How to create a diverse & inclusive workplace
Mark Freed, Men for Inclusion
In the final of three articles in this Equality in the Workplace series, Marianne Curphey discusses the importance of inclusion beyond tokenism with Mark Freed from Men for Inclusion. How can men be advocates for equality and how can we overcome gender bias in career progression?
T
he conversation about inclusion and equality in the workplace has often been framed as a women’s issue, sidelining men’s active involvement. This can lead to resentment,
and even resistance, from men. However, the reality is that men can play a crucial role in driving lasting change toward a more inclusive and equitable environment. Mark Freed of Men for Inclusion says men can
become active participants in driving forward inclusion and equality and emphasises that it is in everyone’s best interest. To become effective advocates, men need to first recognise how they benefit from certain societal and workplace advantages and then shift their focus from relative advantage to shared responsibility.
THE NEED FOR INCLUSION BEYOND TOKENISM A recurring issue in many workplaces is that efforts to improve diversity often stop at recruitment. The data is collected, more women are hired, policies change – but then the momentum stalls. In the financial services sector, where Mark has been
championing equality since 2002 through his company E2W, an organisation focused on supporting and helping women in their financial services careers, not much has changed. This despite pressure from government and regulators. Women may be recruited, given leadership training and offered HR support, yet they remain
isolated in an environment that does not fully integrate or include them. Mark says the solution lies in moving beyond diversity
to inclusion – a change that will benefit men, too. Many men are still bound by outdated stereotypes about masculinity that not only limit their personal growth, but also hinder their ability to advocate for inclusion. The traditional expectations for men to always be
available for work, to not show vulnerability or to always strive for leadership through aggression are no longer relevant in today’s workplace. In fact, breaking free from these stereotypes can be empowering. Men can allow themselves to be more vulnerable, work flexibly and engage in balanced work-life relationships, setting an example for the next generation of leaders. “Investment banking, for example, has had a traditional, very alpha male, very competitive type of culture,” Mark says. “We need to ensure that those superstars, while they might be bringing in good profits, are not leaving a trail of devastation behind them. We need to manage risk properly otherwise that model is not sustainable in the long term. Increasingly, we are seeing firms view performance not just from a monetary perspective, but also in terms of inclusion and business strategy. In many sectors, it makes business sense to have a wider variety of people employed.” Recognising that workplace cultures have evolved beyond the ‘alpha male’ leadership style is key. Inclusion
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