Give to Gain: Building the female leaders of tomorrow

A supportive workplace culture is an environment where people feel valued, respected and empowered to do their best work. It’s built on trust, open communication and a genuine commitment to employee wellbeing that is consistent across all levels in the business. Individuals know their ideas matter, their contributions are recognised and they can ask for help or speak up without fear of judgment or negative consequences.

Managers play a day-to-day role in either reinforcing or undermining organisational culture. Their actions should help foster a positive environment, in which employees feel supported and motivated to perform. Studies suggest that up to 70% of team engagement is determined by managers. That’s a lot of power … and responsibility. 

Globally, employee engagement is reported to have decreased by two percentage points causing an estimated $438 billion loss of productivity – a cold, hard fiscal reason for businesses to prioritise this ‘warm and fuzzy’ human aspect of their workforce.

More than just increased productivity in the workplace, having a workplace where people feel valued can be an effective culture and employee retention strategy – which can boost 23% in profitability. Alternatively, workplaces that have a system that prioritises employee wellbeing, development and belonging can be an effective talent attraction strategy, attracting high-calibre talent who are aligned not only with the role but with the broader mission and values of the business.

Starting your career, stepping into a different industry or settling into a new role always involves a period of learning and adjustment. Guidance from others within the organisation is essential – and few forms of support are as impactful as having a mentor.

Mentorship is a broad concept which isn’t defined by a single structure or program; it’s defined by intent. At its core, it involves an experienced professional giving their time and insight to benefit someone else’s development. It can include sharing perspectives, offering or practical guidance on how to handle specific situations as they occur. In most cases mentorship accelerates learning and builds clarity around future goals. 
 

Perth Jobs Expo 2025 – Brunel’s National Strategic Solutions Manager, Mary and Mining recruiter Sheila in attendance. 

Brunel is committed to developing emerging talent by recruiting early-career professionals and supporting their growth from the very start of their careers. Whether it’s as a junior recruiter, or supporting the business’ operations in finance or marketing, each junior team member is paired with experienced managers and teams who not only bring deep expertise in recruitment and industry, but also long-standing tenure with Brunel – with many having begun their own journeys as juniors within the business.

Working alongside leaders who truly understand Brunel’s operations, clients and broader industry landscape ensures junior professionals gain practical insight, guidance and real-world knowledge. This hands-on support equips them with the skills, confidence and perspective they need to grow, succeed and build meaningful careers within the organisation.
 

Growth and engagement are closely linked – and this is where the idea of Give to Gain truly comes to life. When organisations give employees clear pathways to work toward (whether through promotion, skill development, lateral moves or leadership opportunities) they demonstrate belief in their people’s potential and invest in their future.

When these pathways are championed and shaped by female leaders, their impact becomes even more meaningful. Representation makes opportunity visible – leaders who have navigated challenges, broken barriers and carved out their own progression often bring a deeper understanding of what support, advocacy and access truly look like in practice. By intentionally opening doors for others, they don’t just create pathways – they help normalise them, strengthening inclusion, confidence and a sense of belonging across the organisation.

When opportunity is given with intention, everyone gains!
 

When women use their level to lift others, it has an instant effect on how people are perceived in the organisation and on the individual they’re advocating for – giving them confidence, credibility and visibility. 

Positive affirmation builds self-belief. Advocacy builds access. Together, they create momentum. Employees who feel seen, supported and advocated for are more likely to take initiative, stretch themselves and reach for leadership with confidence. In fact, nearly half of the workforce would prefer to receive regular praise over a pay increase with no acknowledgement from their company. They feel valued; not just for what they deliver, but for who they are and what they can become.

Female leaders often have a particularly strong impact in this space, having navigated their own professional pathways, and in many cases, overcoming bias or structural barriers – they understand the transformative effect of being championed. When they use their voice to amplify others, endorse talent and create space for emerging professionals to be heard, they do more than offer encouragement. They actively shift opportunity.
 
 

The idea of paying it forward is nothing new – employees who are recognised are three times more likely to recognise the good work of others. This cycle of positive reciprocity strengthens engagement, builds loyalty and helps cultivate a confident pipeline of future leaders. And when affirmation and advocacy are embedded in leadership practice, the impact extends well beyond individual careers – it reinforces organisational culture, elevates performance and shapes a shared sense of ambition across the workplace.

Celebrating our team’s wins is just part of how we work at Brunel. We make a point of recognising great outcomes when we see them and amplifying the impact behind them. Our people are encouraged to share praise through our digital shout-out platforms and internal emails, we spotlight contractor and client feedback each week and we’ve established regular rewards that acknowledge outstanding contributions across the business.
 

And when our colleagues are recognised for their outstanding contributions and achievements in the industry, we show up. Their wins are our wins!

By giving visibility, we gain a more resilient, high-performing workforce where every member is empowered to share their best ideas, knowing they will be heard and championed.

AIE Perth 2025 WA Energy Awards Gala Dinner – Brunel’s Diversity and Inclusion Lead, Anne was a finalist for the Diversity, Equity and Energy Award

When leaders encourage their people to show up as their true selves, they create an inclusive environment where individuality is genuinely valued. When diverse ideas and perspectives are openly welcomed and respected, people feel trusted to think independently and contribute with confidence. This sense of trust fosters a more empowered workforce – one that doesn’t wait for permission to contribute, challenge or innovate, but instead empowers people to be more confident in their decisions, take ownership and drive meaningful solutions.

When leaders trust their people, it signals confidence in capability and judgement which often brings out stronger ownership, motivation and commitment. It also has a powerful effect on psychological safety and community, as people are more comfortable with speaking up, asking questions and raising concerns early – leading to better decision-making, fewer hidden issues and stronger collaboration across teams.
 

Brunel's female leaders in attendance at a Engineers Australia International Women's Day Event 2025 in Perth. 

Life isn’t always linear, which is why it’s important for leaders to empathise and trust their people and give them the flexibility to manage personal responsibilities as they arise. Beyond reducing stress and burnout, flexible workplaces also strengthen inclusion and accessibility by removing barriers for those with caring responsibilities, health conditions or long commutes.

 

A happy workforce is typically more engaged and productive. With fewer distractions, people can focus more clearly, improving the quality of their work, encouraging creativity and supporting stronger decision-making. When employees feel valued, respected and trusted, they’re better positioned to perform at their best and contribute in ways that feel meaningful and impactful.

Whether it’s through time, encouragement or understanding, leaders have an opportunity to make a deep, far-reaching difference in the lives of their people. But it takes commitment and consistency. International Women’s Day is a great reminder of the opportunity female leaders have to help pull others around them up. Investing in people, not only as staff or colleagues, but as individuals and genuinely supporting their growth is a gist. And if done right, can continue to seed a cascade of future giving and lifting up of others in the years ahead.