By Dr. Poornima Luthra

DEI efforts are becoming increasingly performative, rather than initiating genuine cultural transformation, argues Dr Poornima Luthra. Here, she outlines the need for leaders to develop their genuine conviction in the purpose of DEI for their organisations in order to cultivate diverse and inclusive workplaces.

While organisations in Europe and the world have increased their focus on DEI (diversity, equity and inclusion) in recent years, there is a growing disparity between perception and concrete action. In fact, only 7% of organisations are genuinely building a diverse and inclusive culture, according to the EY European DEI Index^[1].

Approaching DEI with quick-fix quotas and performative efforts may look good on the annual report, but only provide superficial and short-term change. To move beyond performative DEI and achieve meaningful cultural transformation in business, leaders must demonstrate true conviction when it comes to the value and purpose of diverse and inclusive workplaces.

Leading with Conviction – believing in the purpose of DEI

Leading with conviction is about wholeheartedly believing in the purpose of diversity and inclusion. It means being convinced that:

1. Inequity and inequality exist, and that they need to be addressed,
2. Being more inclusive and equitable is the right thing to do, and finally,
3. Your organisation will be better because of it.

Leaders must move beyond regarding DEI as “nice to have”, viewing DEI as a separate initiative that is an “add on” to the organisation’s strategy or considering DEI as something that can be deprioritised, defunded or delegated to HR in times of economic crisis. Leading through conviction is knowing that DEI is a necessary strategic action and priority.

This requires leaders to view the purpose of DEI through the lens of equity, with the main goal to make our workplaces more equitable and fairer for all—to level the playing field and rebalance the power and privilege away from historically advantaged individuals and groups.

From this perspective, the purpose of DEI is fourfold:

1. To mirror the demographics of society

To be equitable and to have adequate representation of the viewpoints of society, organisations need to be representative of the societies in which they operate, at all levels of the organisation. To do this, organisations need to focus on being able to both attract and retain talent, which is what organisations that focus on equity can do. For example, it has been shown that companies with higher levels of gender diversity, accompanied by supporting HR policies, have lower levels of employee turnover.^[2]

2. To ensure employee well-being

Organisations with inclusive work cultures have reduced incidents of interpersonal aggression and discrimination, with women experiencing less discrimination and fewer episodes of sexual harassment^[3], thereby improving employee well-being. A 2016 report by the European commission shows that having LGBT-supportive policies reduces incidences of discrimination, thereby improving psychological health and increasing job satisfaction, while also improving relationships between LGBT employees and their colleagues.^[4]

3. To be a customer-centric organisation

The customers of many organisations today are global and diverse. To truly understand the needs of these diverse markets and customers requires representation internally. Diversity at all levels in the organisation increases the likelihood of representing diverse perspectives and diverse experiences that match a broader and more diverse customer base.

4. To foster creativity and innovation

Innovation flourishes when there is an inclusive culture. Research by Catalyst.org shows us that companies with an inclusive culture and accompanying DEI policies are shown to have a 59.1% increase in creativity, innovation and openness^[5], with diverse and inclusive teams making better decisions 87% of the time.^[6]

Defining the purpose of DEI for your organisation

The evidence supporting the need for DEI is indisputable. Removing barriers to hiring and promoting talent equitably in a culture of inclusion is the right thing to do – understanding DEI’s purpose and believing in it are crucial.

To lead with conviction, leaders must truly understand the purpose of DEI specifically for their organisations. Leaders can start by creating a DEI purpose statement. Ask yourself the following questions:

1. What is the purpose of DEI for your organisation? List what the purpose of DEI is for your employees, team and organisation. Be as specific as possible. Speak to colleagues who have diverse perspectives and experiences across the organisation to understand what they believe the purpose of DEI is.
2. Is your list focused on removing barriers and increasing equity?
3. What about DEI being the right thing or the equitable thing to do? How would you incorporate that into your purpose statement for DEI?
4. Do you think the purpose of DEI is adequately communicated across the organisation? Identify key themes expressed.

Embedding DEI’s purpose

Although it is paramount to have conviction and believe in the purpose of DEI, it needs to translate to changed practices. DEI needs to be embedded into processes, metrics and compensation systems. Leaders need to walk the talk.

With a clear purpose identified, leaders must ensure that:

1. DEI is embedded into the organisation’s strategy. Empower the business to prioritise DEI alongside other business KPIs and objectives.
2. Make a shared commitment as leaders to role-model purposeful, authentic and inclusive leadership for the rest of the organisation.
3. Ensure that the organisation’s board and executive leadership team are diverse, including women, minorities and diverse points of view. Also, engage in creative efforts to diversify the talent pipeline.
4. Create an inclusive culture that fully harnesses the benefits of a diverse talent pool and encourages all employees to contribute and constructively challenge ingrained assumptions and perspectives.
5. Set the tone that DEI is important to the organisation by keeping it on the leadership agenda, asking the right questions and monitoring the relevant data.

Truly moving the DEI needle

In its simplest form, diversity is about valuing uniqueness, equity is about fairness and inclusion is about belonging. DEI is about dismantling and rebuilding systems that unfairly favour some and not others to ensure a level playing field, so that those who have the competencies have access and a chance to be considered for the role. With true conviction in the purpose of DEI, leaders can drive forward concrete action to embed diversity, equity and inclusion into the foundations of their organisations.

About the Author

Dr. Poornima Luthra is a globally recognised expert on developing inclusive workplaces. She is Principal Lecturer at Imperial Business School, a Fortune 500 consultant, keynote speaker and award-winning author of several books, including her latest Can I Say That?, which explores the fear behind today’s DEI backlash and empowers courageous workplace conversations.

References

^[1] https://www.ey.com/de_de/functional/forms/download/2024/02/ey-european-dei-index.

^[2] Maurer, C. C., & Qureshi, I. (2019). Not Just Good for Her: A Temporal Analysis of the Dynamic Relationship Between Representation of Women and Collective Employee Turnover. Organisation Studies., 42(1), 85–107.

^[3] Yu, H., & Lee, D. (2020). Gender and Public Organization: A Quasi-Experimental Examination of Inclusion on Experiencing and Reporting Wrongful Behavior in the Workplace. Public Personnel Management, 49(1), 3–28.

^[4] The Business Case for Diversity in the Workplace: Sexual Orientation and Gender Identity. Report on Good Practices, European Commission: https://www.raznolikost.eu/wp-content/uploads/The-buisiness-case-for-diversity.pdf.

^[5] Women in Business and Management: The Business Case for Change. International Labour Office. – Geneva:ILO, 2019: https://www.ilo.org/wcmsp5/groups/public/—dgreports/—dcomm/—publ/documents/publication/wcms_700953.pdf.

^[6] https://www.kornferry.com/insights/featured-topics/diversity-equity-inclusion/guide-to-dei-in-the-workplace.

The post How European Leaders Can Move From Performative DEI to Genuine Conviction appeared first on The European Business Review.

By Delia Mensitieri, Smaranda Boroș and Claudia Toma

Microaggressions still persist in workplaces due to deeply embedded silencing cultures that discourage reporting and dialogue. This article explores how organisational silence sustains everyday bias and outlines strategies to dismantle it – from diverse leadership and trusted reporting systems to psychological safety, allyship, and intersectional policies – enabling truly inclusive workplaces.

Microaggressions (everyday, stereotyped remarks) remain a deeply entrenched challenge for workplaces across Europe, quietly undermining equity and inclusion despite widespread efforts to implement diversity and gender equity initiatives. Recent surveys reveal troubling persistence in biases: ageism affects about 32% of employees, gender discrimination impacts roughly 25%, and ethnic bias touches 17%, with many marginalised individuals reporting unfair treatment or exclusion on a daily basis. So why, after so many policy reforms and awareness campaigns, do these subtle but damaging behaviours continue to shape the everyday experience for so many workers? The growing consensus is that at the heart of the problem lies a culture of silence; a silent permission that allows microaggressions to persist unchallenged and unexamined within organisational life.

The nature of silencing cultures

Silencing is rarely the result of a single factor; rather, it functions on multiple, interconnected levels. Institutionally, many organisations still lack the transparent, trustworthy channels that empower employees to report concerns without fear of retaliation or dismissal. Sometimes formal policies exist, but if they are cumbersome, unclear, or poorly enforced, they send a clear message: speaking up is risky and unlikely to change anything.

Beyond formal structures, silencing is reinforced interpersonally. When employees share their experiences of bias and are met with denial, minimisation, or defensiveness from colleagues or managers, it invalidates their perspectives and discourages further disclosure. Over time, this fomentation of disbelief or hostility can transform into self-silencing, where individuals internalise these negative messages, suppress their own feelings, and gradually disengage from the organisation. This cycle of silence and exclusion perpetuates a climate where microaggressions become an invisible yet persistent form of harm.

Strategies for dismantling silencing cultures

To shift from maintaining silencing cultures to dismantling them requires intentional, multifaceted strategies that address systemic barriers and empower individuals. Several organisations across Europe have begun to lead the way with concrete actions.

1. Foster diverse and inclusive leadership

Leadership sets the tone for organisational norms. When leadership teams lack diversity, especially in terms of gender and ethnicity, microaggressions are more easily brushed aside or normalised. Diversifying leadership is therefore not a token gesture but a critical lever for cultural change. For example, Unilever has made gender balance in senior management a strategic priority. This commitment does more than improve representation; it helps create policies that are genuinely responsive to diverse perspectives, amplifying underrepresented voices, and fostering an inclusive culture that challenges exclusionary practices. By intentionally cultivating diversity at the top, organisations send a strong signal about their values and create a pathway for lasting systemic change.

2. Build trustworthy reporting mechanisms

Employees need to feel confident and safe when reporting microaggressions. This requires more than just having a policy in place; reporting channels must be accessible, guarantee anonymity if needed, and be backed by a culture of accountability. IKEA stands out for its robust whistleblower system that allows employees to report concerns through multiple confidential avenues, including independent third parties. Transparent follow-up processes and visible organisational responses have helped IKEA build trust among employees, encouraging more people to speak up. When employees perceive that their concerns lead to tangible action and are shielded from retaliation, reporting transforms from a risky gamble into an empowered choice, which in turn disrupts cultures of silence.

3. Cultivate psychological safety through open dialogue

Microaggressions thrive in environments where conversations about discomfort and exclusion are taboo or suppressed. Normalising open and honest dialogue about identity, bias, and workplace dynamics fosters psychological safety – the belief that one can speak freely without fear of punishment or ostracism. Salesforce has pioneered the concept of “Brave Spaces” within its organisation. These are intentional forums where employees gather to discuss sensitive topics related to diversity and inclusion. These spaces are actively supported by senior leaders who listen attentively and respond constructively, creating a culture where difficult conversations become catalysts for understanding and change rather than sources of conflict. When employees feel heard and valued, they are more likely to engage, contribute, and collaborate, ultimately enhancing organisational cohesion and resilience.

4. Empower bystanders and encourage collective responsibility

The responsibility to challenge microaggressions cannot rest solely on those directly affected. Bystanders (colleagues who witness bias or exclusion) are crucial allies in creating an inclusive environment. Training that equips all employees with the skills and confidence to recognize and respond to microaggressions fosters a collective culture of accountability. Accenture, for instance, integrates comprehensive allyship training across its workforce, encouraging employees at every level to act when they observe exclusionary behaviour. This shared responsibility dilutes the emotional burden on marginalised employees and signals company-wide intolerance for microaggressions. Moreover, bystander intervention training cultivates social norms where discrimination is collectively rejected, making the workplace safer and more respectful for everyone.

5. Emphasise intersectionality in education and policy

Microaggressions often arise at the intersection of multiple identities, like gender, race, sexuality, age, and more. Effective inclusion efforts must acknowledge and address this complexity through intersectional education and adaptive policies. PwC has incorporated intersectionality-focused workshops into its diversity and inclusion curriculum, which helps employees appreciate the nuanced ways various identities influence workplace experiences. By regularly engaging with employee resource groups representing diverse backgrounds, PwC ensures its policies remain responding to the real and evolving needs of its workforce. This rigorous attention to intersectionality enables companies to design interventions that are not one-size-fits-all but tailored, sensitive, and inclusive at a deeper level.

The imperative for European organisations

The prevalence of microaggressions and the harm they cause is not merely an ethical issue but a significant business risk. Studies indicate that nearly a third of UK employees have faced microaggressions or discriminatory behaviours by managers recently. This contributes to poor mental health outcomes, decreased job satisfaction, and higher turnover, all of which undermine productivity and innovation.

Addressing these challenges requires more than surface-level initiatives. Without confronting the silencing mechanisms that render such behaviours invisible, efforts remain superficial and fail to foster enduring change. European companies have a unique opportunity to lead by embedding authentic transparency, promoting diverse leadership, ensuring safe reporting, normalising open conversations, and cultivating shared accountability.

When organisations commit to these principles, they not only support the wellbeing and dignity of all employees but also unlock the full potential of a richly diverse workforce. In a global economy that increasingly values inclusion, such commitments are essential for long-term sustainability and competitive advantage.

In conclusion, breaking the silence is the first vital step toward eroding the cultures that sustain microaggressions. Real progress demands courage from leadership and collective action at all levels; only then can workplaces transform into truly equitable spaces where everyone can thrive without fear or exclusion.

About the Authors

Delia Mensitieri is a Doctoral Researcher at Ghent University.

Smaranda Boroș is a Professor of Intercultural Management and Organisational Behaviour at Vlerick Business School.

Claudia Toma is a Professor of Social Psychology and Organizational Behavior at Université Libre de Bruxelles.

The post Breaking the Silence: How Organisations Can Dismantle Cultures that Sustain Microaggressions appeared first on The European Business Review.

By Dr. Poornima Luthra

Why recognizing and overcoming fear is essential for creating truly inclusive organizations

There is evidence of a growing resistance to DEI in organizations, and the reason, argues Poornima Luthra, is fear. Here, drawing on extensive research, she identifies core fears hindering progress and outlines five leadership qualities – openness, curiosity, vulnerability, courage, and resilience – to transform perceived threats into opportunities.

Despite compelling evidence that workplaces remain inequitable and non-inclusive, Europe and the world are seeing a rising backlash against DEI (diversity, equity, and inclusion). Between 2020 and 2023, the number of companies without DEI programmes grew, and leader support dropped by 18 per cent.¹ Deloitte’s 2024 Global Human Capital Trends report finds that while 76 per cent of companies acknowledge the importance of DEI, only 10 per cent are taking concrete action.²

Why aren’t we making more progress?

The Root Cause: Fear

Through research including analysis of 200+ news articles, surveys of 460 respondents, and interviews with 28 global experts, one conclusion became clear: fear is at the heart of DEI resistance. Fear is powerful, often unspoken, and deeply tied to perceived threat. It is also an emotion that elicits discomfort.

DEI initiatives trigger various forms of threat – status, merit, moral, group identity, symbolic, realistic, and more.³ These trigger fear responses. In my data, 52 per cent of respondents feel fear when engaging with DEI, and 56 per cent feel it sometimes or often. The data also shows that we are fearful of fear itself.

Common fears include:

• Not knowing the right words
• Saying or doing the wrong thing
• Conflict when addressing inequity
• Being seen as the “DEI / woke police”
• Career impact when addressing bias

From my research, five primary fears emerged:

1. Fear of Change – fear of losing power, space, familiarity, or business performance.
2. Fear of Getting It Wrong – fear of mistakes, being cancelled, or not knowing enough.
3. Fear of Discomfort – fear of difficult conversations or confronting one’s biases.
4. Fear of Taking Action and Its Consequences – fear of conflict, career risk, or burnout.
5. Fear of Lack of Positive Impact – fear that efforts won’t matter or will backfire.

Understanding the Backlash

Backlash tends to fall into three categories:

• Denial: “DEI isn’t needed; everyone is treated equally,” or “I don’t see colour.”
• Passive resistance: This is the most difficult to detect. People may attend training but avoid meaningful action, delay change, or subtly withhold support.
• Active resistance: Openly blocking DEI efforts through criticism, accusations, intimidation, or fear-mongering (“DEI will rock the boat”).

Backlash can emerge from any group, including senior leaders and DEI practitioners themselves.

Backlash can emerge from any group, including senior leaders and DEI practitioners themselves. A 2024 Institute for Corporate Productivity report shows that managers (37 per cent) and frontline workers (34 per cent) are significant internal blockers.⁴ Even DEI advocates and practitioners sometimes succumb to avoidance because of the emotional toll that is reflected in the average tenure of DEI professionals being just three years.⁵

From Threat to Opportunity: Five Qualities to Overcome Fear

The question becomes: how do we move from seeing DEI initiatives as a threat to viewing them as an opportunity? To effectively overcome our fear, I share five key qualities: openness, curiosity, vulnerability, courage, and resilience in my book Can I Say That?: Your Go-To Guide to Diversity, Equity and Inclusion.⁶

1. Openness: Overcoming the Fear of Change

Addressing fear of change starts with openness to new experiences, ideas, ways of thinking, and, crucially, to people different from us. Openness helps shift DEI initiatives from being perceived as a threat to being seen as an opportunity.

Recognize your privilege. Many leaders struggle with the idea of privilege, associating it with guilt or shame. In reality, privilege is simply a system of unearned advantages available to dominant groups. It is fluid, relative, contextual, and intersectional.

Being open to DEI initiatives requires acknowledging privilege. Awareness of systemic inequities and the advantages we enjoy allows us to become more open to levelling the playing field. Leaders should reflect on privilege across gender, age, ability, appearance, education, race, ethnicity, marital status, and wealth, and consider how it shapes workplace dynamics – from who drives strategy to whose voice is heard.

Debunk the myths. Challenge the myth of meritocracy. While merit matters, bias and privilege play a large role. For example, research shows that 40 per cent of Black women feel they must repeatedly prove their competence, compared to 28 per cent of White women and 14 per cent of men.⁷ Believing that success is solely merit-based can fuel resentment toward DEI initiatives.

Another common myth: DEI doesn’t benefit me. There is plenty of evidence that shows that inclusive workplaces improve overall employee well-being, satisfaction, retention, productivity, engagement, decision-making, and innovation.

Move from a scarcity to an abundance mindset. Viewing DEI as a zero-sum game fosters a scarcity mindset and “power over” models of competition. Melanie Joy’s How to End Injustice Everywhere encourages a shift to a “power with” model, using power in service of the greater good.⁸

DEI isn’t a pie where one person’s slice leaves less for everyone else. The “curb cut effect” illustrates how accessibility benefits everyone; curb cuts for disabled people also help cyclists, parents with strollers, and travellers with luggage. Diverse, inclusive teams solve problems faster, make better decisions, and increase creativity. A 10 per cent rise in perceptions of inclusion reduces absenteeism by nearly a day per employee;⁹  inclusive cultures show a 59 per cent boost in innovation and openness.¹⁰

Decentre yourself. When spaces cater to us, we occupy disproportionate time and opportunities. Imagine favouring one child with all the weekly biscuits; redistributing fairly may feel unfair to the favoured child, though it corrects an imbalance. DEI isn’t about denying anyone opportunities but about addressing systemic inequities.

Leaders can decentre themselves through micro-affirmations: invite unheard perspectives, offer seats on panels to colleagues, advocate for diverse speakers, recommend competent colleagues from marginalized groups, and actively sponsor them, amplifying voices in spaces they might otherwise lack access to.

2. Curiosity: Overcoming the Fear of Getting it Wrong

Addressing the fear of getting it wrong requires curiosity – curiosity to unlearn, learn, and make mistakes. Through curiosity, we expand our understanding of bias and discrimination, enabling us to see DEI not as a threat, but as an opportunity for growth and self-development.

Unlearn and learn. Organizations often reward knowing rather than learning. Many evaluation criteria focus on what we already know, not on how we adapt or challenge assumptions. Understanding bias usually begins with unlearning lifelong assumptions. We need to make the familiar strange, questioning what we’ve taken for granted as “just how it is”.

Language evolves, and DEI terms vary across cultural contexts. In the US, DEI often focuses on racial inequity; in Japan, on gender and age; in India, on caste, gender, and religious inequities. A “glocal” (global-local) approach ensures that language and initiatives are both inclusive and relevant to the context.¹¹

Educate yourself. Experiences of discrimination are not universal. It’s our responsibility to unlearn stereotypes and biases, rather than rely on marginalized individuals to educate us. Many business best practices come from Global North or colonial perspectives. Applying them without context risks ignoring local practices that may be better suited to the environment. Educating ourselves cross-culturally and incorporating local and indigenous knowledge is essential. Decolonizing what we know widens understanding and effectiveness.

Be inclusive in communication. Exclusionary communication may appear minor but accumulates over time, harming psychological and physical health, and reducing productivity and problem-solving. Examples include competency-related comments (“You’re fortunate to be a woman; there are opportunities”), interrupting or speaking over someone, taking credit for others’ ideas, and identity-based assumptions (“Where are you actually from?”).

Leaders can check their language, question phrases reflecting societal stereotypes, and disrupt patterns: say “hers and his” instead of “his and hers,” greet Black or Brown colleagues first in meetings, or challenge assumptions about roles (don’t default to assuming that a builder, lawyer, or doctor is male). Engage inclusively: avoid jargon, ask yourself “flip” questions to check possible bias (would you ask this to a man or White woman?), redirect stolen credit, and challenge interruptions.

Engage in intelligent failures. Mistakes are inevitable, especially in new DEI efforts. Professor Amy Edmondson distinguishes basic failures (human error) from intelligent failures – small, informed mistakes in new territory that provide learning opportunities.¹² While there are some actions that should be avoided at all cost given the harm they cause, approaching DEI work as an experiment helps us to accept mistakes, extract insights, and refine actions. Focus on progress, not perfection.

Ask: What can I learn here? How can my language be more inclusive? What do I need to explore further? Every misstep is a chance to grow personally and advance organizational DEI.

3. Vulnerability: Overcoming the Fear of Discomfort

No one wants to be in a conversation where they feel uncomfortable, guilty, shameful, or as if they are “bad”. Even the possibility of discomfort often keeps people from engaging in DEI initiatives. Yet, to acknowledge the biases within ourselves requires vulnerability.

Get comfortable with discomfort. Everyone is biased. We all rely on mental shortcuts to help us make sense of the information our brain receives. Our biases – consciously or unconsciously – influence our words, actions, and decisions. Many of us feel ashamed of being biased, because we want to be seen as fair and rational, even though few of us are entirely so.

Because bias is associated with being “bad”, realizing that we hold biases or having them pointed out triggers discomfort. But discomfort is necessary; it’s the only way we can recognize and block bias. In DEI work, discomfort is inevitable. The journey toward equity and inclusion will include many uncomfortable moments, yet these moments are natural, expected, and a sign of commitment. They also provide the richest opportunities for self-reflection and growth.

Reframing discomfort can help. Discomfort is where trust is formed, and trust is fundamental to human interactions. By embracing discomfort and having difficult conversations about bias and discrimination, we add positive value; discomfort becomes a tool for building trust and fostering inclusion. Most people instinctively avoid discomfort. Comfort zones aren’t wrong, but staying in them too long dulls our sensitivities. New experiences create new neural pathways that are essential for developing new and inclusive behaviours.

An effective way to mitigate the influence of bias is to challenge your gut. Question instinctive decisions. Ask why and how repeatedly until you are confident you’ve made every effort to block bias from your decision-making process.

Centre the discomfort of others. If DEI initiatives feel uncomfortable, consider how underestimated and historically marginalized groups feel when facing discrimination daily. You may have only recently thought about your race, skin colour, or sexual orientation but, for others, these factors are a constant consideration.

Respond constructively when bias is pointed out. One of the most uncomfortable situations is having our own bias highlighted. Common reactions include defensiveness, avoidance, or walking away. Leaders should instead:

• Listen attentively and limit interruptions
• Avoid defensiveness or dismissing concerns
• Acknowledge the negative impact of words or actions
• Apologize sincerely, without justifying or over-apologizing
• Ask questions to deepen understanding
• Reflect and take feedback seriously

Educate themselves to unlearn what was previously considered acceptable and learn to be more inclusive

Reject binary thinking. We live in a polarized world where we are conditioned toward dichotomous thinking: being pro-DEI is often misinterpreted as being anti-White, anti-men, or anti-cisgender. This false dichotomy shuts down nuanced conversation. Being pro-DEI means critiquing systems, not people. Critiquing patriarchy does not mean hating men; examining racism does not mean hating White people.

To create space for multiple realities to coexist, move from debate to discussion and dialogue. In debates, each party defends a position, leaving one winner and fostering defensiveness. Discussions and dialogues, on the other hand, allow multiple perspectives to coexist. They open space for learning, self-reflection, and examining assumptions while understanding others’ realities.

4. Courage: Overcoming the Fear of Taking Action and Its Personal Consequences

Those engaged in DEI initiatives often fear personal consequences – being labelled the “DEI police”, lacking support, jeopardizing careers, or risking safety. Moving forward requires courage.

Develop your DEI purpose statement. Know your “why”. Why are you involved in DEI work? Why does it matter? In difficult moments, your personal “why” serves as an anchor. Leading with conviction means believing that: (1) inequity exists and must be addressed, (2) inclusion and equity are the right thing to do, and (3) your organization benefits from it.

Identify core values such as fairness, justice, or respect, reflect on what you hope DEI efforts will achieve, and craft a personal DEI purpose statement to guide your actions.

Know what to expect. Negative thoughts about what could go wrong are natural, but avoid catastrophizing. Visualize the consequences of engaging versus not engaging in DEI initiatives. Ask yourself: How likely is the worst-case scenario? What conditions would make it happen? Reflect on past experiences, what might happen if bias goes unaddressed, and how to engage differently to mitigate risks.

Plan your move. Addressing bias and discrimination often requires courageous conversations. Options include addressing bias in the moment, later, or not at all if it’s unsafe. Most biases should and can be addressed.

Use questions and comments in a non-confrontational tone to prompt reflection, e.g., “Can you tell me more about where you are coming from?” or “What was your intention in saying that?” Approach conversations with empathy. Today it’s someone else’s bias, tomorrow it could be your own.

Prioritize self-care. DEI work can be emotionally taxing. Mary-Frances Winters describes the toll as “the extra effort it takes daily to manage microaggressions, discrimination, inequities, or the stories of others, along with the fear, frustration, and anger that result.”¹³  Leaders should watch for diversity fatigue, burnout, isolation, and emotional triggers, noting that the average tenure in DEI roles is just three years.¹⁴

To manage these challenges, build support systems and allies; process feelings by asking, “What am I feeling?” and “Why?”; set boundaries around emotionally draining work; and give yourself grace by keeping realistic short-term expectations while pursuing long-term goals.

5. Resilience: Overcoming the Fear of Lack of Positive Impact

Those engaged in DEI initiatives may sometimes feel helpless, as if, no matter what they do or say, change won’t happen. This fear comes from underestimating how long it takes to nurture truly diverse, equitable, and inclusive organizations. Overcoming it requires resilience.

We need to be in this for the long haul. Systemic and cultural bias have been built over centuries and will take time to dismantle and replace.

Be patient. In our fast-paced world, we expect actions to yield results quickly. When it comes to DEI initiatives, we need to rethink that approach. The lack of diverse representation, inequitable systems, and non-inclusive cultures stems from systemic and institutional bias with deep roots in colonization, slavery, and capitalism. Dismantling these systems of oppression will take time.

There is no easy fix. We need to be in this for the long haul. Systemic and cultural bias have been built over centuries and will take time to dismantle and replace. Patience does not mean we shouldn’t act, but we must have realistic expectations of the speed at which we’ll see impact.

Start small and build. Change happens through consistent, everyday actions. Occasional grand gestures are useful, but frequent, small actions by many people create the foundation for lasting cultural change. Examples include acknowledging presence through eye contact and listening, validating identities by respecting names and pronouns, appreciating contributions, and actively sponsoring competent individuals from underrepresented groups.

Focus on progress, not perfection. Mistakes are opportunities to unlearn, learn, and grow. Concentrate on inclusive actions rather than immediate outcomes. Results will come, often in unexpected ways. Small actions create ripple effects that drive broader change.

Make systemic and cultural change happen. Avoid performative DEI actions. Ask: Does this activity block bias and dismantle inequity in organizational systems, structures, processes, or culture? Effective initiatives may include inclusive hiring and talent development, pay equity exercises, accessible facilities, flexible working options, and involving diverse stakeholders in product or service design.

Trust the purpose of DEI initiatives. At their core, DEI efforts aim to level the playing field and create inclusive, representative workplaces. Having trust that DEI is the right thing to do sustains hope when progress seems slow. Resilience grows from this trust. When shared values, collective action, and trust are present, setbacks become opportunities to learn and persevere rather than reasons to give up.

The Way Forward

Change is not straightforward or easy, but change is what is needed to create more diverse, equitable, and inclusive workplaces. DEI will not be “solved” by 2025 or 2050. There is no end date; we are in it for the long haul. Learning to recognize our fears and how to overcome them is the first step on a journey towards a more inclusive world.

The question for business leaders today is clear: Are you ready to lead through fear?

About the Author

Dr. Poornima Luthra is a globally recognized author, keynote speaker, and DEI expert. She has written four acclaimed books, including Can I Say That? (2025). Ranked among Thinkers50’s top 30 emerging management thinkers, her works have twice been named among the year’s 10 best management books.

References 

1. DDI (Development Dimensions International) “Global Leadership Forecast 2023”,

2. Deloitte 2024 Global Human Capital Trends

3. Shuman, Eric & Van Zomeren, Martijn & Saguy, Tamar & Knowles, Eric. (2022). “Defend, Deny, Distance, and Dismantle: A Measure of How Advantaged Group Members Manage Their Identity”. 10.31234/osf.io/6d4qc.; https://hbr.org/2023/03/to-overcome-resistance-to-dei-understand-whats-driving-it; Plaut, Victoria & Romano, Celina & Hurd, Kyneshawau & Goldstein, Emily. (2020). “Diversity Resistance Redux in Diversity Resistance in Organizations”, 10.4324/9781003026907-6.

4. https://www.i4cp.com/article/whos-challenging-workplace-de-i-efforts-managers

5. Weeks, K. P., Taylor, N., Hall, A. V., et al. (2024). “They say they support diversity initiatives, but they don’t demonstrate it”: The impact of DEI paradigms on the emotional labor of HR & DEI professionals. Journal of Business and Psychology, 39(2), 411–33.

6. Luthra, P. (2025). Can I Say That?: Your go to guide for diversity, equity and inclusion (2nd ed.). Publishing Rebel.

7. LeanIn.Org and McKinsey & Company, “Women in the Workplace 2019”.

8. Joy, M. 2023. How to End Injustice Everywhere: Understanding the Common Denominator Driving All Injustices, to Create a Better World for Humans, Animals, and the Planet. Lantern Publishing & Media

9. Juliet Bourke and Andrea Espedido, Why Inclusive Leaders Are Good for Organisations, and How to Become One, Harvard Business Review, March 29, 2019.

10. Juliet Bourke and Andrea Espedido, Why Inclusive Leaders Are Good for Organisations, and How to Become One, Harvard Business Review, March 29, 2019.

11. Luthra, P. (2022, March 21). “Do your global teams see DEI as an American issue?”, Harvard Business Review. https://hbr.org/2022/03/do-your-global-teams-see-dei-as-an-american-issue

12. Edmondson, A. C. (2023). The right kind of wrong: The science of failing well. Atria Books.

13. Winters, M. (2020). Black fatigue: How racism erodes the mind, body, and spirit. Berrett Koehler Publishers.

14. Weeks, K. P., Taylor, N., Hall, A. V., et al. (2024). “They say they support diversity initiatives, but they don’t demonstrate it”: The impact of DEI paradigms on the emotional labor of HR & DEI professionals. Journal of Business and Psychology, 39(2), 411–33.

The post Leading Through the Fear of DEI: A Guide for European Business Leaders appeared first on The European Business Review.

By Dr. Drew B. Mallory

The “one-size-fits-all” model of Diversity, Equity, and Inclusion (DEI)—largely exported from the United States—is collapsing under the weight of political backlash and cultural irrelevance. This is not a retreat, but a necessary evolution. The future belongs to leaders who replace performative compliance with Contextual Intelligence, leveraging indigenous frameworks like Kreng Jai, Ubuntu, and Interculturalism to build resilient, high-performing global teams.

The headlines in 2024 and 2025 have been relentless: corporate giants rolling back diversity initiatives, universities shuttering inclusion offices, and a legislative assault in the United States branding DEI as “divisive” and “illegal.” To the casual observer, DEI is dying. To the global strategist, however, this “death” is the most positive development in management history.

What is dying is not the value of inclusion, but the hegemony of a specific, Western-centric, largely American delivery mechanism. For decades, multinational corporations (MNCs) and universities have treated DEI as a franchise model, exporting American definitions of race, gender, and identity to subsidiaries in Bangkok, Berlin, and Johannesburg, expecting identical results. It failed because it ignored a fundamental business truth: culture eats strategy for breakfast.

The demise of “copy-paste” DEI clears the wreckage for something far more robust: Contextual Inclusion. This new era demands that leaders trade the blunt instrument of compliance for the precision tool of Contextual Intelligence—the ability to interpret and react to changing surroundings—and build inclusion frameworks that resonate with, rather than impose upon, local values.

The Cost of the “Copy-Paste” Failure

The economic imperative for diversity remains irrefutable. McKinsey’s 2023-2024 analysis confirms that companies in the top quartile for ethnic diversity are (still) 39% more likely to outperform peers in profitability, and diverse teams are (still) 70% more likely to capture new markets. Yet, global firms are also (still) failing to realize these gains because their inclusion strategies are culturally tone-deaf.

In Asia, Western models of “radical candor” and “speaking up” often crash against the bedrock of high-context communication styles. A psychological safety program that demands public vulnerability may succeed in New York but can be actively harmful in Bangkok. Inclusion here must navigate local cultural analogues: Mianzi (face) in China, Hiya (shame/propriety) in the Philippines, and Kreng Jai in Thailand—a desire to maintain social harmony and avoid imposing on others.

Meanwhile, In Europe, the imposition of US-style racial categories often clashes with the continent’s distinct “Interculturalism” approach, which prioritizes social cohesion and dialogue over rigid identity politics. The “death” of this monolithic model is a correction. It allows organizations to stop performative box-checking and start building frameworks rooted in local reality.

From Compliance to Context: Global Frameworks for the Future

If the Western model is receding, what takes its place? The future of inclusive leadership is being written in the Global South and Europe, where institutions are innovating frameworks that merge local wisdom with global standards.

1. Southeast Asia: The “Bamboo Ceiling” and Kreng Jai

In Southeast Asia, the Western insistence on “assertiveness” as a leadership trait has created a “Bamboo Ceiling” for local talent—a term coined by leadership strategist Jane Hyun to describe how Asian professionals are often stalled in middle management. Hyun’s research highlights that multinational firms frequently overlook high-potential Asian leaders because they do not fit the extroverted Western ideal. This is a failure of context, not competence.

Contextually intelligent leaders recognize characteristics like Kreng Jai not as passivity, but as a mechanism for group cohesion. Instead of forcing public debate (“speaking up”), they build “relational safety” through private consensus-building, honoring the local preference for harmony while still extracting diverse viewpoints.

2. Africa: Ubuntu and Values-Based Leadership

While the West debates individual rights, African business philosophy offers Ubuntu—”I am because we are.” Unlike Western models that focus on protecting the individual from the group, Ubuntu emphasizes the interdependence of the individual and the community. Research from the University of Cape Town Graduate School of Business (UCT GSB) demonstrates how this philosophy can be operationalized into “values-based leadership.” In this model, a leader’s legitimacy is derived entirely from their ability to nurture the community, shifting the goal of DEI from “representation” (counting heads) to “interdependence” (making heads count). This approach enhances employee engagement and resilience in volatile markets more effectively than imported compliance models.

3. Europe: Interculturalism over Multiculturalism

Europe is increasingly moving toward “Interculturalism,” a policy paradigm championed by the Council of Europe and the Intercultural Cities Programme. This differs significantly from US/UK Multiculturalism. While multiculturalism often leads to parallel lives (co-existence), interculturalism emphasizes interaction and the forging of a common public culture. For European businesses, like those challenging US attacks on DEI, this means moving beyond “diversity days” to structural programs that force cross-cultural collaboration, viewing diversity as a resource for innovation rather than a legal category to be protected.

The Role of Business Education

Business schools can be the incubators of this new leadership mindset. Here in Southeast Asia, Sasin School of Management stands as a proof to the power and impact of contextual inclusion. We are the only business school in Thailand to be listed on the Financial Times (FT) Top 100 and was recently ranked within the top 5 schools in ASEAN for diversity. We are also the only business school in the world to be featured for two consecutive years on the INvolve Outstanding Executive Role Models lists, supported by YouTube.

We did not achieve this recognition by copying Western curricula. Instead, we operationalized inclusion through projects that matter here. We operationalize inclusion through projects like the Neurodiversity at Work Research Centre (NWRC), which helps companies identify the high-value skills of neurodivergent talent to meet local employment quotas. We also lead by example with initiatives like our canteen program employing ex-convicts, proving that we are leaders in a country that once put little effort into these issues. Similarly, while the United States built a frenzy of anti-trans legislation, our T*Factor study—the world’s first academic research on trans* professional leadership in a non-Western context—found that successful Thai trans* leaders leverage Nata (social face) and Gam (karma) to build resilience. We have further supported this work with our LGBTQI+ Inclusion Toolkit, now adopted by dozens of local and MNCs.

Practical Advice for Leaders

The “death” of DEI is actually the birth of sustainable inclusion. Here are some ways that leaders can navigate this shift:

Conclusion

DEI is not dead; it is shedding its skin. The rigid, colonial implementation of diversity initiatives is expiring, making way for a living, breathing practice of inclusion that honors local wisdom. By embracing Contextual Intelligence, leaders can stop fighting culture wars and start building the high-performing, culturally attuned organizations that the 21st century demands.

About the Author

Dr. Drew B. Mallory is a Professor of Management and Organizations at Sasin School of Management (Chulalongkorn University) in Bangkok. He is an inclusion strategist and researcher who directs the Neurodiversity at Work Research Centre (NWRC). Dr. Mallory was named an Outstanding Executive Role Model by INvolve in 2024 and 2025 for his work in operationalizing inclusion in non-Western contexts.

The post DEI is Dead. Long Live (Contextual) Inclusion appeared first on The European Business Review.

By Julien Billion, Jérémie Renouf, Claire Doussard and Jonathan Labbé

Entrepreneurship is often promoted as a pathway to autonomy for people with disabilities, yet it frequently relies on fragile and informal support systems. This study shows how social, economic, and care-related dependencies shape entrepreneurial viability, calling for stable, co-designed support mechanisms that foster long-term autonomy rather than precarious independence.

Entrepreneurship as a fragile alternative

Entrepreneurship is celebrated as a path to autonomy, resilience, and self determination. For people with disabilities, it is presented as a response to labor market exclusion, offering flexibility where salaried employment falls short. Yet behind this optimistic narrative lies a more complex reality, one in which support networks both enable and constrain entrepreneurial action. People with disabilities are more likely than the general population to turn to self employment, not by choice but by necessity. When salaried employment remains inaccessible, entrepreneurship appears as an alternative path. What initially promises autonomy can, however, quickly become isolating.

Jessica, who eventually returned to salaried employment, explained: “When you’re an entrepreneur, you need people around you; it’s best if there are at least two of you. That wasn’t the case, so I just got tired of it.” For certain entrepreneurs with disabilities, support is not optional. Daily work depends on family members, caregivers, colleagues, or informal professional networks that compensate for inaccessible infrastructures, rigid institutions, and missing accommodations. Marwa, who has a motor disability, described her daily constraints clearly: “I have someone who takes care of me at fixed times, and outside of those times, I have no one to help me.” Public assistance, she added, only partially covers her needs: “I have 4 and a half hours a day. It’s not enough.” Such support provides stability, but only within strict limits. Assistance is confined to the private sphere and remains unavailable in professional environments. Entrepreneurial activity becomes closely tied to care schedules, limiting mobility, growth, and strategic choices. Other entrepreneurs rely on informal help. Jean depends on a secretary to manage inaccessible digital tools. Octave regularly asks the coworking space manager for assistance. Samir relies on his business partner to make phone calls when interpretation services are unavailable. These arrangements function only as long as relationships hold. Support is neither guaranteed nor formalized, making social capital inherently fragile. Family members play a central but ambivalent role. Marc and Jerry both rely on their mothers to facilitate communication with clients and partners. Marc explained: “Without my mother, I miss most of the exchanges.” At the same time, he insisted: “I prefer my mother to stay in the background.” Family support enables participation while threatening professional legitimacy and personal independence. Entrepreneurs must constantly negotiate how visible this assistance should be, balancing credibility, stigma, and autonomy.

The economic cost of dependence

Social capital also shapes economic viability. Entrepreneurs with disabilities face structural costs that others do not, including assistive technologies, interpreters, adapted equipment, and accessible workspaces. Lucie noted: “The costs of assistance are high and reduce my profit margins.” Oscar echoed this experience: “The costs associated with these services are significant, but essential.” Marie highlighted the emotional dimension of this dependence: “It also reminds me that my independence depends on this financial support.”

In some cases, economic resources are accessible only through social relationships or public aid. While these resources enable business creation, they remain unstable and insufficient for long term development. Entrepreneurs are forced to assemble short term solutions rather than build sustainable growth models. For some, this pressure becomes decisive. Sophie, who runs a digital services business, admitted: “With the additional expenses of support and the need to stay technologically up to date, I often wonder if salaried employment wouldn’t be more financially stable.”

Managerial and policy implications

Supporting entrepreneurs with disabilities requires moving beyond a narrow focus on access and start up assistance. Long term entrepreneurial viability depends on stable and predictable support mechanisms that explicitly account for recurring disability related costs rather than treating them as exceptional expenses. Reducing reliance on informal goodwill is equally critical. When assistance depends on personal relationships, entrepreneurs remain exposed to disruption and loss of autonomy. Investing in accessible infrastructures, professional support services, and standardized accommodations can significantly reduce this vulnerability. Evaluation practices also need to evolve. Traditional performance indicators often overlook structural inequalities and additional costs borne by entrepreneurs with disabilities. Investors, incubators, and public agencies should integrate these constraints into their assessment frameworks instead of interpreting lower margins as weaker performance or lower ambition. Finally, entrepreneurs with disabilities should be directly involved in the design of support programs and policies. Co designing initiatives with those concerned increases their relevance, limits unintended dependency effects, and strengthens long term empowerment.

Entrepreneurship is not a universal solution to exclusion, but it can offer opportunities under certain conditions. For entrepreneurs with disabilities, outcomes depend both on individual capacities and on how social, economic, and institutional systems interact. Support plays a critical role, although its impact depends on how it is structured and sustained. When carefully designed and embedded over time, support systems can strengthen autonomy and contribute to sustainable entrepreneurial independence.

About the Authors

Julien Billion is Professor at ICN Business School and affiliated researcher at the University of Lorraine (CEREFIGE). Trained as a social worker, he holds PhDs in Sociology and Management Science. His research focuses on social innovation and social entrepreneurship.

Jérémie Renouf leads the Entrepreneurship specialization and the incubator at ISC Paris. His expertise lies in inclusive entrepreneurship. He holds a PhD in Entrepreneurship and has previously worked as a Startup Project Manager at EDF, as an Entrepreneurship Advisor at AFE (today Bpifrance), at Boulogne-Billancourt City Hall, and as an Incubator Project Manager at Cnam.

Claire Doussard is an Assistant Professor of Urban Planning and Design at the Ecole Spéciale d’Architecture and an Associate researcher at the AHTTEP Laboratory in Paris. Her research focuses on the socio-environmental approaches of urban design and disability. 

Jonathan Labbé is an Associate Professor of Finance at IAE Nancy School of Management (University of Lorraine) and a researcher at the CEREFIGE research center. His research focuses on entrepreneurial finance.

The post Designing Support Systems That Empower Entrepreneurs with Disabilities appeared first on The European Business Review.

By Leanne Maskell

As AuDHD – the co-occurence of autism and ADHD – awareness grows, employers face new legal and cultural challenges. Here, Leanne Maskell explores how equality law applies to neurodivergent employees, why single-condition approaches fall short, and how proactive, systemic inclusion strategies can reduce legal risk while supporting innovation, wellbeing, and performance.

When diagnostic manuals changed in 2013 to allow dual diagnosis of autism and ADHD, few employers anticipated the legal complexity this would create. Today, with research suggesting up to 70% of autistic individuals also meet ADHD criteria, organisations face a pressing challenge: how to support employees whose neurodivergence doesn’t fit neatly into pre-defined boxes.

The term AuDHD describes this co-occurrence, and it represents far more than a new buzzword. For businesses, it signals a fundamental shift in how workplace disability law must be understood and applied.

The Legal Reality

Under equality legislation including the Equality Act 2010, both autism and ADHD can be recognised as disabilities, triggering mandatory duties for employers to provide reasonable adjustments. However, many AuDHD employees remain undiagnosed or misdiagnosed, with research indicating that between 89-97% of autistic adults over 40 have never received a formal diagnosis.

The legal test for disability is precisely that: legal, not medical. Formal diagnosis is not required for an employer’s proactive duties to be triggered, which means that employers cannot simply wait for disclosure or diagnoses. Once they become aware, or reasonably should have become aware, that an employee may be disabled, legal obligations commence.

Employment tribunal claims relating to disability discrimination have surged, rising by a third in just one year in the UK. With compensation awards uncapped, and cases occasionally reaching millions of pounds, the financial risk is substantial. The average award runs to tens of thousands, but recent cases include a £4.5 million settlement for an employee with ADHD and PTSD dismissed during probation.

Why AuDHD Complicates Compliance

Single-condition approaches to neurodiversity risk falling short of legal duties. When autism and ADHD co-occur, traits interact in complex ways. ADHD may drive impulsivity and rapid decision-making, while autism brings a preference for structure and routine. This combination can produce both exceptional problem-solving capabilities and internal conflict.

Similarly, autism’s capacity for intense, sustained focus combines with ADHD’s interest-driven nervous system to create employees who excel dramatically in areas of passion but struggle with mundane administrative tasks. As a result, performance may appear inconsistent through a conventional lens, but makes perfect sense when both conditions are understood together.

Employers who implement adjustments designed solely for autism or ADHD in isolation may inadvertently disadvantage AuDHD employees, exposing themselves to discrimination claims from individuals who don’t fit the expected profile.

Practical Strategies for Legal Protection

Rather than attempting to master every diagnostic nuance, organisations should focus on systemic approaches:

1. Implement neuroaffirmative training that moves beyond labels. Train all staff to recognise signs of vulnerability and approach colleagues with curiosity rather than judgment. This reduces the fear of disclosure while equipping teams to handle difficult conversations constructively.
2. Ensure managers understand their legal exposure. Managers and HR professionals can be held personally liable for failures to meet legal obligations around disability. They don’t need to become medical experts, but must recognise their duty of care and understand when to seek guidance.
3. Create robust, accessible policies. Clear reasonable adjustments policies ensure consistency and accountability, providing straightforward processes that anyone can follow with confidence. Policies should explicitly state that adjustments aren’t limited to specific diagnostic labels, reducing barriers for those with complex or co-occurring conditions.
4. Consider specialist coaching resources. Building in-house AuDHD coaching expertise allows organisations to navigate industry-specific requirements while demonstrating genuine commitment to inclusion. This transforms potential legal liabilities into competitive advantages.

Beyond Compliance

The business case extends far beyond risk mitigation. With 51% of neurodivergent employees reporting time off work due to their neurodivergence, and workplace absences at 15-year highs, the cost of inadequate support is measurable – and significant.

Providing adjustments purely out of legal obligation leads to reactive firefighting. Employers who instead tailor environments to individuals unlock not just compliance, but creativity, loyalty and innovation. When almost 1 in 4 people are disabled under the legal definition, supporting all employees effectively isn’t a niche concern, but a core business strategy.

The legal framework around AuDHD is complex simply because human neurology is complex. However, the fundamental principle remains straightforward: understand difference, support it systematically, and treat legal compliance as the floor, not the ceiling, of workplace inclusion. This isn’t about special treatment for individuals, but updating workplace cultures for the realities of our post-pandemic world, making them work for every mind.

About the Author

Leanne Maskell is National Specialist Coach of the Year, the founder of ADHD coaching company, ADHD Works, and best-selling author of AuDHD: Blooming Differently  and ADHD Works at Work

The post AuDHD and Workplace Law: Avoiding Pitfalls, Unlocking Potential appeared first on The European Business Review.

Employment law, like so many aspects of 21st-century life, is subject to constant evolution. It’s challenging for employers, who must be aware of their legal responsibilities at all times, but also for employees, who need to know exactly where they stand. Enter Tessa Harris and her team at Redmans.

You have built an impressive career in employment law, now serving as Employment Law Director at Redmans. What inspired you to specialise in this field?

Having a family who are largely in the medical profession, I have always been interested in medicine and healthcare (even questioning whether, at one point, I chose the right profession). So, I initially wanted to specialise in clinical negligence.

However, during my Legal Practice course, which I carried out at the University of the West of England in Bristol, clinical negligence was not a topic to specialise in, so one of my optional modules was employment law. Since it felt easier than my other modules, I enjoyed it the most out of all.

It is also fast-paced and ever-changing, which means I have to be on my toes. I benefited from knowing the law and understanding my rights as an employee, as did my friends and family when ad hoc advice was needed.

Following the end of my university life, as luck would have it, a paralegal opportunity arose in the Employment team at Lyons Davidson solicitors. And although I grabbed the opportunity merely because it was one foot in the door in an incredibly competitive industry, I quickly discovered how much my enjoyment of employment law actually increased in practice.

I found employment law to be highly relatable, as most of the population is employed or in some form of work capacity. It is also fast-paced and ever-changing, which means I have to be on my toes. I benefited from knowing the law and understanding my rights as an employee, as did my friends and family when ad hoc advice was needed.

I love that I can help so many people, and every person’s case is different. I couldn’t imagine being in a position where some of my clients find themselves having been unfairly dismissed or discriminated against. But I can, however, as an employee, sympathise with them. I am therefore able to show a human / relatable side of being a lawyer, which can be lost in other legal areas.

How have your academic and professional experiences, including your master’s in Clinical Negligence, shaped your approach to employment law and client advocacy?

I say this to many aspiring lawyers that a degree, the Legal Practice course, and a training contract are all useful to gain the basics of the theoretical side of law. However, I only had a firm grasp of what I was doing once I had a caseload myself, and I was applying the theoretical side of law to actual real-life situations.

Nothing can prepare you for dealing with those initial client calls, drafting and submitting your first claim form, or representing your client, during the first preliminary hearing.

As Employment Law Director, you balance client work with mentoring and guiding your legal team. What principles define your leadership style in such a people-focused area of law?

Being a specialist in employment law, I know first hand how poor management can result in significant repercussions. So, I am always conscious of ensuring that I strike a fine balance between acting in the best interests of the firm as a business, as well as my team.

The most important principle is that I will always listen and take opinions and points on board. If I can find a solution, fantastic; if I can’t, I will suggest alternatives.

Because of the nature of my role and my experience, I have developed empathy and look to understand the “why” before reaching a conclusion. While I honestly communicate the potential issues that may occur, I also look to work with my team to reach a conclusion and a way forward.

Moreover, part of managing a team is being able to make difficult decisions. So, having an open and transparent dialogue and offering support from the start allows those difficult decisions to be communicated with discussion and suggested options, where equal respect is offered both ways.

I am very fortunate to work with an incredible team, where we have developed a fantastic working relationship. As a collective, we work on solutions and ways forward and always support one another.

Redmans is one of the few UK firms that focus solely on employment law and has earned recognition for its success in resolving cases efficiently. What makes Redmans’ approach distinctive, and how does this shape your work with clients and colleagues?

The lawyers we hire are key to maintaining our high levels of success at Redmans solicitors. We pride ourselves on being approachable and try to offer solutions where clients may feel there are none.

In our initial calls, we will always offer advice and suggest best ways forward for clients. We believe that the human approach is key, as empathy and understanding are so important.

While more experience will assist with having these skills, we also ensure that our new recruits are the right fit for not only working as a team but, equally, for offering the same level of approachability and professionalism that our clients come to expect.

The discussion around employee empowerment and day-one rights has become increasingly important. How do you think these developments are influencing workplace culture and employer responsibilities?

It’s significantly reshaping workplace culture and redefining employer responsibilities. As employees increasingly expect greater autonomy, fair treatment, and a voice in decision making, organisations are being challenged to create more inclusive, transparent, and supportive environments, which in my view is a positive way forward.

Employers are expected to offer more by way of training, communication, and mental health support to meet the expectations of this new workplace culture.

Workplace culture is shifting from traditional, top-down management to more collaborative and flexible styles. This then allows employees the space to be more engaged, motivated, and innovative, which can lead to higher productivity. However, this also means that employers are expected to offer more by way of training, communication, and mental health support to meet the expectations of this new workplace culture.

Employers are now, more than ever, accountable for creating safe and respectful workspaces. It requires a review of pay equality, work-life balance, diversity and inclusion, and harassment prevention. A higher onus is on employers to ensure that employees are safe, and if day-one rights come in (which seems likely), the risk to employers is far more significant. Thus, policies and procedures will need to be reviewed carefully, legal advice sought and prepared in readiness for this change.

Mental health and well-being have become top priorities in many workplaces. How do you see employment law supporting this shift toward healthier and more inclusive working environments?

The law hasn’t changed much since the implementation of the Equality Act 2010, which protects those who have a disability from discrimination. Although not everyone who struggles with mental health issues will be considered disabled, that does not necessarily mean that employees who do struggle with mental health have nowhere to turn to.

Health and safety regulations require employers to provide a safe physical and mental working environment, reducing risks of injury and stress. So, businesses are now swiftly adapting their ways of working to accommodate mental health and provide support systems in place.

Implementation of stress risk assessments at work and providing hybrid working for a positive work-life balance are two areas which employers seem to adopt at present. Additionally, employment law covers areas such as equal pay, protection against unfair dismissal, flexible working rights, and parental leave, all of which contribute to an employee’s well-being and work-life balance.

From your experience handling cases such as disability discrimination and absence management, what key trends or challenges are shaping employment law today?

Since COVID, employers have adopted hybrid working, which has improved work-life balance. However, now that some time has passed, some have reduced that flexibility or removed it completely. This has resulted in many employees, who have relied upon such flexibility to manage their mental health and personal circumstances, feeling disgruntled and stressed.

So, the vast majority of discrimination claims that I now receive are with a greater focus on mental health as a disability.

In the past, physical impairments were traditionally the conditions relied upon for disability discrimination claims. However, with the growing recognition of mental health conditions, such as anxiety, depression, and PTSD, employers are increasingly required to consider adjustments for mental-health-related absences or performance issues, even before determining whether the condition is in fact a disability or not. This helps to ensure that they have taken steps to protect themselves from the possibility of litigation.

There is also more of an emphasis on reasonable adjustments being implemented at work. A rising expectation for employers is that they be proactive in ensuring that adjustments have been discussed and implemented.

Moreover, employers are expected to consider each individual pattern of absence per employee, as a generalised absence-management policy tends to be outdated and rigid in structure. Adapting a more flexible way of managing absence would show that care and attention have been given to the individual’s needs.

Failure to do the above can lead to grievances being raised and, again, litigation.

Looking ahead, how do you see employment law evolving to meet the changing expectations of employees and employers in the future world of work?

As employee awareness grows and their rights increase, so will litigation matters. With day-one rights likely to be implemented as well, employment law practitioners are likely to see an influx of cases, which will have a knock-on effect on the capacity of Acas and the Employment Tribunal.

I foresee an increase in not only unfair dismissal claims but, given how the culture is shifting, in disability discrimination claims, specifically failure to make reasonable adjustments, as well as discriminatory dismissals by way of sickness absence.

Employers will need to have a sound business justification for removing or reducing flexibility around hybrid working. While, at present, Employment Tribunals tend to avoid interfering with how a company wants to run its business, if there is no sound commercial reason for the justification, this could result in Tribunals finding that such action is unlawful. Again, employers should be considering, therefore, why they need to change, what the pros and cons are, and what alternatives can be offered to assist those most in need.

Fairness and inclusion are key. A reasonable employer will now be expected to include its employees in decision-making processes, consider individual needs based on any underlying medical condition, and adopt a supportive and understanding environment. If an employer does not, there is likely to be a significant litigation risk.

Executive Profile

Tessa Harris is the Employment Law Director at Redmans solicitors and is at the forefront of managing diverse cases. Serving as a deputy to the firm’s Partner, she brings her wealth of experience to supervising and guiding the legal team.

She focuses on litigation, particularly in areas like disability discrimination and absence management.

The post Evolutionary Forces at Work: Keeping Abreast of Employment Law appeared first on The European Business Review.

By Professor Debbie Bayntun-Lees

New research from Hult International Business School offers a fresh perspective on male engagement in gender equity. The Gender Equity Mindset Model provides a practical, emotionally attuned framework to help leaders and HR teams understand and support men at different stages of allyship, moving from disengagement to active partnership in creating inclusive workplaces.

The Missing Piece in Gender Equity

The business case for gender-diverse leadership is well-established. McKinsey’s latest findings show organisations with high gender diversity are 25% more likely to outperform on profitability, while the World Economic Forum has repeatedly emphasised gender equity as a driver of resilience and innovation in leadership teams.

Despite this, progress remains slow, and one persistent gap is men’s limited involvement in driving that change.

In one of the organisations we studied, fewer than 10% of over 2,500 invited male leaders responded to a survey on gender equity. In the second, the response rate was even lower – just 3.6% out of over 13,000 senior male employees. While these figures initially appear discouraging, they speak volumes: many men are not opposed to inclusion efforts, but feel unclear about their role, uncomfortable with the discourse, or unsure how to engage without risk.

To create systemic, sustainable change, we must first understand how men perceive gender equity—and what organisations can do to help them step into allyship with purpose and confidence. That was the goal of our latest study, which received 576 responses in total. 

Understanding the Mindset Behind Allyship

Working with these two multinational organisations, we surveyed male employees across a range of business functions, seniorities, and geographies. Through qualitative and quantitative analysis, a clear pattern emerged: men don’t fall neatly into categories of “engaged” or “resistant.”

Instead, allyship emerged as a dynamic, developmental journey, shaped by organisational context, emotional readiness, personal identity, and cultural norms. We developed a framework to capture this progression: the Gender Equity Mindset Model. 

In our latest research, we found that men’s engagement with gender equity efforts doesn’t fall neatly into categories of “supportive” or “resistant.” Rather, allyship is a developmental journey, influenced by emotional readiness, organisational culture, personal experiences, and broader social norms. To help organisations understand, and support, this evolution, we developed the Gender Equity Mindset Model.

Figure 1: The Allyship Journey – Gender Equity Mindset Model

The model/this diagram maps four core stages that men typically progress through on their journey to allyship. Each stage is associated with a distinct mindset and emotional state, and each presents unique opportunities for leadership development and cultural change. While the stages are described sequentially, our data shows that men may move fluidly between them depending on their context, support systems, and leadership environment.

This diagram illustrates the four progressive stages of male allyship – Apathy, Ambivalence, Reflective and Responsible, and Energised and Motivated, each aligned with a dominant mindset and emotional state. It provides organisations with a lens to understand where men are in their journey and how best to support their development into active equity partners.

Figure 1: The Mindset Journey to Gender Equity

In Stage 1: Apathy, men express emotional detachment and intellectual disengagement from gender equity. The prevailing mindset here is one of zero-sum bias—the belief that gains for one group necessarily come at the expense of another. The emotional tone is often indifference or even quiet resistance, rooted in the perception that equity initiatives are unnecessary or irrelevant to their experience. As one participant shared, “It’s not something I’ve thought about. I’ve worked hard to get where I am—I assume others have the same opportunity.”

Stage 2: Ambivalence is marked by uncertainty and internal conflict. Here, men may agree with equity in principle but feel confused about their role or unsure how to contribute without risk. The dominant emotion is confusion, and the mindset is conflicted. Some men describe feeling excluded from the conversation or hesitant to speak for fear of being misunderstood. One participant reflected, “I’m aware of it, but sometimes it feels like the message is: ‘You’re the problem’- even if you’re trying to help.”

As men begin to reflect more deeply on their own social identity and observe the realities faced by women around them, they enter Stage 3: Reflective and Responsible. This stage is underpinned by a mindset of seeking solutions and an emotional shift toward awareness. It is often triggered by personal experiences, becoming a parent, mentoring a female colleague, or hearing stories of workplace inequality. “It makes me feel disappointed,” said one respondent. “I wouldn’t want my daughter to be treated like that at work.”

Finally, Stage 4: Energised and Motivated represents active, empowered allyship. These men are not only aware of gender equity issues, they feel a personal responsibility to challenge them. The mindset here is one of active allyship, and the emotional state is empowerment, often accompanied by urgency. These individuals advocate for systemic change, mentor others, and serve as visible champions of inclusion. As one participant put it, “It’s about doing what’s right, not just what’s expected. I want to be part of making this better – for everyone.”

From Awareness to Action: Targeted Interventions

One of the most powerful aspects of the Gender Equity Mindset Model is its developmental potential. It not only explains where men may be in their allyship journey; it also offers interventions aligned to each stage to help them move forward.

By aligning engagement efforts with the mindset stage of the individual, organisations can make allyship feel personal, possible, and purposeful.

Table 1: Enhanced Gender Equity Allyship Intervention Table

Why This Model Matters Now

Too often, allyship is framed as a compliance issue, or worse, a performance. But genuine allyship requires inner work, relationship-building, and a willingness to challenge dominant norms.

Our research also revealed several reasons why some men hesitate to engage in gender equity efforts. Many expressed a fear of saying the wrong thing, concerned that even well-intentioned contributions could be misinterpreted or criticised. Others worried about being perceived as “the problem”, especially in environments where gender conversations were framed in ways that felt accusatory. Some men felt excluded from equity discussions altogether, unsure if their perspectives were welcome or relevant. Underpinning all of this was a lack of clarity around what allyship actually entails—what it looks like in practice, and how to do it authentically and effectively.

Organisational culture can either amplify these fears or create the conditions for growth. When companies offer men the psychological safety to explore, question, and reflect without judgement, they create space for transformation.

“Men who haven’t personally experienced discrimination often don’t engage—not because they don’t care, but because they don’t see how they fit in.”
—Participant

Allyship as a Shared Leadership Responsibility

This work is not only relevant for HR – it’s a leadership issue.

Equity cannot be achieved through policy alone. It must be embedded in how leaders behave, how teams operate, and how individuals make decisions. Allyship should be recognised in leadership assessments, tied to progression, and supported through continuous learning.

“I want to lead a team where everyone feels valued, and everyone sees the value in others. That’s not just a DEI issue-it’s a business imperative.”
—Participant quote, Energised Stage

Organisations that do this well report not only improved engagement and innovation but also greater retention of talent, particularly among women and underrepresented groups.

Looking Forward: Building a Culture of Shared Commitment

The Gender Equity Mindset Model offers a new language for understanding where men are in their allyship journey. But more importantly, it offers a roadmap for how to move forward together.

We’re also in the process of piloting a self-assessment tool, enabling organisations to map individual mindsets and tailor development plans accordingly. If you’re interested in learning more or integrating this tool into your equity strategy, feel free to get in touch.

Meaningful change happens when people are invited into it, not pressured or excluded. When men are given space to grow, reflect, and act with purpose, allyship becomes more than a value, it becomes a shared, sustained practice.

That’s how we create the cultures we say we want.

About the Author

Professor Debbie Bayntun-Lees is Professor of Leadership & Organisational Development at Hult International Business School, specialising in inclusive leadership and organisational transformation. Her research focuses on allyship, systemic change, and how organisations build inclusive and resilient cultures through emotionally intelligent leadership.

The post The Missing Half: A Mindset-Based Approach to Male Allyship in the Workplace appeared first on The European Business Review.

Over 1.3 billion people live with disabilities yet their entrepreneurial potential remains overlooked. Entrepreneurs with disabilities innovate, seize opportunities, and reshape markets. With inclusive ecosystems supportive policies and strong networks they can drive innovation, resilience, and economic growth. Supporting them means unlocking a powerful source of creativity and transformation. 

The World Health Organization reports that over 1.3 billion people worldwide are living with a disability. It is the largest minority in the world, and a group that anyone can join at any time. Because disability is not necessarily permanent; it can also be temporary. Too often, they remain excluded from mainstream economic life. And with an unemployment rate that is twice the national average, it goes without saying that career prospects are sometimes compromised., But is starting a business necessarily the default choice for people with disabilities? But framing it this way misses the point.

Entrepreneurs with disabilities do more than create livelihoods; they generate innovation, competitiveness, and social impact. Their lived experience becomes a strategic resource, helping them navigate uncertainty, adapt to constraints, and solve problems in original ways. They identify unmet needs, spot gaps in existing systems, and anticipate opportunities, building ventures that are economically viable and socially meaningful. Blind since birth, Baptiste “realized the lack of interest, and the media treatment on the subject of parasport.” Driven by this observation, he launched an organization to publicize and promote parasports and their athletes. “It was about undertaking something. It was an idea. As I went along, I built something important.” Step by step, he shaped an editorial line and gathered a community around his desire to inform and encourage participation in sport. “It reaches a lot of people.” His presence on social media quickly gained influence, and he began using it not only to raise awareness of parasport but also to inspire change in the job market for PwD by spotlighting remarkable and motivating profiles. “I went further than just the sports sphere. Now I’m really in the disability sphere in the broadest sense, and also impacting the professional world, human resources and project managers.”

Research tends to view entrepreneurs with disabilities as a homogeneous group, at the risk of failing into clichés. Yet it is important not to fall into clichés. The most common one is that of the ‘everyday fighter,’ the entrepreneur who constantly overcomes challenges. Conversely, it would be misleading to pretend they are just like any other entrepreneur. A balance must be struck. They are not different from others; they are different like others. It is this very otherness that is a source of richness. Contrary to stereotypes, entrepreneurs with disabilities start businesses not only out of necessity, but also to seize real opportunities. Decisions are opportunity-driven, informed by strategic planning and experiential knowledge. Daba has built her company around two complementary areas. The first is a general-interest sector that serves the broader mission and purpose of her work. The second is a business arm that sustains and finances the activities of the non-profit side. Her goal “is to change perceptions on disability issues, and on the business side, it provides support for companies and clients through consulting, communication, and events.” Entrepreneurs with disabilities position themselves deliberately in the market, mobilize resources, and structure organizations to maximize impact and sustainability. Drawing on social, human, and network capital, they gain legitimacy, attract critical support, and remain adaptable to shifting market conditions. Societal prejudice may exist, but it does not necessarily determine entrepreneurial choices. Their scope can be broad, ambitions high, and objectives strategically aligned. At just 25 years old, Vincent, who has been blind since birth, has already launched three companies. His entrepreneurial journey began with a platform designed to connect restaurant owners and consumers. He then went on to create a business specializing in three-dimensional screens, giving blind individuals the ability to make the most of their mobile phones. “My latest company is my favorite.” Today, this third venture offers consulting, training, and support services to law firms. “We are growing very, very fast.”

This potential does not emerge in isolation. Organizations and institutions play a central role in providing enabling environments. The threat of budget cuts looming over social and solidarity economy organizations could jeopardize this essential support for entrepreneurs with disabilities. Targeted funding, tailored incentives, and structured mentorship programs strengthen opportunity recognition and decision-making. Incubators and training initiatives can go beyond foundational skills, offering sector-specific expertise, market insights, and tools to integrate inclusion and social responsibility into business models. Collaborative networks and entrepreneurial communities allow experiential knowledge to combine with broader industry perspectives, fueling innovation and scaling ventures. Public policy is equally decisive. Inclusive ecosystems that bring together policymakers, social sector actors, vocational organizations, and industry stakeholders create the structural framework that supports entrepreneurs with disabilities at every stage. Well-designed policies embed accessibility and inclusion into entrepreneurship, encourage adaptive business models, reward socially responsible innovation, and integrate disabled entrepreneurs into mainstream networks. If the State is the guarantor of the common good, it cannot, on its own, carry out all the actions in support of people with disabilities. Entrepreneurs with disabilities are increasingly numerous. Entrepreneurship offers them the possibility to flourish on their own terms, for who they are rather than for who others would want them to be.

The evidence is clear. Entrepreneurs with disabilities are already innovating, adapting, and leading change. Yet their potential remains underutilized because the ecosystems around them are not designed with inclusion at their core. This is a missed opportunity not just for individuals, but for economies and societies that need resilience, innovation, and fresh ideas more than ever. Business leaders can design funding, mentoring, and innovation programs that actively include disabled entrepreneurs. Institutions can integrate inclusion into training and incubation programs. Policymakers can embed accessibility and support into every stage of the entrepreneurial process, from education to finance to market access. Some entrepreneurs with disabilities require the support of caregivers, whose status deserves to be formally recognized. Supporting entrepreneurs with disabilities is not charity, it is a strategy for innovation, resilience, and growth. The choice is obvious: either continue to overlook this potential, or build economies that are inclusive, dynamic, and future-ready. Entrepreneurs with disabilities are ready.

About the Authors

Julien Billion holds a PhD in Sociology (EHESS), a PhD in Management Science (Polytechnic Institute of Paris), and a habilitation in Management Science (Polytechnic Institute of Paris). As a professor at ICN Business School and an affiliated researcher at the CEREFIGE laboratory of the University of Lorraine, he is an expert in social innovation and social entrepreneurship. He is the author of numerous articles, books, and documentaries in these fields.

Christel Tessier Dargent is an ESCP Business School alumni and Associate Professor of Entrepreneurship at Jean Monnet University and CoActis Research Lab, Saint-Etienne, France. Previously a manager at Accenture, Christel conducts research on inclusive entrepreneurship and responsible entrepreneurial education, with a particular focus on necessity entrepreneurship and entrepreneurship by persons with disabilities.

Jérémie Renouf leads the Entrepreneurship specialization and the incubator at ISC Paris Business School. His expertise lies in career mobility, hybrid and inclusive entrepreneurship. He holds a PhD in Entrepreneurship and has previously worked as a Startup Project Manager at EDF, as an Entrepreneurship Advisor at AFE (acquired by Bpifrance in 2019), at Boulogne-Billancourt City Hall, and as an Incubator Project Manager at Cnam.

The post Unlocking Potential: Supporting Entrepreneurs with Disabilities appeared first on The European Business Review.

To mark the week, we’ve curated a selection of thought-provoking insights from WBS experts and research. They explore lessons in leadership, company culture and practical strategies for building more inclusive organisations. Our transformational learning experiences at WBS take these ideas further, equipping leaders with practical strategies to inspire inclusive, high-performing teams. From fostering employee wellbeing and cultivating positive work cultures to applying behavioural science for people-centred decision-making, our courses empower you to lead inclusively and make an immediate impact.

Empower your leadership. Secure your place on one of our programmes today:

Inclusivity insights

Five strategies to change company culture, inspired by Maro Itoje

British Lions captain Maro Itoje’s leadership style illustrates how embedding inclusivity into everyday routines can foster belonging, spark creativity, strengthen retention and build resilient teams.

Read more

Unlocking the power of inclusive leadership

Inclusive leadership ensures everyone feels valued, respected, and included. But what qualities make a leader truly inclusive and how does this drive organisational success?

Read more

Culture of inclusion: Four lessons to embrace diversity

What can businesses learn from Coventry’s year as UK City of Culture? Its inclusive approach demonstrates how co-creation and tailored initiatives can build buy-in, foster social cohesion, and improve wellbeing.

Read more

Upcoming events

Executive Education Open Evening

The Shard, London: Reception area, 17th Floor

Join us for an inspiring event exploring executive development, strategic leadership, lifelong learning, and the impact of business education on career and organisational growth. Join immersive tasters, live Q&As with past participants, and connect at our networking reception.

Register now

The post Refining Leadership Through Inclusion appeared first on The European Business Review.

By Dr. Serena H. Huang

Demonstrating the return on investment (ROI) of diversity, equity, and inclusion (DEI) and wellbeing initiatives is crucial for securing executive buy-in and funding. This article provides a three-step framework for calculating ROI, including identifying the specific metric to improve, quantifying the impact of the change, and calculating the net return on investment. By aligning initiatives with financial outcomes and running DEI and wellbeing initiatives as a strategic business function, leaders can effectively make the case for these initiatives and drive business success. 

“I need to show a positive ROI on this program, can you help me?”  

Every year around budget planning time, I’d receive this request from department heads and HR leaders who were under pressure to demonstrate the financial impact of their initiatives.  

After years of responding to these requests, I’ve distilled my approach into a repeatable, three-step framework that guides F100 companies in quantifying the ROI of their programs. This framework has been battle-tested to provide a clear, data-driven narrative that showcases the value of their programs.  

The first step is to determine the specific metric that the program intends to improve. This could range from employee retention rates to productivity levels to promotion rates.  

Once the metric is identified, the next step is to quantify the impact of the change in that metric post-program implementation. This involves collecting data before and after the program’s launch, analyzing trends, and isolating the program’s effect from other variables.  

The goal is to present a clear story that demonstrates how the program impacted the metric of choice. Sometimes, there are too many other factors that can contribute to metrics like retention, and organizations choose to demonstrate impact with post-program surveys instead. For instance, a global CPG company’s Speaker series, which provides employees with exposure to external knowledge and expertise, uses a post-event evaluation to assess behavior change through effectiveness and value. 

The final step is calculating the net return on investment. This is done by subtracting the cost of the program from the financial impact of the change in the identified metric. Let’s walk through an example for illustrative purposes. 

An Example: Women in Engineering Leadership Development Program 

Consider a Women in Engineering program designed to retain female engineers within the organization. The program aims to create a supportive community, provide mentorship opportunities for female engineers. The process begins with understanding current female engineer retention rates as a baseline. After the program is implemented, we monitor the retention rates over the next several months. 

Let’s assume the program costs $150,000. Post-program, we observe a 30% reduction in turnover among female engineers. If the average cost of replacing a female engineer is $100,000, and the department historically loses 30 female engineers per year, the annual turnover cost is $3,000,000. 

A 30% reduction in turnover translates to retaining 9 more female engineers (30% of 30), saving $900,000 annually (9 x $100,000). 

The net ROI calculation would be: 

• Financial Impact: $900,000 (cost savings from reduced turnover) 
• Program Cost: $150,000 
• Net ROI: $750,000 (500% return on investment) 

Aligning Initiatives with Financial Outcomes 

This illustrative example highlights a lesson I saw in the interviews I conducted for “The Inclusion Equation – Leveraging Data & AI for Organizational Diversity and Well-being”: the importance of aligning any initiatives with financial outcomes. Several leaders shared in our conversations that their CEO or CFO would simply not accept proposals without a clear ROI within 6–12 months. Quantifying ROI is not merely an exercise in number-crunching, it is also how these DEI and Wellbeing leaders are able to expand their teams and increase their impact. 

Running DEI and Well-being Initiatives as a Strategic Business Function 

One theme from my interviews with leading organizations was the importance of running DEI and wellbeing as a strategic business function, rather than a mere feel-good exercise or one-time public relations stunt. The top leaders who have seen the most significant impact consistently approach their work like the P&L owner. They set clear north stars for their functions, defining a measurement strategy so they know the progress over time. 

“ERGs are not just nice-to-have programs. We have hard data to show that ERG participation improves the career outcomes for individual employees and that drives overall business success,” said one of the leaders I interviewed, Lani Hall, Global Diversity and Inclusion Leader.  

Connecting with Tangible Business Metrics 

The traditional DEI and wellbeing measures, such as representation data and employee engagement scores, while important, do not tend to get the attention of the C-suite. The most effective leaders go beyond these measures and connect with tangible business metrics such as absenteeism and productivity. 

Thinking Beyond Existing Data Systems 

Another common theme among the leaders I interviewed was a willingness to think beyond the constraints of existing data systems and proactively collect new information or come up with creative solutions as a proxy to answer critical questions. I know firsthand what it’s like to stare at the HR database and wonder why some important data elements are missing. Rather than being limited by what is available in the systems, these leaders take a courageous and business-focused approach to identifying the data points that matter most and finding ethical ways to obtain them.  

Conclusion 

Demonstrating the ROI of DEI and wellbeing initiatives is crucial in securing executive buy-in and funding, especially in times of uncertainty. By following a three-step approach, aligning initiatives with financial outcomes, running DEI and wellbeing initiatives as a strategic business function, and thinking beyond existing HR data systems, leaders can effectively make the case for these initiatives and drive business success.

About the Author 

Dr. Serena H. Huang is revolutionizing how organizations approach talent, well-being, and DEI using data and AI. As a top AI keynote speaker and people analytics executive, she has led data analytics strategy at iconic brands like GE, Kraft Heinz, and PayPal. Through Data with Serena, she is helping companies worldwide reimagine work where well-being and profits coexist. Her latest book is The Inclusion Equation: Leveraging Data & AI For Organizational Diversity and Well-being. 

The post From Metrics to Money: How to Demonstrate the ROI of DEI and Wellbeing Initiatives  appeared first on The European Business Review.

As the businesswoman and activist behind The Valuable 500, what have been some of the most significant challenges you’ve encountered in advocating for disability inclusion? How have you effectively addressed these challenges?

One of the biggest challenges was gaining access to senior leadership. Early on with Valuable 500, many businesses did not see disability as a priority, often focusing on other areas of diversity like gender and race. To overcome this, I emphasized the business case—disability inclusion drives innovation, enhances customer relations, and leads to better performance.

Crucially, we’ve found that the most effective approach combines the business rationale with the humanity of leaders. By framing disability inclusion as a fundamental part of the human experience that affects everyone, we’ve been able to connect with leaders on a personal level. This human-centric approach has been key in driving meaningful change and fostering genuine commitment to inclusion beyond mere representation. Once we reached CEOs, many were receptive, but getting there was difficult. 

By framing disability inclusion as a fundamental part of the human experience that affects everyone, we’ve been able to connect with leaders on a personal level.

Another challenge is the fear of making mistakes, which often leads to inaction. I’ve worked to shift this mindset by encouraging companies to see disability inclusion as a continuous journey. We advise businesses to start small, be transparent, and grow their efforts over time. 

Additionally, the invisibility of disability, especially non-visible conditions, has been a major hurdle. Many companies are unaware of how many employees with disabilities they have. We’ve addressed this by promoting Self-ID programs, helping companies gather data and create a culture where employees feel safe to disclose their disabilities.

We managed to address it quite simply by getting safety in numbers, not only in one company but in many companies. This is why SYNC25, our first accountability summit in Tokyo, represents a pivotal moment in our mission to end disability exclusion and marks the start of a decade of accountability for our partners and companies. It will bring together Valuable 500 CEOs, C-suite leaders, next-generation leaders, and representatives from the global disability community to review progress, set agendas, and accelerate inclusion for the 1.3 billion people living with disabilities worldwide. 

In what ways has your personal experience with disability influenced your approach to leadership and activism? How has it empowered you to drive meaningful change within organizations?

My personal experience with disability has profoundly shaped my leadership and activism. I didn’t discover I was legally blind until I was 17, and for many years, I concealed my condition while working in the corporate world, driven by the fear of being perceived as incapable. It wasn’t until I came to terms with my blindness at 28, while working as a global consultant at Accenture, that I began to embrace my identity fully. This moment of “coming out” became a turning point in my life and my career. 

A defining moment for me was when I left my job and embarked on a solo trek across India on an elephant, a journey that was both physical and deeply personal. This experience was my first step toward embracing my authentic self, realizing that to drive real change, I needed to be true to who I was. That journey shaped my belief that real impact starts with vulnerability and authenticity. It was in embracing my disability that I found the strength to advocate not only for myself but for millions of others with disabilities. 

Since then, my approach to leadership has been centered around empathy and connection. I’ve used my own story to bridge the gap between business leaders and the often invisible challenges faced by people with disabilities. It’s through sharing my personal experiences that seems to have given other leaders to do the same and to rethink disability inclusion and take meaningful action within their organizations. This is why initiatives like Valuable 500 are so critical—they bring disability into the heart of business, not as an afterthought, but as an integral part of leadership and strategy. 

Given the rise in disability discrimination claims and heightened awareness of neurodivergent diagnoses, menopause, and mental health issues, what urgent actions should CEOs and HR leaders prioritize to address these challenges effectively?

First, creating an environment where employees can discuss these issues and their lived experience without stigma is essential. This involves training, especially for middle management, on these topics – middle managers are often the individuals who have to manage adjustments or leave etc for individuals so it’s vital they are aware of how flexible they can be as well as and policies the company has in place to support individuals. HR policies must be reviewed to ensure they’re inclusive, and clear pathways should be in place for employees to request accommodations without fear of discrimination. 

A major hurdle is the invisibility of many disabilities, especially non-visible conditions. Many companies are unaware of how many employees with disabilities they have. To address this, CEOs and HR leaders should prioritize implementing Self-ID programs. These programs help companies gather crucial data and, more importantly, create a culture where employees feel safe to disclose their disabilities. This approach not only provides valuable insights but also fosters a more inclusive and supportive work environment. 

Leaders should also prioritize mental health and neurodivergence by offering flexible working arrangements, such as hybrid or remote work, and ensuring the workplace is accessible. Finally, CEOs and HR leaders must take ownership by embedding measurable inclusion goals into their strategy. This proactive approach not only enhances employee well-being but also drives a more innovative and inclusive company culture. 

Building an inclusive workplace culture often begins with senior leadership. Could you provide examples of how leaders can set a positive example for disability inclusion and why their role is pivotal?

I often say that leadership sets the tone for the organization – in the shadow and the light of the leader. Leaders must visibly champion inclusion by embedding it into the core of their business strategy and backing it with substantial resources. When leaders share their own experiences or openly support employees with disabilities, they create a culture of trust and openness. This creates a ripple effect throughout the company, signaling to consumers and employees at all levels that disability is a business priority. 

Signing up to initiatives like Valuable 500 is an important first step, but it’s not enough on its own – action must follow. From inclusive hiring practices to accessible workplace design, and from comprehensive disability awareness training to equitable promotion pathways for disabled employees, leaders must be the ones to continuously push beyond pledges and promises, driving real, measurable change throughout their organisations. This can all be supported through robust reporting on performance and having an executive sponsorship of ERG groups. 

Most importantly, leaders must remember that the journey towards genuine inclusion is ongoing and requires unwavering commitment from the top – anything less risks perpetuating the very barriers we seek to dismantle. 

Effective disability reporting is critical for fostering a supportive work environment. What strategies have you found most successful in encouraging employees to self-disclose and in creating a culture of support?

We encourage all companies to report comprehensively on disability inclusion, covering areas such as workforce representation, leadership commitment, accessibility initiatives, and employee resource group activities. What’s measured is managed, and transparent reporting on these key metrics is crucial for driving accountability and real change.

Effective disability reporting goes beyond mere numbers. It’s about creating a culture of continuous improvement and inclusion. This starts with setting clear, public targets and regularly disclosing progress, but extends to fostering psychological safety where employees feel comfortable bringing their authentic selves to work. Well-designed Self-ID programs, backed by visible leadership support, play a role, but they’re just one piece of the puzzle. 

This starts with setting clear, public targets and regularly disclosing progress, but extends to fostering psychological safety where employees feel comfortable bringing their authentic selves to work.

Successful strategies involve engaging Employee Resource Groups for insights, translating reporting data into concrete actions, and communicating openly about both challenges and successes. It’s crucial that employees see how their disclosed information leads to tangible improvements in workplace accessibility and support. 

Ultimately, comprehensive reporting isn’t just about compliance—it’s a powerful tool for innovation and better business outcomes. When done right, it creates a virtuous cycle of disclosure, understanding, action, and improvement that benefits all employees and the organization as a whole. 

Employee Resource Groups (ERGs) dedicated to disability are essential for inclusivity. How can organizations utilize these groups to strengthen their disability inclusion efforts and better support their employees?

The principle of “Nothing Without Us” should be at the heart of every organization’s disability inclusion efforts, and ERGs are key to making this a reality. These groups aren’t just support networks; they’re strategic partners in driving organizational transformation. 

To truly leverage ERGs, companies must give them a seat at the decision-making table. Their insights should inform policy changes, accessibility improvements, and inclusive practices. ERGs can lead education efforts, dismantling misconceptions and promoting empathy across the organization. 

When empowered, ERGs can contribute to product development, customer experience, and talent acquisition strategies, identifying barriers to inclusion that might otherwise go unnoticed. 

To maximize their impact, companies must provide ERGs with resources, executive sponsorship, and visible leadership support. It’s about integrating these groups into the core of the company’s inclusion strategy, not just having them as a checkbox exercise. 

Companies must remember that effective disability inclusion isn’t about doing things for disabled employees, but with them. ERGs are the embodiment of this principle and essential to creating workplaces where all employees can truly thrive. 

Reverse mentoring, where C-suite leaders are paired with disabled talent, is a significant strategy for improving disability representation. Could you discuss its impact and how it contributes to a deeper understanding and meaningful change at the executive level?

Valuable 500’s Generation Valuable, our groundbreaking 6-month programme, exemplifies the power of reverse mentoring in driving disability inclusion. This initiative pairs experienced executives with emerging disabled leaders, creating dynamic partnerships that foster personal growth and transformative organizational change.  

The impact of this approach is multifaceted. For mentees, it provides leadership skills to accelerate their careers, positioning them as trailblazers for inclusive leadership. As they rise through the ranks, they become living proof of the value diverse perspectives bring to the executive level. 

For C-suite mentors, the programme offers transformative insights into inclusivity, elevating their leadership skills and positioning them as powerful agents of change. This expanded perspective drives strategic decision-making and fosters more inclusive policies and practices throughout their organizations. 

Crucially, this isn’t just about individual growth. By engaging directly with disabled talent, executives gain insights that shape more effective inclusion strategies, making disability a core business value. The programme nurtures future leaders while simultaneously educating current ones, creating a powerful cycle of change.

Through structured, developmental mentoring on an unprecedented scale, Generation Valuable is reshaping the leadership landscape. It’s not just opening doors for individuals—it’s unlocking potential that drives innovation, enhances decision-making, and creates more resilient and adaptable businesses worldwide. Generation Valuable was designed to tackle one of the most significant system barriers: the lack of disabled talent in the C-Suite. 

Executive Profile

Caroline Casey, award-winning social entrepreneur and founder of the Valuable 500, champions disability inclusion in business for 1.3 billion people globally. A TED speaker, Ashoka and Eisenhower Fellow, she has advised the Clinton Global Initiative and is a World Economic Forum Young Global Leader. 

The post Creating Lasting Change Through Disability Inclusion: Interview with Caroline Casey of The Valuable 500 appeared first on The European Business Review.

The podcast and the article are brought to you by The Better Boards Podcast Series.

Recently, there has been a surge on social media stating that diversity, equity, and inclusion (DEI) are bad for business.  Some of the world’s largest firms have also significantly reduced their investment in diversity and inclusion.  But what does this mean for boards that do believe diversity and inclusion are good for business? Should they change how they approach this agenda, and if so, how?

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses whether DEI is bad for business with Prof Grace Lordan from the London School of Economics, Founding Director of The Inclusion Initiative, economist, and labour market skills expert.   Her research focuses on inclusive leadership, women’s progress in the workplace, the future of work, and productivity through diversity and individual success.  Grace was an expert advisor and board member of the UK government’s Skills and Productivity board and currently leads the £2 million ESRC-funded diversity and productivity from education to work (DAPEW) project.  

“What boards need to think about is how inclusive are their teams at the micro level, so that when they aggregate, we get those productivity gains”

Grace opens by considering an example – an imaginary scenario where DEI might negatively impact business.  Imagine starting a new job and meeting your team for the first time, being different in some way – perhaps gender, ethnicity, or language.  You have valuable knowledge and are excited to contribute, but you’re repeatedly interrupted or ignored when you speak up.

In this situation, you could respond in one of four ways:

• Silence: Stop speaking up and be labelled an introvert – harmful since your insights are lost.
• Dissent: Argue your point – but if the team resists, the atmosphere can become toxic, harming productivity.
• Quitting: Leave, taking your diverse perspective with you – resulting in no impact on the team.
• Conformity: Conform to the majority view to avoid conflict – leading to groupthink and stifling innovation.

These responses show how poor inclusion can make DEI detrimental to business.  However, DEI becomes beneficial if a manager fosters an inclusive environment where diverse perspectives are actively heard and valued.  For productivity gains, boards need to ensure their teams have inclusive leaders who encourage diversity and prevent conformity and groupthink.

“The biggest thing we can do is say this board doesn’t engage in consensus-based decision making”

Grace notes that it is key for boards to consider both what’s happening in the room and any member’s desire to “fit in”.  She attributes many big behavioural risk scandals to groupthink at the team level and board members aware of a potential issue but who fail to speak up because they don’t want to upset the apple cart.  These dynamics, both at the local team and board levels, are very problematic for boards.  To drive inclusive behaviours within the executive team, Grace suggests board members should focus on several strategic actions.

Firstly, move away from consensus-based decision-making, which often suppresses diverse viewpoints.  Instead, adopt a “disagree and proceed” approach, allowing decisions to advance despite dissenting opinions and encouraging a broader range of perspectives.  She advocates establishing a system to track, understand, and register dissenting opinions, performing post-mortem analysis to assess decision-making quality and whether certain perspectives are being overlooked.  Boards should cultivate an environment where robust and open debates are encouraged, welcome disagreement and will not impede the board’s progress, and foster a culture where challenging issues are addressed openly.

She advises that boards focus discussions on high-stakes and critical issues, allocating appropriate time for reflection on these and preventing minor issues from overshadowing important discussions.  Distributing discussion papers in advance and encouraging board members to submit their perspectives in writing can help avoid groupthink and ensure that a diverse range of viewpoints is considered during meetings.

“These good habits, unfortunately, haven’t necessarily infiltrated boards yet”

Behavioural changes are vital to advancing diversity, equity, and inclusion (DEI) in organisations, not only at the board level.  Grace outlines how to promote inclusive behaviours, starting with establishing clear rules for meeting hygiene.  These guidelines will ensure everyone has an opportunity to speak.  Such rules can support new or underrepresented voices because these members may find it daunting to navigate unwritten norms.  Clear guidelines reduce this uncertainty and foster a more welcoming environment.  To encourage concise contributions and various perspectives, Grace gives the example of introducing structured speaking time, allowing each person to speak for a set period with a “no interruptions” rule, after which interruptions are permitted.  This balances in-depth discussion and inclusivity, managing discussion flow and maintaining fairness.

Grace emphasises that these practices should apply across all organisational levels—including boards—to ensure that inclusive behaviours permeate throughout the organisation. This approach supports better decision-making and cultivates a more innovative and productive business environment.

“If you invest in an inclusive culture, you should see gains in the fundamentals. You definitely won’t see losses”

The relationship between diversity and business productivity is well-documented. However, Grace’s research explores the broader implications of inclusion on fundamental business metrics such as growth, innovation, patent filings, stock returns, return on equity, and return on assets.  She and her colleagues gathered extensive data on listed companies in the UK and US, with sources including employee reviews to gauge internal perceptions of inclusion.  This feedback allowed them to develop a comprehensive measure of inclusion, and the research established a clear, positive relationship between inclusion and long-term business outcomes.  Interestingly, diversity alone showed gains only after reaching critical mass; however, when inclusion is paired with diversity, the need for a high critical mass diminishes.  Put simply, inclusion amplifies the impact of existing diversity.  Investing in inclusive practices fosters a positive work environment and drives innovation and growth, proving beneficial in the long run.

“Millions and millions of pounds are wasted each year on diversity equity and inclusion initiatives”

Grace notes that to realise productivity gains, board members must prioritise fostering a culture of inclusion, where diversity is genuinely valued and diverse talents are not pressured into conformity.  Diversity should enhance creativity and innovation rather than lead to groupthink.  Investing in inclusive leadership is also crucial.  Developing and supporting leaders who actively promote inclusive behaviours creates environments where all voices are heard and diverse perspectives valued.  Measuring and rewarding inclusive behaviours is also essential, as is evaluating the return on investment (ROI) of inclusion efforts.  Monitoring the ROI by linking inclusion to key business outcomes like innovation, stock returns, and overall financial performance helps gauge the effectiveness of inclusion initiatives.  Grace also notes that integrating DEI initiatives (rather than outsourcing them to consultants or confining them to the HR department) ensures they influence all levels of decision-making.  By focusing on these actions, board members can ensure that the investment in inclusive practices translates into tangible productivity gains and long-term business success.

The three top takeaways from our conversation are:

1. Integrate inclusion with diversity: Ensure that diversity and inclusion strategies are embedded within the business itself, not confined to HR or external consultants.
2. Audit and enhance boardroom voice: Boards must pay attention to who has a voice in discussions, ensuring sufficient cognitive diversity. Regularly audit and adjust the composition to foster robust, diverse debates.
3. View DEI as a long-term strategy: Treat DEI as a long-term investment, particularly valuable for companies focused on growth and innovation. Prioritise creating a culture where team members feel comfortable challenging each other, driving real business gains.

Don’t forget to subscribe never to miss an episode of the Better Boards Podcast Series. Available on their website, Apple, Spotify or Google.

To find out how you can participate in the Better Boards Podcast Series or more information on Better Boards’ solutions, please email us at info@better-boards.com.

The post The Better Boards Podcast Series: Is Diversity, Equity & Inclusion Bad for Business? appeared first on The European Business Review.

However, equity ensures that all employees receive equitable treatment, opportunities, and resources tailored to their needs. This could include compensation equity legislation or career development programs for underrepresented groups. Equity entails leveling the playing field so that everyone can succeed.

Inclusion makes each employee feel appreciated and prepared for success. Everyone feels like a team member, and numerous voices are heard. Inclusive methods include hiring panels, staff resource groups, and unconscious bias training.

In today’s competitive business world, it is both socially and ethically necessary to know about and use DEI. Companies can get the most out of their employees’ satisfaction, creativity, and work when they have a varied, fair, and welcoming workplace. In this article, we discuss DEI in the workplace and its many benefits with the help of industry experts and thought leaders. Let’s dive deeper and see what our experts say about DEI in the workplace.

1. Understanding Diversity in the Workplace

Diversity includes all that distinguishes a person—race, ethnicity, gender, age, sexual orientation, disability, and cultural background. A varied workforce contributes a range of opinions, experiences, and ideas that aid companies in problem-solving and decision-making. Better solutions and results are found when many viewpoints are considered.

Ben Flynn, Marketing Manager at 88Vape States, Mixed-gender leadership teams outperform their counterparts by 33%. Embracing diversity goes beyond ensuring that everyone is represented; it also includes exploiting these distinctions to enhance corporate performance and create a more dynamic, flexible, and competitive workplace. 

2. The Importance of Equity

Equity is more than equality because it considers different people’s needs, situations, and problems. It involves giving everyone affected by these inequalities equal chances, tools, and aid. To keep things fair, mentorship programs for underrepresented groups and special assistance for disabled workers can be implemented. To ensure workplace equality, everyone must have the tools and support they need to succeed.

Happier employees are more likely to stay. Richard Heaton, Managing Director at Copagrey, said DEI can help groups work more fairly. Businesses may establish a friendly workplace where everyone succeeds by removing barriers and helping employees. The situation improves and is more acceptable. 

3. Fostering Inclusion

The goal of inclusion is to make a space where everyone feels valued, accepted, and welcome. It means letting everyone have a say in decisions and how the business runs. Innovation, teamwork, and everyone’s happiness and well-being are all promoted in an open office.

Inclusive companies are twice as likely to meet or exceed their financial goals. They also stand six times better chance of being creative and flexible. Employee resource groups, or ERGs for short, give staff members a forum for communication, experience sharing, and expression, creating a more welcoming and inclusive workplace. Because they give a greater variety of employees a forum to voice their opinions, ERGs guarantee inclusivity. Organizations encouraging diversity may produce a happy workplace where people feel motivated to do their best work. Everything about the company benefits from this.

4. Strategies for Implementing DEI Initiatives

DEI programs require teamwork and a plan to be successful. Among these are some significant strategies:

• Leadership Commitment: By providing funds, establishing specific objectives, and taking responsibility for their deeds, they can demonstrate their concern for DEI.
• Training and Education: Regularly teaching and learning about DEI problems can help employers eliminate stereotypes, help workers understand better, and give workers the tools they need to make the workplace nice.
• Diversity in hiring and recruiting: You can hire many great people if you use a variety of screening groups and look over papers alone.
• Review of Policies and Procedures: It’s important to keep business policies and procedures up to date and open to everyone so they support diversity and inclusion. This means you need to consider things like pay raises, changes to the workplace, and fair pay.
• Employee Engagement: Asking workers for open and honest feedback and conversation can help you determine what needs fixing. It can also make them feel proud of DEI efforts and committed to them.

5. Benefits of DEI in the Workplace

DEI provides several advantages; however, implementing these concepts may be difficult. Often, present problems are unconscious prejudices, resistance to change, and ignorance or lack of resources. If these problems are to be fixed, they need to be properly and methodically investigated. Companies should, for instance, describe how the DEI helps the company accept change and include staff members in the process.

Educating oneself about unconscious bias and applying instruments such as DEI may help one become less prejudiced and more mindful of their own. Consulting with DEI experts or others outside the company may also be helpful. These experts can ensure a successful result through their individualized ideas and best practices. Businesses can use outside resources, offer suitable training, and encourage honest and open communication to address concerns about diversity, equality, and inclusion (DEI).

6. Overcoming Challenges in DEI Implementation

Although DEI has clear advantages, implementing these programs could be difficult. Often, the root of problems is people’s implicit preconceptions, ignorance of the situation, or refusal to adapt. These problems need to have their remedies intentionally and continuously sought. Employees will be more open to change if they are involved in the process and recognize the importance of DEI to the business.

According to Shamsul Duha, CTO & Digital Marketing Expert at CarrierBagShop, by using additional unconscious bias resources and taking tests like the Harvard Implicit Association Test, people can learn about and reduce racism. It is beneficial and offers you helpful advice on collaborating with outside DEI specialists or experts. They can guarantee a successful show by creating unique strategies and adhering to industry standards. Businesses that encourage a cordial and honest dialogue, provide staff with the necessary training, and seek outside assistance can manage the problems that arise with DEI.

7. Measuring and Evaluating DEI Progress

As DEI programs grow, they should be examined and inspected to ensure they work and last. Key performance indicators (KPIs) for DEI include the types of people who work there, how involved and happy they are with their jobs, how long they stay with the company, and how much they are paid. If you regularly gather and look over this information, you can find patterns, keep track of your progress, and make smart decisions. Studies and focus groups with workers are good ways to learn more about how they feel about DEI projects.

Sasha Quail, Business Development Manager of claims.co.uk said that the Global Diversity and Inclusion Benchmarks are a must-see for how far DEI has come. Businesses use these standards to determine where they are now and what they can do to get there. They do this by giving them rules and best practices. When companies use these tools and monitor their DEI activities, they make the workplace more fair, diverse, and friendly.

8. The Role of Leadership in DEI

Most of the work of running DEI programs and improving the workplace for everyone falls on the leadership team. Leaders should do things and decide things that show others how to do them right. It means making clear DEI goals, providing tools, and taking charge of your and your team’s growth. Leaders should also actively look for and respect different points of view, give groups that aren’t well-represented chances, and quickly and effectively deal with any cases of bias or discrimination.

Andrei Vasilescu, CEO and co-founder of DontPayFull, said that people in charge who care about DEI might be able to make the workplace more open, creative, and helpful so that everyone can do their best. Good leadership can help spread acceptance and diversity. Strong leadership at DEI makes the workplace lively and collaborative, setting the company’s tone and motivating and urging employees to do their best.

Conclusion

Diversity, equality, and inclusion (DEI) are essential to a productive and successful workplace. Implementing DEI ideas can result in more engaged, creative, and ingenious personnel. Successfully implementing DEI programs requires a well-planned strategy, management, and employee support. DEI-first companies may improve the future by being profitable, fair, and inclusive. Workers with diverse perspectives make decisions and give everyone fair chances. Active people are happier and more productive. DEI works when businesses set goals, provide ongoing training, and track success. Committing to DEI benefits the company and fosters a culture where everyone feels valued and inspired to perform their best.

The post Diversity, Equity, and Inclusion in the Workplace appeared first on The European Business Review.

The podcast and the article are brought to you by The Better Boards Podcast Series.

Diversity and inclusion are not evenly distributed throughout an organisation, and the view at the board level may not correspond with reality further down. This creates missed opportunities and prevents companies from unlocking the true potential of their talent and their organisations. Often, firms can increase productivity by doing more to be truly inclusive.

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses increasing productivity through inclusion with Belton Flournoy, Managing Director of the Technology Consulting practice at Protiviti. Belton co-founded Protiviti UK’s LGBT+ group, which won best LGBT+ network in 2019 by the Inclusive Tech Alliance. He was shortlisted as a Top 10 Inspiring Hero in 2023 by the Investing in Ethnicity awards, is #18 on Yahoo Finance’s Top 100 Future Leaders, #15 on Yahoo Finance’s Top 100 Ethnic Minority Leaders, and is featured on the top UK Black Role models, presented by Google.  Co-founder of Pride in the City with Pride in London, Belton is also an Advisory Board Member for The Inclusion Initiative (TII) at the London School of Economics and part of the leadership team at the Technology Community 4 Racial Equality (TC4RE). 

“When I was young, I looked up and didn’t see many people like me”

Belton is passionate about inclusion for two reasons. First, he feels that when you don’t see anyone like yourself, you fear society won’t allow you in certain circles. Second, he continues to see people limiting which parts of their identity they show or hide, and this holds people back from expressing their true potential. He wants to inspire people who may be as he was when he was younger – holding back or feeling like they should hold back – to step into their full potential for excellence. 

“We don’t just need to focus on diversity initiatives and how they make people feel. We need to link them to the increased productivity”

Belton sees an incredible opportunity to translate the existing dialogues around diversity into more meaningful conversations linked to productivity outcomes and business results. Too often, people say diversity is important or that they care, but they don’t. They say what they believe to be the right things but then delegate away the responsibility for making change.

To bring such people more authentically into the diversity journey – and to achieve significant results – there needs to be a shift in the conversation to link diversity and inclusion with measurable, meaningful outcomes. For example, closing the technological skills gap is critical and impacts jobs and the UK GDP. Showing how increasing diversity speaks to that skills gap, moving people into better jobs, and the overall UK GDP changes the narrative, the motivation, and the buy-in for diversity and inclusion efforts.

“If you haven’t driven the true inclusion values through that middle layer, it won’t permeate through your organisation, and you might find that you think your organisation is a lot more inclusion-oriented than it really is…”

One key opportunity Belton sees for organisations is to look at how inclusion and diversity are distributed throughout the business. Many boards have done serious work on inclusion, building it into the mission, governance, and operations. Yet when you drop into the middle management layer, there’s a sharp drop-off in belief, behaviour, and execution.

Belton cites a study from McKinsey that notes that while some 80% of senior executives who are gay are out at work, only 32% of junior executives are out. It’s an example of the drop off in perceptions of acceptance, inclusion, and career safety as you move down into what Belton calls the “real guts” of a company. So, while boards may be celebrating their achievements or feeling like there’s no need to push for a significant change, the actual situation in the organisation may be quite different. To bridge this gap, Belton recommends leaning into quantitative data and metrics. Hard numbers create opportunities for concrete action steps and real accountability for change. Metrics can also remove subjectivity and false beliefs from the inclusion and diversity process, helping behavioural and belief shifts permeate equally from the top to the bottom of the organisation.

“The goal is to create research that helps organisations drive inclusion through evidence-based research”

Belton sees many organisations dealing with inclusion and diversity by conducting surveys and reporting their interpretation of the survey results. This approach lacks rigour. This is part of why he devotes so much time to research partnerships, to help create strictly measured and robust studies that can drive change with hard evidence about what’s happening and what works.

For example, in a study about inclusion during remote work, researchers found that women and minorities were adversely impacted by remote work arrangements, especially during the COVID-19 years. Employees who needed something or someone for a project tended to lean on those they knew well or in-group members rather than going out to more diverse workmates, compared to how project work was distributed in the office. Another new study reveals that the primary barrier to advancement for women in the workplace lies with middle managers with mediocre performance ratings. This speaks directly to the need to educate and instil values down through every layer of each company to ensure talented workers aren’t being unnecessarily blocked from reaching their potential.

“What you need to do is realise your voice is valid from day one”

Belton feels there are two things which have helped him rise. First, he rejects a fixed mindset and focuses on cultivating a growth mindset. This is especially important as one grows older since there is a tendency to revert to a fixed mindset, but change and growth are only possible when one believes oneself capable of growing and changing. Secondly, he cultivates an internal locus of control. Rather than assigning control of his life to others or believing that an externally controlled system is responsible for his life outcomes, he works to frame situations in terms of what he can control and take action on.

Further, he advises other diverse individuals who find themselves rising in organisations or sitting on boards to embrace the validity of their presence and their opinions. There is a tendency to hold back or to adopt a watch-and-learn position. Instead, Belton recommends accepting that you were put in that position for a reason, that your insights and perspective are valued and wanted, and that you must express what you see as needed for improvement or change. If you lack confidence, remember that all leadership abilities are skills that can be learned and layered into the unique perspective you bring. Plus, by continually looking to be involved yourself – not just speaking in support, but doing – you allow your skills as a leader and an individual performer to align with your words for maximum impact, education, and inspiration to others.     

“Part of our role is to find that untapped potential, to release it in our organisations, and to secrete that energy and drive to get people to really want to work for our brand, our values, and our mission”

Belton recalls being at a TLC Lions awards ceremony where one of the honoured young men said, “I never thought I’d be somewhere like this. I hope everyone realises that my ceiling was your floor. I’ve shattered everything I thought I was capable of.” It stuck with him because people with incredible talent often do not believe in themselves. If the organisation can help them see what is possible and guide them toward achieving it, then all this potential is unlocked. You will see far fewer departures, and your organisational productivity will skyrocket.

The three top takeaways from our conversation are:

1. Create a personal board. As a senior leader, it is hard to get good feedback. So, identify three to six people to talk to about your career between one and four times a year, in a professional context. This will transform how you get feedback on challenging issues and help you have a priceless sounding board.
2. Realise the voice in your head is just a voice. You don’t have to listen to it. You can ignore or challenge it, which is especially useful for overcoming negative internal narratives.
3. Contribute to the productivity research of the future. Complete the ongoing survey on generational productivity from the London School of Economics and Protiviti. You can complete it here:  https://www.protiviti.com/us-en/survey/lse-generations-survey    

Don’t forget to subscribe never to miss an episode of the Better Boards Podcast Series. Available on their website, Apple, Spotify or Google.

To find out how you can participate in the Better Boards Podcast Series or more information on Better Boards’ solutions, please email us at info@better-boards.com.

The post The Better Boards Podcast Series: Increasing Productivity Through Inclusion appeared first on The European Business Review.

A diverse and equitable workforce does not happen by accident. This kind of flourishing workplace culture occurs through careful policy development, management that fosters inclusion, and a company-wide attitude that values the distinctive contributions of each team member. Creating an inclusive workplace culture has been a strategic goal for many organizations. There are many guides, coaches, and techniques that have helped leaders in traditional workplaces move towards this identified outcome. However, the question of diversity in a remote workforce remains. Can the same strategies that have served in traditional workplaces be applied to hybrid and fully remote scenarios? What do managers and other leaders need to know about diversity, equity, and inclusion in modern remote workplaces?

Remote Work Can Promote Inclusion and Diversity

By its very nature, remote work can promote diversity and inclusion. To start with, talent can be drawn from a much wider geographic area, giving opportunities to people from many more regional backgrounds. Bringing together the perspectives of people living in many different locations can add nuance to teams as well as cultivating a surprising range of talent and experience. Remote work closes the geographic gap between urban, suburban, and rural regions, expanding your talent pool by magnitudes. Your organization can even access international talent. Major business and educational centers across the globe are hotbeds of talent that have yet to be fully leveraged by various sectors. Employers also see better recruitment as a result of offering remote work options. Today’s employees are increasingly looking for a more flexible way to work; top talent in particular is becoming choosier. Creating a candidate pool from the best talent from every region is advantageous for any organization.Bringing a variety of people together from different backgrounds is one way to promote a culture of diversity within your organization. Different perspectives, life experiences, abilities, and backgrounds are valuable because these viewpoints allow a fresh look at problem-solving while also creating a rich and vibrant workplace environment.

Raising the Equity Standard

Although improvement has been seen, there is still a long way to go before men and women see equal representation in the workforce; financial disparities still exist which contribute to economic depression in numerous areas. Remote work gives many women the freedom to care for children without the added burden of a commute or having to arrange for expensive childcare during the work day. This is one way that remote work helps bring gender equality to the workplace.People with a range of disabilities experience inequitable conditions in many workplaces. Buildings may provide inadequate or inappropriate accommodation for mobility devices, or public transit options may not offer the correct services to convey an employee to their job. Remote work options give disabled workers the dignity of employment and the ability to economically sustain themselves while adding their valuable skills to a team. In fact, remote work options are becoming increasingly essential for disabled people; companies committed to the goal of inclusion should consider the benefits that remote working offer to this population in particular.

What Customers Expect

The issue of diversity does not just affect the internal workings of an organization. A rising tide of consumers – especially those born since the 1990s – are making their opinions known with their spending habits; they care about seeing diversity meaningfully represented in advertising and by the companies they shop with. Being able to clearly demonstrate that inclusion and diversity are values that your organization holds and implements will send a strong signal to these spenders that you share their ideals. You can firmly state that diversity is more than just a buzzword – it’s a standard you hold your organization to. More than that, it’s a principle you care about.

Creating Change from Within

Recognizing that diversity, equity, and inclusion are important for a workplace is only the beginning. Understanding why these priorities are valuable and the tangible contributions they make to the entirety of an organization is also essential. Having clear workplace policies that comply with employment law is a good first step. Take the next by considering ways to implement remote working options within your organization. This is a strong way to move towards addressing the workplace equity issues facing the business leaders of today.

The post Diversity and Inclusion in a Remote Workforce appeared first on The European Business Review.

When LGBT+ employees feel their employers aren’t doing enough to support LGBT+ inclusion, many are prepared to look elsewhere for organisations that do. This is one of the many stark findings from Deloitte’s recently released 2023 LGBT+ Inclusion @ Work report, which explores the experiences of more than 5,400 respondents across 13 countries through the lens of both sexual orientation and gender identity. 

The survey findings reinforce that when organisations foster diversity and demonstrate a commitment to LGBT+ inclusion, it can positively impact the lives and experiences of all employees in the workplace.   This is why boards need to recognise the importance of inclusion and move beyond lip service to ensure companies have the necessary strategies to ensure their organisations cultivate environments where LGBT+ employees and all employees can thrive.

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards,  discusses the 2023 LGBT+ Inclusion @ Work report and why boards need to prioritise LGBT+ inclusion with Emma Codd, Global Chief Diversity, Equity and Inclusion Officer for the professional services firm Deloitte.   Emma leads the firm’s strategy on gender balance, LGBT+ inclusion, mental health, disability inclusion, neurodiversity, and the development and delivery of thought leadership aligned to this strategy, including the annual ‘Women@Work – a Global Outlook’ report. In 2021 Emma was awarded Honorary Membership by the UK’s ICAEW for her work championing diversity and inclusion of women 

“LGBT+ inclusion and the willingness for people to be out in the workplace is a barometer for other aspects of inclusion”

Emma explains that the 2023 LGBT+ Inclusion @ Work report is one of Deloitte’s “At Work” series of reports, and involved around 5400 LGBT+ people in workplaces across 13 countries – Australia, Brazil, Canada, China, France, India, Japan, Mexico, the Netherlands, Poland, South Africa, the UK and the US.   It is designed to give a representative view through a global lens.

Emma explains that many people who identify as LGBT+ fall into Generation Z and millennials – for example around 10% of Gen Z identify as LGBT, and in reality, possibly more. At Deloitte, over 80% of employees are Gen Z or millennials, which is an increasingly important issue. Being out at work was an important aspect discussed in the survey, and Emma points out that LGTB+ is an identity that people can choose to hide, so the more people who are out at work, the more likely the culture is inclusive. She also notes that the impact of what is known as “covering” applies also to other diversity aspects, such as neurodivergent variations. The reality is that covering means people are not bringing their whole selves to work, and if you cannot be yourself in the workplace, you are not applying yourself 100%, and you will not be fully happy or fully engaged.

“The survey shows us how important it is to LGBT+ people that their workplace is inclusive for them”

The survey revealed both positive and concerning information. Emma warns that one-third of respondents said their current employer does not focus on LGBT+ inclusion and expressed a desire to change employers to find a more inclusive workplace. This increases to half of respondents in an ethnic minority in their home country. The survey also highlighted the importance of a diverse workforce, with nearly 70% of respondents stating that it was a deciding factor in choosing a company. 

“If they are their true selves in the workplace, they’re worried they’ll be discriminated against, that they’ll be harassed, they’ll be disrespected, but then they’re also worried about their personal safety”

Emma notes that 6 in 10 respondents felt it was important to be out about their sexual orientation, and three-quarters about their gender identity. However, less than half felt comfortable being out with all their colleagues, and a further third with only a select group of colleagues.   Concerns about being treated differently, discrimination, harassment and personal safety were cited as reasons for not being open about their identity and a personal preference to not talk about it. Emma points out that nearly 2 in 10 have a concern for their personal safety if they were out about their sexual orientation, and just over a quarter are out about their gender identity. This raises concerns about employees’ psychological and physical safety in the workplace, which boards have a duty and responsibility for. 

The survey also revealed that individuals were less comfortable being out with higher-level positions, such as their direct manager (37%), HR (34%), company leadership (28%) and clients and customers (20%). This poses a challenge when it comes to reporting non-inclusive behaviours and feeling supported in the workplace.

“The importance of LGBT+ inclusion in the workplace is more important, according to this data, for Generation Z and millennials”

Emma explains that looking at Gen X, millennials, and Gen Z, there was a real difference in attitudes. According to this data, LGBT+ inclusion in the workplace is more important for Gen Z and millennials, who feel the importance of this ability to bring their whole self to work. Gen X does not see it as personally important for them. Therefore, higher leadership roles (who may frequently be older) could be failing to understand the needs of the younger generations. This was worryingly similar in different countries.

“One in 10 of respondents that experienced these non-inclusive behaviours said that they were exposed to physical aggression”

Emma references the research each year into millennials and Gen Z (over 25,000 millennials across over 40 countries). Questions are asked about non-inclusive behaviours – harassment, bullying and microaggressions.   42% of respondents (very similar to the Women at Work data) said they had experienced these behaviours. Emma notes that the data is subjective but shocking that just under half of those who experienced those behaviours are certain they experienced them as a result of their sexual orientation or gender identity. A further 37% strongly suspected it to be the reason, and over 80% of those strongly suspect that it is a result of how they identify.

The most common non-inclusive behaviours encountered were microaggressions, again, very similar to the Women at Work report data. The frequent definition of microaggressions is often unintended, seemingly small behaviours that adversely impact somebody – so comments of a sexual nature, unwanted jokes about the way they identify, what was probably previously called workplace banter. Emma explains that the impact these microaggressions have on people and how excluded they feel is very significant. Most concerning was that one in 10 respondents that experienced these non-inclusive behaviours said that they were physical aggression, believing this is because of how they identify. Reflecting perhaps the data on how many LGBT+ people were comfortable disclosing at work, 43% of those who experienced non-inclusive behaviours did not report it to anyone. Not their employer, not HR, not to anyone. Why? 39% said they thought reporting it would worsen the situation, and around one-third had no confidence that action would be taken, or were concerned about adverse career impact.

“Do you know how many of your employees actually are willing to give you their personal data in the first place?”

Emma points out that some organisations are doing an amazing job, making LGTB+ inclusion a priority, talking about it, educating, and demystifying. Boards need to consider self-identification and whether there has been a voluntary self-ID campaign. Do you know how many of your employees identify as LGBT+ or are willing to give their personal data at all? Employee resource groups are really important, but it is not their job to fix anything from a DI perspective, that is the board and management committee’s role. An ERG enables people to spend time with others to share experiences and help advocate any change where needed. Emma maintains that every board member should be a visible and vocal ally when it comes to LGBT+ inclusion.

The three top takeaways for effective boards from our conversation are:

1. This is important to your business.
2. For one day try not referring to your partner by their pronouns to see just how difficult that could be for somebody who cannot be out at work, and therefore the impact on their performance.
3. Understand that culture is everything, and doesn’t just impact LGBT+ inclusion. It impacts everything – and boards have a responsibility here. Try and understand how your people are feeling, what they are experiencing, non-inclusive behaviours and what needs to happen to deal with them properly.

Don’t forget to subscribe never to miss an episode of the Better Boards Podcast Series. Available on their website, Apple, Spotify or Google.

To find out how you can participate in the Better Boards Podcast Series or more information on Better Boards’ solutions, please email us at info@better-boards.com.

The post The Better Boards Podcast Series: The Retention Factor – Why Boards Need to Prioritise LGBT+ Inclusion appeared first on The European Business Review.

Recognizing the Value of DEI in Executive Education

Diversity, equity, and inclusion initiatives in executive education offer numerous benefits. Diverse perspectives and experiences enhance problem-solving abilities, promoting creative and innovative solutions. When individuals from different backgrounds collaborate, they bring unique insights and approaches to the table, enabling organizations to tackle complex challenges more effectively. Fostering an inclusive environment boosts employee morale and engagement, leading to increased productivity and retention. When employees feel valued, heard, and supported, they are more likely to contribute their best work and remain committed to the organization.

Diverse leadership teams are better equipped to understand and serve global markets, providing a competitive edge in today’s interconnected world. By reflecting the diversity of their customer base, organizations can develop products, services, and strategies that resonate with a wider range of stakeholders.

INSEAD’s executive education program includes a module called “Leading for Results through Diversity and Inclusion.” It equips executives with the knowledge and tools to leverage diversity for strategic advantage. The program emphasizes cultural intelligence, unconscious bias mitigation, and designing inclusive talent management strategies. Through simulations and real-world case studies, participants learn how to create inclusive cultures that foster collaboration, innovation, and high-performance teams.

Wharton School at the University of Pennsylvania: The Wharton Executive Education program offers the “Advanced Management Program” with a dedicated focus on DEI. Participants gain insights into building diverse and inclusive teams, fostering an inclusive culture, and leveraging diversity to drive innovation and business growth. The program combines academic rigor with practical applications, enabling executives to develop a holistic understanding of DEI and its impact on organizational performance.

The Impact of DEI in Executive Education

By integrating DEI principles into executive education, organizations can cultivate a new generation of inclusive leaders capable of driving sustainable success. These programs help executives develop the skills needed to create diverse and inclusive cultures, break down barriers, and champion equitable practices. Moreover, executives who undergo DEI-focused education become advocates for change within their organizations, inspiring others to embrace diversity and foster inclusive work environments.

The impact of DEI-focused executive education extends beyond individual leaders. It permeates throughout the organization, influencing hiring practices, talent development, and overall organizational culture. By nurturing inclusive leaders, organizations can attract and retain diverse talent, leading to improved employee satisfaction, creativity, and innovation. Furthermore, inclusive leadership creates a positive ripple effect, as these leaders actively promote DEI principles within their teams, fostering an environment where everyone feels valued, respected, and empowered.

IMD Business School offers the program “Leadership for the Digitally Transformed World,” which includes a focus on diversity and inclusion. This program equips executives with the skills to navigate the challenges and opportunities presented by digital transformation while also fostering diversity and inclusion in the digital age. Participants explore topics such as inclusive leadership, leveraging diversity in virtual teams, and managing digital diversity.

Conclusion

In a rapidly changing global business landscape, diversity, equity, and inclusion are not just buzzwords but fundamental principles for success. Executive education programs play a pivotal role in building inclusive leaders who can navigate complexities, harness diverse perspectives, and drive innovation. As organizations continue to recognize the strategic importance of DEI, programs that incorporate these principles will be at the forefront of developing leaders who can thrive in a diverse and interconnected world. By investing in DEI-focused executive education, organizations are not only investing in their leaders’ growth but also in the long-term success and sustainability of their business.

The post The Role of Diversity, Equity, and Inclusion in Executive Education: Building Inclusive Leaders for Global Success appeared first on The European Business Review.

1. Setting the Tone: Leadership and Vision

The academic dean serves as a visionary leader, responsible for setting the tone for diversity and inclusion initiatives within their academic department or college. By developing and articulating a clear vision, the dean can inspire faculty, staff, and students to embrace diversity and actively work towards equity and inclusion. This includes fostering a climate that values diversity, promoting inclusive hiring practices, and creating opportunities for underrepresented groups to thrive. Through their leadership, the academic dean can create a sense of purpose and direction that guides the institution in its DEI efforts.

2. Policy Development and Implementation

Another critical responsibility of an academic dean is the development and implementation of policies that promote diversity, equity, and inclusion. This includes ensuring that institutional policies align with the principles of fairness, inclusivity, and equal opportunity. The dean can work with relevant stakeholders to establish guidelines for recruiting and retaining a diverse faculty and student body, providing equal access to resources and opportunities, and addressing any instances of discrimination or bias. By implementing robust policies, the academic dean can create a supportive environment that values and respects all individuals.

3. Faculty and Staff Development

To foster a truly inclusive environment, the academic dean must prioritize faculty and staff development. This involves offering training programs, workshops, and resources that enhance cultural competency, promote awareness of unconscious biases, and provide tools for inclusive teaching practices. By investing in professional development opportunities, the dean can empower faculty and staff to create inclusive classrooms, engage with diverse perspectives, and facilitate meaningful dialogues that foster understanding and respect. Additionally, the dean can support initiatives that promote faculty diversity and advocate for inclusive hiring practices.

4. Collaboration and Partnerships

Promoting diversity, equity, and inclusion requires collaboration and partnerships both within and outside the academic institution. The academic dean can initiate and nurture collaborations with other departments, academic units, and community organizations to create synergistic efforts that amplify the impact of DEI initiatives. By forging partnerships, the dean can leverage collective resources, knowledge, and expertise to address systemic barriers, promote social justice, and enhance opportunities for marginalized groups. Engaging with external stakeholders can also provide valuable insights and perspectives that inform the institution’s DEI strategies.

5. Student Engagement and Support

An academic dean plays a vital role in supporting the diverse student body within their institution. This involves creating an inclusive learning environment where all students feel valued, respected, and supported. The dean can actively engage with student organizations, create mentorship programs, and establish advisory committees that amplify student voices and ensure their perspectives are taken into account in decision-making processes. Additionally, the dean can collaborate with student affairs professionals to provide support services that address the unique needs of diverse student populations. By fostering student engagement and support, the academic dean contributes to student success and well-being.

6. Data Collection and Accountability

To drive meaningful change, it is essential for the academic dean to collect and analyze relevant data on diversity, equity, and inclusion. By regularly assessing the institution’s progress, the dean can identify areas for improvement and take proactive measures to address disparities or inequities. Furthermore, the dean can establish accountability mechanisms to ensure that DEI goals are integrated into the fabric of the institution and progress is monitored regularly. This can involve the creation of diversity metrics, conducting climate surveys, and tracking the representation and experiences of underrepresented groups. By utilizing data, the academic dean can identify patterns, assess the effectiveness of initiatives, and make informed decisions to advance DEI goals. Additionally, sharing data transparently with the campus community fosters a culture of accountability and encourages collective ownership of DEI efforts.

7. Institutional Culture and Climate

As an academic leader, the dean plays a crucial role in shaping the institutional culture and climate. By promoting diversity, equity, and inclusion as core values, the dean can create an environment that embraces and celebrates differences. This includes fostering a sense of belonging for all members of the academic community, promoting respectful and inclusive communication, and actively challenging biases and stereotypes. The dean can collaborate with faculty, staff, and student leaders to develop initiatives that promote a sense of community, foster intercultural understanding, and address any systemic barriers that hinder inclusivity.

8. Engaging External Networks and Resources

An academic dean can also engage with external networks and resources to further advance DEI goals. This can involve participation in conferences, workshops, and forums focused on diversity and inclusion in higher education. By networking with colleagues from other institutions, the dean can learn from best practices, share experiences, and collaborate on innovative approaches to DEI. Additionally, the dean can leverage external partnerships, such as collaborations with community organizations or industry leaders, to enhance diversity pipelines, provide experiential learning opportunities, and promote equitable access to resources.

9. Advocacy and Public Engagement

Beyond the confines of the academic institution, the academic dean can serve as an advocate for diversity, equity, and inclusion in the broader community. This can involve actively participating in discussions and initiatives related to social justice, equal access to education, and inclusion. The dean can contribute their expertise to policy discussions, engage in public speaking engagements, and collaborate with community leaders to promote systemic change. By taking a proactive stance on DEI issues, the academic dean can position the institution as a leader in the larger movement towards a more inclusive society.

10. Ongoing Evaluation and Adaptation

Promoting diversity, equity, and inclusion is an ongoing process that requires continuous evaluation and adaptation. The academic dean should regularly assess the effectiveness of DEI initiatives, solicit feedback from stakeholders, and make necessary adjustments to improve outcomes. This iterative approach allows for the identification of emerging challenges, the exploration of new strategies, and the cultivation of a learning culture that embraces continuous improvement.

In conclusion, the role of an academic dean in promoting diversity, equity, and inclusion is multifaceted and pivotal. Through visionary leadership, policy development, faculty and staff development, collaboration, student engagement, data-driven accountability, and external engagement, the academic dean has the power to transform the academic community into an inclusive and equitable space. By championing diversity, equity, and inclusion, the academic dean not only enriches the educational experience but also prepares students to be active contributors to a more just and inclusive society. Through their efforts, the academic dean plays a vital role in shaping the future of higher education, where diversity and inclusion are valued as fundamental cornerstones of academic excellence.

Disclaimer: The article above was generated by ChatGPT. The content provided is based on its understanding of the topic as of its last training data in September 2021. While ChatGPT strives to provide accurate and up-to-date information, it is important to note that AI-generated content may not always reflect the most current developments or professional opinions in the field. Therefore, readers are advised to independently verify and consult authoritative sources for specific information or seek professional advice as needed. The views and opinions expressed in the article are those of ChatGPT and do not necessarily reflect the views of OpenAI.

The post Promoting Diversity, Equity, and Inclusion: The Role of an Academic Dean appeared first on The European Business Review.

The podcast and the article are brought to you by The Better Boards Podcast Series.

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses with Professor Randall Peterson the role of the board in helping organisations become better at dealing with diversity – moving beyond the presence of diversity to being able to engage diversity to benefit the organisation.  

Randall is Professor of Organisational Behaviour at London Business School, and his recent work includes a report for the Financial Reporting Council on board diversity.  He has been active on the board of UN Women UK, and is currently serving on the Leaders as Change Agents** board, an expert panel working through the Government Equalities Office to facilitate positive change in the UK’s largest employers.

His book entitled “Disaster in the Boardroom: Six Dysfunctions Everyone Should Understand” combined with 30 years of award-winning research on boards gives him a unique and deep understanding of the role of the board in creating meaningful change. 

“We know something about what goes wrong – There’s a parallel track…”

Randall describes the wide range of research he has looked at in depth with over 100 directors and company secretaries, which has given very consistent results.  To gain multiple perspectives, usually two or three people per board were questioned.  He also describes writing his book about disaster in the boardroom, which documents 300 years of mistakes, and companies that have made outrageously bad decisions, looking for patterns.  With examples going back over 300 years, six different distinct trajectories towards failure were identified.  Also, with his work with LACA** the idea emerged that instead of focusing on what boards do wrong, it is time to focus on how to do things right.

“Adding diverse voices to the mix is not enough”

Randall explains that although diversity can benefit your business, there is no guarantee that it will unless you embrace it, by doing the inclusion work engagement, which is hard to do.  Well-managed diversity leads to tangible changes in the culture of how a board operates and interacts (making it for example more inclusive and collaborative), and this has positive effects on the bottom line and corporate value.  He believes that much of the effort in the diversity space is too focused on making boards feel bad and afraid to make mistakes, both individually and collectively as a board.  His research has also shown that most directors get little to no support, training or education for being a director.

“Stop saying that diversity is going to get you a better outcome”

To be world class, you have to be diverse, because the research shows more diverse groups produce more diverse outcomes. The very best groups are highly diverse, but so are the worst ones.  Randall outlines some areas where his research was surprising.  Firstly, the business case for diversity as traditionally formulated can actually have a strong negative impact.  When you diversify and put a spotlight on people who are different it can feel threatening, and actually diminish the performance of your newly diverse management team.  Secondly, Randall found that boards that are really good on one type of diversity are typically not great at another. There were boards that were really good at gender, but not very good at race and ethnicity, and vice versa.  There is now a better understanding that the barriers to entry for different groups is different.  So what helps recruit and retain women for the board may not recruit and retain a person of colour. Best boards figure out that recruiting and retaining each type of diversity requires a slightly different journey to success.

“Having a growth mindset, focusing on how we can get better outperforms any other culture”

Randall finds that interviewees are often somewhat reluctant to talk about demographic diversity, because they don’t want to ‘get it wrong’. Most care deeply about diversity and should be a little more brave in raising those issues in conversation, in nomination processes etc.  He wants to encourage people to have these conversations, being positive about what can be done, and what can be done better.  The research shows very clearly that having a growth mindset, focusing on “how we can get better” outperforms any other culture, in terms of ways of working.

Randall warns that to hire for diversity, if looking for a very specific skill set it can obviously be difficult to find a diverse candidate with the right experience.  But sometimes it can be too easy just to say there isn’t such a person, especially if using the big recruiters.  It is very worth searching out some of the smaller search firms who specialise in this area.  It is possible there is a pool of people out there who are not overcommitted, who are very qualified, and who would make great directors.

The three top takeaways from our conversation are:

1. The importance of being willing and able to be an advocate for diversity, as there are often a lot more allies around the table than we typically anticipate.
2. Every single director has a role to play in creating a culture of learning and growth, and a focus on ‘how do we get better’, instead of ‘what we do wrong’. Focus on what can be improved.
3. To identify a diverse set of directors successfully, pause the search and seek out a smaller search firm that specialises in different groups of people, because there are a lot of highly qualified, highly motivated, great potential directors waiting to be found.

** Leaders as Change Agents (LACA) was formed in 2019 and has been working with the UK government, subject matter experts at Deloitte and prominent businesses to undertake extensive research of available best practice to develop the Employer & Employee Guide framework, available free from www.leadersaschangeagents.com.  At the core of the framework are 8 foundational principles, drawn from available best practice, central to developing a modern, competitive EVP.  The framework guide is well supported by many business leaders, as well as by London Business School.

The eight commitments in the LACA Guide:

• Empowerment and choice
• Diversity, Equity, and Inclusion
• Growth and Diversity
• Commitment and Engagement
• Participation in DM
• Work/Life Balance
• Fairness
• Recognition and Reward

Don’t forget to subscribe never to miss an episode of the Better Boards Podcast Series. Available on their website, Apple, Spotify or Google.

To find out how you can participate in the Better Boards Podcast Series or more information on Better Boards’ solutions, please email us at info@better-boards.com.

The post The Better Boards Podcast Series: Diversity & Inclusion – The Boards Role as ‘Agents of Change’ appeared first on The European Business Review.

The stigma long associated with mental health challenges is fading. Companies should turn that to their advantage. Technology can help.

Companies increasingly understand the value of having an inclusive culture at work. When a culture is open and supportive, employees are more likely to love their jobs, be more productive, and advance to more senior levels in the organisation over time.ⁱ

One area of inclusion that still gets far less attention than it needs, however, is mental health. That’s unfortunate because, according to the results of a recent Accenture survey of 2000 workers in the UK, nine in ten individuals have been affected by mental health challenges – either their own, or those of a family member, friend, or co-worker.ⁱⁱ

How can companies strengthen – or jumpstart – their mental health offerings? Technology can be a useful tool in three ways: getting the word out; enabling support 24/7; and helping employees help one another:

Getting the Word Out

Although most of the C-level executives in an earlier Accenture survey were aware of the mental health services offered within their organisation, that number dropped to 50 percent for workers below the manager level.ⁱⁱⁱ So as a first step, executives can take to their email to alert employees about services that the company may already be offering.

They might also consider writing a blog, posting a video, or hosting a webinar about mental health support at work and the company’s desire to normalise the topic. Opening up about challenges they themselves have faced can be powerful as well. Senior leaders, by their actions, can shift a culture quickly. Yet only 14 percent of our respondents had ever heard a senior leader talking about the importance of mental health. Just one in ten had heard a senior leader talk about being personally affected.

Enabling 24/7 Support

It is important for people to be able to access help when they need it, and to do so anonymously if they prefer. Toronto counselling services, online counselling services, chat rooms, peer groups, “open” around the clock, will typically allow individuals to remain anonymous, enabling someone who is not ready to talk openly to seek help.

In the UK, Accenture employees have access to the “Big White Wall,” a confidential (and anonymous), professionally managed chat environment dedicated to providing mental health support.

There is an important caveat to consider regarding online support though. When offering access to external services, a company will need to screen each one thoroughly. And there is not yet enough rigorous independent testing of these resources to facilitate that process. The good news is that with that goal in mind, one working group led by NHS England (which includes MedCity, the National Institute for Health and Care Excellence (NICE), Public Health England, and DigitalHealth.London) is developing guidance and standards to address the issue. More immediately, the Duke of Cambridge in September of 2018 launched an online platform called Mental Health at Work. The site serves in part as a forum on which to share the most effective tools for employers.¹

Another concern, and one expressed by a majority of the respondents in our survey, is that seeking tech support for mental health challenges might delay someone from getting the professional help they might need. Company training can help employees to understand what needs can be met online and when it’s important to get help from a medical professional.

Helping Employees Help One Another

Online classes and webinars can teach employees how to recognise the signs of stress, anxiety, and other mental challenges in themselves and in others. Online instruction can also teach someone how to respond if a colleague opens up to them. Of the individuals in our study who had opened up to someone at work, 61 percent said that they had shared their challenge first with a close colleague. Just 15 percent had chosen an HR or wellbeing specialist as their first point of contact.

At Accenture, we offer a variety of online courses in this spirit, including a straightforward overview of what mental illness is and what current treatments are available (and what they’re like) in the medical field. We also have a “Mental Health Allies” program, through which employees can receive additional training that is initially classroom-based in the UK, with follow-up webinars to keep skills up to date, to become a designated source of front-line support for anyone in the organisation who reaches out to them.

Almost everyone in our survey saw some benefit in being able to open up to another at work. These benefits included a decrease in levels of stress, a decrease in feelings of isolation, an increase in confidence, and useful guidance on taking positive steps to get help.

Younger, Older, and In Between

Our findings suggest, perhaps unsurprisingly, that the youngest workers in our study – the digital natives – are more likely to take advantage of technology-based resources than others. But consider: Across England from 2016 – 2018, people increased their use of mobile technology to manage physical and mental health by 30 percent. During that same period, they increased their use of health-related wearable technology by 40 percent.^iv Companies that follow this clear consumer trend can tap the power of technology to great effect, as part of a holistic approach to improving employee health and wellbeing, and creating and sustaining a powerful, increasingly inclusive culture.

When a culture is open and supportive, employees are more likely to love their jobs, be more productive, and advance to more senior levels in the organisation over time. 

Tech Support Advantages

Used well, technology has an important role to play in company support of employee mental health. It can be:

• Empowering: helping employees take responsibility for their own mental health.
• Anonymous: offering a confidential environment for those not ready to talk openly.
• Accessible: available wherever and whenever it’s needed.
• Relevant: particularly for the rising generation of employees.
• Scalable: effective for businesses of all sizes.

About the Author

Barbara Harvey is a managing director with Accenture Research. She is also the executive sponsor for Accenture’s Mental Health program in the UK.

References

1. Getting to Equal 2018: When She Rises, We All Rise, Accenture. https://www.accenture.com/es-es/_acnmedia/PDF-73/Accenture-When-She-Rises-We-All-Rise.pdf

ii. Accenture conducted this survey of 2000 working men and women across the UK on behalf of “This Can Happen,” the UK’s largest annual conference on mental health. It’s published in full in It’s Not 1 in 4; It’s All of Us. https://www.accenture.com/t00010101T000000Z__w__/gb-en/_acnmedia/PDF-90/Accenture-TCH-Its-All-of-Us-Research-Updated-Report.pdf, November 2018

iii. Accenture conducted this survey, of 2000 working men and women and 400 undergraduate students in June 2018. It was published in Supporting Mental Health in the Workplace – The Role of Technology, https://www.accenture.com/t00010101T000000Z__w__/gb-en/_acnmedia/PDF-88/Accenture-World-Mental-Health-Final-Version.pdf in October

iv. Accenture (2018) Patients+Doctors+Machines: Consumer survey on digital health

2. There are 11 partners behind this initiative: Heads Together, CIPD, the Federation of Small Businesses,

3. the City Mental Health Alliance, Mental Health First Aid, the Work and Health Unit, Public Health England, NCVO, The Work Foundation, Time to Change, and the Institute of Directors.

The post Using Technology To Turn The Dial On Inclusion: The Mental Health Opportunity appeared first on The European Business Review.