It’s not about what I would do; it’s more about what I wish to happen.
Don’t love too soon.
Don’t trust too fast.
Don’t judge too soon.
Don’t quit too early.
Don’t expect too high.
Don’t talk too much.
““Some people want it to happen, some wish it would happen, others make it happen.””
I am a global thinker and build bridges by:
a) Being open-minded to other cultures,
b) Communicating honestly,
c) Being trustworthy, thereby reducing risks in business collaborations.
What can you do to help?
DEI in the workplace and what it really means is a constantly evolving topic that you can’t learn from a book. I think both the personal and legal insights is what truly matters when trying to understand the position of underrepresented groups in the workplace through listening to their first-hand experiences. I have been guiding HR teams about the pressing issues they face and the right language to use when referring to a particular issue. When you don’t know what it’s like first hand to be part of an underrepresented group in the workplace then it’s worth taking time to understand how you can gain this insight. #justsaying
Apologising doesn't always mean you are wrong, and the other person is right. It means you value your relationship more than your ego. Some people know their own power, and some people pray for power. Which one are you?
““Your fragility is also your strength.””
How often do you tell yourself that you are in your job because you’re the best qualified for it? We all know that HR departments have preferences and often make decisions influenced by biases rather than solely on talent. When talent acquisition teams, hiring managers, and HR professionals keep recycling the same pool of candidates, it raises the question of whether they have truly considered the best person for the job. Based on my lived experience, I do not trust the capitalist system to consistently allow the most talented individuals to rise to the top.
How does fragility show up in the DEI space?
There is a notable presence of gatekeeping by privileged individuals who dominate discussions and initiatives in the DEI space in Denmark. These individuals often control the narrative and access to DEI resources, driven by a fear of losing power to those who might possess more knowledge or different perspectives. This defensiveness manifests as fragility, where they react negatively to criticism or conversations highlighting systemic inequalities. I think that telling uncomfortable truths can cost you friends, especially when you speak about the extraction of minerals and precious metals from Africa whilst the indigenous people live in poverty.
I am now the Vice President of the Brotherhood for Professionals of Color (BPoC). In this role, I will manage our events and programs while supporting the President and other board members. Together, we aim to connect, mentor, and empower professionals of color, advocating for diversity and fostering a more equitable and inclusive workplace culture. Are you or your organisation interested in collaborating with us? Please reach out via email to discuss how we can work together.
Diversity, equity and inclusion (DEI) is not only about skin colour; it’s about giving people who have talent the opportunity to express that talent. Often, the starting point can be biased, leading those who are not white to question:
a) Whether they possess the required skills, and
b) If they are the best person for the job.
I advocate for DEI policies because I recognise that many talented individuals from minority backgrounds deserve the same opportunities as the majority. In practice, minorities often need to be exceptional to secure white-collar jobs because societal structures have historically disadvantaged them. I think the western world was built on a patriarchal framework by the white majority, and it was not originally designed to include minorities.
There is an old adage, "if you're not paying for the product, you ARE the product.” Which means that if you are using something for free, then the company which owns it is taking the data you put on it and charging firms to advertise at you instead.
““Opinions are not as important as ideas.””
c/o Medium
Artificial Intelligence (AI) lacks business acumen, it cannot delve into a business and apply nuance, experience, or patterns learned from other contexts. Back in the days when I used to sell clothes and accessories, I visited various businesses and noticed that many of them faced similar problems, despite different contexts. I think by observing these patterns, I can now have meaningful conversations with leaders and senior executives about their businesses. While AI can analyse data and provide information, it cannot interpret it in a way that human beings can understand, because it cannot grasp the context of what is truly happening in a business. What do you think?
Moving from asking insightful questions to internalising that information and then communicating it to decision-makers is what I do – bridge building, connecting the dots between various elements. As without this skill, building a business case becomes difficult. Trust is built when you articulate value bridges unique to your customers in a language they understand. By asking better questions, you’ll better understand how your services help your customers achieve their outcomes.
What does inclusion of diversity mean to you?
I think emphasising the importance of inclusion is the key to unlocking the value of diversity. Inclusion allows the unique perspectives, experiences, and backgrounds that your employees bring to truly contribute to your organisation’s ability to innovate, challenge assumptions, and identify risks. By fostering an inclusive environment, you will ensure that employees feel safe and secure to speak up and share their ideas, enabling them to fully participate and contribute to the organisation's success.
I think it's extremely helpful and important to have a personal understanding of underrepresented groups. As this will make it easier to measure and report on diversity at work and take positive action to improve the representation of minority groups in the workplace. And from my perspective it was encouraging to see so many employers taking steps to do this on a voluntary basis before the ESG reporting comes into force. Do you have colleagues from ethnic minority groups? Are you encouraging them to take part in external networks, for example, Professional Women of Colour (ProWoc) or the Brotherhood for Professional of Color (BPoC)?
DEI in the workplace and what it really means is a constantly evolving topic that you can’t learn from a book. I think both the personal and legal insights is what matters when trying to truly understand the position of underrepresented groups in the workplace through listening to their first-hand experiences. I have been guiding HR teams about the pressing issues they face and the right language to use when referring to a particular issue. When you don’t know what it’s like first hand to be part of an underrepresented group in the workplace then it’s worth taking time to understand how you can gain this insight.
One of the most important things I have learned about Diversity, Equity, and Inclusion is the importance of active listening to your employees. And by doing so, you will gain insights that will identify your organisational challenges. Which subsequently will allow you to target your focus areas and tailor your approach to effectively maximising your impact. I think connecting with others is key, as we are all facing similar challenges.
Behaviour change is complex and often requires more than just presenting information, it's not just about addressing what people know. I think behavioural change may require new habits, offering incentives, or employing behavioural psychology techniques that go beyond simply presenting information. To truly impact behaviour, it's often necessary to consider the underlying motivations, beliefs, and environmental factors influencing individuals, and then create targeted interventions or messages that resonates with those underlying drivers. What do you think?
Today, Facebook reminded me what I have known for years, which is the more you know, the more you realise how little you do know! In leadership, every detail counts, including the way we choose to present ourselves. Let your style speak for you and make sure it’s saying that you’re a leader worth following. Everyday ask yourself the question, “If your style were to speak for you today, what do you think it would say? What do you wish it said?”
““Good manners will open doors that the best education cannot.””
To build an unshakable mindset:
• Lead by example
• Do the right thing
• Control your feelings
• Control your thoughts
• Ignore others' opinions
• Start acting on your dreams
• Control your interpretations
• Focus on what you can control
As a DEI advocate one of the things that scare me in Denmark is the gaslighting around racism, homophobia, sexism, etc. If everybody is singing the same song and thinking the same things, then you are setting yourself up for failure as you will be blindsided in your echo chamber. I think that if you put a good person in a bad system, the system will win every time. In the majority of cases the statement is true, the people we surround ourselves with makes a difference. There are some notable exceptions to this statement, for example, Nelson Mandela. In my experience, remarkable people interact with a diverse bunch of people. I think you can get a sense of a person by looking at their social media accounts – Who are they connected to, and who do they follow?
If everyone is agreeing with you then you are in an echo chamber and you have just chosen the people to speak to. Controversy is just saying something that someone else just doesn’t agree with. I’m never afraid to speak about any subject that I have knowledge about as I only say things that I believe is fair.
You can book me for workshops, keynote speaking, coaching, DEI trainings or implementation facilitation here.
