Tasman Broekman Dattner
Yes, the project or initiative has been established for more than 2 years.
Team - who worked on the project/initaitve
Fabian Dattner, Julia May, Sarah Green, Ami Summers, Tasman Broekman - Dattner
Tasman Broekman - Dattner
Coach and Facilitator
Overview - Provide a summary to introduce the project or initiative
The Compass Program is a women's leadership and personal transformation program designed and developed by Fabian Dattner. The program is built on the notion that women have a unique way they do leadership that is both under represented and under valued. The focus on women as leaders is not just an issue of fairness, but rather, represents one of the greatest resources we have at our disposal to deal with many of the worlds major issues including conflict, climate change, poverty and so on. Further, on 12 of the 16 traits of effective leadership developed (Zenger and Folkman) women rate higher than men. The opportunity for women as leadership to shape our world for the better is the linchpin of the Compass program.
Compass runs for seven days - three two day modules and a graduation. The participants are not just taught 'skills'. They are taken through personally transformative processes to increase their self awareness, connection to values and purpose, personal strategy and visibility, authenticity and ability to make real impact.
The program has several versions - a direct to public (for women of all walks of life) and internal programs, customized to an organisations strategy and current situation. Both SAP and Cisco have run internal programs (SAP over 60 participants).
Detail the actions implemented as part of the project or initative.
The program has three modules and a graduation. Participants also form 'triads', learning and support groups that not only carry the momentum between modules but exist as friends and support networks in the months and years post program. There is also a closed Facebook and alumni group that meet regularly.
Modules include (but are not limited to):
Self awareness and the power of your internal story and self talk (supported by a diagnostic tool)
Business Acumen (measured through diagnostic)
Personal Strategy Mapping
Value and Purpose
Participants come away from the program making significant changes to their work and personal lives.
Detail the approach that was taken to implement the project or initative.
Fabian initially started the initiative because she repetitiously saw great women whose voice was being marginalized, who where fed up with working in a ‘mans world’, whose opportunities where being stifled and who had immense capability, generosity and leadership capability to contribute. She observed the way women treat each other when they are at their best, the exceptional quality they bring to leadership and saw a world sorely needing this style in every domain. She also believed, without a radical shift in the way we do leadership (vs challenging / blaming leaders), women where not going contribute to the degree they could and many of the worlds challenges would perpetuate.
Compass started with a few workshops Fabian held in something of her spare time while doing her main work with Dattner Grant. Over time, the popularity of the program built it’s own momentum and eventually Compass was bought in to Dattner Grant as a part of the business, rather than being a separate program.
Now, three or so years later, the program has internal resources, a public and internal iteration and continues to grow.
Was there organisational/industry or other resistance to the initiative? If so, detail the actions taken to overcome resistance to the project or initiative.
Ultimately there has been little resistance to the program. When people hear why Fabian is doing the work she is with the people who participate in nearly all cases, at some level, there is a heart felt appreciation that the work is important. There is nothing ‘anti men’, no blame, pointing of fingers or focus on injustice and discrimination. Instead the focus is always forward. On what women can contribute, on what support they need, on how best to amplify the good they can do in the world.
Where employers and associates have been unsure about the program, Fabian has bought them in to graduation. There she creates an environment where women feel safe to share the challenges they’ve gone through and any man unsure about the value and purpose of the program learns to understand why it is worthwhile.
This prompted us to make a short video: What male leaders say about Compass (https://www.youtube.com/watch?v=fXgtxIz1YXc&t=24s). The then CFO of SAP APAC, Colin Sampson shared his insights. A year or so later a Compass participant moved into his role.
Detail the follow up or response to the project or initative by the organisation /industry /sector. For example has it been extended for a further year, or has the scope been expanded?
The public programs now have three times as many participants per anum.
The SAP internal program has now gone on to have 60+ participants.
Programs are run in Melbourne and Sydney PLUS there has been significant growth in regional areas with Compass Bendigo being run several times.
Please provide 2 references being the beneficiaries or people that experienced the change (as a result of the initiative). Details to be provided should include:
4. Phone number
6. Short description (up to 250 words) of association with the nominated diversity initiative eg as a beneficiary, experiencing the outcome, etc.
Some of our most passionate advocates:
Lisa Christy, Regional HR Director APAC, Wolters Kluwer
Rohdy Burton, Director Global Business Partners IBM
Michelle Clyde, Princiap, Value Engineer BMC
Sarah Dunn, Head of People Resoures APAC, Adobe
Jennifer White, HR Director Avnet (recently resigned)
None of these people have been asked to be a referral in this process! I've not time to get on to them and get their say so but we are confident that if you need to speak to someone, one of these wonderful people will oblige. Fabian counts them all as close friends and long time Compass Alumna.
What outcomes have been achieved against overall program or organisational performance? Using metrics specify these outcomes, for example financial, growth, policy achievement, performance or capabciltiy uplift?
This question is difficult to apply to the Compass program.