Insights from My Journey

In today’s world, equity, diversity, and inclusion (EDI) have become key areas of focus in many organisations. While some companies have embraced these values and created a culture of respect and belonging, others still struggle to make the necessary changes. As someone who has worked with over 100 clients, ranging from SMEs to major global corporations, I’ve seen the benefits of creating inclusive environments first-hand. However, the journey towards this goal isn’t always smooth.

Early Beginnings and My Inspiration

I was born with a neuromuscular disability, and from a young age, I experienced the impact of both inclusive and non-inclusive environments. My maternal grandmother was a significant figure in my life, encouraging me to be creative and embrace who I am. Despite the challenges posed by my disability, I was fortunate to grow up in a supportive family environment. However, I’ve seen first-hand that this is not always the case for others with disabilities. Too many children still face low expectations and a lack of opportunities simply because of their differences.

One of the most valuable lessons I learned from my grandmother was that expressing oneself and engaging with others can have a powerful impact.

The Disability Landscape: Progress and Challenges

Growing up in the 1980s and 1990s, the lack of legislative protection for disabled people was apparent. The Disability Discrimination Act didn’t come into effect until 1995, which meant that for the first 13 or 14 years of my life, there were no legal safeguards against discrimination. When it was time for me to transition from primary to secondary school, the local headteacher outright refused to admit disabled students, leading me to attend a school an hour away. This was a common experience for many children with disabilities at the time.

While things have certainly improved since then, I still hear troubling stories from young disabled individuals today. Many continue to receive the same limited career advice I did. It’s a reminder that, although we’ve made progress, we still have a long way to go in creating truly inclusive educational environments.

My First Steps into the Workplace

One of my early professional milestones came when I approached Lloyds Bank for a job after opening a savings account. The bank manager went above and beyond to give me a work experience opportunity. I started with back-office tasks, but my desire to engage with customers led me to a client-facing role. Having Lloyds Bank on my CV proved to be a pivotal moment that helped me secure future roles at organisations like British Airways, Accenture, Cerner, the BBC, and Deloitte.

This experience taught me the value of inclusive leadership. The bank manager didn’t see my disability as a barrier to my contribution. He sponsored me and advocated for my career progression—key qualities of an inclusive leader. I also realised how powerful it is for companies to offer genuine opportunities for disabled people.

The Move into Diversity and Inclusion

After spending ten years at the BBC, I transitioned into diversity and inclusion work full-time. My interest in this area wasn’t just professional—it was personal. My own lived experiences as a disabled person and coming out as gay in my late twenties shaped my approach to EDI. Working at the BBC gave me a unique perspective on inclusion, as it was a highly inclusive environment for disabled employees, something that unfortunately wasn’t the case at every organisation I worked for.

My move from technology into EDI work began when the BBC’s senior leadership team recognised the gender imbalance in tech roles. They developed a plan to recruit more women into engineering roles, and I volunteered to manage the programme. This opportunity opened my eyes to the broader scope of diversity beyond gender, including race, disability, sexual orientation, and other characteristics.

The Impact of Inclusive Leadership

Throughout my career, I’ve seen the powerful impact of inclusive leadership. Whether it’s providing career opportunities for disabled individuals, fostering an inclusive workplace for LGBTQIA+ employees, or promoting gender diversity, inclusive leadership can create environments where everyone feels they belong and can contribute.

I also realised how important it is to think beyond ‘diversity’ and focus on ‘inclusion’. It’s not enough to bring diverse talent into the room—you need to ensure that everyone has a voice and can thrive in the environment. Leaders need to understand that inclusivity isn’t just a ‘nice-to-have’—it’s an essential part of fostering innovation, collaboration, and ultimately, business success.

Transitioning to Entrepreneurship

After working within in-house HR (for EDI) at the BBC and Deloitte, I took the leap to start my own consultancy. This transition was both exciting and nerve-wracking. Leaving behind the comfort of a steady pay check to run your own business is a scary risk. However, I had a clear mission: to help companies create inclusive environments where diverse talent can thrive.

In the first year of running my consultancy, I generated more revenue than I had as an employee in the City—a clear sign that organisations are increasingly prioritising diversity and inclusion. Yet, running your own business presents its own challenges, particularly in the current economic climate.

Current Challenges in the EDI Landscape

This year has been the most challenging for my business. The economic downturn has led many organisations to cut back on EDI initiatives or slow down project approvals. However, I’ve observed a key trend: while companies engaging in superficial box-ticking exercises are scaling back, those that genuinely care about embedding diversity and inclusion into their culture are doubling down on their efforts.

One important shift I’ve seen is a greater focus on inclusive organisational design, especially as companies restructure or downsize. Organisational changes often disproportionately impact marginalised groups, such as women, disabled employees, and people from ethnic minorities. Companies need to ensure that their restructuring efforts don’t inadvertently harm their commitment to inclusion.

The Road Ahead for Inclusive Leadership

As I look to the future, I’m focused on helping organisations think about EDI in a more integrated way. This means moving away from standalone initiatives and embedding inclusion into every aspect of the organisation. For example, I’m working with clients on inclusive organisational design to ensure that during times of change—such as restructures—decisions are made through the lens of inclusion.

Here are a few strategies I recommend for fostering inclusivity:

• Sponsorship and Allyship: Leaders need to sponsor individuals from underrepresented groups and advocate for their career progression.
• Inclusive Organisational Design: When restructuring, organisations must consider how these changes will impact diverse employees and put safeguards in place to avoid disproportionate impacts.
• Embedding Inclusion: Rather than one-off initiatives, inclusion should be embedded into every level of the organisation, from recruitment to leadership development.
• Continuous Learning: Leaders should continuously educate themselves on the challenges faced by diverse employees and implement strategies to address these.

Final Thoughts

Creating an inclusive workplace isn’t a one-off project. It requires ongoing commitment from leaders, managers, and employees alike. As we face economic challenges and a changing workplace landscape, inclusive leadership will be more important than ever. I encourage all organisations to reflect on how they can embed equity, diversity, and inclusion into their long-term strategies, ensuring they don’t lose sight of the importance of these values.