DECEMBER, 20228 IN MYV EWRESEARCH SHOWS FIRMS WITH THE MOST ETHNICALLY DIVERSE EXECUTIVE TEAMS WERE 33 PERCENT MORE LIKELY TO OUTPERFORM THEIR PEERS ON PROFITABILITY AND THOSE WITH EXECUTIVE-LEVEL GENDER DIVERSITY WORLDWIDE HAD A 21 PERCENT LIKELIHOOD OF OUTPERFORMING THEIR INDUSTRY COMPETITORSGENDER AND RACIAL DIVERSITY IN AUSTRALIA'S SENIOR TECHNOLOGY LEADERSHIP I recently attended a meetup for senior digital technology leaders in Sydney, Australia. One particular talk by a senior c-suite female leader Sara (name changed for anonymity) captured my attention. She talked about navigating her career journey from a junior analyst to c-suite executive in 25 years. She was of Anglo-Celtic descent having moved to Australia from England and talked about her very interesting career moves between industries, roles for which she did not have prior experience, and how she created huge networks and thereby visibility. She constantly used the phrase `tapped on the shoulder' to describe how she was asked to take up a completely new role with no prior experience. There was no doubt that she proved her skills and capabilities, thus allowing her sponsors to back her and help her identify roles via networks outside of traditional recruitment methods. As someone who has not had the luxury of networks or sponsors in Australia, it struck me then that it would have been an incredible opportunity to have had a customized career development plan through sponsors and network. I am a first generation migrant with no prior network or support system in Australia. Many in my shoes will agree that we did not have time or adequate resources to establish our careers as we tried to balance full time work, maintaining our culture, and tending to our young families. Our traditional upbringing was based on respect and BY SUBHA CHARI, HEAD OF DIGITAL PRODUCT DELIVERY, LENDLEASESubha Chari
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