“ 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.” MARK FREED, MEN FOR INCLUSION
means adopting leadership qualities like empathy, collaboration and emotional intelligence, which benefit everyone. Men who recognise this shift and adopt these behaviours are not only creating more inclusive environments, but also benefiting their own wellbeing. Indeed, companies that cultivate diverse teams and
inclusive environments tend to perform better, attract more talent and manage risks more effectively. The World Economic Forum describes the business case for diversity as “overwhelming”. However, Mark says true change requires senior leaders to buy into the benefits of inclusion, rather than treating it as an exercise driven by external pressures from shareholders or regulators.
THE IMPACT OF ESG ON INCLUSION Environmental, social and governance (ESG) frameworks have been pushing the conversation forward. Shareholders, regulators and even clients are increasingly demanding companies reflect the diversity of the societies their customers live in and the values they hold. This external pressure is particularly noticeable in sectors like energy, where a looming need to recruit half a million new workers for the green transition means senior management needs to recruit from a more diverse pool of potential employees. Career advancement opportunities, particularly
international assignments, often highlight the subtle biases women face. In many sectors, international experience is crucial for progression, yet fewer women receive these opportunities than men. Often, this disparity is due to “accidental sexism” rather than overt discrimination, Mark says. “Women may be overlooked for international roles
because of assumptions about their family responsibilities or because they aren’t part of the informal social networks where these opportunities are discussed, such as a round of golf with the senior leadership team.” In reality, these assumptions are often flawed. For
example, while decision-makers may hesitate to send a woman with young children on an assignment abroad,
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the male candidate they favour might also be moving his family. Such biases can be addressed through better awareness and intentional inclusion of women in all aspects of workplace life, from informal networking to career development. “Getting that international experience is key to
progressing in your career, but fewer women than men are offered these posts,” he says. “If you are not front of mind, you are less likely to be given high-profile responsibilities or new opportunities. You are more likely to be given admin tasks and pointed in that direction and be promoted on past experience rather than on potential.” For men, inclusion means recognising that they too
have a role in creating a culture where all employees can thrive. It is not just about reaching diversity quotas. It is about changing behaviours, norms and structures so that diverse talent can flourish. This requires men to actively participate in building inclusive workplaces, whether by calling out unfair practices, supporting flexible work arrangements or mentoring underrepresented colleagues. Change can also be liberating for men. “Men now
have the opportunity to free ourselves from outdated stereotypes,” Mark says. “We can be vulnerable. We don’t need to be alpha male leaders. We don’t need to bully and be misogynistic. While the culture and the workplace have moved on, a lot of men are still bound by those stereotypes and I think a lot of senior leaders in particular are bound by those stereotypes, because that’s how they got to the top. Yet, they are now not role modelling inclusive behaviours, which give the men below them permission to change.” TRAINING WORKPLACE INCLUSION CHAMPIONS Mark says one key strategy for getting people up and down the organisation to be aware of change is to train 10% of the workforce as “inclusion first aiders” or “inclusion champions” who are aware of the accidental sexisms. “These people now have the authority to start calling things in and calling things out and nudging
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