Here’s the narrative; you’re training for your dream career and there’s a placement you desperately want - but they can’t pay you. Would you do it anyway?
Not many people would, I reckon. But if you’ve a raging fire in your belly and you’re driven by passion and purpose, wouldn’t you do anything to get your foot in the door?
So, it was for my Page 1 Woman. Whilst still at primary school, she’d got woke about inequality – gender and racial. And it wasn’t because she was black – she’s not. It seems she had a natural ability to be empathetic, and get the perspective of victims of discrimination. She resolved to have a career in bringing about change.
“In primary school I was conscious of the way indigenous students were treated which I found inexplicable. And in high school I was interested in legal stuff such as issues around institutional racism. At university my submission was on indigenous women in prison”.
Meet Catherine Hinwood – passionate, smart, bold, fiercely authentic. A gutsy tenacious woman, who’s undeterred by set-backs; the ‘gender equality champion’ in her workplace. Having spotted her insightful posts on Facebook, her fearless stance on social justice, I had to contact her. We share values and interests after all. Catherine didn’t disappoint.
This Page 1 Woman exemplifies the power of career planning, execution and overcoming obstructions. When the odds were stacked against her, she drew on her women role models plus the belief instilled by her parents that as a girl she could do whatever she wanted.
Keep reading; Catherine Hinwood won’t disappoint you either.
Catherine Hinwood
What do you do?
Catherine: I work in the Ministry of Justice as Deputy Director of planning criminal justice policy in relation to victims and witnesses of crime. I commission support services, such as rape support centres and support for families bereaved by murder or manslaughter. So, every day, I’m dealing with the aftermath of crime alongside some of the best parts of society.
If victims get proper support there are many advantages to how they recover and reintegrate into society. If they aren’t supported there are wide societal issues. For instance, many women offenders are victims of domestic or sexual abuse. So, some of the things I’ve put in place recognises our moral obligation and societal and economic needs.
I used to be a human rights lawyer in a legal centre, representing refugees and asylum seekers. But I wanted to change the system. So, I began working for a tribunal. Then by accident I got into the government system, where I could influence and make change.
As a lawyer in a policy job, I love that broad creative thinking around making improvement. For example, I work on the criminal justice board and reviewed the reasons for the 50% drop in rape cases reaching court despite the increasing number of victims reporting to police. We’re working on increasing funding for rape support centres because evidence shows that supported victims are more likely to stay engaged in the criminal justice process.
But we also need to talk about male rape and sexual violence victims. Because 20% of UK victims are men as are 99% of perpetrators. Once you understand that offending behaviour is sometimes about power, control, gender norms and stereotypes, you’ll realise why victims are predominantly women.
What essential steps got you to where you are now?
Catherine: I was driven when young by the idea of making social change. Growing up in suburban Sydney with a high indigenous population, I was always struck by Australia’s racial inequality. And because I became conscious of gender disadvantage, I was motivated to make the most of my potential as a girl. At school, I worked hard and focused on becoming a social justice lawyer. But I struggled because no-one in my family had gone to university and I had no contact in the legal world.
Throughout my life if I didn't have an avenue into something, I created an avenue. For example, I applied five times to do my legal placement at the Australian Human Rights Commission. On my sixth application, I sent them all the work I’d done. Finally, they said, "We’ll take you on, because you’re really passionate but we can't pay you." I said, "OK." So, I worked there full-time and in a shop at weekends. It was worth it. Having quickly proved that I gave value, they hired me. And I paved the way for paid internships.
Goal setting and never taking no for an answer really helped my career. One reason for moving to the UK was to work full-time for refugees in a legal centre after doing related voluntary work in Australia. When I arrived, I went to the centre and waited for a job. Then I applied for something I was under-qualified for so I could get interviewed and promote myself. Eventually I got a higher position and moved up through the ranks.
When I knew what I wanted in my career, I did lots of relevant voluntary work and built my skill-set and CV. So, when I applied for a more senior position in an area of policy I’d no experience in, I drew on my voluntary work. I became more confident and impressed interviewers with my motivation and my developing skill-set, which made me a credible candidate despite having less employment experience.
Career planning, being purposeful and passionate for change, and my skills have got me to where I am today. I knew that I wanted to be a director by certain points in my career, in jobs that matched my values. Although I couldn’t predict that I would be running a criminal justice policy unit, I could predict that I'd be a senior manager, responsible for significant issues.
What challenges have you encountered on your journey? How did you overcome them?
Catherine: Self-doubt and Impostor Syndrome have challenged and hindered me. And for some time, I wondered how I could be advising ministers when I hadn't the same education or background. I overcame it by building my self-esteem and confidence and creating my network of women doing great things. I realised that most people feel this way and struggle with confidence even as senior managers.
I’ve also struggled with being judged as a woman, and early in my law career, with looking very young. When people made assumptions based on my looks, I focused on developing a tough persona and demonstrating tenacity. And it didn't matter that I looked 19 as I was an excellent advocate.
Then I experienced workplace harassment from an older, more senior guy. It wasn’t taken seriously and undermined my confidence. I ended up leaving. But I developed this steel of determination to improve the process and support other women experiencing something similar. And now at the Ministry of Justice I’m leading work on sexual harassment.
To deal with Impostor Syndrome, I prepared and rehearsed thoroughly for meetings. So, I performed well and impressed people. Then suddenly, I found that I was naturally competent and didn’t need to prepare so much, which fueled my confidence, so, I couldn't feel like an impostor.
What was your greatest light-bulb moment?
Catherine: At an International Women's Day event six years ago, Dame Helena Kennedy said something that hasn’t left me. She talked about why women are needed in all areas, particularly in the law, in Parliament, as barristers, and drafting the law. And she talked about the male perspective, which runs through everything because traditionally men have done it all. So, policies made by men, aren’t gender neutral. But as a woman making policy, I can balance male with female perspectives.
There’s a gender imbalance in everything, because the structures have predominantly been designed by men for men. One of my jobs is to put gender equality into policy making. So, I can re-balance things so that they're fair to women.
What one crucial resource has helped your success?
Catherine: I've taken my career to the next level by finding a group of supportive, like-minded, positive women on a similar journey to change the world. They encourage me to keep dreaming big and believe in myself. When I'm down or I'm unsure about doing the right thing, they give me energy and confidence. I’ve been able to achieve things I wouldn't have dreamed of, knowing there’s this safety net of brilliant women underneath me.
What's your understanding of leadership?
Catherine: Leaders are brave and authentic, willing to stick their heads above the parapet and take the hit for it. I talk really honestly with my team, and my wider group in justice. And I've blogged on being sexually harassed. So, I'm not afraid to be vulnerable and show who I am and say, “You can be vulnerable and go through all these things and still reach this position.”
As a leader, I very much hope I’m a role model. But one thing that marks out a real leader is the ability to have difficult conversations and be direct, honest, clear and kind in their feedback. Many leaders struggle with being truthful. I'm good at being direct with ministers even when it's uncomfortable. They like that.
How has your view of leadership informed your role as a woman leader?
Catherine: Perhaps my vulnerability helped my Impostor Syndrome. Because I realised that the more I revealed about myself, the better the results I got from my team and the more people trusted me and wanted to be led by me. I was honest and relatable. I use the fact that I don't have a privileged background. I've also been honest about my very difficult divorce and my mental health during that period. I don't hide my fallibility. I just try and do the best I can. And my openness has made me a much better leader. People, who see themselves as not being in a traditional establishment mold might think, “She can do it, so can I”.
Leaders need emotional intelligence too. You can get results, but the way in which you do it affects people. And I'm passionate about bringing people with me. So, I work closely with my team, and with those who run great support centres and people like the Victims’ Commissioner. I also meet regularly with victims, to try and understand their situation. It helps inform my policies and enables agreement from those that are affected.
What are your top three tips for women who want to lead in their field?
Catherine: First, be persistent and persevere. Don’t be afraid of ‘no’. That’s how I got my internship. I asked my boss three times for a salary increase, when he raised my responsibilities but not my pay. I knew that if I persisted, because I was right, I would get it. And I did. If you want to lead, and you know something is right, keep pushing and you’ll eventually get a ‘yes’.
Second, be honest, vulnerable, brave and authentic. I didn't want to admit to my background as I thought people wouldn't see me as a leader. You’ll form deeper connections with those you lead and work with. Because if someone understands where you're coming from and learns to trust you, they’ll go deeper, personally and professionally, for you.
Third, be on top of your subject. If I want to lead cross-government work I have to know my stuff. So, I consume as much as I can. I've always got my antenna out, looking at the bigger picture worldwide and how it affects here. And I get credibility. So, no one questions my ability to lead because I know my stuff. A leader who sees the bigger picture is a more effective leader.
Did you enjoy this post? If you've any questions or you'd like to find out how any of these points could work for you, be bold and send me a private message. I'd love to hear from you.
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