COMMENT In the property industry, we have accepted for a long time that people should not be excluded from decision-making or denied opportunities based on their ethnicity, gender or religion.
Encouraging a wider spectrum of personalities to participate is the next step. There is a real effort throughout the real estate industry to become more diverse and inclusive, which I have witnessed first-hand throughout the EG Future Leaders programme, in particular at the recent summit.
However, there is a still an accepted blueprint for success in the property industry, with individuals who are dominant and extroverted most likely to flourish.
While these larger-than-life characters and vivacious personalities are great to work with and do bring a lot to the table, workers aspiring to climb the rungs of the real estate world should not feel they have to force themselves to fit this mould.
Introverts in the workforce
Last year, the YouGov Friendship Study revealed that half of Britons say they are introverted, with 9% saying they are “very introverted”. There is plenty of value brought to our businesses from those more reserved, introverted individuals, we just need to adapt and give them the recognition that they deserve.
This is not a call to reject the bigger personalities – quite the contrary. For better innovation and a more dynamic, inclusive industry, all of us have to feel empowered to be ourselves at work.
Real estate needs to celebrate and further enable a wider range of personalities if it wants to attract, retain and get the best out of its talent.
Despite the increasing presence of introverts in the workplace, our industry seems unfavourably biased towards extroversion, with brainstorm sessions, meeting formats and networking often conducted in ways that make it more difficult for people who are not extremely extroverted.
Nearly everyone has some introverted qualities and it is important to ensure we are listening to these people, giving them a voice. This should extend to our workplaces with the provision of better-quality spaces that allow for reflection, as well as ensuring people have the freedom to use them without being seen as antisocial or not a “team player”.
There are ways to adapt business situations to ensure everyone has a chance to perform at their best, for example, providing networking opportunities that are more informal or do not force people to put themselves out there as much, so it is less pressurised. This allows much more meaningful and deeper connections to be made.
Improving diversity
New policies such as these will hopefully resonate with the employee base, particularly for graduates, who may feel out of their depth and unsure how they are able to add value when among groups with people who “shout louder”.
Catering for those with greater neurodiversity would also help transcend differences that may be seen between genders and ethnicities. Often as the only woman in a meeting and being uncomfortable with just throwing ideas into the room, I can sometimes be considered last. However, over time I have learnt to see my reasoning and observation as a strength and focus on getting the right – not the quickest – solution to the task at hand.
Resistance is to be expected. However, we have become much more adaptable as a society, with increased flexibility and emphasis on wellbeing at home and at work, both of which are positive legacies as a result of the Covid-19 pandemic.
The EG Future Leaders programme has exemplified the positive trajectory that our industry is on, with exciting ideas and tangible motivation from my cohort and others to diversify and future-proof property.
A number of powerful speeches at the recent summit, around making the industry a better place and more fit for the future, resonated with the audience and participants. I am reassured by my peers, colleagues and managers who have been a constant reminder that expertise can shine through even the noisiest of rooms.
Sophie Levenson is a partner at Knight Frank and an EG Future Leader
