2010 University of Queensland Public lecture, Senior women seminar series
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Transcript of 2010 University of Queensland Public lecture, Senior women seminar series
2010 UNIVERSITY OF QUEENSLAND PUBLIC LECTURE, SENIOR WOMEN SEMINAR SERIES
BARBARA POCOCK, CENTRE FOR WORK + LIFE, UNIVERSITY OF SOUTH AUSTRALIA
(my) Working life in universityA personal account of academic work in the larger
context of work/life in Australia in 2010
What I will talk about
Our context at work What work does to us
Some things I have learned…. 14 lessons
We all work in a context that shapes our possibilities
Work is part of the happiness story
Secret of happiness…
Someone to love Something to look forward to Something good to DO – a good ‘occupation’
How is work affecting us?
AWALI survey Annually around 2800 working Australians Randomised survey which is reasonably representative
Focusing on: Working hours Work hours preferences – who wants to work less or more? Quality of work (security, intensity, control) Management and supervision Consequences of poor work-life interaction
How do we measure work-life outcomes?
How often does work interfere: with activities outside work? with enough time with family or friends? with community connections
How frequently do we feel rushed and press for time?
How satisfied are we with our work-life balance?
Four years of AWALI
Who is negatively affected and how many?
Work negatively impacts on personal, family and community life for the majority of workers For ¼ of workers this is often or ‘almost always’ the
caseThe same groups of workers continue to
have the worse work-life outcomes
Women are more at risk of work-life strain
Combining work & care continues to be challenging
Managers & professionals have poor work-life outcomes
Those in service industries also worse
Working mothers rushed and pressed for time
Working fathers not immune
Time is of the essence ...
Long hours are a problem
Little appetite for longer hours for most
Around half of all workers do not have a good fit between actual & preferred hours
Many workers want to work less (by 4+ hours) 32% of women 40% of men
48+ hours 72% of men & 77% of women would like to work
less
Ideal work week – 35 hours
So that is (some of) the context….
Asked to talk about my career, I want to talk about my own career, in that larger context…
It shapes my possibilities like everyone else’s…
Many possible paths
We need women leaders, managers…..
Without them, perverted policy, research, learning….
But we don’t need them in a ‘careless’ image
My turn came
My pathway
2 years working on farms after yr 12 (1973-4)B Ec Hons Uni of Adelaide (1975-78)10 years in NSW – Reserve Bank, NSW Government women’s
employment and job creation programs; Research on women in Voc Ed; working for unions
Drifted into teaching adult workers about work in 1988First child 1990 (now 20)Phd, second child 1993 (now 17)All forms of leave (18 mths parental leave, unpaid leave, 1 yr
job share, part-time, extended leave….)Teaching and research academic 1989-2003Research Fellowship 2003-2007Moved to UniSA in 2006…
A plan, what plan?
Followed my values and inclinations: political change, justice, women
Worked out had to get Phd in late 30s amongst kids & work with lots of leave…., with lots of support Including a research grant
My family and friends most important things to me Had supportive partner Had healthy kids, and own health And money (good wage in 1.5 wage household)
Have got a great deal from work sense of self, friends, laughs, accomplishment, standing, money
Made many mistakes. Learned to forgive myself.
14 lessons
1. Know yourself
2. Know your workmates, team and environment
3. Have confidence in yourself
Not unreflectively, but… more often than not, women underestimate
themselves‘Back yourself’
4. Know when to step back
Consider the life cycle….Careers and the ‘care cycle’Many opportunities, over time….Many ways of having a great working life
without formal leadershipLeadership is almost always more stressful
than not leading
Know when to step off the trail
Know when to step off the trail….
Rest, rehydrate, re-armour yourself, reassess…
Or turn back
5. Make your own ‘way’
Interrupted leadershipEthical leadership
Often means questioning, challenging Very uncomfortable Often meets resistance and punishment
‘Sleep faster’?Making ‘Career limiting’ choices to:
Have kids Have friends Have a life Be healthy
6. Learn the skill of management
If you are a leader who must manage, learn to do it
A high order set of skillsEspecially pay attention to learning to
manage people wellBe ready to make change, even when it is
uncomfortable
7. Choose staff, colleagues carefully
These are the most important decisions you make
8. Choose boss carefully
Don’t be afraid to changeDon’t be afraid to ‘manage upward’,
assertively
9. Get good fit between values and situation
Fuels workMuch more pleasure to be hadDon’t be afraid to change
Unhappiness is often the first signal of poor fit Depression is often the second
10. Don’t take things personally
Distinguish between your self and your roleBut not too much:
Hitler’s generals did this too much (“I was only implementing orders”, “I was only implementing the ERA”)
11. Accept being unpopular, at times
Leaders, managers exercise powerAlmost all acts of power disadvantage
someoneYou will be criticised, right or wrong
women cop this more than men, especially from our sisters
and we take it in more…
12. Have a plan: without it you are sure to take longer and get lost
13. De-brief… Get supportRegularly, and in a 100% supportive environment
De-brief… Get support, organise, collectivise
14. Have a trusted mentor
Research shows…good outcomes flow from:
Taking leave Good supervisionSupportive workplace culturesAvoiding long hoursEmployee-centred flexibilityQuality jobs (control, security)Reasonable workloads
Keep perspective: ‘Most things don’t matter very much’