Friska Wirya describes herself as a multi-hyphenate. Initially starting Fresh by Friska as a boutique change and transformation consultancy that helps large global organisations make and sustain fundamental improvements to how they operate, it’s now diversified into speaking, facilitation, workshops, personal branding and social media advisory, and executive styling.
In September, Friska will also be launching her first book based on her highly rated TEDx talk on digital transformation.
You were the youngest general manager at a gold mining company, what challenges did you face as a young WoC in a predominantly male-dominated industry?
The stats are scary. I was reading a report that nearly half of the women working in trades, transportation, equipment operation, and related occupations in US and Canada reported experiences of inappropriate sexual behaviour at work.
Fortunately, this never happened to me in the office, or at site.
What I did experience, and witnessed many times over, is a lack of support from managers, which then contributes to a lack of leadership opportunities for WoC and exacerbates societal expectations and beliefs that question women’s leadership and managerial abilities.
The prolific nature of pervasive stereotypes also led women to take on necessary but rarely rewarded “office housework”, and there were certainly higher levels of stress, anxiety, depression and lowered self-esteem.
Being a WoC limited the mentoring and career development opportunities that were available, with characteristic ‘Asian’ tendencies such as thoughtfulness, reservedness and introvertedness mistaken for a lack of capability, drive and intellect.
How did you overcome those adversities?
I looked beyond the small pond I was in.
I sought out people in other industries and sectors who appreciated the qualities WoC bring and got to know them on a personal level, I networked, shared my thought leadership, learned from others, said yes to new connections, cultivated relationships internationally…. You’ll be surprised, when you knock on the right door, it opens and there are 6 more…
It just takes one. One person to change the game. That’s really what got me to where I am today.
I’m not a harvester. I’m a planter.
You’ve gone on to receive numerous awards including Australian Women’s Small Business Champion in 2022. Has achieving those accolades changed the way you look at life and business?
It has underscored how important it is to regard every day as a learning experience. Sometimes it feels like I have no idea what I’m doing, or that I’m even going forward.
Having those sort of days is completely OK and normal. It’s only when you step back and review what you’ve achieved in the 365 days do you gain perspective. And a sense of fulfilment.
I’ve always been gripped by achiever fever, whatever it is I manage to attain loses its lustre. Winning awards forces you to document these achievements and really sit on them – the lustre lasts longer.. haha!
Why do you think it’s often so challenging for organisations to embrace change, particularly in the DEI space?
It’s human nature to resist change. WE can’t expect resistance to be overcome overnight, with one email, one Town Hall, one announcement. But this is literally what happens every day, in many of the most well respected organisations.
This short term thinking and emphasis on rapid results, has created long term systemic problems.
Change needs to be……
Role modelled from the very top
Reinforced, communicated and brought to life by the senior leadership team
Assigned metrics and KPIs, so it’s not just change for change’s sake
Have repercussions / consequences for people who opt out / don’t get on the bus
Be championed and led by someone who’s made of the right stuff (ie. not simply the most senior person in the room)
Driven by a team of change advocates (as good as a CEO or board is… change does not happen by one person or one department)
What are your top 3 pieces of advice for organisations who are ready to genuinely commit to DEI initiatives?
Real change needs resources.
Real change needs sponsorship.
Real change needs grit.
Real change needs both carrot and stick.
This means, organisations must:
- Put their money where their mouth is (the number of times I’ve had conversations with D&I leads for tech giants who then turn around and ask me to facilitate or speak for free is insulting)
- Champion the change visibly, actively and regularly (this can’t just be the CIO’s pet project, every single leadership team member must believe it, especially the CEO)
- Iron out misalignments with current structures, systems etc (e.g. reward systems must be reviewed to include D&I metrics)
Who is the role model you look up to both personally and in business?
On a personal note, it’s Francesca Lee – I admire not just her long list of achievements and intellect, but her heart, her kindness, her willingness to give back while expecting nothing in return and insatiable drive to improve the lives of communities around her.
In a business sense, I admire anyone who has created something from nothing. Who started as a little girl who dreamed, and became a woman with vision. I’ve been in Singapore and Indonesia, and still am… I’ve seen how the power of technology, creativity and good old fashioned hard work has been able to lift many young girls and women out of poverty.
Whether they own a little warung, have a food stall on the side of the road, are an indemand influencer or created a multi-province empire, I admire them all.
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