no means the full equality and inclusion story, the question of gender balance – especially in real estate leadership roles – has received a great deal of public attention of late. Whilst sector-agnostic efforts such as those of the 30% Club, members of which are advocates of the Hampton-Alexander recommendations for female representation on FTSE350 Boards, are really significant, our industry also needs its own spotlights. Real Estate Balance has gained considerable support and membership from a reasonable number of organisations and firms (more are needed) and we were both humbled recently to be accepted as Senior Advocate Members for the network.

So, what are we doing?

  • We call out and challenge inappropriate behaviour when we see it and follow it up when required, including offering support to those affected.
  • We always seek to ensure that we work with, including through our network of associates, a balanced pool of diverse individuals.
  • We advocate consistently when attending and speaking at industry events, and we exercise and promote our policy of not appearing on panels or speaker platforms which do not feature women, and we push and provide active support to organisers to adopt a balanced approach to panel selection (including by referring them to the excellent WomenTalkRE resource).
  • As individuals, and as a firm, we are signatories of the Future of London Pledge on Diversity (#DiversityPledgeLDN)
  • We challenge, advise and support the Boards, Executive Committees and other leadership teams of client organisations on matters relating to diversity and inclusion, including in relation to formal corporate governance matters.
  • We use social media platforms to promote and support for diversity and inclusion matters and initiatives.
  • We take active steps to promote gender balance on the industry body leadership groups on which we sit.
  • We give our time and energy as Trustees and Board members of national and international disability charities.

Real Estate Balance

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