This paper aims to analyse how leaders can foster inclusive environments within their companies that support a diversity of employees. The piece discusses the rise of “cancel culture”, arguing that protecting against cultural misstep is increasingly important due to the rise of social media.
The piece uses experience in senior leadership, as well as personal lived experience of diversity and inclusion in the workplace to draw conclusions around how DE&I policies can be improved.
It is essential that senior leaders and HR teams build a strong diversity strategy that accounts for the lived experiences of staff, and pushes for real, concrete change in the workplace.
Conversely to the actions of many large corporations, here the author posits that creating an external image centred around diversity and inclusion is not enough to create a psychologically secure environment for employees.
