Diversity and Inclusion Leadership

Leaders' overreliance on "DEI programming" is one of the biggest barriers in the way of real progress toward achieving #diversity, #equity, and #inclusion. Do you know where these events came from? The lunch and learns, cultural heritage celebrations, book clubs, and the like? Historically, these were all events put on by volunteer advocates and activists from marginalized communities who had little to no access to formal power and yet were still trying to carve out spaces for themselves in hostile environments. For leaders to hire figureheads to "manage" these volunteer efforts, refuse to resource them, and then take credit for the meager impact made nonetheless is nothing short of exploitation. If your workplace's "DEI Function" is a single director-level employee with an executive assistant who spends all day trying to coax more and more events out of your employee resource groups? I'm sorry to say that you are part of the problem. Effective DEI work is change management, plain and simple. It's cross-functional by necessity, requiring the ongoing exercise of power by executive leadership across all functions, the guidance and follow-through of middle management, the insight of data analysts and communicators, and the energy and momentum of frontline workers. There is no reality where "optional fill-in-the-blank history month celebrations" organized by overworked volunteers, no matter how many or how flashy, can serve as a substitute. If your workplace actually wants to achieve DEI, resource it like you would any other organization-level goal. 🎯 Hire a C-Level executive responsible for it or add the job responsibility to an existing cross-functional executive (e.g., Chief People Officer) 🎯 Give that leader cross-functional authority, mandate, headcount, and resources to work with other executives and managers across the organization on culture, process, policy, and behavior change 🎯 Set expectations with all other leaders that DEI-related outcomes will be included in their evaluation and responsibility (e.g., every department leader is responsible for their employees' belonging scores and culture of respect in their department). 🎯 Encourage responsible boundary-setting and scoping of volunteer engagement, ensuring that if Employee Resource Groups and DEI Councils/Committees want to put on events, it is because they are energized and supported to do so—not because they feel forced to run on fumes because it's the only way any impact will be made. It's long past time for our workplaces' DEI strategies to modernize away from the volunteer exploitation of "DEI programming" toward genuine organizational transformation. What steps will your leaders take to be a part of this future?

We need to fix our culture. When I talk about disability and underrepresentation, I know some of you think: “But many they’re just not applying.” NOPE. People are applying. But they’re not getting through the door, Literally…. There are inaccessible stairs, trip hazards, and hard-to-read signs stopping us (just like in real life). disabled people are NOT underrepresented in the museum sector because of a talent gap. They are excluded by: ❌ Obsession with volunteer-only entry routes ❌ Job specs built for abled bodies and able minds ❌ Rigid application processes that rely on writing and face-to-face interviews ❌ Recruitment panels with no lived experience of disability ❌ An over-reliance on degrees instead of lived expertise, intelligence and aptitude ❌ A culture that still sees us as ‘inspirations’ instead of professionals 🙄 ❌ Inflexible working styles and communication methods And every one of these barriers sends a message: “This space wasn’t built with you in mind.” All this while we make up 19% of the UK working-age population, but only 4% of museum staff! And it doesn’t just harm disabled candidates - it robs museums of the authentic, powerful storytelling. If disabled professionals are left out of that equation, the story is incomplete. So let’s stop shelving us as ‘inspirational case studies’ or talking to us like we’re children. Stop the institutionalised ableism. We need: 💡 More accessible hiring. 💡 More disabled leaders, not just consultants. 💡 More stories shaped by us, not about us. We are change makers shaping the narrative. If you found this graphic useful, donations can be made at: https://lnkd.in/exdDSGYN [Image by @PacingPixie, - DO NOT REUSE IMAGE WITHOUT PERMISSION]

Brilliant insights into why a focus on equity benefits organizations. Most people strive for fairness--providing opportunities to qualified candidates and listening to people who have good ideas. But biases often stand in the way of achieving our aims of fairness. Equity provides a focus for diagnosing barriers and providing more equitable pathways. A focus on equity enables organizations to continually improve processes--formal and informal-- to weed out biases with transparency and accountability. Who doesn't want that? Article by Profs. Enrica Ruggs and Oscar Holmes IV, with insights by Stacy Blake-Beard, Chris Cardona, Tiffany Galvin Green, Ph.D., Stella Nkomo, Orlando Richard, and Lumumba Seegars. Published in Harvard Business Review. #equity #peopleprocesses #humancapital

Stop calling disabled people "inspiring" for surviving a rigged system. The real inspiration? Tearing down the ableist structures that keep them from thriving. Let’s get real: ✦ Disabled people don’t exist to motivate you. ✦ Living in a world that’s not built for them isn’t a choice; it’s a challenge they never opted into. ✦ The praise for their “resilience” ignores the systemic barriers they face every day. Ask yourself: Why do we celebrate survival over justice? ● Because it's easier to praise someone for overcoming obstacles than to remove those obstacles. ● Because labeling people as "inspiring" shifts the focus from fixing the problem to admiring their endurance. We should be doing better. Here’s how: 1.) Demand true accessibility, not just compliance: Push for spaces that do more than the bare minimum. Advocate for universal design in all public and private sectors. 2.) Stop the tokenism: Hire people with disabilities for their skills, not for optics. Ensure they are in decision-making roles, not just advisory positions. 3.) Challenge ableism in everyday interactions: Don’t ignore ableist comments or behavior. Speak up and educate yourself and others. Here’s what needs to change: ➠ Language: Move beyond “inspiration” to action. ➠ Policy: Advocate for laws that prioritize accessibility and inclusion. ➠ Representation: Elevate disabled voices to lead conversations about their own rights and needs. The point is simple: Disabled people shouldn’t have to be “extraordinary” just to exist in this world. They should be able to access opportunities, rights, and spaces without facing additional hurdles. So, let’s stop the patronizing praise. If you truly care, start dismantling the structures that hold people back. Get uncomfortable. Push for real change, not just a feel-good narrative. Real inspiration is not in survival—it’s in revolution. P.S. Don’t just admire their strength; join the fight to build a fairer world. Thoughts? Opinion? Agreements? Disagreements?

🙋♀️Imagine a company proudly announcing that 40% of its new hires are women. On the surface, it seems like a triumph for diversity. But as you dig deeper, you see those women concentrated in HR and marketing, while engineering and leadership roles remain largely male. This is what I call the Inclusion Illusion, where diversity metrics look good on paper, but the deeper work of equity is missing. 𝗧𝗵𝗲 𝗶𝗻𝗰𝗹𝘂𝘀𝗶𝗼𝗻 𝗶𝗹𝗹𝘂𝘀𝗶𝗼𝗻 Diversity brings people into the room, but equity is what ensures they can thrive once they’re there. True inclusion isn’t about representation alone; it’s about ensuring everyone can contribute, be heard and grow. Without equity, diversity efforts can feel hollow and superficial. 𝗧𝗵𝗲 𝘀𝗵𝗶𝗳𝘁 𝗮𝘄𝗮𝘆 𝗳𝗿𝗼𝗺 𝗲𝗾𝘂𝗶𝘁𝘆 Recently, SHRM decided to drop "equity" from its diversity framework. While this might seem like an easier approach, it risks sidestepping the critical work equity requires. SHRM's decision, to me, reflects the discomfort many organisations face when it comes to grappling with equity. 𝗘𝗾𝘂𝗶𝘁𝘆 𝗶𝗻 𝗮𝗰𝘁𝗶𝗼𝗻 In my experience, I’ve seen how diversity initiatives can fall flat without a commitment to equity. Numbers alone don’t create change, systems do. True equity requires addressing the structural barriers that keep people from advancing and it goes beyond simply counting who’s in the room. Here’s how I believe leaders can move beyond diversity numbers and create meaningful change: • 𝙴̲𝚡̲𝚊̲𝚖̲𝚒̲𝚗̲𝚎̲ ̲𝚜̲𝚢̲𝚜̲𝚝̲𝚎̲𝚖̲𝚜̲ ̲𝚏̲𝚘̲𝚛̲ ̲𝚋̲𝚒̲𝚊̲𝚜̲:̲ I’ve seen how subtle biases can influence decisions around hiring, promotions, and leadership opportunities. Leaders need to actively review their processes to uncover and address these hidden biases. • 𝙰̲𝚖̲𝚙̲𝚕̲𝚒̲𝚏̲𝚢̲ ̲𝚖̲𝚊̲𝚛̲𝚐̲𝚒̲𝚗̲𝚊̲𝚕̲𝚒̲𝚜̲𝚎̲𝚍̲ ̲𝚟̲𝚘̲𝚒̲𝚌̲𝚎̲𝚜̲: It’s not enough to have diverse people at the table, they need to be heard. When we ensure that everyone’s ideas are valued, innovation and creativity thrive. • ̲𝚁̲𝚎̲𝚍̲𝚒̲𝚜̲𝚝̲𝚛̲𝚒̲𝚋̲𝚞̲𝚝̲𝚎̲ ̲𝚙̲𝚘̲𝚠̲𝚎̲𝚛̲:̲ Equity means sharing leadership. Underrepresented groups need access to the same mentorship and advancement opportunities as everyone else. •̲ ̲𝙲̲𝚛̲𝚎̲𝚊̲𝚝̲𝚎̲ ̲𝚊̲𝚌̲𝚌̲𝚘̲𝚞̲𝚗̲𝚝̲𝚊̲𝚋̲𝚒̲𝚕̲𝚒̲𝚝̲𝚢̲:̲ It’s critical that teams are held accountable for practicing inclusive behaviors. This means setting clear expectations and following up with real consequences for failing to meet them. • 𝙵̲𝚘̲𝚜̲𝚝̲𝚎̲𝚛̲ ̲𝚙̲𝚜̲𝚢̲𝚌̲𝚑̲𝚘̲𝚕̲𝚘̲𝚐̲𝚒̲𝚌̲𝚊̲𝚕̲ ̲𝚜̲𝚊̲𝚏̲𝚎̲𝚝̲𝚢̲: People can’t thrive if they don’t feel safe being their true selves. I’ve seen how creating an environment where people feel they can speak up without fear of judgment leads to stronger teams and more authentic collaboration. The goal isn't perfection. It's progress. It's creating workplaces where everyone, regardless of their background or identity has a real shot at success and fulfillment. What do you think? #leadership #DEI #highperformance #culture

"Three Ds Boards need: diversity, disagreement, and decisive decision-making to work through sensitive issues and make smart choices." This is a simple, research-based framework created by Ben Hardy, a professor of organizational behavior at London Business School who teaches #ethics, shared in Fortune’s The Modern Board Newsletter. Double click on diversity: Age diversity is important and often overlooked.  🔷 Younger directors have a better grasp of shifting societal values.  🔷 Boards stacked exclusively with seasoned executives who have hard-earned wisdom, may not realize their assumptions about acceptable behaviour are several decades out of date. Double click on disagreement: "Disagreement is also a critical part of addressing an ethical dilemma, but it’d be folly to believe that it happens naturally within teams." In my own experience, diversity and disagreement are inter-connected.   #Diversity without #inclusion at the board table is hollow. 🔷 Board Chairs need to be skilled at drawing out diverse voices and perspectives, and encouraging healthy debate. 🔷 Other directors can also play a role by proactively inviting diverse voices to speak, acknowledging their contributions and ensuring they aren’t dismissed without due consideration. 

Equity in people is more than just a buzzword; it's the foundation upon which successful teams and organizations thrive. It means fostering an environment where everyone's unique strengths, perspectives, and contributions are recognized, valued, and celebrated. I've learned that building equity in people involves several key principles: 1️⃣ Empowering Growth: As a manager, prioritizing the growth and development of team members. Providing them with opportunities to expand their skills and knowledge, encouraging continuous learning and personal development. 📚📈 2️⃣ Inclusive Leadership: Embracing diversity and fostering an inclusive work culture is paramount. By acknowledging and appreciating the differences in our team, we create an environment where everyone feels comfortable and valued, and where their voices are heard. 🗣️💬 3️⃣ Nurturing Potential: Recognizing the potential in each individual and investing in their growth is essential. By offering mentorship, guidance, and constructive feedback, helping them navigate challenges and unlock their full potential. 🌱💡 4️⃣ Encouraging Collaboration: Building equity means promoting a collaborative spirit within the team. Encouraging open communication and teamwork ensures that everyone can share their ideas and work together toward common goals. 🤝🌟 5️⃣ Celebrating Success: Acknowledging and celebrating the achievements of team members is vital. Recognition not only boosts morale but also reinforces the belief that each person's contributions are valued and make a meaningful impact. 🎉🏆 6️⃣ Trust and Accountability: Trust is the cornerstone of equity-building. As a manager, I always strive to foster a culture of trust, where team members feel empowered and accountable for their work, knowing that their efforts are recognized and rewarded. 🔒💼 Being a manager is not just about leading, but also about building a community of empowered and fulfilled individuals who are invested in the organization's success. 🚀💪 Let's continue to build equity in people and cultivate environments where people can flourish and grow. 🌏

A leader in an organisation maximises productivity and output for that organisation by bringing the best out of everyone and the best out of how people combine together. If you are a leader, it is a good moment to find your voice to tell the individuals in your teams that there is power in diversity and that equity and inclusion still matter to you; to set goals around keeping the best of those conversations and programs alive; and revisit them often with your team to assess your progress and test their continued relevance.  It is alarming to see a number of companies backtrack on their programs and their public commitments in this area. However smoothly worded, the role modelling is unfortunate. We live in a complex, globally connected world. Diversity, equity and inclusion programs have been useful in raising awareness of our differences. These programs can provide a common language and often a safe space to use that language to explore those differences, points of ignorance or even ideas on how to come together more productively. Harnessing the diversity that follows good practice boosts creativity, productivity, mental health, motivation, reduces attrition and creates better safety nets on tough decisions (because different perspectives prevent big mistakes). A good time to show your leadership.

Diverse teams are powerful, but only if they’re designed to be. Just putting different people together isn’t enough. What I’ve learned over 11+ years is that true  🧠 Collective Intelligence only emerges when diversity is intentionally activated. 🖌 My Blueprint to unlock it: 🔹 Cognitive diversity It’s about bringing different thinking styles. Teams that embrace divergent ways of solving problems uncover creative solutions that others miss. 🔹 Demographic Diversity The presence of different intersectional identities and lived experiences creates a richer understanding of potential blind spots and unmet needs. 🔹 Experiential Diversity Diverse career paths and life stories equip teams with practical insights that can cut through “tried-and-true” methods that often fail in complex, changing environments. 🔹 Psychological Safety This is the game-changer. Without it, diversity backfires. High-performing teams create a “safe container” where everyone—from the quiet thinkers to the bold disruptors—can voice their ideas without fear. 🔹 Inclusive Decision-Making Diversity is wasted if decisions are still made by the loudest voice in the room. Structured inclusion ensures that varied perspectives aren’t just heard but drive the direction forward. The result? 1️⃣ Faster, smarter decisions: diverse insights reduce blind spots and increase confidence in strategic choices, helping leaders respond swiftly to market changes. 2️⃣ Increased innovation and agility: aligned teams leverage diverse perspectives to solve complex problems creatively and adapt to new challenges with resilience. 3️⃣ Stronger engagement and retention: when teams feel psychologically safe and included, they’re more committed and motivated. This translates to lower turnover and higher morale. The path to unlocking your team’s full potential starts with aligning on the right elements—diversity, psychological safety, and inclusion in decisions. 🤔 P.S. Where is your team on the path to collective intelligence—and what’s your next step?

While representation is a crucial first step in achieving a diverse boardroom, it's not enough to ensure that diverse perspectives are fully integrated into decision-making. Our latest research delves deeper into the complexities of inclusion and highlights the significant benefits that can arise when boards truly embrace diversity. By moving beyond mere representation, organizations can unlock a wealth of advantages, including: 1️⃣ Enhanced decision-making. Diverse boards bring a wider range of experiences, perspectives, and problem-solving approaches to the table, leading to more informed and innovative decisions. 2️⃣ Improved risk management. Diverse teams are better equipped to identify and mitigate risks, as they are less likely to fall into groupthink or overlook potential blind spots. 3️⃣ Enhanced reputation. A diverse board signals to stakeholders, customers, and employees that the organization is committed to equity and inclusivity, boosting its reputation and attracting top talent. 4️⃣ Increased financial performance. Studies have consistently shown that companies with diverse boards tend to outperform their peers financially, demonstrating the tangible benefits of inclusion. To truly harness the power of diversity, it's essential to create a culture of inclusion where everyone feels valued, respected, and empowered to contribute their unique perspectives. This requires intentional efforts to address biases, build trust, and foster a sense of belonging among all board members.