DEI Leadership Positions

The culture war clash over diversity, equity, and inclusion will continue forever unless we can bring it from 10,000 ft in the air back down to earth. "Commitment to an inclusive culture for all?" "Marxist philosophy?" "Policies for achieving belonging?" "Wokeism?" Buzzwords against buzzwords against buzzwords, with no one the wiser as to what's actually being discussed. Rachel needs a lactation room, so we're converting a meeting room into one. Steven's going to be a dad and wants to spend time with his newborn kid, so we're expanding "maternal leave benefits" into "parental leave benefits." Andrew's a customer who has shared feedback about our product being inaccessible, so we're having him talk to the product team. Bianca helped us realize that our company's meetings are chaotic and don't make space for everyone's voice, so we're setting meeting norms. Sam worked on debiasing the hiring process at a previous role and we could benefit from that, so we're looking at standardizing our own process. Arjun shared helpful feedback about the difficulty managers face in managing their distributed teams, so we're building out more resources and structure. There is only one "ideology" present in DEI work done right, and it's shared by pretty much every pluralistic democratic society in our world: that everyone deserves dignity, respect, and opportunity regardless of the beliefs, values, needs, circumstances, experiences and perspectives we hold. That's it. The remaining 99.9% of the work is operational. How do we remove barriers to opportunity and fairness in the workplace? How do we meet people's many needs so we can bring out their potential? How do we create an environment where different people can come together and build something bigger than themselves? A great deal of that operational work ought to be done better. Diversity, equity, and inclusion work has a lot of room for improvement, and it'll take everyone's feedback and active involvement — yes, even from skeptics — to ensure that work succeeds. But to get there, we have to get our heads out of the clouds and bring the conversation back down to earth. Flowery abstractions, even if they make us feel righteous and good, will not save us. It's the mundane pragmaticism of speaking in real terms, with real people, to solve real problems, that will break through the misinformation and polarization that keeps us stuck in the status quo.

You are using the term intersectionality wrong. At a conference recently people talked about intersectionality very regularly but for some it was clear that they didn't fully grasp the concept so therefore were struggling to actually apply an intersectional lens. For example, an Aboriginal Women can experience racism and sexism in a way that is not the same as either of those experiences on their own. Those identities overlap, shaping her experiences in unique and complex ways. Intersectionality isn't about adding elements of diversity to your DEI work. It's not about adding a few actions for LGBTIQA+ people into your gender equity plan. It's about viewing all your gender equity actions through an intersectional lens to see if they address the barriers for a Black woman as well as they do for a white woman. It's about ensuring that the unique experiences of people who are marginalised both by their race and their gender are included in your consultations that inform your plan. This is what we mean by intersectionality, it's not just about intersecting identities or diversity. An example? Measuring your country of birth gender pay gap (I guarantee you women born in Asia or Africa are paid less than their Australian born peers). The solutions you employ for the regular gender pay gap may not narrow the country of birth pay gap, in many cases they will exacerbate it. There may be very different reasons why an Asian born woman is struggling to move up the career ladder. You may work on creating more flexibility for women so they can aspire to leadership, but miss the fact that the recruitment process has not mitigated racial bias (often showing up as international qualifications or international referees being weighted less favourably, or simple old name bias, accent bias etc etc). So in this case you have paved the way for white women to secure these leadership roles but Black or Brown women are left out entirely. One hurdle (lack of flex) jumped but only to smack into a brick wall (racial bias). Let's get more serious about tackling the barriers faced by people who experience compounding forms of marginalistion. Let's go back to Kimberlé Crenshaw's original intention for the word. Edit: At the SAGE Athena Swan conference, a different conference I attended recently this topic was discussed at length by Sandy O'Sullivan, Mustafa F Ozbilgin and others in a more useful way and my ideas and thoughts have been influenced by that learning. #Intersectionality #InclusiveWorkplaces #DEILeadership

Inclusion isn’t a one-time initiative or a single program—it’s a continuous commitment that must be embedded across every stage of the employee lifecycle. By taking deliberate steps, organizations can create workplaces where all employees feel valued, respected, and empowered to succeed. Here’s how we can make a meaningful impact at each stage: 1. Attract Build inclusive employer branding and equitable hiring practices. Ensure job postings use inclusive language and focus on skills rather than unnecessary credentials. Broaden recruitment pipelines by partnering with diverse professional organizations, schools, and networks. Showcase your commitment to inclusion in external messaging with employee stories that reflect diversity. 2. Recruit Eliminate bias and promote fair candidate evaluation. Use structured interviews and standardized evaluation rubrics to reduce bias. Train recruiters and hiring managers on unconscious bias and inclusive hiring practices. Implement blind resume reviews or AI tools to focus on qualifications, not identifiers. 3. Onboard Create an inclusive onboarding experience. Design onboarding materials that reflect a diverse workplace culture. Pair new hires with mentors or buddies from Employee Resource Groups (ERGs) to foster belonging. Offer inclusion training early to set the tone for inclusivity from day one. 4. Develop Provide equitable opportunities for growth. Ensure leadership programs and career development resources are accessible to underrepresented employees. Regularly review training, mentorship, and promotion programs to address any disparities. Offer specific development opportunities, such as allyship training or workshops on cultural competency. 5. Engage Foster a culture of inclusion. Actively listen to employee feedback through pulse surveys, focus groups, and open forums. Support ERGs and create platforms for marginalized voices to influence organizational policies. Recognize and celebrate diverse perspectives, cultures, and contributions in the workplace. 6. Retain Address barriers to equity and belonging. Conduct pay equity audits and address discrepancies to ensure fairness. Create flexible policies that accommodate diverse needs, including caregiving responsibilities, religious practices, and accessibility. Provide regular inclusion updates to build trust and demonstrate progress. 7. Offboard Learn and grow from employee transitions. Use exit interviews to uncover potential inequities and areas for improvement. Analyze trends in attrition to identify and address any patterns of exclusion or bias. Maintain relationships with alumni and invite them to stay engaged through inclusive networks. Embedding inclusion across the employee lifecycle is not just the right thing to do—it’s a strategic imperative that drives innovation, engagement, and organizational success. By making these steps intentional, companies can create environments where everyone can thrive.

Prioritizing justice in business climate action. 🌎 Centering climate action in Climate Justice requires more than mere adjustments; it demands a fundamental paradigm shift in both mindset and action. Businesses operating under old power models—those that are extractive and exploitative—perpetuate a cycle of harm and injustice, ultimately risking long-term viability. The future belongs to companies willing to transition to new power models that are equitable and regenerative, creating sustained well-being for society and the environment. The intersection of business climate action and Climate Justice is where modern leadership meets long-term resilience. Smart and ambitious companies will recognize that a shift to equitable and regenerative models isn’t just the right thing to do; it’s the smart thing to do. Key Actions for Forward-Thinking Firms: ▪ Full Awareness, Accountability for Negative Impacts: Recognize and mitigate the adverse impacts of business activities. ▪ Focused on Learning and Progress: Adopt a growth mindset oriented toward continual improvement and innovation. ▪ Non-linear, Comfortable with Uncertainty: Be prepared for a non-linear path of progress, understanding that evolution can be gradual and uncertain. ▪ Deep Listening and Collaboration: Engage stakeholders in meaningful dialogue, asking 'how can we solve this together?' ▪ Contextual Understanding: Be aware that perspective matters; apply context-sensitive solutions. ▪ Consciously Anti-Racist: Actively work against racial disparities within the organization and in how your business impacts communities. ▪ Diverse, Intersectional Decision Making: Incorporate a variety of perspectives, including those based on race, gender, and culture, in decision-making processes. ▪ Multidimensional, Systemic Approach: Recognize the interconnectedness of social, environmental, and business challenges. ▪ Centered in Communities: Develop strategies informed by the needs and experiences of the communities and people most impacted by your business activities. Source: The Climate Justice Playbook for Business #climatejustice #businessresilience #sustainability #regenerative #community #esg #impact #purpose #sustainable #business #climatechange

Another year, another IWD, another excruciating glacial change. In too many corporations, DEI 1.0 was performative, compliance-driven, and largely cosmetic. It was about ticking boxes, setting up Employee Resource Groups, and releasing glossy annual reports—without tackling the real structural and cultural barriers that prevent equity in the first place. DEI leads were hired but weren't given real power (or budget). Diversity targets were set but the way talent was identified, hired, or promoted were rooted in the 90s. Unconscious bias training rolled out but biased systems were untouched. What's the ONE thing we should start doing today? 🔹 Stop fixing women, and start fixing the system For years, we’ve focused on equipping women with leadership training and networking skills. While these are valuable, they won’t create lasting change if the system itself remains unchanged. At a bare minimum, we must: ✅ Redesign hiring and promotion processes to ensure fair opportunities ✅ Normalize flexible work arrangements to match the reality of work/life integration ✅ Tie leadership KPIs to relevant diversity goals that tell the whole story (not just the number of women!) In my work making change happen in large organizations, I’ve seen firsthand how these strategic shifts can unlock greater innovation, retention, and performance. The future belongs to organizations that make equity a business priority—not just an HR one. I'd love to hear how your company is shaping a more equitable world. Let’s share and learn from each other. #IWD25 #LinkedInNewsAustralia #GenderEquity #Leadership #DiversityAndInclusion #FutureOfWork

Some of the current DEI Rollback is performative, and here is what you must know. Rolling back DEI isn’t just a political stance—it’s a business risk. These shifts aren't surprising for executive leaders, DEI professionals (past and present), and employees championing this work. Budgets have been slashed, commitments walked back, and once-public promises to equity have turned into private discomfort. But this isn’t the time to be discouraged—it’s time to focus forward. As Corey Richardson said in an insightful post, "there’s never been a time in history where building a smaller table has been profitable in the long term." Yet, many DEI rollbacks are performative. Just like in 2020, when organizations rushed to release DEI statements they had no real infrastructure to support, today, we’re seeing the opposite—PR-driven messaging about cutting DEI when, in reality, companies are simply repositioning it under different names. The reality? DEI is being rebranded to avoid political heat. So before making short-sighted decisions based on external pressures, ask: Are we leading strategically for the future or just managing optics for the moment? What You Can Do NOW ✅ Reframe the narrative. DEI has always been about strengthening workplaces, increasing innovation, and driving performance. Companies that prioritize talent strategy—not just talking points—will thrive. ✅ Prioritize sustainability over statements. The real impact isn’t in the noise but in how inclusion is embedded into employer branding, storytelling and workforce development. ✅ Lead where you are. Whether you’re shaping policy, navigating change, or frustrated by inaction—your influence matters. This work has never been about trends; it’s about transformation. ✅ Own Your Leadership Brand. In uncertainty, your personal brand is your power! How you position yourself now will determine the opportunities you attract, the influence you wield, and the impact you create. Download my Authentic Personal Branding Blueprint to craft a leadership presence that stands out: https://lnkd.in/eAF4smg9 The workforce is getting more diverse, not less. If your company is quietly reframing DEI but still investing in its principles—great. But if you're truly walking away from inclusive leadership, talent development, and cultural intelligence, understand that you’re also walking away from long-term business sustainability. Here are some articles I've written for more insights on this topic: 📌 Storytelling as Strategy: Reinventing DEI for Sustainability 📌 Beyond the Checkbox: How Bridgestone Sustains DEI 📌 Rebranding DEI: The Key to Sustaining Inclusive Workplace Culture This isn’t about politics. It’s about business longevity. The organizations that stay relevant will be the ones that focus forward. Subscribe to my Let’s Thrive Together newsletter here on LinkedIn for more insights. #DEI #leadership #workforcestrategy #personalbranding #letsthrivetogether

Want to go beyond ‘sex-disaggregated data’ and actually uncover root inequalities? This toolkit walks you through how to do it—from team setup to policy recommendations: It gives tips on how to.. Build a diverse, interdisciplinary team → Include people with lived experience, gender specialists, and local actors to avoid narrow or biased analysis. Ground your work in power, not just categories → The toolkit encourages asking: Who holds power? Who faces constraints?—across gender, race, disability, class, migration status, and more. Use intersectional guiding questions → Go beyond “What are women’s needs?” to “How do different groups of women and men experience this differently—and why?” Map structural barriers and compounding risks → Identify how systems (legal, economic, cultural) reinforce inequality across intersecting identities. Apply ethics and safeguarding at every step → Includes tips on informed consent, privacy, and avoiding retraumatization when working with vulnerable groups. Well worth downloading. #IntersectionalGenderAnalysis #GenderAnalysis 🔔 Follow me for similar content

Companies believe they're doing diversity when, in fact, they're merely scratching the surface. My understanding of corporate diversity has evolved too, and so have my efforts. 💡 I began by raising awareness of its importance, then tackled exclusion, followed by driving systemic change. Now, armed with experience, I'm ready to guide companies towards the transformative power of collective intelligence through diversity. But you can't reach the destination without knowing the route. 👇 Let's unpack the key aspects of each stage: 🔍 Recognition ▫ Stopping to ignore diversity. ▫ Acknowledging diversity within your organization. ▫ Realizing that diversity includes visible (demographics) and less visible aspects (cognitive, background, experiences). 🤝 Non-Discrimination ▫ Moving beyond recognition to promoting a culture of non-discrimination. ▫ Creating policies fostering respect for diversity. ▫ Starting the conversation on inclusion and equity. 🔄 Integration ▫ Realizing that acknowledging diversity and not excluding isn't enough. ▫ Integrate diversity into processes, structures, and behaviors. ▫ Reviewing employee lifecycle practices, implement diversity training, create inclusive leadership. 🌟 Leveraging Diversity ▫ Recognizing diversity as a strategic asset. ▫ Actively harnessing diverse perspectives, experiences, and talents. ▫ Creating diverse teams in terms of appearance, background, thought, and experiences to align with the goals they need to accomplish. 🧠 Collective intelligence is a testament to the power of collaboration, diversity, and shared vision, where the whole truly becomes greater than the sum of its parts. This journey of diversity evolution is one I invite you to embark on with me. Stay tuned for more updates, and don't hesitate to reach out for support. ________________________________________ On the lookout for more DEI-related insights? 📨 Join my free DEI Newsletter: https://lnkd.in/duxDH3Q7

This is one I've been reflecting on for quite some time: my fellow #diversity and #inclusion practitioners are burning out. 🤯😩😵💫🔥 Some reasons behind that are quite obvious: many of us have been put in our roles with little-to-none preparation or onboarding, by business leaders with too much of a sense of urgency given the pressure on organisations to respond to the unprecedented social unrest right after George Floyd was murdered in 2020. Given the lack of planning, many took over roles with loose job descriptions, slim budgets and indifferent peers. No wonder the formula didn't work. There's more to that, though. As this Harvard Business Review article highlights, this job demands constant emotional labour and surface acting (when people try to fabricate positive emotions when they do not genuinely feel positively and suppress negative emotions when they feel them) – particularly for professionals of colour. As a result, frustration and exhaustion mount. Here's what any wise business leader can do to actually set their DEI leaders up for success: rethink how your DEI programmes are designed. When programmes take what’s known as a "discrimination-and-fairness" paradigm approach, DEI leaders experience more burnout because the organisation’s focus assumes employee differences are sources of problems that must be managed. Alternatively, when organisations take a "learning-and-effectiveness" approach, which values employees for who they are, #burnout is less frequent. How does one do that, though? 1️⃣ Conduct regular DEI climate assessments: rely on surveys to get insights, so you can count on effective benchmarks to assess future progress (other than over-relying on subjective notions of success on the role); 2️⃣ Assess and improve HR policies to ensure equity: there's only so much a DEI leader can do if our HR policies are stuck in the last century – we gotta ensure whenever inequities emerges there's a plan to redress them; 3️⃣ Top management must demonstrate consistent, enthusiastic DEI support: racism, sexism, ageism and all the other - isms were not invented by a single person, so can't be addressed by a DEI leader alone. It takes a village and here it's critical that the C-suite not only leads by example, but also ensures there's clarity that complacency or indifference to DEI have no place in the organisation; 4️⃣ Institutionalise DEI roles with the power and resources to effect change: give us the money and access to the resources needed to have the impact that's envisioned. We gotta have a seat at the table if we want to really walk our talk; 5️⃣ Provide resources for social support when emotional regulation is necessary: this job is tough! Ensure DEI leaders have access to peer networks, external coaches and/or industry mentors. We gotta help each other here. What other tips would you add to this list, based on your experience?

In my inclusive leadership workshops, there’s always a moment when it clicks for leaders—the instant they realise that inclusion isn’t a moral initiative but the foundation of employee engagement. That “aha” comes when they see inclusion through the lens of human motivation: safety, belonging, esteem, and purpose. When framed this way, DEI stops feeling like something they have to do and starts feeling like something they want to do. When framed as engagement, leaders understand that inclusion isn’t separate from performance—it is performance. It’s how we create the conditions where everyone contributes their best. And this framing isn’t just powerful in leadership training—it’s a strategic tool for DEI more broadly. By grounding inclusion in universal human needs, organisations can move beyond awareness and compliance toward cultures that actively motivate and engage all individuals—both under-represented and dominant group members. This approach provides a shared language that unites, rather than divides, tempering backlash and resistance, and making DEI a driver of engagement, innovation, and sustainable performance.