EA: What does “leading out loud” in DE&I look like in practice, and how can leaders embed inclusivity into their everyday actions and decisions?

To me, “leading out loud” would be a leader considering DE&I principles in their decision making, communications and leadership style.  Leaders should vocally and visibly champion their companies DE&I principles, policies and activities.

Leaders should model inclusive behaviours such as actively listening to all team members, valuing diverse perspectives and ensuring equitable access to opportunities.

Practical aspects include getting involved in their company’s employee network/resource groups, attending webinars and training sessions, reading employee stories/blogs and promoting internal and external activities, focusing on consistent and visible efforts.

 

EA: Where do you see the biggest gaps between perception and expectation within DE&I, and how can they be bridged?

I think DE&I can sometimes be considered as an ancillary activity or “nice to have” rather than a key strategic activity that brings proven business benefits.  Many perceive DE&I initiatives as symbolic gestures or box ticking exercises rather than deep, impactful changes. The expectation, however, is for genuine cultural transformation and tangible advancements in equity and inclusion.

To bridge the gaps leaders should consider:

• Organising training sessions and workshops to educate employees on the importance of DE&I and its real-world impact on the workplace and society.
• Regularly and effectively communicating the company’s goals, strategies and progress to employees.
• Setting up and supporting employee network/resource groups, providing them with a budget shows real commitment to these initiatives.
• Allowing colleagues time during working hours to support these initiatives and activities so they don’t have to do everything in their own time.
• Encouraging a safe environment for colleagues to share their stories and experiences; major impacts often come from regular small actions.

 

EA: What are some examples of inspirational leadership behaviours you’ve seen that have created tangible, positive change in DE&I outcomes?

There are significant schemes that companies can get involved in to support DE&I outcomes, like committing to being a Real Living Wage Employer or a Disability Confident Leader.  However, small actions often make the most difference:

• Sponsoring an employee network/resource group and sharing personal experiences.
• Creating safe and inclusive teams where managers and colleagues feel able to call out microaggressions and poor behaviours.
• Ensuring diverse interview panels and shortlists during the recruitment process to help build diverse teams.
• Bringing tough conversations to meeting agendas such as gender pay gaps and supporting neurodiverse colleagues.
• Setting up and participating in reverse mentoring schemes.

 

EA: What advice would you give leaders in the environmental sector who want to embed accountability for DE&I into their teams and day-to-day decision making?

DE&I is an essential strategic element to enable a business to be successful and for your company to be an employer of choice.  It also directly links into the UN’s Sustainable Development Goals (SDG) which should be a key focus for any company in the environmental sector.

• Lead by Example: Exhibit inclusive behaviours and make equity a visible priority. Aligns with SDG 5 (Gender Equality) and SDG 10 (Reduced Inequalities).
• Incorporate DE&I into Strategic Goals: Embed DE&I objectives into the company’s business plans to align with SDG 8 (Decent Work and Economic Growth), SDG 10 (Reduced Inequalities), and SDG 16 (Peace, Justice, and Strong Institutions).
• Foster an Inclusive Culture: Promote a workplace culture that values diversity, equity, and inclusion, supporting SDG 4 (Quality Education) through continuous learning and SDG 10 (Reduced Inequalities).
• Diversify Leadership: Ensure leadership teams represent diverse backgrounds and perspectives, reflecting SDG 5 (Gender Equality) and SDG 10 (Reduced Inequalities).
• Engage with Communities: Build partnerships with diverse communities to inform DE&I strategies, enhancing SDG 11 (Sustainable Cities and Communities) and SDG 17 (Partnerships for the Goals).
• Transparent Communication: Regularly communicate progress on DE&I initiatives, celebrating successes and discussing areas for improvement supporting SDG 8 (Decent Work and Economic Growth) and SDG 16 (Peace, Justice, and Strong Institutions).

By embedding accountability for DE&I into day-to-day operations, leaders in the environmental sector can contribute to a workplace and community that is more inclusive, equitable, and sustainable, directly supporting key SDGs.