A seat at the table

What does DEI look like in the workplace?

I think DEI is really this casual term used to describe the various, strategies, initiatives, programs, policies, etc., that foster representation and participation of individuals from a variety of backgrounds. From my experience over the years, I have identified 6 focus areas that DEI work falls under:

1.    Leadership Engagement - Do your leaders, walk the talk or is it just lip service? What are your leadership expectations and inclusive best practices.

2.    Communication - How does your company embed DEI into your internal and external interactions?

3.    Recruiting - How do you evolve your mindsets, practices, partnerships that we use to attract talent?

4.    Data and Impact - How do you establish a useable dataset both quantitative and qualitative that you can use to make really informed decisions and identify solutions to problem solve or troubleshoot inequities?

5.    Employee Enablement - How do you establish shared ownership and fostering inclusive and equitable workplaces?

6.    Employee Development - How does your company ensure that all employees have equitable access to resources, training, etc., to further develop their careers?

In my opinion the vast majority of DEI will fall into one or more of these categories. And what is imperative in DEI work is a strong emphasis on change management and organisational development.

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Accept the suffering

If you are working in DEI, there are a few core skills that really matter:
·    Change management
·    A global perspective on diversity and inclusion
·    Business acumen
·    Building strong external relationships
·    Integrity
·    Visionary, strategic leadership
·    And a solid grounding in HR
I think these are the areas that make the difference between good intentions and real impact.

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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.

Silos of activity

c/o Getty Images

The majority of you who are reading my blog on a regular basis know that I’m a big football (soccer) fan. There are many parallels between a football team and an organisation. A football team consists of a goalkeeper, defenders, midfielders and attackers. All of them are doing their jobs in different ways but at the end of the game, they all want the same outcome - to outscore their opponents and win the match. You can do things differently, you can have different skills but you are moving in the same direction and this is the way we should want to behave when we are part of a team.


Simon Sinek said, ”Leadership is irrespective of what level we are at.”
You don't have to be in a position of authority to be a good leader and we can show that through our communication. When you just share and tell people something, it's not really powerful. Leaders need to be spending time trying to understand where your people are coming from, what they need and not just feeding them information/data and telling them what to do, as people do not respond very well to that.


It takes strong mental strength for a leader to step back and say what is the best thing that I can do that is going to move the needle forward as a group and build trust. Throughout my career, I have seen many islands of activity! Playing the blame game and pointing the finger at who’s doing it wrong in sales, marketing, production, R&D, etc. What I want to do is enable people, and allow them to support, empathise and learn about each other. Would your organisation like to learn how to communicate as a team and not as individual silos? Contact me via e-mail for coaching, mentoring or workshops.

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