Captain Mona Shindy was born in Egypt in 1968 and
migrated to Australia with her family at the age of three and settled in the
beach suburb of Maroubra, in Sydney. Her father sadly passed away when she
was only 14, so Mona got to see her Mum raise 4 children on her own. “She
is a strong lady and she gave us the right steer, looked after us and got us
through university. It wasn’t easy because we had no other family in
Australia and we were quite isolated.”
That situation made her focus on her studies and allow
her to achieve the success she has today. Mona now has 3 children of her
own, and went into the Navy after following in her older brother’s steps.
Her 32 year Royal
Australian Navy career saw her serve on a number of the nation’s most
technologically advanced warships which took her to all corners of the
world.
She saw active service at the commencement of the IRAQ conflict in
2003. Utilising her extensive array of leadership, technical, change
management and business competencies she has led many organisations through
significant business and cultural reforms.
Captain Mona Shindy was the Australian Navy’s first
Hijab-wearing Muslim captain. She was a Navy Weapons Electrical Engineer and
the Chief of Navy’s Strategic Adviser on Islamic Cultural Affairs. Along
with her aforementioned roles as well as being the Director of Littoral
Warfare and Maritime Support for the Royal Australian Navy, Mona says her
job as the Strategic Adviser on Islamic Cultural Affairs is an important one
especially when it comes to communication and cooperation with Muslim
allies.
“It is about bridging the understanding gap between the various
communities. I am surprised when I brief my colleagues at how much they
enjoy learning about Islam,” she said. Captain Shindy explained how
this work helps to improve Defence capability. Captain Shindy worked to help
create a better understanding among Defence members of the Islamic faith,
traditions and cultural sensitivities.
‘It gives our people, particularly when working with our close
Muslim-allied navies, a better understanding and appreciation of serving
Muslims, their needs and how they view the world’, she said.
Another key function of the role is to increase the appeal of the Navy as an
employer of choice among the Australian Muslim community. A member of a
large, culturally diverse extended family, and involved in many community
and school mentoring programs, Captain Shindy was determined to motivate and
inspire others, and is passionate about encouraging more Muslims to think
about the ADF and the Navy as a career.
Muslim women in the Australian Navy have only been allowed to wear the Hijab
since 2013, when the Vice chief of defence force, Vice Admiral Ray Griggs,
who also appointed Captain Shindy as the cultural adviser, recognized the
need for diversity and inclusiveness.
Captain Shindy joined the RAN in 1989 as an
undergraduate engineer. She holds a Bachelor of Electrical Engineering
(Hons) and a Masters of Commerce (Advanced Major in Organisation and
Management Studies) from the University of New South Wales.
In 2016 at the Australian Defence
College she completed a Masters in Politics and Policy. This builds on
previous training in a number of disciplines. She holds qualifications as an
Electrical Engineer and Masters of Commerce, She also has a Diploma in
Export Management, is a chartered professional engineer and Engineering
Executive as a Fellow with the Institute of Engineers Australia.
She is
recognised as a Certified Practicing Project Director with AIPM and is a
Graduate of the Australian Institute of Company Directors.
Career
Mona assumed significant responsibilities, in
challenging financial and cultural circumstances from her early teenage
years. As the daughter of first generation immigrants, that tumultuous life
crisis, forced her to develop resiliance and strong self motivation just to
survive. It taught her to be humble and thankful for all the blessings she
had in her life and not to get too disappointed or worked up about any life
setbacks. It taught her to reflect on other people’s challenges and to be
empathetic when trying to decipher or understand the reasons behind human
behaviour. It focussed Mona on living her life in a very deliberate way,
making the most of it, enjoying the simple things and remaining true to her
beliefs in relation to the purpose of life and the journeys yet to be taken
after death.
"In watching both my parents courageously navigate unfamiliar
experiences as new migrants, I learned to really understand how people are
layered. How the outward image people project hardly ever shows the true
treasures hidden beneath the surface. That knowledge, is what gives me the
interest in unlocking the hidden talents in others, respecting all
contributions and finding ways to allow all people to shine, irrespective of
difference."
When Captain Mona Shindy climbed aboard HMAS Canberra
to test missiles in the Pacific, a locker had to be converted into a
sleeping quarters to accommodate her.
Never before had an active Australian warship carried women. But aged 23 and
launching what would become a 26-year career with the Navy, this was just
the first hurdle of a trailblazer. Then came the challenge of Ramadan, and
explaining as a young sublieutenant that she was fasting and would
appreciate a meal being put aside for her.
The response was along the lines of: “You’ll eat with everyone else, or
you just won’t.” Which left her “the middle of the ocean with a few
cans of tuna”. Once the right ranking officer was made aware of the problem,
a solution was soon found.
She said her career has exposed her to a broad range
of technologies and experiences in and around the Defence Materiel
Organisation. She has seen everything from active service at the start of
the 2003 Iraq War to shore positions involving overseeing myriad complex
programs.
Through many missions on warships she has travelled
the world. She saw active service in 2003. She led organisations performing
complex project and contract management, combat system design and
operational test and evaluation. She represented Defence in Washington DC on
the Australian Air Warfare Destroyer Program.
At Award Ceremony
As the Adelaide Frigate System Program Office Director
(FFGSPOD) Captain Shindy drove major cultural/organisational reforms
establishing and implementing performance based contracts. Concurrently she
became Chief of Navy’s Strategic Adviser on Islamic Cultural Affairs
(CNSAICA) in 2013 receiving a Conspicuous Service Cross for work in this
capacity in the 2015 Australia Day Honours. In 2015 I was Runner Up for NSW
Woman of the year and the NSW Telstra Business Woman of the year also. In
2016, she presented business cases to Government for acquisition of future
Defence assets including, Patrol Boats, Tankers, and Littoral Warfare
equipment.
‘As a mother, I would like to think I am helping to create a future for my
children where they feel understood, included, and respected’, she said.
As Director Littoral Warfare and Maritime Support,
Captain Shindy advised the Government on the best way to spend billions of
dollars on replacement tankers, ships, patrol boats — almost everything
except submarines.
She was previously charged with turning around the Fast Frigate System
Program Office, from an inefficient organisation with adversarial
stakeholder relationships, to a collaborative culture with performance-based
contracts. And she shaved 30 per cent in costs from a $130 million budget.
“People were happy at the end of the tenure, ships were leaving the
wharf on time with all the maintenance done, when initially they weren’t.”
Soon after her first tour of duty on HMAS Canberra, Captain Shindy married
and had a daughter, and a son. She had another daughter a decade later.
The job has required service on ships for two-year durations, with time away
ranging from two to six months.
“But six months in anyone’s language for a mother with two young
children and a young family, is a very significant sacrifice. “I’m
not going to dress it up. It was tough.”
It could not have happened without an extended family backing her up.
Crucial were her mother — “who in many ways acted as a pseudo mother for
my children sometimes when I was away” — and husband, who has taken
many career breaks.
Captain Shindy said that, although there have been
challenges, the ADF and the Navy are well positioned to improve cultural
sensitivity. She said she was honoured to be working with the Chief of Navy
and Defence on this critical issue.
In 2013, Captain Shindy participated in the Community
Relations Commission’s outreach to the International Fleet Review. She was
also instrumental in the establishment of an Australian Navy Cadet Unit,
comprising many culturally diverse groups, in western Sydney.
‘The new cadet unit highlights the wonderful way in which the RAN gives
back to the community, enriching and enhancing the lives of young
Australians’, she said.
‘Through the Australian Navy Cadets Youth Development Program, teenagers
are given great skills for life. I feel privileged to be involved with this
and I am excited for the current and future youth of western Sydney.’
Head of the Guided Missile Frigate System Program
Office (FFGSPO), Captain Mona Shindy, was also the Chief of Navy’s
appointed Strategic Adviser on Islamic Cultural Affairs and accepted the
position in March 2013
Since retiring from the Navy, she has recently commenced a new career chapter as a
strategic leadership and management consultant, author, international
keynote speaker and mentor.
Did You Know?
Tell us a bit about yourself.
I am a Captain in the Navy with 26years service. I hold a
BE(Electrical)(Hons)UNSW, Masters of Commerce(UNSW), am a Chartered
Professional Engineer , Graduate of the Australian Institute of
Company Directors and a Certified Practicing Project Director .
Through many missions on warships I have travelled the world. I saw
active service in 2003. I have led organisations performing complex
project and contract management, combat system design and
operational test and evaluation. I represented Defence in Washington
DC on the Australian Air Warfare Destroyer Program.
As the Adelaide Frigate System Program Office Director (FFGSPOD) I
drove major cultural/organisational reforms establishing and
implementing performance based contracts. Concurrently I became
Chief of Navy’s Strategic Adviser on Islamic Cultural Affairs
(CNSAICA) in 2013 receiving a Conspicuous Service Cross for work in
this capacity in the 2015 Australia Day Honours. In 2015 I was
Runner Up for NSW Woman of the year and the NSW Telstra Business
Woman of the year also. Today I present business cases to Government
for acquisition of future Defence assets including, Patrol Boats,
Tankers, and Littoral Warfare equipment.
Tell us 3 things you are and 3 things you’re not.
I am a mother, a champion for necessary change and an
astute business woman and leader.
I am not a token pin up girl, a seeker of attention or someone
easily discouraged.
Complete this sentence, ____________________ changed my life. How
and why?
The early passing of my father changed my life.
I assumed significant responsibilities, in challenging financial and
cultural circumstances from my early teenage years. As the daughter
of first generation immigrants, that tumultuous life crisis, forced
me to develop resiliance and strong self motivation just to survive.
It taught me to be humble and thankful for all the blessings I have
in my life and not to get too disappointed or worked up about any
life setbacks. It taught me to reflect on other people’s challenges
and to be empathetic when trying to decipher or understand the
reasons behind human behaviour. It focussed me on living my life in
a very deliberate way, making the most of it, enjoying the simple
things and remaining true to my beliefs in relation to the purpose
of life and our journeys yet to be taken after death.
In watching both my parents courageously navigate unfamiliar
experiences as new migrants, I learned to really understand how
people are layered. How the outward image people project hardly ever
shows the true treasures hidden beneath the surface. That knowledge,
is what gives me the interest in unlocking the hidden talents in
others, respecting all contributions and finding ways to allow all
people to shine, irrespective of difference.
What has been life’s greatest lesson?
To always keep things in perspective. To remain focussed on the big
picture and to live life in such a way as to contribute positively
and enthusiastically in all that you pursue. Life is very short with
only a finite time to influence the world for the better. Don’t
waste a minute.
What is your biggest achievement?
My biggest career achievement was transforming my last organisation
from one that was wasteful, adversarial with industry and that
regularly failed in delivering ships out of long-term maintenance on
time and budget to one that was trusted to deliver.
When I assumed directorship of the organisation, there was a culture
of blame and a reluctance in people to take on responsibility. One
particular contract with industry was not delivering expected
outcomes and the relationship between my direct staff and this
contractor was extremely adversarial. This repeatedly resulted in
ships being delivered back to the Navy out of “maintenance periods”
late, risking Navy’s ability to meet Government tasking. Further,
ship repair contracts were being contested on every occasion a ship
entered long-term maintenance which created an industry culture
where companies bid low to secure work and then looked for every
opportunity to create growth work. This often blew-out project
budgets and result in schedule delays.
I addressed these problems in an environment where Government was
demanding savings from Defence and placing a complete freeze on
recruitment. I led transformational cultural reform necessitating
behavioural changes in my direct staff, contracted staff and
contract and organisational structures.
I confirmed pervious learning about the importance of vision,
respect and trust for others and communication in effecting lasting
change. In setting a clear, effectively communicated organisational
vision, leadership by example, goal setting and performance
expectation discussions and agreements , open dialogue with industry
to understand challenges and constraints, a series of partnering
workshops and the development of revised performance based,
long-term contracts giving industry more work certainty, the
organisational results were transformed for both my Government
entity and the industry players.
The last 18months of my leadership saw every ship complete
maintenance on time and budget (achieving all Government
activities), performance based contracts delivering collaborative
teamwork behaviours in contrast to previous adversarial
transactional and wasteful dealings. All stakeholders succeeded and
I was also able to return a significant portion of my organisation’s
traditional budget back to the overall Defence portfolio to be
reallocated to areas in need.
What has been your toughest obstacle and how have you
overcome it?
I think as most migrants would have experienced, the challenge of
working out how to fit into Australian society as part of a minority
group, while remaining true to self; ie in terms of spiritual
beliefs, values and traditions has really been an ongoing challenge
throughout my whole life. That challenge however is not
insurmountable. Communication, leading by example and education
through engagement with others are the keys to breaking down
barriers, creating cohesion and achieving better understanding and
respect for all within our society.
Viktor Frankl says “Those who have a ‘why’ to live, can bear with
almost any ‘how.” Everyone needs a purpose, what’s yours?
My purpose is doing positive things both professionally and
personally for the betterment of society and all people. I believe
in equity, ethical practice, compassion for others and giving back
through professional mentoring and community service.
I want people to be true to themselves, without fear or
discrimination. To be respected for their varying views and
contributions. I believe cohesive, inclusive and respectful work and
social frameworks allow people to give their best and be their best.
What are your words to live by?
Always be true to self.
If you could have any mentor, alive or dead, who would you
choose and why?
My mother. Loving, intelligent, courageous, dignified, compassionate
and selfless. Simply beautiful.
If you could play hookie for a day what would be on your
list to do?
Try some exotic food, go to the theatre and just relax on the beach
with family catching up on news in their lives.
You give so much to others, what do you do to take care of
yourself?
She was awarded a Conspicuous Service Cross in 2015 in
that year’s Australia Day honours for contributions to
cultural and business reform initiatives she championed for Defence.
Her
career achievements as well as her considerable community service activities
were recognised when she was named the 2015 National Telstra Business Woman
of the Year.
YouTube:
2015 Telstra Business Woman of the Year - Australian Navy Captain Mona
Shindy https://youtu.be/osqvgai1aQg
Did You Know?
If we go back in time, women were first authorized to join
the Navy on 21 April 1941 – mostly due to WWII – and the birth of
Women’s Royal Australian Naval Service [WRANS] ensued (which was
eventually incorporated into the Permanent Naval Forces in 1984
(Argirides A, 2005).
Telegraphist ratings
of the Women's Royal Australian Naval Service (WRANS) equipped with
gas respirators during World War II.
During World War II the WRANS provided valuable service ashore in a
broad range of occupations including catering and communications to
name just a few.
However, service was often cut short; between 1941 – 1968 it was
compulsory for women to leave the Navy after marriage.
Historically, the typical functions permitted to serving women were
generally administration / communications, medical, law and
recruitment and training; women were not permitted to serve at sea
or overseas until 1985, with combat roles only being permitted in
the early 1990s. (Source:
INDVSTRVS 2020)
This video was
produced in the 1950's and offers a unique insight into the
embryonic Women's Royal Australian Naval Service (WRANS).
Much has changed since then and today women are employed across the
length and breadth of the Royal Australian Navy in a wide variety of
roles both at sea and ashore.
Tweets
and Government Employees: Why is it not allowed? A Community of Inquiry
Primary
Middle
Secondary
Australian
Curriculum General Capability: Ethical Understanding
Australian
Curriculum General Capability:Literacy
Australian
Curriculum General Capability:Critical and creative thinking Australian
Curriculum General Capability:Personal and social capability
Australian
Curriculum General Capability: Intercultural Understanding
1. Get the students to form a circle
with their chairs or directly on the floor. Everyone is to be in the circle
including the Teacher.
2. Using stimulus material, read the story or text by asking the students to
take turns to read out loud each paragraph.
3. Set up a
Question Quadrant on the floor or on a whiteboard:
4. Get the students, in pairs, to come
up with 4 questions - one for each quadrant about the stimulus material.
The Questions for Thinking are
the hardest to come up with – but that is what we are aiming for.
5. List all the questions on the
board from this 4th Quadrant "Questions for Thinking" and put the students' names next to their question.
6. Ask the students to think about grouping the
questions - the ones that are the same or similar - together.
7. Start the discussion
with the most asked question.
8. Make sure the students follow
the rules of Philosophy in Schools:
Only one person speaks at a
time
Pay attention to the person
who is speaking
Give other people a chance
to speak
Build upon other people's
ideas
No put-downs
(Source: Associate Prof. Phil Cam)
9. Discussion should involve students in
critical, creative and caring thinking:
Critical
Creative
Caring
give reasons
explore
disagreement
consider implications
apply criteria
weigh evidence
generate questions
raise suggestions
imagine alternatives
formulate criteria
make connections
build on ideas
listen to other's points of
view
consider other's reasons
explore disagreements considerately
build on other's ideas
explore other's opinions
help to synthesise suggestions
10. Provide Closure
and leave the questions on the board or
copy them so that the other unanswered questions can be used in the next
lessons.
Let's begin the Community of Inquiry:
read the following newspaper article as a class. This article is the
stimulus material.
Headline:
Muslim RAN Captain Mona Shindy broadsided
after terror tweet row
A SENIOR female Muslim navy officer has had her twitter account shut
down after it posted tweets on Islamic terrorism that appear at odds
with government policy.
Captain Mona Shindy, the Chief of Navy’s strategic adviser on
Islamic affairs, was believed to run the account @navyislamic which
retweeted a counter-terrorism expert mocking Tony Abbott after the
leadership coup.
The social media account had also backed Grand Mufti Ibrahim Abu
Mohamed’s controversial response to the Paris terrorist attacks,
tweeting the hashtag #IStandWithTheMufti.
Captain Shindy, who won the Telstra NSW Businesswoman of the Year
last year, had also called for the word “Islam” to be removed from
reporting on Islamic state in a policy talk.
Her twitter account, which described itself as the “Official Royal
Australian Navy Islamic Advisor Twitter account”, vanished shortly
before Christmas following complaints.
Captain Shindy had retweeted counter-terrorism expert Anne Aly, who
had tweeted on the night of the leadership change: “Wait. Did our
new PM just give a speech and not mention boats, death cult,
security, death cult, terrorism, national security and death cult?”
Captain Shindy has stated it was her aim to encourage more Muslims
to join the defence force, as about 100 of the 45000 defence force
personnel identify as Muslim, 27 of them in the Navy.
But a row erupted when she used the account to enter the political
fray, and attacked a new Queensland-based political party called the
Australian Liberty Alliance, launched by Dutch politician Geert
Wilders.
“Real shame to see these extreme ill informed fringe groups
threatening #community #cohesion. #auspol #teamhumanrace” the tweet
from October 22 stated.
A Defence Department spokesman told The Australian newspaper: “Navy
has consolidated its social media platforms to achieve a ‘single
source’ so as to strengthen its messaging in synch with its support
to traditional media.”
Captain Shindy was 2015 Telstra NSW Businesswoman of the Year
Captain Shindy has worked for the navy for 26 years and is the head
of its Guided Missile Frigate Program.
Defence policy usually bans political statements from defence
personnel in their official capacity.
In a talk to the Royal United Services Institute of NSW in March
last year, Captain Shindy accused the media of “fearmongering”,
stating there was no connection between the terror group and
religion.
She also raised the issue of a “double standard” over the issue of
the occupied territories of Israel, comparing with the world’s
“willingness to take prompt and decisive action against other
nations such as Iraq”.
“The extremist behaviour of groups purporting to be Muslims has been
overplayed by the media for years constantly linking terrorist
behaviours to Islam, e.g. use of the description ‘Islamist’, rather
than separatist or militant,” she said.
“It is also important that, in the public rhetoric, terrorism and
Islam are de-linked. “Constant negative media reporting on apparent
Muslim behaviour provides ammunition for terrorist recruiters
enabling them to convince impressionable Muslims that there is an
agenda against them and their religion — again, supporting a call
for armed jihad.
“Indeed, the word ‘Islam’ needs to be removed from reporting on
ISIS/ISIL or Daesh. “The barbaric nature and ideology of these
groups has nothing to do with Islam and we should work to limit
their appeal to vulnerable Muslims, preventing the use and
advertising of ‘Islam’ in their name.” (Source: Daily Telegraph)