Over two years ago, I began a journey of expanding my support for gender diversity to include men. This shift was not a simple or intuitive one for me. The reason? Men scared me. Having lived on the "inside," I knew all the inside secrets, and this unique perspective had left me wary. I market myself as one leader with two genders' worth of experience because this dual perspective is invaluable. However, my initial apprehension about including men in my advocacy was rooted in fear and misunderstanding.
When discussing creating a workplace where all our staff feel like they belong, it's crucial to remember that "all" includes men. However, it's important to add a caveat here: while men are part of this inclusivity, they still enjoy gender-based privilege, especially in the context of gender diversity. This is a significant reason why I spend time educating businesses about this reality. This acknowledgement does not discount the "not all men" conversation we often hear. I always agree that it's not all men, but we don't know who. If we could identify them, we could be more targeted. Unfortunately, the reality is that men need to talk to other men about these issues and call out behaviours that necessitate women and other marginalised communities to discuss men in the way they do. This shift is not yet widespread but is beginning to take hold, which could minimise the need for these conversations.
The reality of gender diversity is much broader than many realise. It encompasses everyone, not just the LGBTQ+ community or women, but men, too. My earlier focus was on marginalised groups, understandably so, given the systemic inequalities they face. But a crucial realisation dawned on me: true diversity and inclusion cannot exist if it excludes any gender, including men.
This revelation is particularly pertinent given the current global political landscape. With recent and upcoming elections in the UK, US, Canada, and by the end of 2025, in 110 countries, the issue of diversity is more critical than ever. When you realise there are 192 individually named or recognised countries within the United Nations, this means an overwhelming majority of the world is making critical choices about the kind of world we want to live in going forward. That's why now more than ever, while it is growing and evolving and rightly being evaluated, we need to look at the work in the diversity, equity, inclusion, and belonging space as absolutely critical in ensuring that we are contributing positively to not only our organisational culture but also the societal cultures we want to be part of. This applies even more so to global organisations that carry that burden in many different ways across many nations.
An example of this inclusive approach can be seen in one of Kamala Harris's first speeches in Wisconsin. She addressed issues important to her, including reproductive choice. Harris emphasised that women should have the autonomy to understand their bodies and make decisions accordingly rather than having these choices legislated for them. This autonomy is a fundamental aspect of gender equality, and it highlights a significant disparity: no legislation governs men's bodies. In my experience spanning over five decades, men have not faced such legislation.
Supporting reproductive choice means recognising that everyone, whether they support or oppose it, should have the ability to choose. This stance contrasts sharply with state decisions that impose reproductive choices on women, often justified by claims of national values or religious beliefs. These justifications only speak to a portion of the population, ignoring the diversity of beliefs within a society.
Canada provides a powerful example of codified rights through its Charter of Rights and Freedoms. This living document, which can be amended to reflect societal changes, includes protections for gender identity at the national level. When I first came out, it was inspiring to see these protections added, making it clear that discrimination against trans individuals was not just wrong but illegal. This integration into law ensures that the rights of marginalised groups are recognised and protected. However, it’s important to remind readers that while this codified set of rights is commendable, it doesn't change people instantly. People are still people, and bias is still bias. Everything you see happening in many other countries, especially Western-based democratic countries, happens in Canada, too, and it's not always nice.
Globally, we see the influence of individuals and organisations with shared beliefs that they consider superior. Whether it's deciding women's reproductive rights or the legality of LGBTQ+ identities, these influences often impose a narrow worldview on diverse populations. This imposition can lead to extreme consequences, including life-and-death decisions based on identity.
When discussing inclusivity, it's crucial to understand that the secret to successful diversity efforts lies in an organisation's culture. Inclusivity must be a foundational element of an organisation's values, deeply embedded in its DNA. This intentional culture around inclusivity is the powerful secret to bringing everything together.
In the last five or six years, the diversity space has often overlooked the importance of culture. Businesses evaluating their diversity efforts frequently focus on soft values, which are important, but they also need to consider the tangible business benefits. Studies from leading consultancy firms indicate that inclusive cultures can improve bottom-line performance by around 30%. These improvements don't come from simply ticking boxes or superficially including people. They arise when inclusivity is an integral part of an organisation's DNA.
Addressing Backlash and Resistance
When considering the harsh reality of backlash and resistance to any DEIB initiative, it's important to understand some contexts. One key aspect is realising that if an organisation has a weak corporate culture and is not living it every day as part of its DNA, any gaps in how an employee perceives the culture will be replaced with their own personal values. This means you can expect employees to bring their own culture and values to every organisation. Whatever work you are doing that’s working well, the organisational culture comes through because, like it or not, every organisation has a culture. The question is, is it the one you want?
In many countries, including the United Kingdom, the laws basically say that everyone in an organisation has the right to their point of view, as long as it’s within the bounds of what is generally protected by law. For example, you can’t tolerate behaviours that threaten the safety of employees.
When we look at labour law, employees have the right to their own ideas. However, when an organisation has a strong culture that is lived every day, it can create policies that may lead to employee discipline or even termination if there is an incongruence with these policies. In cases where organisations have merely taught their culture once, courts typically rule against them because they’re not seen as living their values daily. This is what I call the "one and done" approach. Conversely, organisations that live their culture every day, integrating inclusion into their DNA, even when discussing fourth-quarter results, are typically favoured by labour tribunals.
I am neither a lawyer nor play one on TV, so you should always seek professional legal advice when evaluating instances in your organisation.
We can also look to politics. In the political spectrum, integrated into the culture of societies, we see that people are for or against various issues. Voting allows citizens to express their preferences, realising that not every country grants this right. In democratic countries, the majority decides which values are upheld. This doesn’t mean every citizen agrees, but it does set the law of the land. If someone disagrees strongly, they may find that the organisation or society isn’t the right fit for them.
An example from my experience in Winnipeg illustrates this. I was involved in the women's movement and was president of the Rainbow Resource Centre. When a radio DJ made vile comments about transgender people, the organisation ultimately fired him after continued unacceptable behaviour. While some assumed it was due to public protest, the reality was that it was his third strike for actions outside the organisation’s cultural values, which was costing them market share and advertising. He remained resistant to change despite efforts to create an ally, leading to his termination.
Achieving this level of cultural integration is not a short-term project. It's not about setting targets for a quarter, half-year, or even a year. It's about living core values daily and ensuring they permeate everything the organisation does. This is why inclusivity must be everyone's responsibility. While a diversity department can oversee and hold people accountable, true cultural change requires everyone to embody these values.
Mental Health and Inclusivity: The Role of Psychological Safety
When discussing mental health and inclusivity, it's essential to highlight the critical role of psychological safety. My focus has often been on ensuring psychological safety for transgender employees while maintaining it for all staff. Creating such an environment is complex and multifaceted, requiring attention to numerous factors. Based on my work and research, here are some key best practices to create a psychologically safe workplace:
Promote Self-Awareness: Building self-awareness within your team is fundamental. Understanding personal biases and typical responses to changes or challenges helps foster an environment where team members feel comfortable sharing their viewpoints. Self-awareness can be developed through tools like 360° reviews and personal assessments​ (Quantum Workplace)​​ (Nectar Recognition).
Communicate with Empathy: Empathetic communication involves active listening, avoiding assumptions, and being open to others' perspectives. This practice helps team members feel respected and heard, which are essential to psychological safety​ (Nectar Recognition).
Foster a Culture of Open Dialogue: Encourage team members to ask questions and share different viewpoints. Create multiple communication channels, such as meetings, emails, and online collaboration tools. This inclusivity ensures that even quieter members have a voice (Quantum Workplace)Â (Nectar Recognition).
Acknowledge and Value Contributions: Recognize and appreciate all contributions, even if they don't lead to immediate action. This acknowledgement builds a culture of respect and inclusion, where employees feel their ideas are valued​ (Leadership Development & Assessment)​​ (Quantum Workplace).
Encourage Positive Dialogue and Feedback: Use positive language to foster honest conversations. Creating an environment where giving and receiving feedback is safe is crucial for continuous learning and improvement​ (Quantum Workplace)​​ (Nectar Recognition).
Lead with Compassion: Beyond empathy, leading with compassion involves taking action to support your team's well-being. This can include providing resources for personal or professional challenges and promoting work-life balance​ (Nectar Recognition).
Create Inclusion Safety: Ensure that all team members feel they belong and are accepted. This includes respecting diversity and fostering an environment where everyone feels they have a voice​ (Nectar Recognition)​​ (Blanchard LeaderChat).
Promote Learning from Mistakes: Encourage a culture where mistakes are seen as learning opportunities rather than failures. This approach supports continuous growth and innovation​ (Quantum Workplace)​​ (Nectar Recognition).
Collect and Act on Feedback: Regularly gather feedback on psychological safety through surveys, interviews, or focus groups. Use this data to make informed improvements and address any issues​ (Nectar Recognition)​​ (Blanchard LeaderChat).
Creating a psychologically safe workplace significantly enhances mental health. It fosters an environment where employees feel valued and respected and express themselves freely. This, in turn, leads to higher engagement, better collaboration, and overall improved performance.
By integrating these practices, organisations can ensure that inclusivity and mental health are foundational elements of their culture, benefiting both employees and the organisation as a whole.
Case Studies and Success Stories
Providing tangible evidence of the benefits of DEIB initiatives through real-life examples can be incredibly powerful. Here are a few success stories from organisations that have effectively implemented DEIB initiatives:
Microsoft
Microsoft has been a leader in integrating diversity and inclusion into its corporate culture. One of their key strategies was to ensure that DEIB is not confined to a single department but is a responsibility shared across the entire organisation. By embedding DEIB into every aspect of its operations, Microsoft has seen significant improvements in innovation, employee satisfaction, and market performance. Their approach includes:
Inclusive Hiring Practices: Microsoft has developed programs to increase the hiring of underrepresented groups, including women, people of colour, and individuals with disabilities.
Employee Resource Groups (ERGs): These groups provide support and networking opportunities for employees from diverse backgrounds, helping to create a sense of belonging and community.
Leadership Accountability: Microsoft holds its leaders accountable for fostering an inclusive culture and integrating DEIB goals into performance reviews.
The result has been a more inclusive workplace that fosters creativity and collaboration, driving innovation and business success.
However, it is important to acknowledge recent developments. In July 2024, there was significant press coverage about Microsoft laying off a portion of its DEIB team. While this raised concerns about the company's commitment to diversity, Microsoft's Chief Diversity Officer clarified that the move was part of a broader strategy to embed DEIB principles into every role within the company. By making DEIB everyone's job rather than confining it to a single department, Microsoft aims to create a more pervasive and integrated approach to inclusivity. This shift highlights the company's ongoing dedication to maintaining and enhancing its inclusive culture, even if the methods evolve over time.
This approach underscores a vital lesson: successful DEIB initiatives require continuous evolution and adaptation. Microsoft’s strategy of integrating DEIB responsibilities across the organisation ensures that these values remain central to its operations, fostering a more inclusive and dynamic workplace.
Google has also made significant strides in DEIB, particularly through its commitment to creating an inclusive environment for LGBTQ+ employees. Their initiatives include:
Supportive Policies: Google offers comprehensive health benefits that cover transgender-related medical care and has a zero-tolerance policy for discrimination and harassment.
Inclusive Work Environment: Google’s office environments are designed to be inclusive and supportive of all employees, with gender-neutral restrooms and dedicated spaces for prayer and meditation.
Employee Training: Google provides extensive training on unconscious bias and inclusive leadership to ensure all employees and leaders are aware of and can address their biases.
These efforts have led to a more inclusive and supportive workplace, which has been reflected in higher employee satisfaction and retention rates.
Procter & Gamble (P&G)
Procter & Gamble is another example of an organisation successfully implementing DEIB initiatives. Their efforts focus on creating an inclusive culture that leverages diversity to drive business growth. Key initiatives include:
Diverse Supplier Program: P&G has committed to increasing its spending with diverse suppliers, including businesses owned by women, minorities, and veterans. This initiative supports economic inclusion and brings diverse perspectives into their supply chain.
Inclusive Advertising: P&G has promoted diversity through its advertising campaigns, which often feature diverse families and challenge stereotypes.
Leadership Development: P&G offers programs for underrepresented groups, ensuring a diverse pipeline of future leaders.
As a result, P&G has seen improvements in brand loyalty, employee engagement, and market share.
SAP
SAP, a global leader in enterprise software, has implemented comprehensive DEIB strategies that have led to significant positive outcomes. Their approach includes:
Autism at Work Program: SAP has a dedicated program to hire individuals on the autism spectrum, recognising their unique talents and contributions. This program has improved workplace diversity and provided meaningful employment opportunities for individuals with autism.
Global Diversity Council: SAP’s Diversity Council drives the company’s DEIB strategy, ensuring alignment with global best practices and local needs.
Inclusive Leadership Training: SAP provides training for all leaders on inclusive leadership practices, fostering a culture where all employees feel valued and respected.
These initiatives have led to higher levels of innovation, employee satisfaction, and a stronger reputation as an inclusive employer.
These case studies demonstrate that effective DEIB initiatives can lead to significant positive outcomes for organisations. By embedding DEIB into their core values and operations, these companies have created more inclusive workplaces and driven innovation, employee satisfaction, and business success. Implementing similar strategies can help other organisations realise the full potential of their diversity initiatives and create a more inclusive and equitable environment for all employees.
The Role of Leadership in Shaping Culture
Leadership plays a critical role in shaping this culture. Leaders set the tone for the entire organisation, and their commitment to diversity, equity, inclusion, and belonging (DEIB) can significantly influence the workplace environment. However, it's important to recognise that while culture is defined from the top down, it is experienced from the bottom up. This means that leadership's vision and values must be effectively communicated and embraced at all levels of the organisation to ensure that every employee feels included and valued.
For a DEIB culture to thrive, leaders must advocate for inclusive policies and model inclusive behaviours. This involves actively listening to employees, being open to feedback, and demonstrating a genuine commitment to continuously improving DEIB efforts. When leaders prioritise DEIB, it sends a powerful message, encouraging all employees to do the same.
Furthermore, leadership accountability is crucial. Leaders should be held responsible for the success of DEIB initiatives, with specific goals and metrics integrated into their performance reviews. This ensures that DEIB is not just a checkbox exercise but a core component of the organisation's strategic objectives.
Creating an inclusive culture requires more than top-down directives. It necessitates fostering an environment where employees at all levels feel empowered to contribute to the DEIB conversation. This can be achieved through:
Employee Resource Groups (ERGs): These groups provide a platform for underrepresented employees to share their experiences and advocate for changes that enhance inclusivity.
Inclusive Leadership Training: Providing leaders with the tools and knowledge they need to lead inclusively, including training on unconscious bias, cultural competency, and effective communication.
Open Dialogue: We encourage open and honest discussions about DEIB topics, where employees feel safe sharing their concerns and perspectives.
By combining top-down leadership and developing an intentional culture with bottom-up experiences, organisations can create a truly inclusive culture that leverages all employees' diverse perspectives and talents. This holistic approach ensures that DEIB is woven into the organisation's DNA, leading to sustainable and meaningful change.
Measuring Success in DEIB
Setting measurable goals and using metrics to track progress in DEIB initiatives is crucial. This can include employee satisfaction surveys, diversity metrics, and tracking the impact of DEIB programs on retention and recruitment. For a more comprehensive understanding of how to measure the success of DEIB initiatives, we have previously written a detailed document on this topic. You can read more about it in our article, "How Can Businesses Effectively Measure the Impact of Diversity and Inclusion Initiatives on Their Bottom Line?" available by clicking on the title.
By referring to this detailed document, readers can gain deeper insights into effective strategies for measuring DEIB success without restating the entire article within this text. This approach allows us to provide valuable information while keeping this article concise and focused.
Training and Education
Ongoing training and education are essential to address unconscious biases and promote an inclusive culture. This can include workshops, seminars, and continuous employee learning opportunities. Investing in these training programs helps build a more informed and empathetic workforce, which is crucial for fostering an inclusive environment.
For organisations looking to enhance their DEIB efforts, we offer various educational services designed to meet your specific needs. Our programs are tailored to address various aspects of diversity, equity, inclusion, and belonging, ensuring comprehensive coverage and impactful learning experiences. To learn more about our educational services and how they can benefit your organisation, please visit our Bespoke Services.
Organisations can create a more inclusive and respectful workplace by providing employees with the knowledge and tools they need to understand and address biases. This commitment to education and continuous improvement is key to achieving long-term success in DEIB initiatives.
Intersectionality in Practice
Intersectionality should be practically applied in the workplace. This involves recognising the multiple facets of employees' identities and addressing the systemic biases and barriers that affect them. Effective policies and procedures must address the intersectional identities of employees, acknowledging and addressing the inequities marginalised groups face.
A holistic approach is essential when considering intersectionality in practice. We recently wrote a post called "Employee Support Through Life Stages: A Holistic Approach," which speaks to supporting employees through various life stages. The same holistic approach applies when implementing DEIB initiatives. You can read our detailed post by clicking on the article title to learn more about this approach.
By adopting a holistic approach and addressing the full spectrum of employees' intersectional identities, organisations can create a more inclusive and supportive environment that recognises and values the diverse experiences of all employees.
Impact of Globalisation and Policy Advocacy
Globalisation impacts DEIB efforts, particularly for multinational companies. Different cultural contexts and legal frameworks require tailored approaches to inclusivity. Organisations must be adaptable and culturally sensitive to implement DEIB initiatives across various regions effectively.
For those interested in a deeper exploration of how globalisation influences DEIB strategies, particularly through the lens of the Embassy Model, we have published a detailed article following our recent conference on this topic. Please read our article "What I learnt about the Embassy Model" to learn more.
In addition to adapting to different cultural contexts, policy advocacy is crucial in promoting broader societal changes. Organisations can significantly advocate for inclusive policies for local, national, and international. This advocacy helps create a more equitable society and reinforces the organisation's commitment to DEIB.
We also explore the Advocacy Model, which addresses how organisations can effectively champion inclusive policies and practices. For more detailed information on the Advocacy Model and how it can be applied, please refer to Dr David Glasgow's report, Opening Up the World.
By understanding and addressing globalisation's unique challenges and opportunities and engaging in policy advocacy, organisations can develop more effective and inclusive DEIB strategies that resonate across diverse cultural landscapes and contribute to societal progress.
The Future of DEIB
Looking ahead, the future of DEIB involves continuous progress and adaptation. Organisations must remain vigilant and proactive in their DEIB efforts, ensuring they evolve with societal changes. This includes leveraging technology, fostering inclusive leadership, and maintaining a commitment to intersectionality.
My Vision for the Future of DEIB
As someone deeply invested in creating inclusive environments, I envision a future where DEIB is seamlessly integrated into the core fabric of every organisation. This future is one where:
Technology is a Key Enabler: Advanced tools and platforms will help organisations better understand and address diversity and inclusion challenges. Data analytics, AI, and machine learning will provide deeper insights into workforce demographics and enable more effective DEIB strategies.
Inclusive Leadership is the Norm: Leaders at all levels will have the skills and knowledge to foster inclusivity. They will lead by example, demonstrating a genuine commitment to DEIB principles and encouraging their teams to do the same.
Intersectionality is Fully Embraced: Policies and practices will recognise and address employees' multiple overlapping identities. Organisations will adopt holistic approaches to support employees throughout their various life stages and unique experiences.
Global and Local Synergy: Multinational companies will successfully balance global DEIB standards with local cultural sensitivities. This will involve continuous learning and adaptation, guided by both global frameworks like the Embassy and Advocacy Models and localised strategies tailored to specific regions.
Policy Advocacy as a Cornerstone: Organisations will implement internal DEIB initiatives and actively engage in policy advocacy. By influencing public policies, companies can help drive broader societal changes that promote equity and inclusion for all.
Sustainable DEIB Efforts: DEIB initiatives will be designed with sustainability in mind, ensuring long-term impact rather than short-term fixes. This sustainable approach will be embedded in organisational values, strategies, and daily operations.
In my role as a working executive, I always said that we keep working until we can no longer create change. We work ourselves out of the job. In fact, it was a way to measure success as a leader: to work yourself literally out of the job of being a leader because they didn't need you, at least in the day-to-day, to get things done. This also served as a check against micromanaging because if you're micromanaging, you cannot step out of the day-to-day and focus on the future.
In the world of DEIB, it doesn't appear that there will ever be an end to the work that needs to be done. However, this does not mean we can't advance many things at different paces to progress and improve continually.
So, when I think of the future, I envision a situation where each individual's unique, intersectional identity is respected and recognised. The question of whether we have rights will no longer be in question; rights will be inherent because we are human beings. While we respect differences, and some differences may cause conflict, the elimination of one group of people to solve differences is not only unacceptable but will also be illegal.
While every country in the world is different, and I do not expect them to be universally the same, basic human rights related to women, living wages, and the ability to coexist in shared spaces will become less contentious because of the work that I and others are doing. I am driven by the need to create safe spaces where everyone feels they belong.
Having experienced what I have, I never want another human being to endure such hardships, regardless of their unique characteristics. Some details of my experiences are covered by nondisclosure agreements, so I can't go into specifics, but suffice it to say that our ability to live, exist, have gainful employment, a place to live, food to eat, and basic healthcare should not be determined by our gender, diversity, sexuality, or any other marginalised aspects of our identities.
Fundamentally, ensuring that inclusivity is part of an organisation's DNA is essential for fostering the cultural change needed to realise the significant benefits of diversity. By viewing every employee through an intersectional lens, recognising their full identities, and ensuring policies reflect this holistic understanding, organisations can create environments where all employees, irrespective of their diverse identities, feel included and valued. This intentional culture of inclusivity is the true secret to unlocking the full potential of diversity initiatives.