to be coached and fixed, and men needed to be persuaded to support female empowerment, but that had not been particularly successful. “You can bring diverse talent


to the table, but unless the menu changes, they won’t have the opportunity to truly contribute,” he said. “What percentage of our time and resources have we spend counting and “fixing” women while ignoring men? Although diversity has got us this far, inclusion needs to be the focus going forward. Men are struggling too and often don’t have a stake in diversity, only an obligation to become allies. Allies are hard to find and are not effective in driving inclusion.We need to change the narrative to inclusion leaders.” In his definition, inclusion


leaders are more than just allies – they are specially trained people within organisations whom colleagues can go to with questions and concerns, and who will also advocate for women and minorities. This is a less formal approach than having to speak to HR and inclusion leaders can advocate for people on their team and in the wider organisation. “Placing people in rigid


categories reinforces stereotypes, and it is unhelpful for inclusion,” Mark said. “Many men, for instance, don’t fit traditional gender stereotypes. Inclusion is fundamentally about culture, behaviours, and values. In the


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past, efforts have often focused heavily on policies and procedures. While those are necessary, today I encourage us to shift our focus to the values and behaviours that foster genuine inclusion.” In a collaborative, nuanced discussion, he encouraged attendees to think about the personal and the business case for a new approach to promote gender equality, diversity, and inclusion. “For me, it always starts with


a business case,” he said. “In my work with large financial services firms and energy sector companies, I find that those most engaged and passionate about diversity can clearly articulate their business case. Recently, I worked with the senior leadership from EDF Nuclear Power Stations. When I asked them about their business case, they said it was about risk. Traditionally, nuclear power stations were run by men, often in outdated ways. This created groupthink, which posed a significant risk. They realised they needed diversity and inclusion to mitigate that risk. “On the other hand, financial


services firms often cite doing the “right thing”, wanting to meet regulatory requirements, or wanting to reflect their customer base as their business case. These are less compelling reasons. After defining their business case, organisations often seek data to measure diversity and inclusion. They count the number of women,


analyse recruitment data, and implement HR policies to attract and support diverse talent. Policies addressing sexual harassment and inclusive behaviours are written and enforced.” He said organisations also focus


on training. They provide women with leadership development programmes, imposter syndrome workshops, and skills training. While well-intentioned, these efforts often imply that women need fixing to fit into a pre-existing system. Mark argued that true change requires a shift in how we define leadership and value diverse contributions.


OVERCOMING RESISTANCE & CREATING INCLUSION CHAMPIONS Then there is also the issue of resistance. Mark said some men feel excluded or threatened by diversity efforts, and this can lead to gender conflict and reinforce biases. By focusing on behaviours, values, and culture instead, leaders can demonstrate how inclusion benefits everyone.


“Our approach includes three


key elements: awareness, desire, and action,” he said. “First, we must raise awareness of lived experiences and recognise the gaps that exist. Second, we need to engage those who are not yet passionate about diversity. As Emma Watson said in her 2014 UN speech when she spoke as Goodwill Ambassador for UN Women, progress requires everyone


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