Embracing SAFE leadership in engineering: supporting National Inclusion Week

As part of National Inclusion Week, we're sharing articles from previous editions of Gi that show our commitment to being an inclusive and supportive organisation.

As a safety engineer and author deeply entrenched in the engineering sector, Dr Mark McBride-Wright has witnessed the myriad challenges that our industry faces.

In his book, The SAFE Leader, he explores these critical issues and provides a roadmap for transforming leadership and workplace cultures in engineering; a transformation he claims is not just necessary but imperative for the future of our sector.

Our industry underpins every facet of modern life, encompassing fields as diverse as technology, healthcare and energy. Yet, despite its importance, there has been a significant decline in STEM education engagement.

This decline is exacerbating a skills shortage, further compounded by high rates of mental health issues and suicide among professionals, a situation made worse by outdated masculine norms that dominate our field. These norms create non-inclusive and often unsafe working environments, detrimental to both personal well-being and organisational productivity.

The power of diversity, equity and inclusion

In The SAFE Leader, I discuss how embracing diversity, equity and inclusion (DEI) can help bridge the widening skills gap. By creating workplaces that are both physically and psychologically safe, organisations can foster innovation and design products that cater to a diverse consumer base.

My experience as the founder of EqualEngineers has shown me that successfully embedding DEI within an organisation not only attracts but also develops and retains top talent across various demographics.

Bridging generational gaps: addressing shame and fostering inclusion

Many LGBTQ+ individuals who grew up before the 2000s carry with them a burden of unreconciled shame into their adult lives. This emotional baggage, stemming from an era less accepting of diverse sexual orientations and gender identities, contrasts sharply with Generation Z.

This younger generation, set to comprise 30 per cent of the workforce by 2030, openly discusses gender and sexual identity and expects workplace cultures to be open, welcoming and actively respectful of all identities.

For engineering to appeal to young people and retain its relevance, we must present a culture that not only tolerates but celebrates and integrates diversity into the very fabric of its operations.

The unique dynamics of engineering environments: big cities vs. remote sites

The engineering sector offers a variety of work environments, each with its own unique culture and challenges. City offices often provide structured interactions and a diverse workforce that mirrors the cosmopolitan nature of urban centres. In contrast, remote engineering sites, such as those in mining or large construction projects, often exhibit less diversity and a more homogeneous cultural norm.

These isolated settings require strong bonds among colleagues and a reliance on one another for safety and companionship. The necessity for an open heart and mind is crucial in such environments, where embracing differences and actively working to understand diverse perspectives is key to team cohesion and safety.

Implementing SAFE leadership practices

Becoming a SAFE leader involves more than implementing a DEI strategy; it requires a deep commitment to understanding and addressing the unique challenges diverse groups face within an organisation.

It’s about championing policies and practices that ensure everyone, regardless of their background or identity, feels safe and valued. This leadership style is crucial for creating environments where all employees can thrive, leading to improved team dynamics, increased productivity and safer working conditions.

The business case for DEI

The economic benefits of robust DEI strategies are substantial. Diverse teams are not only more innovative but also deliver higher financial returns. This is especially relevant in engineering, where the complexity of projects often requires a multitude of perspectives to achieve the best outcomes.

Integrating the principles from The SAFE Leader into IGEM’s framework could significantly advance the institution’s ambitious goals. By fostering an inclusive and diverse engineering environment, IGEM can enhance its reputation as a leader in the gas industry, crucial for transitioning to net zero emissions.

The implementation of diversity, equity and inclusion (DEI) practices aligns with IGEM’s commitment to promote and support professional excellence, ensuring that all members, regardless of background, are equipped to contribute effectively.

This inclusivity enriches the pool of ideas, driving innovative solutions necessary  for designing future gas systems and meeting sustainability targets.

Furthermore, DEI initiatives support personal and professional development, creating a supportive environment where all members can achieve their potential.

By adopting DEI principles, IGEM can also engage a broader range of stakeholders, fostering partnerships that enhance informed analysis and innovation, crucial for advancing the safety, reliability and sustainability of energy systems.

My journey as an LGBTQ+ engineer

Reflecting on my own journey as an openly gay engineer, I founded InterEngineering to empower LGBTQ+ engineers and their supporters. This is how I earned what I call my ‘rainbow stripes’ for diversity in engineering as it grew to become one of the largest networks  for LGBTQ+ engineers in the UK.

Now integrated into EqualEngineers, this network exemplifies the powerful role that network groups play in fostering supportive communities within our sector.

EqualEngineers has a family of networks anyone can join – including Race, Ethnicity and Cultural Heritage (REACH), Neurodiversity, Disability, Women, and Menopause. These communities are vital for addressing the specific challenges faced by underrepresented groups in engineering. They help drive the cultural change necessary for true inclusivity.

Looking forward, I am considering the establishment of a Men’s Network to address issues related to masculinity in engineering. We have done two rounds of research on this, once in 2018 and again in 2021 and the reports are available on the EqualEngineers website.

We will be running this survey again in autumn 2024. This initiative tackles the stereotypical norms that can hinder the mental health of male engineers and impede the progress towards a more inclusive workplace culture.

Case Study

It’s a cold winter’s day and I am delivering our training session on inclusive cultures at a railway depot just outside London to a group comprised of four male engineers.

Arms crossed, bodies closed, the group clearly does not want to be here. One of them had to be metaphorically dragged in by the HR representative and told to stay. I say to them sarcastically, “Goooooood morning! I am not holding you hostage. You can leave if you wish.”

The team stays and the session begins. As the session unfolds, their body language changes, their physicality opening up more. And one of the engineers, Jason, shares that his wife who is Polish, is feeling anxious.

It is around the time of the vote on the UK leaving the European Union, and the ambiguity around Brexit. And she does not know what that means. Is she going to be deported? Is she going to get indefinite leave to remain? Is she going to have the right to work? Are they going to have to spend a lot of time apart?

The ambiguity swirls in her mind and she cannot contain it. Jason contains it for her. He is an outlet for her when at home. And then when he comes into the workplace, he stays silent. Like a vessel, pressure rising, but Jason does not talk about it. He does not share it with his colleagues.

One of his colleagues, Brandon, in the training room also at the session for the past few months has just been going on and on and on about Brexit, about how it is not that much of an issue.

And in that moment, in the training, Jason turns to Brandon and says “I have had ENOUGH of you. You are really PISSING me off. You have no idea what I am going through at home right now. My wife is in tears, and then I come here, into work, and you are just push-push-push. I have had enough.”

The room goes quiet. I draw Jason’s attention back to me and I acknowledge him. I say thank you, thank you for sharing that, that was brave. Finally, he felt heard by the group with what he shared.

The guys came up to me at the end of the session and thanked me, saying they were not expecting to get what they got out of the session.

This is an extract from a keynote talk which Mark delivered in New York, and features in The SAFE Leader.

Visit equalengineers.com for more information on how EqualEngineers can help your organisation.

Conclusion

The SAFE Leader is more than a book — it is a blueprint for the future of leadership in our industry. As our world becomes increasingly complex and interconnected, the need for robust, inclusive and effective leadership has never been greater. For those of us in the engineering sector, embracing the principles of DEI is not just the right thing to do; it is an essential strategy for thriving in the 21st century.

We already have the answers contained within the successes we have secured in our safety culture. I present how we can apply these to make progress on DEI.

As we celebrate the progress made by various network groups this Pride Month, let us also commit to the ongoing work of building workplaces where everyone, regardless of their background, can feel safe and excel.

The SAFE Leader is available on Amazon here.