As an executive search professional, Diversity and Inclusion (D&I) considerations have been central to my career since the get-go.  Having worked for the Odgers Berndston Group of companies for nearly 18 years, the landscape of Diversity and Inclusion (D&I) has changed a great deal and it feels as though now is a good time to pause and reflect on some of the contemporary themes.   

Beyond Representation  

While representation remains a cornerstone of D&I, it is not the only goal. True inclusion requires active allyship and empowering everyone to play a role in delivering equity- in all of its forms.  

Leaders must create an environment where diverse voices are not only present but also heard and valued. This means creating spaces where individuals feel safe to express their identities and experiences, and where their contributions are genuinely considered in decision-making processes.  This also requires colleagues to step up to the plate as performative allyship doesn’t deliver.  

Structural Change 

Structural change is essential for achieving true equity.  

There is great importance in removing barriers to progression within organisations, but the tricky part is often identifying what they are and how to dismantle them.  Aligned with the above point, Leaders need to see, hear and (most importantly) act on the lived experience of others.  Creating an environment where there is space for this to happen is critical and needs to be actively pursued and measured.  If you don’t understand the impact of what you are doing, you don’t know how you are progressing and it becomes harder to continue the journey towards yet more equity.     

Unconscious Bias Training Is Only The Start 

Addressing biases is a continuous process.  

Simply completing bias training is not enough; it isn’t a one-time get out of jail free card. Leaders need to actively engage with their personal biases on an ongoing basis and model this behaviour within their organisations. The creation of a culture where discussions about biases and privilege are normalised is a progressive move, even when it might feel somewhat uncomfortable at first. It enables an environment of openness and personal reflection that delivers progress both from a culture and practice perspective. 

The Role of Reverse Mentorship 

Reverse mentorship is a powerful tool to break down echo chambers and foster a culture of continued learning. By placing senior leaders in positions where they are challenged and can learn from more junior or diverse colleagues, organisations can promote a more inclusive and dynamic leadership style.  

This approach encourages leaders to consult and seek advice, displaying humility and a commitment to personal growth. Reverse mentorship not only benefits the mentee but also enriches the mentor’s perspective, leading to more informed and empathetic leadership. 

Embracing The Journey 

D&I is a journey, not a destination.  

Leaders must be open to learning and adapting, recognising that language and societal norms are constantly evolving. This mindset fosters a culture of respect and understanding, where diverse perspectives are valued and integrated into the DNA of the organisation. It also means being willing to make mistakes, apologise, and learn from them – a fundamental part of the learning process. 

An individual’s heritage and identity are not always apparent or indeed straight forward, so understanding their perspective requires thought.  Equally, aspects of intersectionality within D&I can often raise questions and debate.  Leaders need to be intellectually engaged and present on the subject.   

The Power of Allyship 

Allyship is a critical component of effective D&I practices. It involves actively supporting and advocating for marginalised groups within an organisation. This can take many forms, from speaking up against discriminatory practices through to education and celebration.  

Leaders need to create the space for this to happen and the momentum for colleagues to join in and make a constructive contribution.  

Conclusion 

The future of D&I in leadership is about more than just ticking boxes. It is a cultural endeavour that demands a commitment to structural change, continuous learning, and active allyship. By embracing these principles, leaders can create equitable environments where everyone has the opportunity to succeed. This is not just a moral imperative but also a strategic advantage in an increasingly interconnected world. 

This article is brought to you by Elizabeth James, Partner and Head of the Education Practice. For more information, please do contact us.