The first problem was the way she became prime minister. The toppling of Kevin Rudd came as a complete shock to most Australians. There was no proper explanation of the reasons given at the time. And when it eventually came, it was too late. The events of June also sparked a long-running war against Gillard, prosecuted from inside the Labor caucus. Beginning with the leaks during the election campaign, it managed to rear up and stymie her. One consequence of this was the hung parliament.
The constant deal-making to pass legislation was a steady drain on her political capital. Then there was the carbon tax. Gillard won the policy debate but badly lost the political debate to Abbott. A further problem was the unrelenting storm of issues that arose through a combination of bad luck and what Gillard's enemies described as a lack of judgment. Finally, there is the issue of Gillard's communication skills: she was highly engaging in close quarters and confident in the Parliament, but this did not translate effectively through the electronic media.
The feistiness of her media performances as deputy prime minister was replaced by a formality when she became PM that seemed strained and did not connect with the audience. As a consequence, controversies were harder to shake off and the government's message was often not heard. Gender issues did make Gillard's job harder — the endless news stories about white jackets, jocular talkback about her earlobes, plus the poisonous undercurrents eating away at her from the darker recesses of the Australian polity.
Julia Gillard first contested the Federal seat of Lalor for the Australian Labor Party in and was elected that year. In Ms Gillard was appointed Shadow Minister for Population and Immigration and subsequently took on responsibilities for Reconciliation and Indigenous Affairs in Early life Ms Gillard was born in Barry, Wales in Her now-famous misogyny speech is regularly referenced by women grappling with the realities of sexism in the workplace.
She is also involved in a range of commercial activities and is a director of boutique property investment and finance house CVS Lane. A Deloitte Australia survey found employees were twice as likely to feel engaged when their workplace was more diverse. They were also twice as likely to stay with their employer.
Deloitte also found that if just 10 per cent more employees felt included, a company could increase attendance by almost one day per year per employee.
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