Improving Workplace Inclusivity

If you REALLY want to support women in the workplace, you need to start: → Offering flexible work arrangements, especially to support mothers. → Encouraging women to go for internal promotions → Paying women fairly and transparently → Creating environments where women’s voices are heard → Calling out microaggressions and biases when you see them → Offering leadership training and mentorship for women → Rethinking how performance and ambition are measured (not just who shouts the loudest) → Making networking and career progression opportunities accessible to all → Championing women even when they’re not in the room → Reviewing your hiring and promotion processes to eliminate bias → Creating policies that support women through all life stages (not just maternity leave) → Holding senior leaders accountable for diversity and inclusion goals → Ensuring workplace policies support women’s health, including menopause and period policies International Women’s Day should be about real, tangible action. Too often, we see businesses celebrating IWD while their leadership teams are still male-dominated, pay gaps persist and workplace policies don’t support women’s real needs. So, if you’re a business leader, hiring manager, or even a colleague... Ask yourself: What are you actually doing to make the workplace more equitable for women? 🤔

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

If #diversity, #equity, and #inclusion practitioners want to get ahead of anti-DEI backlash, we have to address an elephant in the room: no two people in the same workplace perceive their workplace the same way. I see this every time I work with client organizations. When asked to describe their own experience with the workplace and its DEI strengths and challenges, I hear things like: 😊 "I've never experienced any discrimination or mistreatment; our leaders' commitment is strong." 🤨 "I had a good time in one department, but after transferring departments I started experiencing explicit ableist comments under my new manager." 🙁 "I've never had anything egregious happen, but I've always felt less respected by my team members because of my race." Who's right? Turns out, all of them. It starts to get messy because everyone inevitably generalizes their own personal experiences into their perception of the workplace as a whole; three people might accordingly describe their workplace as a "meritocracy without discrimination," an "inconsistently inclusive workplace dependent on manager," or "a subtly racist environment." And when people are confronted with other experiences of the workplace that DIFFER from their own, they often take it personally. I've seen leaders bristle at the implication that their own experience was "wrong," or get defensive in expectation they will be accused of lacking awareness. It's exactly this defensiveness that lays the foundation for misunderstanding, polarization, and yes—anti-DEI misinformation—to spread in an organization. How do we mitigate it? In my own work, I've found that these simple steps go a long way. 1. Validate everyone's experience. Saying outright that everyone's personal experience is "correct" for themselves might seem too obvious, but it plays a powerful role in helping everyone feel respected and taken seriously. Reality is not a question of "who is right"—it's the messy summation of everyone's lived experience, good or bad. 2. Use data to create a shared baseline. Gathering data by organizational and social demographics allows us to make statements like, "the average perception of team respect is 70% in Engineering, but only 30% in Sales," or "perception of fair decision making processes is 90% for white men, but only 40% for Black women." This establishes a shared reality, a baseline for any effective DEI work. 3. Make it clear that problem-solving involves—and requires—everyone. The goal of DEI work is to achieve positive outcomes for everyone. Those with already positive experiences? Their insights help us know what we're aiming for. Those with the most negative? Their insights help us learn what's broken. The more we communicate that collective effort benefits the collective, rather than shaming or dismissing those at the margins, the more we can unite people around DEI and beat the backlash.

Hot take: We're solving the wrong problem. Everyone's focused on getting more women into engineering programs and through the front door of civil, mechanical, electrical, and environmental firms. But here's what I'm seeing from my work with AEC organizations: The issue isn't the pipeline. It's the leaky bucket. We're burning through talented women engineers during internships, co-ops, and those critical first 2-3 years. They're leaving not because they can't design bridges, analyze structural loads, or manage environmental compliance, but because they're exhausted from fighting the same battles day after day, week after week, year after year. Think about it: What happens when a brilliant woman engineer gets her dream internship at a civil firm, only to spend 10 weeks being overlooked in client meetings, having her technical solutions credited to male colleagues, or being sent to fetch coffee while the guys get to present the project analysis? She doesn't just leave that company. She questions whether engineering is for her at all. My mom started teach at the start of integration in South Carolina in 1969. She always said a good teacher finds ways for ALL students to succeed, while a poor teacher fails most of their class. Same principle applies here. Organizations that consistently retain women engineers aren't just "lucky" they're intentionally creating environments where women can add value, be seen, and belong from day one. Question for the engineering leaders in my network: What's one specific change your organization made that actually moved the needle on retention? Not recruitment but retention. Drop your experiences below. Let's stop reinventing the wheel and start sharing what actually works. #WomenInEngineering #Retention #EngineeringLeadership #LeakyTalentPipeline #PositiveHireCo

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

As International Women’s Day nears, we’ll see the usual corporate gestures—empowerment panels, social media campaigns, and carefully curated success stories. But let’s be honest: these feel-good initiatives rarely change what actually holds women back at work on the daily basis. Instead, I suggest focusing on something concrete, something I’ve seen have the biggest impact in my work with teams: the unspoken dynamics that shape psychological safety. 🚨Because psychological safety is not the same for everyone. Psychological safety is often defined as a shared belief that one can take risks without fear of negative consequences. But let’s unpack that—who actually feels safe enough to take those risks? 🔹 Speaking up costs more for women Confidence isn’t the issue—consequences are. Women learn early that being too direct can backfire. Assertiveness can be read as aggression, while careful phrasing can make them seem uncertain. Over time, this calculation becomes second nature: Is this worth the risk? 🔹 Mistakes are stickier When men fail, it’s seen as part of leadership growth. When women fail, it often reinforces lingering doubts about their competence. This means that women aren’t more risk-averse by nature—they’re just more aware of the cost. 🔹 Inclusion isn’t just about presence Being at the table doesn’t mean having an equal voice. Women often find themselves in a credibility loop—having to repeatedly prove their expertise before their ideas carry weight. Meanwhile, those who fit the traditional leadership mold are often trusted by default. 🔹 Emotional labor is the silent career detour Women in teams do an extraordinary amount of behind-the-scenes work—mediating conflicts, softening feedback, ensuring inclusion. The problem? This work isn’t visible in performance reviews or leadership selection criteria. It’s expected, but not rewarded. What companies can do beyond IWD symbolism: ✅ Stop measuring "confidence"—start measuring credibility gaps If some team members always need to “prove it” while others are trusted instantly, you have a credibility gap, not a confidence issue. Fix how ideas get heard, not how women present them. ✅ Make failure a learning moment for everyone Audit how mistakes are handled in your team. Are men encouraged to take bold moves while women are advised to be more careful? Change the narrative around risk. ✅ Track & reward emotional labor If women are consistently mentoring, resolving conflicts, or ensuring inclusion, this isn’t just “being helpful”—it’s leadership. Make it visible, valued, and part of promotion criteria. 💥 This IWD, let’s skip the celebration and start the correction. If your company is serious about making psychological safety equal for everyone, let’s do the real work. 📅 I’m now booking IWD sessions focused on improving team dynamics and creating workplaces where women don’t just survive, but thrive. Book your spot and let’s turn good intentions into lasting impact.

Kindness is an underrated superpower.

It’s often mistaken for weakness or seen as something “extra” rather than essential. But when you show genuine kindness at work and in life - without expecting anything in return, you’re not just making your environment better, you’re actively transforming it and yourself. 
 Kindness fosters trust, collaboration, and positivity. People who feel valued and supported are naturally more engaged and motivated. They’re more likely to help others, share ideas, and contribute to a culture where everyone can thrive. 

And the beauty of it is, kindness doesn’t require you to be in a leadership position - it’s something you can offer no matter your role.
 Here’s how to bring kindness into your workplace in tangible ways: 1. Start with Small Acts: Hold the lift door for a colleague, offer to grab someone a coffee, or help a team member who’s struggling with a task. These small gestures create a positive ripple effect, making the workplace more collaborative and friendly.
 2. Acknowledge Others’ Efforts: Recognise when your colleagues are doing great work, especially when it might go unnoticed. A simple “well done” or “I appreciate your help” can boost morale significantly. When people feel appreciated, they’re more likely to engage with enthusiasm.
 3. Listen Attentively: In meetings or casual conversations, give people your full attention. Don’t just wait for your turn to speak. Active listening shows respect and makes others feel valued. It fosters deeper connections and opens the door to more meaningful collaboration.
 4. Be Patient with Mistakes: When someone makes a mistake, approach it with patience and understanding instead of frustration. We all have off days. Offering support rather than blame builds trust and helps your team learn and grow together.
 5. Offer Help Without Agenda: If you see a colleague overwhelmed or stuck, offer assistance without expecting a favour in return. Whether it’s staying late to help meet a deadline or simply offering advice, selfless support strengthens team bonds.
 6. Create a Safe Space for Feedback: Make it easy for colleagues to voice their opinions and ideas without fear of judgement. Encourage open dialogue and respond to feedback with kindness, even when it’s critical. This creates a culture of continuous improvement and trust.
 7. Celebrate Wins, Big or Small: Whether it’s completing a big project or overcoming a small challenge, celebrate the achievements of your team. Recognition keeps people motivated and connected to their work, reinforcing a positive and encouraging atmosphere.
 8. Be Kind to Yourself: It’s easy to be hard on yourself when things don’t go as planned. But self-compassion is key to maintaining balance. Treat yourself with the same kindness and understanding you offer others, allowing room for growth and rest when needed. ♻️Adam Grant

"Black women aren't just doing their jobs. They're performing an exhausting one-woman show where the script changes daily." Let me break down what Black women navigate in professional spaces: We don't just choose our words. We filter them through a racial-gender matrix. We don't just speak. We modulate our tone to avoid the "angry" label. We don't just gesture. We control our hand movements to appear "non-threatening." We don't just dress. We calculate every outfit to seem "professional enough." We don't just style our hair. We make political decisions with each hairstyle. This isn't paranoia—it's strategic survival: When we speak directly, we're "aggressive" When we show emotion, we're "unprofessional" When we assert boundaries, we're "difficult" When we seek recognition, we're "entitled" When we express frustration, we're "hostile" The mental load is crushing: • Constantly scanning environments for potential hostility • Preparing responses to microaggressions before they happen • Developing thick skin while remaining "approachable" • Achieving twice as much while appearing humble • Advocating for ourselves without triggering stereotypes Research shows this hypervigilance takes a measurable toll: Black women experience higher rates of stress-related health conditions Black women report the highest levels of "bringing their full selves" to work Black women face the most severe career penalties for authentic self-expression Black women spend more mental energy on workplace navigation than any other group For those working alongside Black women, here are research-backed ways to help: 1. Amplify Black women's ideas and give proper credit 2. Interrupt when you witness tone-policing or stereotyping 3. Question double standards in evaluation and feedback 4. Create space for authentic expression without penalties 5. Recognise the invisible labour Black women perform daily 📢 When they expect us to carry the world, we choose rest 📢 The Black Woman's Rest Revolution offers: ✨ Black women therapists who understand workplace navigation ✨ Bi-weekly healing circles for processing code-switching fatigue ✨ Expert guidance through professional double standards ✨ Global sisterhood that honors our authentic selves Limited spots available Join our revolution: [Link in comments] ⚠️ Check your spam folder for confirmation Because we deserve workplaces where our expertise matters more than our tone. Because our brilliance shouldn't require constant repackaging. Because our professional value shouldn't depend on our likability. #BlackWomenAtWork #WorkplaceNavigation #ProfessionalAuthenticity #RestIsRevolution P.S. I help Black women heal from workplace abuse & racial trauma through revolutionary rest. 📸 Collaboration between Sarah_akinterwa & leaningorg on IG

I speak with a lot of people about gender equality. Sometimes people ask if “things are better for …. women who’ve made it to the top, the next-generation women who grew up thinking they could be anything, women with elite credentials, etc." Unfortunately, research mostly shows that the answer is “no”--gender inequality is at play at every level of organizational life, from early career to the C-suite. For example, I listened to a very interesting webinar hosted by Russell Reynolds Associates about their research study: Time to Tell a Different Story. They used media as a proxy for public sentiments about CEOs and tracked 20,000 news articles, covering almost 750 CEOs across FTSE 100, S&P 500, and Euronext 100 companies. What they discovered is that, even at the CEO level, patterns of language describing and telling the story of women differs from those for men. Here is one pattern from their study: The media tend to use very different adjectives to describe women CEOs versus their male equivalents. Based on the proportion of mentions across media, men were twice as likely to be described as ‘innovators,’ whereas women were 72% more likely to be described as ‘inspirational.’   Research at the Stanford VMware Women's Leadership Innovation Lab also showed gendered, and often disadvantaging, language patterns in performance reviews. (https://lnkd.in/gG2zy8vX) So, it’s not just the media. These patterns reflect societal norms and can lead to disparate outcomes for strong performing women. What can you do? First, you can catch gendered language patterns. Here are a few: 1️⃣ Using more people-oriented skills for women and more task-oriented for men (see RRA research) 2️⃣ Using more doubt-casting language, such as “seems to” or “managed to”. For example, instead of saying “They produced outstanding results” using “They seemed to produce outstanding results. (Do a doubt-check. See this post I wrote: https://lnkd.in/g_655tc2) 3️⃣ Using or not using stand-out language. Notice if your industry or role has some terms that indicate stand-out impact. Then notice if you only use those words to describe certain kinds of people. 💡 🌟 Once you catch these patterns, then you can find ways to remove doubt, equally use task-oriented and people-oriented descriptors and try stand-out language for all top performers. While language often reflects societal norms and stereotypes, a strategic use of language can help set the conditions for folks to succeed. https://lnkd.in/gEJJRsXS #words #language #performancemanagement #media

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.