inclusion

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.

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Did you know?

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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.

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We also belong here

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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.“”
— Burrellism
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Nuance not noise

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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?

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Welcome to the team

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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.

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What do you see?

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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.

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I see you

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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.

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Look in the mirror

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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.

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Together we grow

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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.

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The watered down version of DEI

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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.””
— Brené Brown

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.

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Internationals in DK

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In 2023, there were 318,000 full-time employees with a foreign background working in Denmark – an increase of 114% since 2008. Combined, they created value to the tune of DKK 322 billion – or 11.5% of Denmark’s total GDP. Denmark is facing a labour crisis and by 2033, the economy will need an additional 130,000 workers.


Unfortunately, only 35% of the highly qualified international workers are still in Denmark after 5 years, and 35% of all international students leave Denmark once they have finished their education. A national strategy for recruitment and retention is needed. Besides policy-changes, we need to start a movement for inclusion. Workplaces, civil society organisations, and informal networks must also take responsibility for making internationals feel welcome and included in Denmark.

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Facts on Friday

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What can you do to help?
DEI in the workplace and what it really means is a constantly evolving topic that you can’t learn from a book. I think both the personal and legal insights is what truly matters when trying to understand the position of underrepresented groups in the workplace through listening to their first-hand experiences. I have been guiding HR teams about the pressing issues they face and the right language to use when referring to a particular issue. When you don’t know what it’s like first hand to be part of an underrepresented group in the workplace then it’s worth taking time to understand how you can gain this insight. #justsaying

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Fragility matters

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How does fragility show up in the DEI space?
There is a notable presence of gatekeeping by privileged individuals who dominate discussions and initiatives in the DEI space in Denmark. These individuals often control the narrative and access to DEI resources, driven by a fear of losing power to those who might possess more knowledge or different perspectives. This defensiveness manifests as fragility, where they react negatively to criticism or conversations highlighting systemic inequalities. I think that telling uncomfortable truths can cost you friends, especially when you speak about the extraction of minerals and precious metals from Africa whilst the indigenous people live in poverty.

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Free from biases

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Diversity, equity and inclusion (DEI) is not only about skin colour; it’s about giving people who have talent the opportunity to express that talent. Often, the starting point can be biased, leading those who are not white to question:
a) Whether they possess the required skills, and
b) If they are the best person for the job.

I advocate for DEI policies because I recognise that many talented individuals from minority backgrounds deserve the same opportunities as the majority. In practice, minorities often need to be exceptional to secure white-collar jobs because societal structures have historically disadvantaged them. I think the western world was built on a patriarchal framework by the white majority, and it was not originally designed to include minorities.

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Closely linked values

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What does inclusion of diversity mean to you?

I think emphasising the importance of inclusion is the key to unlocking the value of diversity. Inclusion allows the unique perspectives, experiences, and backgrounds that your employees bring to truly contribute to your organisation’s ability to innovate, challenge assumptions, and identify risks. By fostering an inclusive environment, you will ensure that employees feel safe and secure to speak up and share their ideas, enabling them to fully participate and contribute to the organisation's success.

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Belonging at work

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DEI in the workplace and what it really means is a constantly evolving topic that you can’t learn from a book. I think both the personal and legal insights is what matters when trying to truly understand the position of underrepresented groups in the workplace through listening to their first-hand experiences. I have been guiding HR teams about the pressing issues they face and the right language to use when referring to a particular issue. When you don’t know what it’s like first hand to be part of an underrepresented group in the workplace then it’s worth taking time to understand how you can gain this insight.