Paterson predicts watershed moment

THE FIRST UNION TO APPOINT A WOMAN TO ITS EXECUTIVE STAFF

WOMEN IN RUGBY ARE WAITING IN THE WINGS – TOP ROLES AT THE WRU ARE OPEN

YOU CAN EARN YOUR STRIPES IN DIFFERENT WAYS

WE ARE IN A MUCH BETTER PLACE NOW

YOU HAVE TO TRY, TRY, AND TRY AGAIN

She has walked the corridors of power at Welsh rugby’s headquarters, in a variety of different roles over three decades but, still only 47-years-old, she is as enthusiastic as she has ever been about the future of our national game.

Speaking during a period of rapid modernisation for Welsh Rugby and on International Women’s Day, she is confident the first entirely elected female Board member will be voted in by WRU member clubs within the next two years – joining Aileen Richards who was appointed as a non-elected director in 2015 – in what will be a watershed moment for the game.

“There is wide acceptance from our clubs and the Board that it should be the best person for the job regardless,” says Ms Paterson, who was appointed to the first executive board in 2005.

“I think in the next 18 months to two years we will see our first female board director elected by the clubs.  We are not about token gestures when it comes to encouraging women to step forward in our game, but we know that there are great women working out in the clubs.

“We work with them all the time, and it’s just about making sure we encourage them to have the courage to take that one step forward and give it a go.”

Her own story would inspire many to do just that. It is one of hard work and dedication and her contribution to Welsh Rugby – since joining as an entry level accountant at just 19-years-old in 1989 – is as fascinating as it is immeasurable, spanning the transition from amateur to professional rugby and all the trials and tribulations that came with it.

THE FIRST UNION TO APPOINT A WOMAN TO ITS EXECUTIVE STAFF 

In the 90s she admits she was very much a woman in a man’s world, but growing up in rugby-mad Cardiff household with her parents, Cliff and Angela, three brothers, Neil, Gareth and Michael – and a grand-father Ted John, who was an archetypal Arms Park clubman – she has never felt out of place.

Julie Paterson is the WRU’s head of rugby operations

“I don’t think anybody realised that the WRU was the first Union to have a woman on its executive staff,” she says.

“We were the first Union to take that step, other unions have moved that way now, the RFU and the French, but when I was first on the exec board there were no other women at that level in rugby.

“I was an anomaly, I’d turn up to ERC (European Rugby Cup) meetings and they’d think I was the interpreter.  I find it quite entertaining sometimes to see those who have known me for a really long time, watch as someone new, who hasn’t met me before, tries and work out what part I’m going to play in the meeting.

“Then you walk into the room and everyone sits down behind their microphones and I sit down behind ‘Welsh Rugby’ and you see it dawn on the faces that I am not the interpreter or the caterer – I get quite a good laugh out of that and then we all get on with business.”

Ms Paterson makes no apology for a forthright attitude, in the right context, in fact she makes an attribute out of it and would advise and positively encourage any woman wishing to track her footsteps to follow suit.
Personally she puts success down to a sense of self confidence instilled in her at an early age and whilst she is strident in her view that women should – and will – have equal opportunities to men when it comes to joining a modern, forward thinking Welsh Rugby Union, she is firmly against any kind of positive discrimination as part of the process.

WOMEN IN RUGBY ARE WAITING IN THE WINGS – TOP ROLES AT WRU ARE OPEN

“I’m not into quotas.” she continues, “What we are saying is that it’s about providing the opportunity to women in equal measure.

“I don’t think anyone is entitled to anything in life, you have to work for it, but the opportunity should be there for everyone.

“We’ve advertised for quite a few staffing roles over the last few years, everyone’s been allowed to apply and it’s about the best people for the job. If that person is a man then there is no issue.  If the best person for the job is a woman and a man gets the job then I would have an issue.

“I never applied for promotion, not once, but I would still be doing things the same way if I was still finance manager.  Not in a million years did I ever envisage I would be at executive board level. Being the only girl with three brothers, my parents both had the same attitude on day one, ‘she is no different to the boys’.

“I never thought I was going to be doing what I’m doing now, but that is something that has stuck with me and stood me in good stead in the wider world.  You can’t be precious, you can’t be getting offended when you turn up to somewhere and they think you’re bringing in the catering, those things can be moved passed quickly.”

YOU CAN EARN YOUR STRIPES IN DIFFERENT WAYS

She has two daughters, Olivia who is 20 and studying law at University in Leicester and Jessica, 24, who is an architect.  Given her own experience and her current knowledge of the WRU’s vision for the future, would she ask her own daughters to get involved with Welsh rugby and what sage advice would she offer:

“Absolutely,” she says, “We have to be careful that we don’t put women off getting involved in the game just because they may not have played.

“We’ve got some really good women working throughout our clubs. Aberdare and Mold are two great examples were women are at the centre of the clubs and they are very much involved in every aspect of managing things.

“There’s two different things, there’s pushing participation – and I agree everyone should be given the same opportunities, boys or girls – but I also think that women getting involved in the game, regardless of whether they played or not, is something we need to concentrate more on and indeed we are… because you can earn your stripes in different ways.

“You have to be in it to change it and don’t ever think that you are not good enough to put yourself forward.  It is about backing yourself and just having the courage of your convictions.”

So how did one of the most powerful women in Welsh sport arrive in this position, how has she stayed so long and what are the attributes that will allow others to step out of the shadows they may be in at club level, or elsewhere, and follow?

Ms Paterson has overseen some historic moments in the Welsh rugby in her time, from the implementation of National Dual Contracts to the drawing up, revision and day-to-day working of the Rugby Services Agreement that currently serves as the bedrock of the professional game in Wales.

She represents the Union on a variety of World Rugby committees, Olympic committees, in Europe, on PRO12 matters and sits on our own rugby management board and PRGB which deals with issues at regional level – but has being a women made a difference to her professional working life?

“I think its fine to ask the question, I honestly think that being a woman in rugby or sport, I can work with coaches and players on sensitive matters,” she says, “Because I’m not seen as someone who is directly competing with them.  Because I’ve not been an international rugby player or an international coach and because I’ve earnt my stripes over time, I would like to think they just accept me and trust me fully.

“The Regions, for example, have never had an issue with me representing their interests, they’ve always very much been about ‘the best person for the job’ whether it’s a woman or a man. I think that is where we are now.”

Women’s regional rugby is vibrant, Scarlets back row Sioned Harries is pictured

WE ARE IN A MUCH BETTER PLACE NOW 

If that’s where we have arrived, how have things changed for Paterson and for the role of women in the workplace in general and for women in rugby? What has been the secret to success?

“A lot of it is to do with personality and empathy, having the right empathy for clubs and the people involved in our game,” she says. “You have to have a strong foundation and principles which people understand and within which they can work.  You have to be aware that not all the people you are working with will have the benefit of knowing the wider implications of decisions and the bigger picture.  Things may be moving so quickly, that people may not comfortable with ‘grey’ or ‘maybe’, but everybody understands ‘yes we can’ and ‘no we can’t’ – using ‘black and white’ terms can often help.

“I think I have been successful in the past, in that my approach wouldn’t change depending on who I was speaking to.  So, if the deadline for applying for tickets was a Friday, it would be a Friday to everybody that I dealt with – it wasn’t a Friday to some and a Thursday to others and then a Monday to your favourites.
“I was consistent so that was key, and fairness. You just have to treat everybody the same, treat everybody with respect, but also you have to have a process and a plan.

“Over the time that I’ve been in the finance role and in the early days of the compliance role, I was never one to sit back and let things happen by osmosis.  I’d go out to the clubs and go out to the district meetings, so for me it was never about sitting in an ivory tower in Cardiff.  It was always about getting out on the ground, meeting the clubs, hearing what the problems are on the ground.

“Taking it on the chin when we got things wrong, but literally listening to everybody and coming back with the best plan that would suit the majority.  It doesn’t always suit everyone, but you’ve got to get out amongst the different departments, the clubs, other Unions, everyone who is affected by your decisions and understand what impact your decisions are going to have on them.  Very much in the way that Martyn Phillips has done in recent history.

“It sounds simple, but you also need to be driven to achieve your aims.  No-one accepts change easily. So if you don’t take people with you it’s not going to happen, I’ve found.

“It would be easy not to do the groundwork.  Not to drive to North Wales and meet with the clubs up there when they’ve got an issue, not to go to district C on a wet Thursday evening in February.  But from day one, if you are going to make a success of whatever it is that you are doing you have got to put in the hard yards.

“Now I’m head of rugby operations and that change happened around 18 months ago under Martyn Phillips.

“The shift is that we are in a much better place now.  We have much better controls and systems and structures in place. We don’t have the areas of massive uncertainty that we did have back in 2005.  The ship is stable, so we don’t need to have as much of a compliance based approach and so my role has evolved over time.”

YOU HAVE TO TRY, TRY, AND TRY AGAIN

Finally then, the WRU has been very public in its ambition to promote women throughout the game and in particular, increase diversity on its Board.

But Ms Paterson, often the champion of clubs – as you might think – has always been an advocate of the good work done by both sexes on and off the field throughout the game, so what is different and does she welcome a new approach?

“Of course its welcome, but I’ve always been that way myself,” she adds.“Like I say, you can’t be too precious, because you’ve got to be in it to change it. You can’t change it from the outside.  You can sit outside and keep getting frustrated about things that aren’t happening but unless you just step up and say ‘well I may have to swallow my pride on this one, but if it gets us to the end goal then so be it’ – only then over time will you earn people’s respect and start to affect change.

“You might fail on the first time of trying but just keep going. If I’d given up on the first time of trying I wouldn’t have got past 1990.

“Don’t let your own nervousness get in the way of allowing that opportunity at any level. We want our workforce to grow not reduce.  We don’t want anyone to be replaced or women to take the place of a man, we just want everyone to have the opportunity to come to the fore, man or woman. That’s all it is.”