inclusion

What is it that we all value?

I think we value having a sense of belonging, for example, we want to feel seen, valued, nurtured and supported. I haven't met anyone who doesn't want to feel that they matter. Now think about this through the lens of intersectionality. Think about how different aspects of our identity can determine whether we are welcomed into certain spaces, how we are treated once we are there, and whether we feel that we truly belong. And this is where inclusion becomes a question of membership.
- Who decides who gets to belong?
- Who makes the rules?
- Who decides who is allowed into the space, and who isn't?

Perhaps the more important question is: how do we reject these ideas and these forms of exclusion? I think it starts within our own sphere of influence. We each have the ability to either support the systems, behaviours and assumptions that exclude people or challenge them. Inclusion isn't simply about opening the door, it's about asking ourselves who gets invited in, who gets to stay, and whether they are genuinely made to feel that they belong.

““The softer the advice is given, the harder it lands.””
— Unknown

Authenticity is not for sale

The belonging issue is not a lack of ideas; it is a lack of implementation. If we want to move beyond performative inclusion, we need to stop measuring success by how inclusive our posters look and start measuring it by how actively we are dismantling the practices and structures that create exclusion. This requires a fundamental shift from consultation to co-creation, where those most affected are not simply invited into the room to provide input, but are given meaningful influence and decision-making power. It means properly resourcing inclusion rather than treating it as an additional initiative and designing accessibility and flexibility into systems from the outset rather than retrofitting adjustments after barriers or harm have already occurred. It also requires us to critically examine the norms we have come to accept as neutral: what we define as professionalism, productivity, appropriate behaviour, or even leadership. Because sometimes the barrier is not the individual who struggles to fit into the system; the barrier is the system itself and the norms we have built around it.

Authenticity is not for sale

I think inclusion requires more than representation. We tell an employee or stakeholder that they are welcome, but only if they are willing to adapt themselves to look, speak, and behave like the dominant group. When belonging comes with conditions, individuals are often forced to mask their needs, suppress aspects of their identity, or change who they are simply to navigate and survive the environment.

Competence keeps doors open

Pierre Bourdieu's concept of habitus becomes particularly useful when trying to understand why some people are welcomed into organisations but not fully accepted, why certain leadership styles are rewarded over others, and why "cultural fit" so often outweighs diversity of thought. Habitus refers to the deeply ingrained ways of being, speaking, acting, relating, and perceiving that individuals carry with them, shaped by their histories, cultures, and social positions. It influences how we communicate, how we build relationships, what we consider to be "professional," how we approach authority, and even what we believe is appropriate behaviour in the workplace.

When individuals from marginalised or non-dominant backgrounds enter professional spaces, they do not simply bring new ideas; they bring different ways of doing. They may challenge assumptions, communicate differently, build trust in different ways, or solve problems from perspectives that fall outside the organisational norm. Unfortunately, it is often this "doing" that is resisted. Organisations frequently celebrate diversity in principle while expecting conformity in practice. I think difference is only truly welcomed when it does not require the dominant culture to adapt. What do you think?

A seat at the table

Inclusion opens the door.
Belonging gives you a seat at the conversation.
Psychological safety gives you the confidence to speak.
Being seen allows you to show up authentically.
Being valued means your voice helps shape what happens next.

Conversations we avoid

Sometimes people comply with the culture, but they do not necessarily feel that they belong. They contribute what feels safe rather than what they genuinely think. Over time, organisations lose diversity of thought, not because talented people are absent, but because they have learned that authenticity carries risk. As leaders, we have a responsibility to create environments where people do not have to earn their dignity. I think every individual deserves to be treated with integrity and respect. And every person brings experiences, strengths, and perspectives that deserve to be heard.

One of the most powerful moments in coaching is when someone realises they no longer need to hide. I have found that the same is true in organisations. The conversations we avoid, the assumptions we never question, and the experiences people feel unable to share often become the greatest barriers to trust, learning, and inclusion. Maybe the opposite of inclusion is not exclusion, perhaps it’s the feeling that you have to hide part of yourself in order to belong.

Rethinking inclusion

Inclusion extends far beyond recruitment as it requires leaders to examine which behaviours are rewarded, whose voices carry influence, who receives informal sponsorship, and whether success depends on fitting an existing mould rather than contributing new perspectives. Culture is shaped by the behaviours we recognise, reward, and promote. And if we continue to reward only one form of cultural capital, we should not be surprised when many talented people conclude that belonging comes at the cost of authenticity. I think true inclusion begins when organisations stop asking people to fit the culture and start asking how the culture itself can evolve.

Beyond performative inclusion

When organisations speak about inclusion, the conversation often focuses on representation, for example: How many women are in leadership? How many people from underrepresented backgrounds have been recruited? How diverse does the organisation appear? These are important questions, but they rarely tell the whole story. I think an equally important question is this: Who succeeds once they are inside the organisation, and why?

There are many ways to interpret why organisations continue to struggle with genuine inclusion. Some point to financial incentives, and others highlight the value of accessing diverse perspectives while leaving existing power structures untouched. Some describe this as performative inclusion or inclusivity-washing, where the language of inclusion advances more quickly than the culture itself. What do you think?

Inclusion is reflected in behaviour

The work of inclusion begins when leaders move beyond assumption and start paying attention to the experiences that are often invisible to them. It is visible in who gets opportunities, who feels psychologically safe to contribute, whose perspectives are valued, and whether people can succeed without suppressing important parts of their identity. Organisations that focus only on diversity metrics without addressing inclusion risk creating environments where representation exists, but belonging does not.

BCCD at Womenomics

Inclusion is often misunderstood because, unlike diversity, it is not always visible. Diversity is about representation, what we can see and measure. Inclusion is about experience, how people feel, whether they are heard, respected, valued, and able to participate fully. I think diversity is often the outcome organisations seek, while inclusion is the behaviour and environment that make those outcomes possible.

Resistance is real

Many people still perceive inclusion work as “soft” or disconnected from business performance, often assuming it may negatively impact the bottom line. In my experience, this is why it is important to anchor DEIB work in outcomes that matter to the organisation. This is not only about creating environments where people feel valued, although that matters. It is also about strengthening talent acquisition, improving retention, enhancing collaboration, and increasing diversity of thought.

I think organisations that create space for different perspectives are often better positioned to innovate, challenge assumptions, and protect themselves against groupthink. The conversation around inclusion becomes far more effective when leaders understand that it is not separate from performance and culture, but directly connected to both.

Inequality is visible

If you are operating in an organisation where people are treated differently, the signals are visible. Retention rates vary, performance outcomes are inconsistent, and patterns begin to emerge across groups. This is not incidental, it is an indication of inequality and will be reflected in the outcomes people experience within the organisation.

When these disparities exist, they come at a cost. Individuals are less likely to perform at their full potential, and their sense of belonging is weakened. Over time, this leads to disengagement and, ultimately, attrition. For leaders and HR professionals, the question is not whether inequality exists, but whether it is being recognised, understood, and addressed with intention.

Guidance and protection

My work centres on identifying underrepresented talent and supporting organisations to design systems that work for all talent. I did not benefit from diversity programmes. I progressed in my career despite encountering both overt and subtle bias in professional environments. This perspective is shaped by lived experience and decades of strategic work in organisational inclusion. Therefore, when I speak about diversity initiatives, I do so from both professional expertise and personal insight.

Celebrating differences

In my experience, organisations stall when inclusion feels risky or undefined. Progress accelerates when leaders commit first, assess where they truly are, and ground the work in a shared reflection on why belonging matters now. Starting there allows the conversation to move beyond permission and into purpose, creating a strong bridge into the DOQ framework and sustainable change.

Inclusion isn’t an event

Denmark is facing a significant challenge in retaining internationals with Copenhagen Capacity’s recent Export Survey 2025, highlighted that 50% of internationals leave within 5 years.

Dansk Erhverv states that internationals contribute over 361 billion DKK to the Danish economy with over 330,000 internationals in full-time employment based on Q1 and Q2 2025 figures. The big question is why is workplace inclusion so hard to implement?

The Unbearable Lightness of Being

Historically DEI has been an add on to HR and people management roles, however, post COVID that has changed and we are seeing more defined roles with clear roles and responsibilities. The path to working in the DEI space can vary significantly, I know plenty of people who entered the space through recruiting, HR, L&D, psychologist, etc. I came in through with my creative identity and commercial experience and simply wanted to make a transition into the DEI space. I think it’s important to identify your existing transferable skills and then work on strengthening the others you don’t have. What do you think?

Speak up

Every now and then, I feel the need to simplify the DEI acronyms and today was one of those days.

Diversity refers to the presence of different people within a group or organisation, for example, people of different races, cultures, backgrounds, abilities, and identities.

Equity is about fairness and justice, for example, ensuring that everyone has access to the same opportunities by recognising and addressing systemic barriers.

Inclusion is the intentional practice of welcoming, respecting, and valuing people who have historically been excluded, whether due to race, sexuality, ability, or other aspects of their identity.

Respecting our differences

I work with each individual to truly understand who they are. By doing so, I aim to value the differences among employees, rather than trying to make everyone alike. We need to embrace these differences as strengths, not weaknesses. It's time to stop forcing everyone and everything into the same diversity initiative. Not everyone needs to be included in every effort in the same way. Inclusion isn’t about sameness, it’s about recognising, respecting, and leveraging what makes each of us unique.

““Ordinary things, consistently done, produce extraordinary results.””
— Keith J. Cunningham