Diversity in the Workplace

How we talk about DEI is important. How we do the work of DEI, to actually achieve #diversity, #equity, and #inclusion, is far more important. As we head into 2025, I'm hearing a lot of buzz from well-meaning practitioners looking for ways they can rebrand the DEI status quo of one-off trainings, zero-budget lunch and learns, and volunteer burnout-inducing cultural celebrations so that they can continue with their workplace's business as usual under a new name. There is no rebrand in the world that can save ineffective practices. Long before this latest wave of backlash, practitioners leading this work have pushed for organizational DEI to become more accountable, measurable, and impactful. We've all seen organizations with rampant discrimination in promotion and hiring, with broadly inaccessible facilities, websites, products, and services, with toxic workplace cultures lacking respect, value, or safety for those in them, and with leadership teams leading with neither trust or transparency...boasting about their underfunded, poorly-attended, and undersupported DEI events to show their "commitment" to this work. If that's the status quo you're trying to save, forget about it. 🎯 Effective DEI work in 2024 was rigorous, measurable, and principled. It sought to identify problems before (not after) prescribing solutions, with the goal of improving diversity, equity, and inclusion outcomes. 💥 That same work in 2025 will look like strategic human-centered interventions with pre- and post-measurement to identify progress—or lack thereof—toward removing barriers to thriving in the workplace. 🎯 Effective DEI work in 2024 was systems-focused, not stopping at individual-level solutions like coaching or training, to root out systemic biases enabling homogeneity, inequity, and exclusion at scale. 💥 That same work in 2025 will look like organizational development and change management, to ensure that policies, processes, and practices across every workplace are enabling everyone to succeed. 🎯 Effective DEI work in 2024 was rooted in the collective, drawing on allyship between different identity groups to lend our collective power, influence, and resources to each other's causes. 💥 That same work in 2025 will look like coalition-building and organizing for mutual benefit, building trust between people from differing backgrounds to push for a better status quo that benefits everyone. When we give into fear and go on the defensive, we risk losing the creative edge we need to imagine a world better than the one we're familiar with. 2025 might be a hard year for DEI, yes. But the good, hard work behind it isn't going anywhere, not if practitioners stay focused on the impact we're working to achieve and continue honing our craft. Stay sharp, folks.

🌑 Aria spent 8 months building the strategy. Daniel spent ten minutes repeating it, and walked out with the credit, the mandate, and the promotion. Wed. 10 am, 14 executives sat around a polished oak table at ABC Inc. for a High-stakes quarterly review. 👩💻 Aria, Director of Strategy, had been up since 3 a.m., rehearsing her pitch for the firm’s new client retention model. 8 months of research, and the weight of knowing this idea could define her career. She presented it flawlessly: “By shifting from acquisition to lifetime value, we can double retention and cut churn by 18% in the next two quarters.” Silence. Nods. Paper shuffling. The CEO glanced at his phone. The agenda moved on. 🧑💼 10 min. later, Daniel, VP of Sales, leaned back in his chair. “So what if we pivoted to focus on lifetime value instead of acquisition?” He said. The room lit up. “Brilliant!” “Exactly what we need!” “Daniel, can you lead a task force on this?” Aria sat frozen. Heart pounding. Words caught in her throat. Did no one realize? Did no one care? By 12:12pm, Daniel was walking out with a new mandate, and Aria was walking back to her desk, wondering if she’d imagined the entire thing. .... ❌ Women’s contributions are routinely undervalued in meetings. Studies show men are interrupted 33% less, their ideas are credited faster, and they’re more likely to be perceived as “thought leaders” for the same points women already made. As a result: • The women doing the work aren’t the ones remembered for it. • The men remembered for it aren’t the ones who built it. • And why companies keep losing the very women who could transform them.    💡Here’s 3 ways to make sure your ideas stick to your name and no one else’s. 𝟭. 𝗣𝗿𝗲-𝗰𝗹𝗮𝗶𝗺 𝘆𝗼𝘂𝗿 𝗶𝗱𝗲𝗮 𝗯𝗲𝗳𝗼𝗿𝗲 𝘁𝗵𝗲 𝗺𝗲𝗲𝘁𝗶𝗻𝗴 • Send a pre-read to key stakeholders: “Looking forward to sharing my proposal on shifting retention strategy to lifetime value metrics in today’s review.” • It creates a paper trail and primes the room to connect the idea to you before anyone else repeats it.    𝟮. 𝗖𝗼-𝘀𝗶𝗴𝗻 𝘆𝗼𝘂𝗿 𝗼𝘄𝗻 𝗰𝗼𝗻𝘁𝗿𝗶𝗯𝘂𝘁𝗶𝗼𝗻 𝗶𝗻 𝗿𝗲𝗮𝗹 𝘁𝗶𝗺𝗲 • If someone repeats your idea, bridge back to yourself w/o confrontation: “Yes, building on what I shared earlier about lifetime value…” • Subtle, but it reframes the narrative: you introduced it, they added color.    𝟯. 𝗕𝘂𝗶𝗹𝗱 𝗯𝗮𝗰𝗸𝗰𝗵𝗮𝗻𝗻𝗲𝗹 𝗮𝗺𝗽𝗹𝗶𝗳𝗶𝗲𝗿𝘀 • Brief allies in advance and agree to amplify each other’s points: “As Aria mentioned earlier, her retention model could cut churn by 18%.” • This doubles down your voice so it’s impossible to steal 👇 If you want to stop being the ghostwriter of other people’s success stories and start being recognized as the architect of your own, join the waitlist of our next cohort of ⭐ From Hidden Talent to Visible Leaders ⭐ https://lnkd.in/gx7CpGGR 👊 Because being the smartest person in the room means nothing if nobody remembers you said it first.

As a storyteller and an entrepreneur, I’ve had the privilege of sitting down with some of the most inspiring women in business— women who are not only breaking barriers but also redefining success on their own terms. Whether it’s Alia Bhatt with her conscious kidswear brand Edamama, Romita Mazumdar with her innovative skincare venture Foxtale, Anupama Chopra with her pioneering platform Film Companion, or Upasana Kamineni Konidela’s trailblazing work in healthcare—each of them has brought invaluable insights to the table. Here are a few lessons that have deeply resonated with me from these conversations: 👉The Importance of Identifying a Gap – Alia Bhatt: Alia saw the need for sustainable, homegrown kidswear and built Ed-a-Mamma, not just as a brand but as a movement to inspire environmental consciousness from an early age. Alia didn’t wait for expertise—she led with passion, proving that vision and heart can drive a brand to incredible heights. 👉Carving your own Path — Anupama Chopra: Anupama Chopra taught me the power of knowing your strengths. She realized she wasn’t meant for spreadsheets and P&Ls, but for storytelling. From becoming a film critic to launching Film Companion, and now expanding into Hollywood, Anupama constantly reinvents herself while staying true to her core passion. She’s a reminder that when you carve your own path, the world takes notice. 👉A Woman NEEDS to be Financially Independent — Upasana Kamineni Konidela: Upasana Kamineni Konidela exemplifies the power of financial independence. Through her work in healthcare, she’s seen how giving women control over their own money not only boosts their confidence but transforms their entire lives. It’s not just about earning—it’s about gaining respect, making decisions for themselves, and creating a better future for their families. 👉Actual Impact over Trends & Profits — Romita Mazumdar: Romita’s skincare venture, Foxtale, wasn’t built on trends but on understanding the real needs of Indian women. She didn’t just want customers; she wanted to build trust. Romita’s dedication to creating effective, science-backed products shows how focusing on impact creates long-lasting success. These women remind us that business isn’t just about numbers or growth, but about the values you stand for, the people you serve, and the story you tell. Grateful for the wisdom they’ve shared, and excited to continue learning from those who dare to lead with purpose. #WomenInBusiness #Leadership #Entrepreneurship #LessonsInBusiness

I recently read a story by Jordyn Holman in The New York Times that articulated something many Black women have been carrying quietly. Over the past year, Black women professionals, particularly college-educated, mid- to senior-level women, have experienced some of the steepest employment losses. What follows isn’t just job searching. It’s rebuilding the structure in real time. Group chats form. Résumés are shared. References are traded. Encouragement circulates. What often gets framed as resilience is, in reality, an emergency response. When Black women are pushed out of work, they don’t just lose a paycheck. They lose predictability. They lose professional safety. They lose an identity that required constant maintenance just to be tolerated. Several women interviewed described years of self-editing, tone policing, and emotional buffering in “progressive” environments that still demanded vigilance. Others spoke about an unexpected sense of relief, stepping away not because they failed, but because the emotional cost had become unsustainable. This isn’t simply about a difficult job market. It’s about what prolonged hyper-awareness does to the nervous system. When success requires constant monitoring of language, reactions, presence, and worth, the body never fully relaxes. Over time, that pressure doesn’t just exhaust you. It reshapes how you understand yourself. What I’m paying attention to now isn’t only how Black women secure their next role. It’s how they recover their sense of safety, agency, and self in the meantime. Survival is not stability, and resilience should never require self-erasure. (Article: Jordyn Holman, The New York Times) #BlackWomenAtWork #WorkplaceWellbeing #EmotionalLabor #CareerTransitions #PsychologicalSafety #LeadershipWellness #BurnoutAwareness #IdentityAndWork #BlackWomenProfessionals

To UAE private sector companies preparing to pull the "lack of qualified female board candidates" card, consider this your friendly reminder: that myth has already been thoroughly debunked. Women currently hold only 5% of leadership roles globally in the private sector. This is a critical gap that demands immediate action, and the UAE is once again setting a powerful example. In 2021, the UAE introduced a law mandating female representation on the boards of publicly listed companies. The results have been nothing short of impressive. Female board representation has jumped from a mere 3.5% in 2020 to over 8.9% by 2023, according to the Securities and Commodities Authority (SCA) . The message is clear: intentional policies drive real, measurable change. There is no shortage of talented women. The UAE is home to an extensive pipeline of female leaders, and initiatives like Aurora50 are accelerating this momentum. Women are not only ready—they are thriving in board roles, bringing valuable expertise and perspectives. The business case for gender diversity is clear. Companies with gender-diverse boards perform better financially. According to MSCI’s global study, firms with more women on their boards saw a 36.4% higher return on equity. This is about more than representation—it’s about fostering better governance, innovation, and resilience in the face of challenges. While gender quotas have sparked this progress, the real transformation will come when diversity is embraced as a strategic imperative, not just a compliance issue. It’s time for a cultural shift where diverse leadership is seen as vital to innovation and sustainable growth. To the leaders of the UAE’s private sector: the future of your business relies on inclusive, forward-thinking leadership. If you're serious about strengthening your boardroom with fresh perspectives, I am more than happy to introduce you to exceptional female leaders who are ready to make a significant impact at the highest levels of corporate decision-making. #genderbalance #corporategovernance #womenonboards

A few years ago, I was in a high stakes meeting with colleagues from Japan. I presented my points confidently, thinking I was making a great impression. But as I scanned the room, I saw blank expressions. No nods. No engagement. Just silence. I panicked. Had I said something wrong? Was my idea unconvincing? After the meeting, one of my Japanese colleagues pulled me aside and said, “Sumit, we really want to understand you, but you speak too fast.” That was my light bulb moment. For years, I assumed that mastering English and business communication was enough to build strong global relationships. But the real challenge wasn’t just the language - it was the rate of speech! Most of us don’t realize that speaking speed varies drastically across cultures. Here’s an eye-opener: ·      In India, we typically speak at 120–150 words per minute. ·      The global standard for clear communication is around 60–80 words per minute. ·      In Japan, where English is not the first language, this rate drops even further. So, what happens when we, as fast speakers, communicate with someone who is used to a much slower pace? Our words blur together. The listener struggles to process. And instead of making an impact, we create confusion. We often assume that if people don’t understand us, we need to repeat ourselves. But the truth is, we don’t need to repeat - we need to slow down, simplify, and pause. If you work in a multicultural environment, here are three things that can dramatically improve your communication: a.   Control your pace: Consciously slow down when speaking to an international audience. What feels “normal” to you might be too fast for them. b.   Use simple language: Smaller sentences. Easier words (vocabulary). c.    Pause & check for understanding: Don’t assume silence means agreement. Ask, “Does that make sense?” or “Would you like me to clarify anything?” I’ve seen professionals struggle in global roles - not because they lack expertise, but because they fail to adjust their communication style to their audience. I’ve also seen leaders who thrive across cultures, simply because they master the art of respectful, clear, and paced communication. If you want to succeed in a global workplace, rate of speech is not just a skill - it’s a strategy. Have you ever faced challenges due to differences in speaking speed? Let’s discuss. #GlobalCommunication #CrossCulturalLeadership #EffectiveCommunication #SoftSkills #CareerGrowth #WorkplaceSuccess #HR

“Inclusion” without disability is still exclusion. (You don’t have to hate disabled people to be ableist) You just have to: - ignore disability in your policies & DEI strategy - treat ADA compliance as your only finish line - forget to budget for needed accommodations - hire for “culture fit” but avoid disabled talent Ableism doesn’t always sound like hate. In fact, ableism is usually just silence. Silence around underrepresentatuon Silence around reasonable accommodations Silence around stigma & bias toward disability That’s what this iceberg shows. Above the surface: good intentions. Below the surface: harmful inaction. As a person with a visible & invisible disability, I get frustrated for a few reasons but the main issue? Disability inclusion isn’t charity. There’s a clear business case for disability inclusion. Companies that lean into disability inclusion earn: 28% higher revenue 30% higher profit margins Still, 90% of companies claim to prioritize diversity but only 4% include disability in their DEI efforts. The human case is there. The business case is there. So what’s missing? Change. But what does real change look like? It’s not just a wheelchair icon or checking a box. It’s: - listening to disabled voices - auditing ableist hiring practices - measuring equity, not just optics - hiring/promoting disabled leaders - funding reasonable accommodations Ableism is the iceberg. Don’t let your culture sink with it. ♻️ Share so we can end ableism #DisabilityInclusion #EndAbleism #InclusiveLeadership #AccessibilityMatters #EquityInAction [image description: A graphic on a tan background that shows an iceberg in the middle. The title says the ableism iceberg and above the water is six statements: everyone is included, we don’t discriminate, disability imagery, ADA compliant, disability ERG, inclusion matters. Below the water it says what’s missing: no disabled bleeders, systemic in accessibility, ableist policies, ablest hiring process, invisible disability bias, neurodivergent erasure, no accommodations budget.]

Undoing Men’s Privilege and Advancing Gender Equality In this journal article, Michael Flood and Bob Pease argue that advancing gender equality in public sector institutions requires confronting men’s systemic privilege rather than focusing only on women’s disadvantage or individual acts of discrimination. They contend that many analyses of organisational inequality overlook how men, as a group, benefit from and sustain institutional arrangements of power. Privilege is defined as unearned advantages granted to members of dominant groups, conferred through social structures rather than personal merit. Male privilege is often invisible to those who hold it, is normalised as the societal standard, and fosters a sense of entitlement. Men rarely recognise these dynamics, accepting male-dominated workplaces and leadership as natural. Organisational cultures reinforce this privilege through gendered norms of management, leadership, and professional identity that equate authority and competence with masculinity. Privilege is enacted through everyday practices. Men may resist women’s entry to workplaces, exclude them from informal networks, objectify them to affirm masculine identity, or treat their presence as proof of women’s unsuitability. Even when formal barriers are removed, subtle interpersonal behaviours and male bonding sustain gendered hierarchies. Masculinity is “done” in daily interactions, reproducing inequality. Undoing privilege requires men to develop “traitorous identities”: a critical consciousness that rejects domination and aligns with the perspectives of the oppressed. Such transformation demands listening to women’s experiences, recognising intersecting hierarchies of race, class, sexuality, and acknowledging that men too can face constraints or harms from dominant masculinities. Intersectional analysis shows that most people experience both privilege and subordination in different contexts, complicating simple binaries of men versus women. Flood and Pease conclude that naming and interrogating men’s privilege provides a foundation for reform. Organisational training should expose how male advantage is constructed and encourage egalitarian identities and practices, fostering men’s active participation in building gender equality. For the full text of this article, see https://lnkd.in/g9-sXFCf

This data point matters more than the headline. Black women’s unemployment rarely spikes in isolation. Historically, it moves first. What follows is broader labor market contraction. Right now, Black women’s unemployment is 8.3%, compared to a national average of 4.6%. Over 300,000 Black women have been pushed out of the workforce, with average job searches stretching beyond 14 weeks. These are not short-term dislocations. They reflect structural exposure. Black women are overrepresented in: • Public-sector roles vulnerable to budget freezes and layoffs • Corporate functions tied to DEI, internal communications, HR, and compliance • Mid-level leadership positions that are first to be “flattened” during restructures When these roles disappear, the impact is not only individual. It reveals how organizations distribute risk. Economic narratives often frame Black women as resilient workers who will “bounce back.” The data shows something else. Black women are positioned at the fault lines of policy shifts, corporate pullbacks, and informal power structures. Their outcomes surface problems before they are visible elsewhere. This is why Black women’s labor market outcomes are a leading indicator, not a niche concern. If institutions want early warning signals for workforce instability, retention risk, and inequitable recovery, this is where they should be looking. The question is not whether Black women will adapt. They always do. The question is why systems continue to rely on their early losses as a warning, instead of fixing what the warning reveals. (Graphic summarizes publicly available labor data.)