Diversity and Inclusion Leadership

A couple of news items have me thinking. And frankly, getting a bit agitated. The first was the news that the Kiwisaver gender gap has got worse in the past year. New research from Te Ara Ahunga Ora The Retirement Commission shows a 36 percent gap between the amount men and women are putting into KiwiSaver each year, far outpacing the actual gender pay gap. Men and women are contributing the same percentage of their salaries, but women are disadvantaged by working part-time and taking greater (unpaid) care responsibilities. The other bit of not-unrelated news, is the NZ Herald’s list of top-earning CEOs. Of the top 10 - just one woman. In the 54 CEOs surveyed: seven women. In the immortal words of Carrie Bradshaw: I couldn’t help but wonder… WTF is going on here? How have we not come further? Of those top 10 CEO’s companies, how many are reporting on their gender pay gaps? (The answer, according to the Mind the Gap registry: 4) Is there a relationship between perimenopause/menopause support (or lack of it) and the lack of women in CEO roles in our top organisations? AND between perimenopause/menopause and the Kiwisaver gender gap? I think there might be. We know, for example, from the work of Sarah Hogan who found in her NZIER research that 14% of women said they had to reduce their working hours to manage their menopause symptoms, and 6% had changed roles. Twenty percent of women who experienced symptoms said it would have been helpful to be able to make adjustments, but they never requested any, mostly because of menopause and gendered ageism stigma. All of us who are working in menopause education have heard stories from women who - at a critical stage in their careers in midlife - have made the call to step back rather than step up into senior roles, because of the challenges of menopause and the lack of support for them in their organisations. We have to talk more about this. In fifty years we’ve made so little progress… we REALLY don’t want our granddaughters to be still facing these kinds of shocking statistics in fifty years’ time. 

This quote got me thinking. Early in my career, I struggled with how people showed up. I was often called too intense, I was often perceived as overwhelming, but the truth of it is I SHOWED UP! I was engaged, I was committed, and I wanted to make an impact. Not knowing why there was such a difference between how I showed up and others, I learned … that ONLY 31% of employees are enthusiastic and energized by their work? Imagine that almost 70% of the people in your team are there because they just have to 🫣 I honestly can't imagine that, which is why I implemented some solutions in my teams, most of it worked, some of it I’m still testing & trying … Here are some things I did: 👉 Trust & Empower: I involve my team in decision-making processes and push decisions to them when possible. This fosters a sense of ownership and responsibility. 👉 Celebrate Feedback: I create an environment where feedback is frequent and constructive. It encourages continuous learning and growth. 👉 Connect 'Why' to Vision: I share a compelling vision to motivate team members and clearly explain why their contributions matter. 👉 Offer Development: I signal my commitment to personal growth with training and development opportunities. It sparks motivation and increases loyalty. 👉 Recognize & Praise: I acknowledge achievements and make saying ‘thank you’ my default. A little recognition goes a long way to boost morale and motivation. 👉 Promote Diversity: I embrace diverse perspectives and backgrounds to enrich the work environment, prompt healthy debate, and drive innovation. 👉 Encourage Collaboration: I encourage teamwork on projects. This builds a sense of community and belonging while also accelerating learning 👉 Challenge Comfort Zones: I push and encourage team members to expand their skills and what they think is possible. It promotes growth and enthusiasm. 👉 Cultivate Inclusivity: I ensure all voices are heard. For example, I make sure extroverts don't steal the show and create the space needed for quieter team members to speak. Be the leader that serves, empowers and inspires. And all will go just fine 🙌 #EmployeeEngagement #TeamMotivation #WorkCulture

LinkedIn asks you to post today to celebrate "a woman who's made an impact on your career." But these kinds of posts, even earnestly written, tend to leave us feeling hollow. If we're looking for real progress towards fairness and equality at work, here's what to do instead: 🪴 Did you know that if there's only one woman on a shortlist of qualified candidates, she has a whopping 0% chance of being hired? Simply expanding shortlists to include more than one woman (and for that matter, people from historically marginalized communities) helps counter biased decision-making. 📋 Standardized process can be a surprisingly easy way to mitigate bias. Structured interviewing, standardized skill-based assessments directly related to job tasks, and standardized scoring rubrics can make comparisons across candidates more fair and substantially reduce subtle gender discrimination. 🌻 Incentivize flexibility for ALL workers, not just women. In a vacuum, harmful norms may arise that imply these arrangements are only utilized by those who "don't value their careers as much," penalizing workers of all genders. Celebrate senior leaders, especially men, who model greater flexibility and wellbeing so that all workers are licensed to do the same. 🔍 Conduct a pay equity audit, seeking to examine not only outcomes like total compensation, but also distribution of candidates across roles. If men and women in the same role are getting paid similarly, but women are dramatically overclustered in low-paying roles, you've still got a problem. ❤️🩹 Create an anonymous and/or informal process to report and addressing discrimination and harassment. A lower-stakes way to address harm, in addition to training bystander intervention and modelling respectful communication, accountability, and timely feedback from the top, can mitigate daily harms for all workers. Some folks hesitate to push for these practices because they feel more committing than just posting on social media. They're right — because with more effort comes more impact. So reach out to a few of your colleagues and advocates within your workplace to work together on pushing for these changes. Ten posts in isolation pale in comparison to the impact ten peoples' collective organizing might have on your workplace and everyone in it! Remember: International Women's Day is a chance for us not just to celebrate women, but to sharpen our advocacy alongside women, to build a future that's better, brighter, and more fair for all of us.

Is your organisation actually women-friendly? As founders, we often look at our gender diversity numbers and assume we’re building an inclusive workplace. But the real question is: what happens when a woman disagrees? I’ve noticed something over building a house of brands across teams: A man who is direct is often seen as decisive. A woman who is equally direct is sometimes described as difficult. A man who pushes back is protecting standards. A woman who pushes back is creating friction. The bias is rarely written into policy. It shows up in performance reviews, promotion conversations, hiring decisions, and everyday feedback. Culture isn’t what you write in your values deck. It’s what gets rewarded, tolerated, and repeated. That is why one practice I’ve become intentional about is evaluating people based on the quality of their ideas and impact, not the style in which those ideas are delivered. In leadership discussions, I actively encourage disagreement and debate. If someone is challenging an idea, my first question is never “Were they too aggressive?” It’s “Were they right?” Because true innovation comes from rooms where people feel safe enough to disagree. And building a women-friendly workplace is about ensuring that confidence, conviction, and ambition are recognised as leadership traits regardless of who demonstrates them. As leaders, it’s worth asking ourselves: Are we truly rewarding performance or are we rewarding performance packaged in a way that makes us comfortable? #WomenInWorkforce #Leadership #GenderBias

Last week, I facilitated a discussion at Columbia University for their Women’s Leadership Network and one of the readings I assigned the participants was about the glass cliff and now one week later we have a real-world example of the glass cliff playing out. The glass cliff is the phenomenon that occurs when women (often from racially and ethnically marginalized backgrounds) are able to ascend to leadership positions when the corporation is in turmoil. Many women are tapped to stepped in when a company is mired in controversy. What is happening right now at #Boeing is the perfect example of this. Why are they now elevating longtime female exec (Stephanie Pope) as their new CEO at a time when they are making headlines for all their issues and controversy? 🤔🧐 When the women that are elevated into these leadership positions inevitably fail, people use this as proof of their incapability and incompetence + further evidence of why #DEI “doesn’t work.” We need to recognize this corporate trap and call it out whenever we see it happening because it harms us all. Don’t hire us when your company is in trouble. Allow us to lead and trust us to lead when the company is prosperous and watch how we magnify your organization to new heights. #WomensHistoryMonth

You can't fix what you won't measure. Most gender equity conversations stop at headcount. "We have X% women on staff." Great. Now what? Because headcount doesn't tell you why she earns less for the same role. Here's what the organisations serious about change are tracking instead: ✅ Who actually gets to participate (and who gets overlooked). It's not enough to open the door. Are women enrolling in leadership programs at the same rate? Are they dropping out halfway through? Representation at the top starts with access at the bottom. ✅Health outcomes by gender.. Not just headcount in the wellness program. Maternal mortality. Access to reproductive health. Rates of gender-based violence. These aren't just societal statistics. They show up in absenteeism, attrition, and performance. They're your problem too. ✅Who's actually learning (and who's being left behind). Literacy gaps. Dropout rates by gender in your training programs. Enrollment in continuing education. ✅Who's in the room when it matters. Voter turnout is a civic metric. Boardroom turnout is yours. What percentage of women are in your decision-making meetings? What percentage are leading them? ✅What people actually believe about gender, including your managers. Attitudes don't announce themselves. They show up in performance reviews, in who gets the benefit of the doubt, in whose ideas get credited. Culture surveys that skip this question are measuring the furniture, not the house. ✅Who's doing the unpaid work (at home and at work). Who takes notes in meetings nobody asked them to take? Who schedules the team lunch? Who goes part-time after a baby and never quite comes back from it? Time use data makes the invisible visible. Most organisations measure what's comfortable. Gender equity data is only uncomfortable until you look at it long enough to do something about it. The question isn't whether these gaps exist in your organisation and programmes. They do. The question is whether you're willing to find out exactly where. ---- Want insights like this directly in your inbox? Sign up for my mailing list. It's FREE! 👉 https://lnkd.in/ec8mqV2M

The article discusses the phenomenon known as the "glass cliff," where Black women are often hired or promoted to leadership roles during times of crisis, with the expectation that they will resolve issues with little to no resources. This can lead to burnout or failure due to their overwhelming challenges. The article cites examples of Black women who were placed in such positions, including Dana Canedy, Simone Oliver, and Yogananda Pittman. Despite the push for diversity and inclusion initiatives, Black women in leadership often lack adequate support and resources, leading to frustration and departure from their jobs. The article emphasizes the need for companies to provide equal pay, mental health resources, professional development, mentorship, and genuine commitment to supporting the success of Black women in leadership positions. #diversityequityinclusion #corporatecitizenship #blackwomenintech #blackwomenlead #corporateamerica #dei #leadershipmatters https://lnkd.in/g3KHcxXi

Workplace inclusion is not a strategy, a policy, or a statement on a website. It is an outcome and it is impossible to achieve without psychosocial and psychological safety. Too often, organisations invest heavily in diversity and inclusion initiatives, yet overlook the foundational condition required for them to succeed: people must feel safe. - Safe to speak. - Safe to challenge. - Safe to be seen. - Safe to fail, learn, and grow. Without this, inclusion becomes performative. Psychosocial and psychological safety are not “nice to have”, they are core business imperatives. When they are present, the impact is profound: 🔹 For employees: * Increased engagement, confidence, and wellbeing * Greater willingness to contribute ideas and innovation * Reduced stress, burnout, and turnover * A stronger sense of job satisfaction, belonging and dignity at work 🔹 For employers: * Higher productivity and performance * Greater collaboration and, in turn, innovation * Better decision-making through diverse perspectives * Reduced absenteeism, claims, and organisational risk * Stronger employer brand, reputation and talent retention But here is the uncomfortable truth: Psychological and psychosocial safety is not created by policies, it is created (or destroyed) by leadership behaviour. As leaders, we must confront this reality: “The culture of any organisation is shaped by the worst behaviour the leader is willing to tolerate.” If exclusion, microaggressions, bullying, or silence in the face of harm are tolerated, even once, they become embedded in culture. So what does leadership responsibility look like in practice? ✔️ Model vulnerability and openness: create permission for others to do the same ✔️ Actively invite and respond to feedback: especially dissenting views ✔️ Address harmful behaviours immediately: not selectively ✔️ Embed accountability at all levels: culture is everyone’s responsibility, not "a HR problem" ✔️ Prioritise mental health and wellbeing as strategic outcomes, not side initiatives ✔️ Listen deeply to lived experience: particularly from underrepresented voices Inclusion is not built through intention alone. It is built through consistent, courageous leadership and psychologically safe environments. Because people cannot belong where they do not feel safe.

Inclusion isn’t a one-time initiative or a single program—it’s a continuous commitment that must be embedded across every stage of the employee lifecycle. By taking deliberate steps, organizations can create workplaces where all employees feel valued, respected, and empowered to succeed. Here’s how we can make a meaningful impact at each stage: 1. Attract Build inclusive employer branding and equitable hiring practices. Ensure job postings use inclusive language and focus on skills rather than unnecessary credentials. Broaden recruitment pipelines by partnering with diverse professional organizations, schools, and networks. Showcase your commitment to inclusion in external messaging with employee stories that reflect diversity. 2. Recruit Eliminate bias and promote fair candidate evaluation. Use structured interviews and standardized evaluation rubrics to reduce bias. Train recruiters and hiring managers on unconscious bias and inclusive hiring practices. Implement blind resume reviews or AI tools to focus on qualifications, not identifiers. 3. Onboard Create an inclusive onboarding experience. Design onboarding materials that reflect a diverse workplace culture. Pair new hires with mentors or buddies from Employee Resource Groups (ERGs) to foster belonging. Offer inclusion training early to set the tone for inclusivity from day one. 4. Develop Provide equitable opportunities for growth. Ensure leadership programs and career development resources are accessible to underrepresented employees. Regularly review training, mentorship, and promotion programs to address any disparities. Offer specific development opportunities, such as allyship training or workshops on cultural competency. 5. Engage Foster a culture of inclusion. Actively listen to employee feedback through pulse surveys, focus groups, and open forums. Support ERGs and create platforms for marginalized voices to influence organizational policies. Recognize and celebrate diverse perspectives, cultures, and contributions in the workplace. 6. Retain Address barriers to equity and belonging. Conduct pay equity audits and address discrepancies to ensure fairness. Create flexible policies that accommodate diverse needs, including caregiving responsibilities, religious practices, and accessibility. Provide regular inclusion updates to build trust and demonstrate progress. 7. Offboard Learn and grow from employee transitions. Use exit interviews to uncover potential inequities and areas for improvement. Analyze trends in attrition to identify and address any patterns of exclusion or bias. Maintain relationships with alumni and invite them to stay engaged through inclusive networks. Embedding inclusion across the employee lifecycle is not just the right thing to do—it’s a strategic imperative that drives innovation, engagement, and organizational success. By making these steps intentional, companies can create environments where everyone can thrive.

“Why are you so quiet in meetings?” “I’m not quiet. I’m processing.” “Can you just jump in more?” “I need a bit of thinking time.” “Silence feels awkward.” “For you” Sound familiar? In many workplaces, we reward speed. Fast answers. Quick reactions. Thinking out loud. But not all brains work that way. For many neurodivergent professionals: • Processing happens internally before speaking • Interruptions derail working memory • Large group meetings drain cognitive energy • Social performance ≠ capability And when silence is misread as disengagement? People start masking. Over-talking. Over-explaining. Over-compensating. And eventually… burning out. Inclusive leadership isn’t about making people louder. It’s about making space. Practical shifts that change everything: ✔ Send questions in advance ✔ Normalise “I’d like to think about that” ✔ Build in written contributions ✔ Don’t equate confidence with competence ✔ Rotate how input is gathered Belonging isn’t about fitting in. It’s about not having to perform to be valued. Leaders – what small shift has made the biggest difference in your team? Neurodivergent professionals, what helps you contribute at your best? #NeurodiversityAtWork #InclusiveLeadership #AutismAtWork #ADHDAtWork #BelongingNotFittingIn #LeadershipDevelopment