W o m en i n Leade r ship too lb ox November 2023
Since its founding 20 years ago, Women in Business New Brunswick has worked to advance the female cause by encouraging women, through success in business, to contribute to the province’s economic prosperity.
This is also true for women in leadership roles as board members or in the political arena since the growing body of evidence shows that reducing the gender gap in managerial and decision-making positions has a major impact on economic growth.
The «Women in Leadership – From Talk to Action» project seeks to eliminate the main systemic barriers to women’s advancement. It also aims to develop community-level approaches supporting women’s equality while speeding up systemic change in New Brunswick and reinforcing women’s representation and participation on boards of directors and in other decision-making positions, especially in the realm of politics.
The project has been funded through Women and Gender Equality Canada’s Women’s Program.
By means of a series of consultations held throughout the project, we were able to gauge the mood of the community as we listened to women’s stories about the challenges they face in New Brunswick. Our goal was to develop potentially inclusive solutions to facilitate women’s participation in economic, political, and public life.
THREE MAIN FINDINGS EMERGED: 1
In general, gender equity is a known issue.
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To ensure greater equity, some of the best practices to be adopted include mentoring, involvement in official and unofficial networks, flexibility, education, training and awareness-raising, as well as the dissemination of existing tools and resources.
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It is essential for us to see beyond female stereotypes if we wish more women to flourish in leadership positions. These main findings are particularly noteworthy in that they affect certain segments of the population more deeply than others. When reading about key concepts or putting in place tools designed to enhance gender equity efforts, we would all do well to consider various layers of personal intersectionality that may come into play.
Reference tools This toolbox is designed to bring about a change of culture. Each of the tools it contains is intended to help deconstruct stereotypes by raising organizational awareness and boosting the confidence of women and gender minorities, regardless of their intersectionality. A straightforward mandate, you say?
To construct the toolbox, we drew up a list of nine components. Each of the tools is designed to address one or more of the issues below, whether in the political arena, in companies or on boards of directors, and to raise awareness or advance concrete initiatives leading to systemic change. Companies and boards of directors
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components were gathered to create the toolbox.
Table of Contents 1
Guide to Inclusive Terminology
2 Wheel of Privilege and Power
We should point out that the tools presented in this kit are not meant to represent an ultimate solution or a universal approach. They are a starting point, a call to reflect on the status quo and a proposed course of action aimed at deconstructing systemic challenges to equitable gender representation.
3 Gender-Based Analysis Plus (GBA+) 4 50-30 Challenge 5 Handy Networking Map 6 Mentoring: Short Dialogue Guide and Food for Thought
7 Leadership Trajectories 8 More Equitable Governance 9 Before You Get Into Politics
The project has been funded through Women and Gender Equality Canada’s Women’s Program.
We have never attempted to reinvent the wheel. Various existing tools have proved effective and have been adapted to the New Brunswick context, among other things. Women in Business New Brunswick would like to thank the firm O Strategies for its involvement in carrying out this project.
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Gui de to I nc lusive Terminol ogy
When it comes to the written word, the days have gone when it was customary to say, “The masculine form shall include the feminine”. It is important to understand that the concept of language and how it is used evolves continually. When we are talking about people (or to them), inclusive language makes the process of writing more democratic by assigning a neutral role to gender. For one thing, gender-neutral writing, which is used in both English and French, seeks to “de gender” certain commonly used terms and formulations. For example, we can opt to speak about the teaching staff or faculty members at a university, rather than about male or female professors.
In recent years, growing numbers of individuals and organizations have elected to write inclusively. This initiative is typically embraced by people and companies attuned to the importance of giving voice to gender minorities and making more room for diversity.
Inclusive writing assigns the same importance to the female and male genders. In French, the raised punctuation mark known in English as the “interpunct” (·), also called the “mid-dot” or “median-period”, is now recognized by the Government of Canada and is the most commonly used system. Nowadays, the tendency in French-speaking Canada is to write “professeur·es” (the combined form of professeurs + professeures).
Familiarizing ourselves with gender-neutral terminology and more inclusive ways of writing is a step in the right direction towards greater equity. Guides, in both English and French, created by feminist, 2SLGBTQIA+ and allied associations, as well as by the Government of Canada, are available free of charge online.
To achieve gender plurality in less formal dayto-day writing, whether in the artistic sphere or otherwise, other formulas, punctuation marks and linguistic processes are available.
Be part of the solution and take the time to read over the guide to inclusive terminology!
1. Government of Canada (in English), https://www.canada.ca/en/department-national-defence/maple-leaf/defence/2022/10/check-guidelines-inclusive-writing.html Government of Canada (in French), https://www.canada.ca/fr/ ministere-defense-nationale/feuille-derable/defense/2022/10/consultez-lignes-directrice-ecriture-inclusive.html References: Guide de rédaction épicène (in French only), available online here: https://numerique.banq.qc.ca/patrimoine/details/52327/3656970 In English: https://egale.ca/awareness/affirming-and-inclusive-language/ In French: https://tcmfm.ca/wp-content/uploads/2020/06/Aide-Memoire-1.pdf
The project has been funded through Women and Gender Equality Canada’s Women’s Program.
GLOSSARY2 2SLGBTQIA+ is an acronym designating individuals who self-define as two-spirit (2S), lesbian (L), gay (G), bisexual (B), trans (T), queer or questioning (Q), intersex (I), asexual or androgynous (A) and/or as members of other communities (+).
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Wheel of P ri v i l ege and Power
The Wheel of Privilege and Power is a tool designed to shed light on the concept of intersectionality. The idea is that when we look at the wheel, we must ask ourselves where we are positioned on it. Theoretically, the closer we are to the centre, the greater our privileges and the greater the power we wield over others or within a given system (such as a company). In contrast, persons who find themselves closer to the outer edge of the wheel have fewer privileges and little power. The Wheel of Privilege can be used as a starting point for questioning our intersectionality and that of the people around us. The categories presented in the example below are tailored to the Canadian context; additional points or subdivisions can be added if deemed relevant or necessary. Thanks to its shape, this tool serves to foster dialogue while shedding light on accessibility challenges and systemic issues.
The Wheel of Privilege and Power was inspired by an illustration by Sylvia Duckworth and is posted on the Government of Canada website, IRCC Anti-Racism Strategy 2.0 (2021-2024) – Change management (in English), https://www.canada.ca/ en/immigration-refugees-citizenship/corporate/ mandate/anti-racism-strategy/change.html (in French) https://www.canada.ca/fr/immigrationrefugies-citoyennete/organisation/mandat/ strategie-lutte-contre-racisme/changement.html
If you would like to explore this concept in greater detail, various companies offer webinars and workshops on intersectionality.
The project has been funded through Women and Gender Equality Canada’s Women’s Program.
GLOSSARY The concept of intersectionality designates the multiple facets that make people who they are. Ethnicity, gender, social class, physical/ mental health status and education level are all examples of factors that combine to create an identity. The concept of intersectionality is intimately linked with the concept of prejudice.
QUESTIONS TO BETTER UNDERSTAND THE WHEEL OF PRIVILEGE • Think of a situation in which you feel valued. What is it that makes you feel valued? • How are these factors linked to your intersectional reality and your identity? • Are these conditions and feelings shared by your colleagues or by members of your community whose intersectionality differs from yours?
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Gender- B a se d Ana lysis P l us (GB A+)
It is hard for us to understand problems that we cannot name. A good way to explain social complexity is to equip ourselves with the appropriate tools and frameworks. Theoretical frameworks, such a GenderBased Analysis Plus (GBA+), help us to name, analyze and understand things and to come up with innovative and equitable solutions. The Government of Canada has developed a training program (known as GBA+) geared towards staff tasked with creating more equitable projects, initiatives and policies. In the government context, this program helps participants understand how projects and policies affect people differently. It can also be used to find innovative and equitable solutions to various social and systemic issues.
For example, GBA+ can be used to gain insight into social complexity-related questions: • How has the COVID-19 pandemic affected women and men differently? What accounts for the fact that their needs are different and how can we continue to address them? • What differences are observed in scientific studies, depending on whether the sample group consists mainly of white men or mainly of women or individuals with other ethnic origins? What are the consequences of this?
The equivalent in French is Analyse comparative entre les sexes+ (ACS+).
The Government of Canada’s GBA+ training is available free of charge online. It is accessible to anyone who wishes to improve their understanding of the concepts associated with equitable gender representation when implementing various projects. (in English) https://womengender-equality.canada.ca/en/ gender-based-analysis-plus/takecourse.html (in French) https:// femmes-egalite-genres. canada.ca/fr/analyse-comparative-entre-sexes-plus/suivez-cours.html
• What groups of people are most affected by the housing crisis? What are the priorities for addressing their immediate and future needs?
Various companies offer training and workshops for those wishing to deepen their understanding of GBA+. You can always begin by knocking on WBNB’s door for a recommendation!
The project has been funded through Women and Gender Equality Canada’s Women’s Program.
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50-30 Challenge The 50-30 Challenge is a nationwide initiative that seeks systemic change in terms of gender representation within Canadian companies. Backed by a network and offering support to businesses, the movement has two clear objectives:
In 2020, women held only one in five positions on boards of directors. For senior corporate management positions (“officers”), this same figure was one in four1.
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Gender parity (50% women or non-binary people) in the boardroom and senior management positions.
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A considerable proportion (30%) of other groups as well, with a view to achieving equity in the boardroom and senior management positions, including racialized individuals, Blacks and people of colour (visible minorities); individuals with disabilities (including those living with invisible or episodic disabilities); the LGBTQ2S+ community or members of sexual/gender diversity groups; and Indigenous people.
Companies that decide to take part in the 50-30 Challenge have access to a toolbox designed to raise awareness and facilitate the implementation of concrete measures. The tools promoted by the 50-30 Challenge are characterized by learning and reflection; conversation, participation and listening; and measures designed to get things moving. They are geared towards individuals, teams and managers, as well as organizations in their entirety.
If you weren’t among the first wave of companies to take part, there is still time to rise to the 50-30 Challenge!
1. Government of Canada, https://www150.statcan.gc.ca/n1/daily-quotidien/230529/ dq230529b-eng.htm
The project has been funded through Women and Gender Equality Canada’s Women’s Program.
Somewhat like the WBNB toolbox, the 50-30 Challenge ultimately seeks to bring about systemic changes in terms of equity and diversity.
References: (in English) https://whatworkstoolkit.elementor.cloud/what-is-the-50-30-challenge/ https://ised-isde.canada.ca/site/ised/en/join-50-30-challenge (in French) https://boiteatools.50-30tools.ca/quest-ce-que-cest-le-defi-50-30/ https://ised-isde.canada.ca/site/isde/fr/rejoignez-defi-50-30
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H andy N e tw or k ing Guide
Did you ever get the impression that everyone in New Brunswick seems to know each other?
You wouldn’t be far from the truth: in a small province like New Brunswick, it’s easy to conclude that people already know one another or are connected via their networks. As a result, networking activities, especially for newcomers, can be intimidating at times. This three-stage Handy Networking Guide is designed to dispel any feelings of insecurity, including the infamous “imposter syndrome”!
The project has been funded through Women and Gender Equality Canada’s Women’s Program.
What is networking? In New Brunswick, the concept of networking is typically used to designate social and professional gatherings during which the main goal is to meet people and forge closer links around a common theme or issue. Since te people we know sometimes (or often) play an important role in advancing our careers and leadership trajectories, taking part in networking activities can be a good way to expand our social and professional circles. Here are a few hints and tips designed to enhance your next networking experience.
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WHAT SHOULD I EXPECT?
When you take part in networking activities, you should expect to meet new people in a semi-structured way, depending on the organization involved or the topic being covered. Here are a few ideas for when you’re getting ready to attend an event: • Think about why you want to take part and plan your key messages. • Take a look at the guest list (often posted on social media) and do some research on people’s professional careers and workplaces. • For ideas on what to wear (professional style or informal), check out photos of previous events. • If you have a specific goal in mind, consider asking to meet specific participants to break the ice. If you look up information in advance, it is easier to recognize and understand the social norms associated with each gathering you would like to attend. Each networking opportunity is different: some events are purely professional, while others are more festive. Feel free to direct any questions you may have to the organizer or the person in charge of registration.
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WHO SHOULD I CONTACT ABOUT NETWORKING ACTIVITIES?
There are various places where you can seek out interesting networking activities. Why not start with associations and organizations that share your interests or values? For example: • Community clubs (Richelieu, Rotary, etc.)
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Another way to grow your network and put networking into practice is to join the board of a non-profit organization. After you’ve taken part in the activities and volunteered a few times, you could ask to join the board. This is an excellent way to strengthen your network, gain recognition and hone your skills.
• New Brunswick Multicultural Council • Local multicultural associations (CAFI, MAGMA, etc.) • Art openings and other artistic/cultural events • Political/lobby groups and associations For specific companies and management positions, some professional networks offer networking opportunities for certain areas of interest, including: • Women in Business New Brunswick • Business Professional Women (BPW) • Chambers of commerce • Regroupement féministe du Nouveau-Brunswick (RFNB) • Accreditation programs for small businesses (Centre for Women in Business, WBE, Rainbow Certified, etc.) • Awards and recognition ceremonies in the business community PRO TIP
Volunteering at events in your areas of interest is an excellent way to meet people, promote your leadership skills and expand your network, whatever your career path.
The project has been funded through Women and Gender Equality Canada’s Women’s Program.
Doing social media research can give us important information on the lifestyles of people we might like to meet at networking events. Having some idea as to their hobbies or interests can be a great way of breaking the ice, provided that you do this discreetly.
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WHAT KIND OF ADVANCE PREPARATION SHOULD I DO?
The art of networking is all about small talk! There is no miracle recipe for being relaxed and getting the most out of networking events. Depending on your personality, networking might always be a bit of a chore. Still, the art of understanding emotional intelligence is a step in the right direction. As a general rule, these events are opportunities to forge stronger social and community connections. Here are some tips for improving your networking experience: • Stepping outside your comfort zone, introducing yourself and asking authentic questions will enable you to establish common ground with the people you talk to. Try to focus on personal rather than professional aspects. • During a networking event, it is important to try and meet people whose “intersectionalities” are different from your own. This is an ideal opportunity to step out of your usual network, even if you’re taking part in a group event. • Never underestimate the value of meeting people from other generations, whether they are younger or older than you. • Whenever possible, try to introduce other people during networking events. “Ah, that reminds me, have you met X? You both have this or that in common. Would you like me to introduce you?” Helping to expand other people’s networks usually serves to expand your own network as well. And who knows what inspiring projects could emerge from these new relationships? • Whatever happens, always remain authentic and curious.
The project has been funded through Women and Gender Equality Canada’s Women’s Program.
PRO TIP Don’t forget to follow up! Collect business cards or put together a phone list so you can send out personalized emails to thank the people you met or to follow up on the discussions you had. Following up is often the most underestimated part of the networking process—yet it’s often the one that yields the greatest benefits.
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Mentori ng : Short Dialogue Guide and Food for Thought
For people of any and all intersectionalities, one of the key aspects in the development of leadership skills is the importance of surrounding ourselves with people who can inspire and mentor us. Although there is no miracle recipe, certain principles and points of reflection can help us to forge trusting relationships that are healthy and beneficial for everyone involved. Coach or mentor?
How do you find the right person?
First and foremost, you should determine whether you are looking for a coaching or a mentoring relationship. Whether you’re being coached or mentored, each relationship has its advantages.
There are various ways to find a mentor. One way is to sign up for mentoring programs in specific fields of interest; these are typically offered by companies or associations. WBNB is a great place to start!
Although these two relationships may be quite similar, coaching is usually associated with the workplace and has the specific goal of acquiring professional skills. This paid service often relies on the use of specific tools. Coaching can often be highly beneficial in terms of strengthening our professional capabilities. In contrast, mentoring is typically characterized by a twoway relationship between mentor and mentoree. Although discussions may focus on specific issues, they are primarily designed to consider the “whole person”, i.e. personal as well as professional aspects. Most importantly, good mentoring relationships are authentic and reciprocal.
Another excellent way to find the right person is to tap into your own network. When attending networking activities, watch out for interesting opportunities and inspiring people. Talk about finding a mentor with people you trust. Feel free to specifically ask someone to recommend a mentor.
PRO TIP Don’t hesitate to ask someone who impresses you for assistance. They may even be willing to become your mentor or might be pleased to recommend someone else.
The project has been funded through Women and Gender Equality Canada’s Women’s Program.
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Short dialogue guide Mentoring relationships are often based on the technique of appreciative inquiry, i.e. questions that challenge our assumptions, force us to reflect or improve our self-awareness. This short dialogue guide may be used by a mentor, a friend, a sister or even individually, with the aid of a journal. Needless to say, answers to questions will vary, depending on your personal experience and what you are specifically seeking from your mentoring relationship. TO STIMULATE IN-DEPTH DISCUSSIONS, CONSIDER QUESTIONS THAT REALLY RESONATE WITH PEOPLE, SUCH AS1 :
Tell me about an occasion that was particularly meaningful for you and in which you felt fulfilled? Who was involved? What were their roles? What did you feel?
In your view, what do successful people/women look like? Who are they? What describes this version of success? What would you like to ask them? In your view, what do these people have surrounding them? What is supporting them?
If some of your close acquaintances were asked to describe what kind of person you are and how you act in difficult or stressful situations, what would they say? Would their descriptions be similar to your perception of yourself?
Each of these questions applies equally to mentors and mentorees.
1. Based on Whitney, D. et al., Thriving women thriving world, pp. 29-30, 2019.
The project has been funded through Women and Gender Equality Canada’s Women’s Program.
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Leadership p at hs
Have you ever thought, “If I could do it all over again, would my life be any different?” or “If my life had been like his or hers, things would have been much easier”? If you have, then wake up and smell the proverbial coffee! Regardless of who we are, each path in life comes with a variety of challenges. We often have periods of smooth sailing mixed in with adversity. The “typical career” of a woman in politics is a social construction: in fact, there is no such “typical” political career. As we know, the number of career paths and public spheres in which individuals can play a leadership role is infinite. Here, we have identified three adjectives to describe these roles. But these categories are not cast in stone, nor are they oneway streets: leadership roles can be participatory, influential or decision-making, or a combination thereof, and may play out in the public sphere or in our private lives.
1- Active participation A common leadership path — and the most accessible — is based on participation in public or political life, or even private and family life. It all boils down to getting involved: gathering information, collaborating on projects, doing volunteer work or providing guidance are roles that are often taken on by people embarking on leadership paths or who may wish to take on a less active (but still important!) part. All of us have the capacity to exercise participatory leadership, regardless of our intersectionality, networks or day-to-day lives.
GETTING STARTED Start by networking or volunteering for causes you believe in. Get involved in councils and boards (student councils, school boards, boards of directors) or in the electoral process. Build up your network (see Tool 5 - Handy Networking Guide), get up off the couch, step out of your comfort zone and hone your participatory leadership skills.
The project has been funded through Women and Gender Equality Canada’s Women’s Program.
2- Influential leadership Influential leadership paths often begin with recognition (by peers, your network or your family). They may be characterized by the trust that others place in you, or they may involve mobilizing people and creating a sense of community. Our influence may be seen in the impact we have on other people’s opinions or actions. This influence may be intentional (or not) and may be public, private, political, social, community-oriented, etc.
GETTING STARTED If you would like to demonstrate your influence, you must be willing to play an active role and create an impact. Influence can be wielded in all areas of life. One typical way of acquiring credibility and exercising influential leadership in public or political life is to study, publish, write and operate in networks in which we can make our voices heard. Another way involves sharing our knowledge via mentorships (see Tool 6 - Mentoring).
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3- Decision-making leadership
GETTING STARTED
All of us have the capacity to exercise decision-making leadership. Nevertheless, our ability to make decisions in our private or social lives is not necessarily the same thing as the authority granted to those who hold decision-making positions.
When we have our sights set on a decision-making position, one strategy is to begin by saying, “Yes, I’m willing to get involved”. Surrounding yourself with a network, believing in your abilities, demonstrating your leadership skills and resolutely working towards your goals: that is the right attitude to have. Please refer to Tool 4 – 50-30 Challenge for information on professional tools designed to facilitate better gender equity in decision-making positions.
This type of leadership is linked to influence and public recognition. It is often seen when individuals are appointed to a position or involved in a situation in which decisions are made that affect others. In some cases, influential leadership paths lead to decision-making roles; in other cases, decision-making roles lead to influential leadership paths.
In the end, there is no “normal” path leading to leadership positions or public recognition. Have confidence in your abilities and surround yourself with people who inspire you. It’s never too late to get involved or to embark on an action-oriented journey.
If you’re looking for some motivation, here is an example of an inspirational figure — someone who illustrates how a leadership path can be both participatory and influential, with extensive decision-making authority. Joanna Bernard, Interim National Chief, Assembly of First Nations (AFN) Joanna Bernard is the AFN’s Regional Chief for New Brunswick, as well as the Interim National Chief. She is a highprofile leader dedicated to promoting prosperity and economic development among Canada’s First Nations. In the private sphere, Ms. Bernard is a member of the Madawaska Maliseet First Nation. She was born in the U.S. and has both Maliseet and Italian heritage. She is a mother and a grand-mother. With a degree in business management, she has become a driving force behind the Grey Rock Entertainment Center in north-western New Brunswick. Ms. Bernard’s career in the public and political arenas has been marked by her significant involvement with the Maliseet nation, serving as Councillor and then Chief from 2003 to 2013. She has gained recognition for her leadership and her contributions as a driver of development for her nation. Ms. Bernard’s career is a prime example of her determination and her deep desire to make her voice heard in support of her community. She ranks among New Brunswick’s most influential figures.
WHAT IS IMPOSTER SYNDROME? Imposter syndrome is a phenomenon marked by anxiety and persistent doubts about our personal and professional accomplishments. Individuals suffering from this syndrome fear being seen as a fraud, despite their competence. Those affected often tend to attribute their success to external factors such as luck, error or personal connections.1
1. According to the Canadian Medical Association, July 28, 2020, consulted on November 20, 2023, https://www.cma.ca/physician-wellness-hub/content/health-care-leadership-action-overcoming-impostor-syndrome
The project has been funded through Women and Gender Equality Canada’s Women’s Program.
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Equitable governanc e
We’ve always done things this way — so that must mean it’s the winning formula, right?
When it comes to governance practices among non-profit organizations, as well as in the business world and the political arena, there is a movement afoot to question the status quo, bringing into motion changes leading to greater equity and inclusiveness. To achieve a more equitable governance model (i.e. with greater gender and minority representation), courageous leadership will be required. This means encouraging others, being open to questions and criticism, stepping outside our comfort zone, expressing oour ideas but also being willing to deal with the consequences of our actions. Various online tools are available free of charge for board members and senior managers seeking information on equity best practices. Here are two interesting and complementary ways to develop more effective approaches to equitable governance.
Guidance for the francophone feminist movement In the spring of 2023, the Alliance des femmes de la francophonie canadienne (AFFC) issued a best practices guide geared towards non-profit organizations, particularly those involving minority women across the country. Entitled Une boussole pour le mouvement féministe francophone – Guide de bonnes pratiques,1 the guide consists of four books and is available online free of charge, as well as in a print version. Book 2, entitled Governance, deals with the three pillars of inclusive governance: 1
Reimagining power and authority
2 Ways to avoid reproducing oppressive systems 3 Reimaging relationships with privilege (French-language edition) To consult the first chapter or to order the complete guide: https://affc.ca/publications/ une-boussole-pour-le-mouvement-feministe-francophone-guide-de-bonnes-pratiques/ (English-language edition) Book 1 of the guide is available free of charge in English: https://affc.ca/publications/ une-boussole-pour-le-mouvement-feministe-francophone-guide-de-bonnes-pratiques/
The six signature traits of inclusive leadership A Deloitte Business Institute study (authored by Juliet Bourke) puts forward an inclusive leadership perspective designed to help organizations adapt to their environment more equitably. “The six traits of inclusive leadership”2 explores the diversity of markets, clients, ideas and talent via the following traits: 1
Commitment
2 Courage 3 Cognizance of bias 4 Curiosity 5 Cultural intelligence 6 Collaboration The complete article and reference tools are available here (in English only): https://www2.deloitte.com/us/en/insights/topics/talent/six-signature-traits-of-inclusive-leadership.html
1. Alliance des femmes de la francophonie canadienne (2023), Une boussole pour le mouvement féministe francophone – Guide de bonnes pratiques, consulted at https://affc.ca/publications/une-boussole-pour-le-mouvement-feministe-francophone-guide-de-bonnes-pratiques/ 1. Bourke, J. The six signature traits of inclusive leadership, April 14, 2016, Deloitte Insight, consulted at https://www2.deloitte.com/us/en/insights/topics/talent/six-signature-traits-of-inclusive-leadership.html
The project has been funded through Women and Gender Equality Canada’s Women’s Program.
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Bef ore y ou ge t into p olit i c s , explore your options!
Are you interested in various aspects of politics? Are you involved in the life of your community? Have you always had a hankering to get into politics, but you wondered if you have what it takes? Even if you don’t think you’re 100% ready to put your name on the ballot, nothing is stopping you from exploring your options! Prior to each election, various associations and organizations offer resources, programs and workshops to support women (and members of other groups) interesting in running. The resources listed below are an excellent place to start.
Elections New Brunswick: To support candidates and raise awareness of electoral issues in the province, the Elections New Brunswick website offers a wealth of online resources free of charge. It is also the place to find official nomination forms and other information on the required administrative procedures. https://www.electionsnb.ca/ (in English and French)
#Onestpretes In conjunction with the #Onestpretes campaign, the Association francophone des municipalités du Nouveau Brunswick (AFMNB), in partnership with the Regroupement féministe du Nouveau-Brunswick (RFNB), has put together a guide for women interested in running in municipal elections. The guide is available here (in French only): https://1428e75b-c664-4071-b490-1759a01e86b7.filesusr.com/ugd/ ba1bd2_b563155c92744c4e84a99e87d74e65be.pdf
The project has been funded through Women and Gender Equality Canada’s Women’s Program.
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Nova Scotia Advisory Committee on the Status of Women The Nova Scotia Advisory Committee on the Status of Women has posted an online guide specifically designed to support women (in Nova Scotia) during the political nomination process. Although some of the material is specific to Nova Scotia, most of the content below broadly applies to the New Brunswick context as well. The resources below include questions to consider prior to going into politics, as well as a pre-campaign checklist. These resources are available in both official languages. (IN ENGLISH) •
Deciding to Run: https://women.novascotia.ca/sites/default/files/Campaign%20School%20online%20training/ Toolkit/1%20Deciding%20to%20Run_2021.pdf
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Planning Your Campaign: https://women.novascotia. ca/sites/default/files/Campaign%20School%20online%20training/Toolkit/3%20Planning%20Your%20 Campaign_2021.pdf
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Getting Your Message Out: https://women.novascotia.ca/sites/default/files/Campaign%20School%20 online%20training/Toolkit/4%20Getting%20your%20 Message%20Out_2021.pdf
(IN FRENCH) •
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Décider de se présenter aux élections : https://women.novascotia.ca/sites/default/files/Campaign%20School%20 online%20training/Campaign%20School%20toolkit%20 French/01_Deciding%20to%20Run_FR_Nov09.pdf Planifier votre campagne : https://women.novascotia. ca/sites/default/files/Campaign%20School%20online%20training/Campaign%20School%20toolkit%20 French/03_Planning%20Your%20Campaign_FR_ Nov09.pdf Communiquer votre message : https://women.novascotia.ca/sites/default/files/Campaign%20School%20 online%20training/Campaign%20School%20toolkit%20 French/04_Getting%20Message%20Out_FR_Nov14.pdf
See Jane Run See Jane Run is a New Brunswick-based organization created to support women in the St. John region interested in a municipal political career. In recent years, it has helped various candidates new to politics seeking to navigate the nomination process. Advice before you go into politics (according to See Jane Run)
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ESTABLISH AN ONLINE PRESENCE
Never underestimate the importance of having an effective media (and social media) presence. Create a professional-looking webpage, boost your postings and invest in a website.
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BUILD YOUR TEAM
You will need a good team around you to conduct your campaign. For example, seek out people who can support you with your campaign management, communication strategy, phone calls, door-to-door canvassing and social media.
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DEFINE YOUR “WHY”
Your community would like to know why you want to get involved in the public sphere. Be confident in how you communicate your message and your ideas. For further information, please consult See Jane Run’s website (in English only): https://seejane.run/
The project has been funded through Women and Gender Equality Canada’s Women’s Program.