Read how recent news reports can affect your profits ?
Right click to see solutions offered.

Is this email not displaying correctly?
View it in your browser.

Unacceptable behaviour in society hits your bottom line

  FB Twitter Skype LinkedIn Google Plus Email  

How are sexist attacks on the PM and a racist outburst at an indigenous AFL player linked to research findings that ASX100 boards only have 3% Asian-born as members?

19 June 2013



Is there a link between these seemingly unrelated recent

A number of shocking and embarrassing events have been profiled in the media in recent weeks and people have been asking "Are these isolated incidents or do we have a problem in Australian society?"

Bad behaviour in politics, sport and media is connected by the hidden assumptions the lie at the base of Australia's culture.

The behaviour we tolerate in society creeps into corporate Australia as new employees are hired: they bring values and behaviours adopted from their local communities with them. Their behaviour can impact your company's performance so to protect your business you invest heavily in orientation, training and culture change programs to align their values with yours.

'Stepping Up' sheds light on:

1. Understanding assumptions influencing the behaviours
(Chapter 8)

All behaviours are influenced by hidden assumptions lying at the bottom of the culture.

In Sport

Behaviour: A 13-year-old girl calls an indigenous AFL player an 'ape' at a local game

Assumption (learned from observation): that it's okay to use derogatory words to label people with coloured skin and it is part of the football culture of Australia.

In politics

Behaviour: Restaurant owner writes 'joke menu' degrading the nation's Prime Minister in a dish called 'Julia Gillard Kentucky Fried Quail' and describing the dish as having small breasts and large thighs...

Assumption (learned from observation): that sexist jokes about females and explicit reference to their anatomy are considered humorous and acceptable as entertainment in Australian society and that there is little serious recourse if any.

In the army

Behaviour: Men in the army email degrading images of women in the army to male colleagues; those who witness it hide it to protect the perpetrators .

Assumptions (learned from observation): that the army is a male domain where men bond; sticking-together at all costs is part of the army's belief system; bullying is par-for-the-course and tolerating it is a measure of your manhood; the army is no place for women; females are exploited and abused.

In the media

Behaviour: Male radio announcer crosses the line in questioning a female about her private affairs (a female who also happens to hold the highest office in the country – that of Prime Minister).

Assumptions (learned from observation): that being provocative and ballsy on radio attracts listeners; that making assertions about people's sexual preferences is tolerated – especially when referring to a minority group; that we tolerate the suggestion that there is something wrong with you because you are not mainstream; that questioning women – even women of high office – on highly personal matters (with no bearing on economic or political issues) on radio is acceptable and excusable.

On public boards

Behaviour: Anglo-Saxon males on ASX100 boards select other Anglo-Saxons to fill vacancies, as revealed by Boss magazine's latest research showing that only 3% of these boards comprise Asian-born people.

Assumption (learned from observation): that boards of Australian companies are reserved for Anglo-Saxon people; that there is no need to account for why these board do not reflect  customers groups or communities; that the homogenous group of board members can provide the range of skills and experience required to perform at its best.

2. Examining your Culture Iceberg and disconfirming assumptions
(Chapter 9-11)

Old assumptions that no longer serve your community or business must be dis-confirmed.

Leaders of Australian society (people who lead political parties, sports clubs, religious groups, towns, schools) and business (investors, board members, executives and managers) need to be very clear about what Australia will tolerate and what it will not.

- Using sanctions

Fairfax did this by sacking Sattler for embarrassing the woman who holds the highest office in the country. This action clearly said 'It is not okay to do this' and dis-confirmed the assumption that you can ridicule politicians and females without recourse: cross the line and pay the price.

Read more about the Culture Iceberg and the Culture Circuits in this blog

Pamlea Young I wrote 'Stepping Up' because Asia presents an opportunity for us all and achieving diversity is not impossible if you know a little about changing cultures.

Pamela Young: author, strategist, change agent, culture specialist







Yes, and the link suggests the '21st century code' for diversity is missing in our culture

Progressive nations of the world are concerned about equal rights and ensuring that people of both genders and all cultures are able to participating fully in the workforce without encountering bias, discrimination or barriers like glass or bamboo ceilings.

These countries have installed a kind of moral and ethical code in their societies that direct the behaviour of their people and which includes sanctions for bad behaviour.

I seems Australian culture has not yet adopted the 21st century code for diversity: too few people are inclusive and accepting of those who originate from another country or town, have different coloured skin, are female or bisexual, or are different in some way. No code, no 21st century culture.

Business and society is  affected by our lack of 21st century code for diversity

Stepping Up provides insights on the issues we are facing and how we can lead culture change to adopt the code that will help us move on. It presents:

1. The business case for Asia, diversity, social change and leadership

2. Contemporary perspectives on growth drivers

3. Proof of our diversity challenges

4. Methods for changing cultures - yours, ours, theirs

5. 10 personal stories and 3 company cases

6. Guidelines for leaders and a call to action


Testimonials for Stepping Up

Kathryn Roberts – Partner PwC, New Zealand says

'Stepping Up captures the observations of many business leaders about how traditional approaches to identifying leaders are not serving our changing workforce well, allows them to put the case for an inclusive approach to how we operate today, and presents a compelling case for culture change within Australasian society. Some sobering messages and insights for any organisation, a must read.'

David Olsson, Chairman of China-Australia Chamber in Beijing

'Australian business is grappling with change and volatility like no time before. Increasingly, embedded Asian capabilities and organisational agility will be the hallmark of successful organisations. Stepping Up is essential reading for anyone seeking practical guidance in sharpening their own skills and in making their organisations Asia-ready.'

Chris Lamb, HR Director Lend Lease, Australia says

'Leaders sharing their personal experiences on diversity - warts and all. A great way to encourage honest conversation and debate on a critical business topic.' 

Nareen Young,  CEO Diversity Council Australia says

‘We need more discussion about diversity and how nurturing it can provide enormous benefit to our people, workplaces and the economy. This book is an important contribution.’

Buy a copy online now -
Read it tomorrow

Stepping Up is essential reading for leaders in 2013. Your personally signed copy:

10% off the RRP.

Get all your top team involved and adopt the 21st century code for diversity in your organisation

15-20% off for 10 or more copies


Involve your people

Start with 'book circles'

Distribute Stepping Up to 10, 20 or 50 employees and drive change through your organisation. Review the research and adopt the frameworks that will support existing change programs. Book circles.

Then use 'engagement cascades'

Once your leaders have gained an appreciation of the possibilities, involve the next level down. An engagement cascade is a program that opens up two-way communication, stimulates strategic thinking and drives change at all levels.


Speaking Forums

This is not a small book so you might want to fast-track your understanding of what is inside Stepping Up with a speaking forum. In a one-to-one, small group or conference-sized session with the author, your people can hear directly about the key findings and the main messages.


Blog with me

The four blogs below appear on the homepage of Stepping Up's website. I will use these to share more practical examples of how to introduce the changes we seek.

Guest bloggers also share their experiences and opinions to support readers in their journey.


Readers share ideas and opinions on these blogs:

Visit these blogs on the book's homepage regularly to find practical examples and ask questions as you read. Each blog is matched to a chapter presenting the research findings.


Let's be great in Asia: make new friends, expand our horizons and grow


We can shift our values to stimulate behaviours that will deliver results


It is possible to access untapped skills and combine experiences


The time has come to embed solutions for our children and the next generation


Want to read more about what's inside
Stepping Up?


  follow on Twitter | friend on Facebook  
  Copyright © 2013 Stepping Up at growthcurv Pty Ltd. All rights reserved.  
  unsubscribe from this list | unsubscribe from all lists