One of the challenges with inclusion is that people who experience it consistently may not notice it at all. In many ways, inclusion operates like privilege. Those who have always felt included rarely have to think about what inclusion means because it has become their normal experience. A useful way to understand this is through the lens of health. Most people do not spend much time talking about being healthy because health is experienced as the default state. We become aware of health when something goes wrong, and the same is true for inclusion. People rarely notice inclusion when it is present, but they immediately recognise exclusion when it appears.
Small acts of complicity
We created a space where people feel safe enough to be vulnerable, honest, and transparent without fear of judgement. A welcoming environment where individuals can speak openly about the realities of everyday challenges, whether personal or professional, and feel genuinely heard in the process. Too often, people feel pressure to appear composed, capable, and unaffected. Spaces that encourage openness create a different dynamic. They allow people to lower their guard, have more authentic conversations, and engage with each other in a more meaningful way.
Psychological safety is not about removing accountability or avoiding difficult conversations. It is about creating an environment where people feel respected enough to contribute honestly, ask for support when needed, and share experiences without feeling dismissed or isolated. When people feel safe to speak openly, connection strengthens, trust develops, and conversations become more constructive and human.
““There are two types of people in this world: people that lift and people that lean. Surround yourself with the lifters.””
It was a full house
Performative inclusion occurs when organisations adopt the language of diversity without addressing the underlying structures that shape outcomes. In practice, this often looks like celebrating difference while maintaining rigid, one-size-fits-all expectations around productivity, communication, and behaviour.
When inclusion is treated as a branding exercise, it risks undermining the very intent it seeks to advance. Organisations communicate that people belong, yet the physical, sensory, or systemic barriers remain unchanged. I think true inclusion requires more than visibility as it demands a willingness to examine, challenge, and redesign the systems that define how people experience the organisation.
Are you ready to do the hard work? If so, contact me via email, and I’ll be happy to discuss how I could assist your organisation.
Relationship with industry
What does research show about merit and bias in representation?
When external pressure shifted, corporate behaviour changed rapidly. This suggests the central issue was never the absence of DEI programs themselves, but rather that many so-called merit-based systems were not genuinely meritocratic to begin with.
In practice, organisational decision-making often privileges familiarity over performance. People tend to hire, promote, and reward individuals they know, like, or feel comfortable with. As a result, I think many organisations operate systems that appear merit-based in principle but function through informal preference structures in reality, and frequently this is without conscious intent.
We have the ability
Image c/o Sukhraj Singh ©
I often frame personal and professional growth around three questions: How strongly do you want it? What are you prepared to endure to achieve it? And, most fundamentally, what do you actually want?
I think clarity of intention is where meaningful progress begins. Many people struggle not because of a lack of ability, but because they have not taken the time to define what they truly want from their lives. Each day presents an opportunity to act with purpose and shape the direction of one’s own story.
Let's work together
Moral revolutions are rarely the work of individuals or echo chambers; they are coalitional affairs. To achieve meaningful change, we must be willing to collaborate with those who do not mirror our views entirely.
The late American President, Ronald Reagan once famously said that if someone agrees with you 80% of the time, they are an 80% ally, not a 20% traitor. Unfortunately, modern political discourse has traded this pragmatism for moral purity. We have entered an era where any deviation from a 100% shared ideology is viewed as a disqualifying betrayal.
This quest for purity has several damaging effects as we are splintering into increasingly smaller, more insular moral circles. And by shrinking our circles, we lose the numbers necessary to exert influence. I sometimes think that we forget that the core of politics is the art of building coalitions to gain the power required to actually change the world. To move forward, we must stop treating "difference" as an enemy and start seeing it as the fundamental building block of a winning movement.
““We don’t change anything. All we can do is invest people with the morale to change it for themselves.””
International Citizen Days
The Copenhagen Municipality are doing their best to integrate international. You can find BPoC on Stand D32 today and tomorrow.
Giving energy at work
Psychological bravery is the bridge that allows authentic dialogue, even when the room feels unsafe. It’s the quiet courage to speak the truth when it feels risky. It’s the act of not shrinking, and trusting my own voice even when it shakes. Over the years, whether facilitating dialogue, supporting systems of change, or mentoring others, I have learned something important: safety and bravery are not opposites. They need each other.
Safety creates the foundation for bravery to flourish. And bravery — especially from those in positions of power — is what helps build lasting safety for others. I often ask myself: “Whose safety are we protecting, and who is paying the price for it?” It’s a question worth holding onto as we seek to build more inclusive, courageous spaces.
Did you know?
Some critics argue that “equity” leads to reverse discrimination, suggesting it prioritises certain groups over merit. In response to evolving conversations around diversity efforts, JPMorgan has rebranded its DEI program to Diversity, Opportunity, and Inclusion (DOI) replacing the term equity with opportunity. Despite the rebrand, JPMorgan’s employee resource groups (ERGs) will continue to focus on engagement, cultural celebrations, education, and historical observances.
From my perspective, DEI is meant for everyone. Unfortunately, it’s often misunderstood and has been mischaracterised as part of a so-called “woke” agenda. I think that organisations that truly prioritise inclusion and foster a genuine sense of belonging will remain the best places to work, for everyone.
We also belong here
When we assert our dignity, intelligence, or leadership, we are often labelled "uppity" or "difficult" which is a form of social policing meant to put us "back in our place." There are a lot of painful and persistent truths that resonates deeply with many people of colour, especially Black and brown individuals navigating spaces where systemic bias still thrives. This is why spaces that affirm our worth, celebrate our excellence, and centre our voices, for example, the Brotherhood for Professionals of Color (BPoC) are so critical. They don’t just counter the false narratives; they help us heal, thrive, and lead without apology.
““Sometimes I want to treat people how they treat me. But l can’t because that’s not my character.“”
Nuance not noise
Conversations about DEI require more than opinions, they demand data, rigour, and reflection. It’s easy to reduce these topics to headlines or soundbites, but real progress depends on our ability to lead with nuance. I think that as leaders, we must hold space for complex conversations. We must ask difficult questions without defaulting to fear, and we must challenge our own assumptions and those of others with facts, not just feelings. DEI is not about lowering standards, it’s about expanding access. It’s about creating systems where talent, skill, and potential aren’t limited by bias or structural barriers. What do you think?
Welcome to the team
c/o Vecteezy
I think by broadening the scope of DEI to include neurodiversity will have a transformative impact, for example:
Shifting the focus to innovation: Neurodivergent team members bring unique perspectives that fuel creativity and problem-solving, moving DEI beyond mere compliance.
Making DEI personal and actionable: Recognising invisible differences fosters empathy, adaptability, and meaningful inclusion for everyone.
Redefining the DEI narrative: It evolves from a checkbox exercise into a critical strategy for building resilient, future-ready teams.
Contact me via email for emotional intelligent leadership development coaching.
What do you see?
As organisations re-evaluate their diversity, equity, and inclusion (DEI) practices, it's vital to broaden our understanding of what diversity truly means. Let’s talk about neurodiversity, it’s a powerful dimension of human diversity that deserves greater recognition and celebration. Neurodiversity refers to the diversity in how people think, process information, and interact with the world. Around 15–20% of the global population is neurodivergent, encompassing conditions such as dyslexia, ADHD, autism, anxiety, epilepsy, and Tourette’s syndrome. Each of these represents a different way the brain works, offering unique strengths and challenges compared to neurotypical individuals. Contact me via email for emotional intelligent leadership development coaching.
I see you
The term, neurodiversity was coined by sociologist Judy Singer in 1997, and challenges the idea that everyone should conform to a single "normal" way of thinking or behaving. Instead, it encourages us to embrace the diverse ways in which brains function and recognise the value these differences bring. For leaders, incorporating neurodiverse team members is not about accommodation alone, it’s about unlocking potential, for example:
- Neurodivergent individuals often bring unique problem-solving approaches, heightened creativity, or exceptional attention to detail.
- Clear, flexible, and personalised communication ensures everyone feels valued and understood.
- Create an environment where team members feel comfortable expressing their needs without fear of judgment.
- Sensory-friendly environments or hybrid work options can empower neurodiverse individuals to thrive.
- Equip yourself and your team with training on neurodiversity to break down misconceptions and foster inclusivity.
I think by embracing neurodiversity, leaders not only build stronger, more innovative teams but also create cultures where everyone can bring their full selves to work. Contact me via email for emotional intelligent leadership development coaching.
Madonna speaks
Madonna has never been one to shy away from controversy, but perhaps her most powerful act has been her unwavering presence. Her words resonate deeply: "If you're a girl, you have to play the game. What is that game? You are allowed to be pretty and cute and sexy, but don't act too smart, don't have an opinion. Women have been so oppressed for so long, they believe they have to back a man to get the job done."
These truths cut to the heart of systemic barriers women face. Yet, her message isn’t just about exposing these struggles, it’s a rallying cry for action. She reminds us of the power of women supporting women: "Seek out strong women to befriend, to align yourself with, to learn from, to be inspired by, to collaborate with, to support."
Her resilience in the face of criticism, her refusal to let others dictate her worth, and her unapologetic voice are lessons for us all. To every woman who’s been told she’s "too much," "too opinionated," or "too ambitious," Madonna’s story shows us that resistance can be fuel. Let’s take her words to heart and build each other up, not just for ourselves but for the generations of women who follow.
Look in the mirror
Historically DEI has been an add on to the existing HR and People Lead team roles, however that’s changed. We are seeing more defined roles, more clear objectives and responsibilities, for example, Learning & Development when done right, has been known to improve workplace culture, bridge skills gaps and increase employee retention rates.
Belonging to a marginalised group does not make you qualified as a DEI professional. I’m a huge fan of research and there are 8 core competencies that DEI professionals should possess:
1. Change management
2. Diversity, inclusion & a global perspective
3. Business acumen
4. Strategic external relations
5. Integrity
6. Visionary and strategic leadership
7. HR competencies
8. Self-awareness
What characteristics does your organisations DEI advocate possess?
Let me know via email.
Together we grow
c/o Medium
What’s the most challenging part of your DEI job?
One of the most challenging parts is aligning individual perspectives with the broader goals of diversity, equity, and inclusion. For example, I once worked with a team member who was hesitant about implementing a mentorship program aimed at supporting women in leadership roles as they were concerned it might create unfair advantages. To address this, I shared an experience where we introduced a similar program in a previous organisation, and it resulted in not only more women in leadership positions but also an overall increase in team collaboration and performance. By framing the situation with concrete outcomes, I helped them see the bigger picture. My goal is not necessarily to change their mind but to broaden their understanding of why these initiatives are important from a DEI perspective.
The watered down version of DEI
I recently used an anology to illustrate the concepts of Diversity, Equity, and Inclusion (DEI) in the context of a meeting.
Diversity - Who is invited to the meeting?
Equity - Who is trying to get in but can’t?
Inclusion - Has everyone’s views been heard and acknowledged?
The receiver thought it captured the essence of each component of DEI, making it easy to understand and apply. What do you think?
““You can’t access empathy if you’re not willing to be vulnerable.””
Be mindful of other people's perspectives
We have a responsibility to identify our biases and stereotypes and try to unlearn them. At work we need to consciously choose the right words and create space for everyone to contribute to the discussion. This may involve using anonymous surveys after meetings or sending post-meeting emails to ensure that everyone's ideas are considered in the decision-making process. I think expressing phrases like "I value what you think" and welcoming new team members with questions such as, "Hi, you are new to our ensemble. Have you seen this done a different way? Do you have any experience you would like to share?" can help foster an inclusive environment.
Saying it as it is
I am not ashamed to admit that watching this video was the most insightful thing I have done today. We DEI professional think we know, this 10 minutes of productive self-awareness may question your biases.