Aligning Company Values With Employee Experience

The culture war clash over diversity, equity, and inclusion will continue forever unless we can bring it from 10,000 ft in the air back down to earth. "Commitment to an inclusive culture for all?" "Marxist philosophy?" "Policies for achieving belonging?" "Wokeism?" Buzzwords against buzzwords against buzzwords, with no one the wiser as to what's actually being discussed. Rachel needs a lactation room, so we're converting a meeting room into one. Steven's going to be a dad and wants to spend time with his newborn kid, so we're expanding "maternal leave benefits" into "parental leave benefits." Andrew's a customer who has shared feedback about our product being inaccessible, so we're having him talk to the product team. Bianca helped us realize that our company's meetings are chaotic and don't make space for everyone's voice, so we're setting meeting norms. Sam worked on debiasing the hiring process at a previous role and we could benefit from that, so we're looking at standardizing our own process. Arjun shared helpful feedback about the difficulty managers face in managing their distributed teams, so we're building out more resources and structure. There is only one "ideology" present in DEI work done right, and it's shared by pretty much every pluralistic democratic society in our world: that everyone deserves dignity, respect, and opportunity regardless of the beliefs, values, needs, circumstances, experiences and perspectives we hold. That's it. The remaining 99.9% of the work is operational. How do we remove barriers to opportunity and fairness in the workplace? How do we meet people's many needs so we can bring out their potential? How do we create an environment where different people can come together and build something bigger than themselves? A great deal of that operational work ought to be done better. Diversity, equity, and inclusion work has a lot of room for improvement, and it'll take everyone's feedback and active involvement — yes, even from skeptics — to ensure that work succeeds. But to get there, we have to get our heads out of the clouds and bring the conversation back down to earth. Flowery abstractions, even if they make us feel righteous and good, will not save us. It's the mundane pragmaticism of speaking in real terms, with real people, to solve real problems, that will break through the misinformation and polarization that keeps us stuck in the status quo.

Culture is everything 🙏🏾 When leaders accept or overlook poor behaviour, they implicitly endorse those actions, potentially eroding the organisation’s values and morale. To build a thriving culture, leaders must actively shape it by refusing to tolerate behaviour that contradicts their values and expectations.
 The best leaders: 
 1. Define and Communicate Core Values: * Articulate Expectations: Clearly define and communicate the organisation’s core values and behavioural expectations. Make these values central to every aspect of the organisation’s operations and culture. * Embed Values in Policies: Integrate these values into your policies, procedures, and performance metrics to ensure they are reflected in daily operations. 
 2. Model the Behaviour You Expect: * Lead by Example: Demonstrate the behaviour you want to see in others. Your actions should reflect the organisation’s values, from how you interact with employees to how you handle challenges. 3. Address Poor Behaviour Promptly: * Act Quickly: Confront and address inappropriate behaviour as soon as it occurs. Delays in addressing issues can lead to a culture of tolerance for misconduct. * Apply Consistent Consequences: Ensure that consequences for poor behaviour are fair, consistent, and aligned with organisational values. This reinforces that there are clear boundaries and expectations.
 4. Foster a Culture of Accountability: * Encourage Self-Regulation: Promote an environment where everyone is encouraged to hold themselves and others accountable for their actions. * Provide Support: Offer resources and support for employees to understand and align with organisational values, helping them navigate challenges and uphold standards.
 5. Seek and Act on Feedback: * Encourage Open Communication: Create channels for employees to provide feedback on behaviour and organisational culture without fear of reprisal. * Respond Constructively: Act on feedback to address and rectify issues. This shows that you value employee input and are committed to maintaining a positive culture.
 6. Celebrate Positive Behaviour: * Recognise and Reward: Acknowledge and reward employees who exemplify the organisation’s values. Celebrating positive behaviour reinforces the desired culture and motivates others to follow suit. * Share Success Stories: Highlight examples of how upholding values has led to positive outcomes, reinforcing the connection between behaviour and organisational success.
 7. Invest in Leadership Development: * Provide Training: Offer training and development opportunities for leaders at all levels to enhance their skills in managing behaviour and fostering a positive culture. 8. Promote Inclusivity and Respect: * Build a Diverse Environment: Create a culture that respects and values diversity. Inclusivity strengthens the organisational fabric and fosters a more collaborative and supportive work environment.

I would love nothing more than for DEI programs to become obsolete. Surprised? Actually, I think most people involved in DEI would agree with me. The goal of DEI has always been to create workplaces where leadership equity across gender, race, ability and sexuality is the norm, eventually eliminating the need for DEI programs altogether. So much progress we’ve made over the past decade is now at risk due to the current rollback, or watering down, of DEI initiatives and resources. Whether it’s blamed on activists, a lack of need, or the “executive order”, the impact will be significant. It already is. Despite the rationale provided by leaders and executives, I would encourage people to take a step back and remember why DEI began in the first place. The focus on diversity, equity and inclusion was originally established to help organizations thrive by ensuring leaders learnt from those with diverse perspectives, backgrounds, and experiences. Programs were intended to drive innovation, spark creativity, and help make smart decisions. Later, put in place to support employees from historically underrepresented groups, including the creation of affinity networks or E/BRGs (employee/business resource groups), and how those communities could come together inside an organization to support each other. Somewhere along the way, people lost sight of DEI’s real purpose. It's not about checking a box and for those doing it right, it wasn’t. It was about something much more fundamental: creating workplaces where people feel valued, heard, and empowered to contribute. As an athlete, I’m a fundamentals kind of person. Let’s go back to basics. At its core, DEI was designed to: ✅ Increase employee engagement and retention. When people see themselves represented, they’re more inclined to stay. ✅ Build stronger, more innovative teams. Diverse perspectives lead to better ideas, smarter decisions. ✅ Improve business outcomes. A Boston Consulting Group (BCG) survey found that companies with more diverse leadership teams saw up to 19% higher profits. ✅ Create better representation internally that reflect their customers/audience. Today DEI has become so politicized that some have forgotten (or ignored) these facts. The truth is, inclusive companies don’t just retain talent, they attract it. And when they represent their employees, they’re also better set up to reflect the needs of their customers and keep them. We know that having a more diverse workplace contributes to the bottom line and drives ROI. Diverse companies earn 2.5x higher cash flow per employee, according to a 2022 Research and Markets study. So let’s refocus. If DEI is done right, it helps everyone—including leadership—become more effective, more informed, and more customer-centric. It’s not just good ethics; it’s good business. And maybe if we truly achieve equity, instead of removing DEI, we actually won’t need it anymore. That would be a real success. #DEI #equity #leadership Luminary

You’re not alone if you’ve noticed that, despite the time and resources invested, the DEI training programs in your organization aren’t delivering the impact you expected. The reality is, success isn’t just determined by the commitment of the participants —it’s heavily influenced also by how the program is structured and delivered. There are key signs to watch for that may suggest your DEI program is like a broken ladder, making it difficult for employees to climb toward meaningful change Here are 8 common pitfalls to watch out for, and what you can do to ensure the DEI trainings in your organization make a lasting impact: ❌ Single-session workshops ✅ Effective DEI programs involve spaced learning, delivered over time to allow for deeper understanding and lasting impact ❌ Same content for people in different roles  ✅ Does the training feel generic, like it’s meant for everyone but relevant to no one? A good DEI program should be tailored to specific roles and the needs of your group. ❌ Focusing on compliance and what not to do ✅ The focus should be on modeling inclusive behaviors and showing what to do in real situations and how to incorporate them into daily work ❌ Copy-pasting training content from global DEI programs ✅ If it feels like the examples or exercises don’t really apply to your workplace, the content may have been copy-pasted from global programs. Check how the material has been adjusted to reflect your specific organization’s culture and challenges. ❌ Run by passionate DEI advocates with no facilitation experience ✅ A passionate facilitator is great, but they should also know how to manage group dynamics and keep discussions productive. Pay attention to whether the facilitator is able to navigate complex conversations and make the space feel safe for everyone. ❌ Raising awareness without driving behavioral change ✅ DEI training should focus on translating awareness into concrete actions that people can start practicing immediately. ❌ Ignoring pushback and concerns ✅ A DEI training that shies away from tough conversations might miss real issues. Good training fosters open dialogue, allowing participants to voice concerns and discuss challenges openly. ❌ No follow-up or next steps ✅ A truly impactful program provides follow-up phases for implementation, ensuring the lessons learned are integrated and built upon. By paying attention to these aspects, you can transform the DEI training program into one that delivers meaningful, lasting change. Do any of these issues resonate with you? I’d love to hear your thoughts!

Google just agreed to pay $50M to settle a racial bias lawsuit. But the real story? The warning signs were there years ago—and they were ignored. 🚨 Back in 2018, over 20,000 Google employees staged a global walkout, protesting how the company handled sexual harassment claims, and the $90M exit package they gave to an executive, Andy Rubin , the creator of the Android software, even after the company concluded that a harassment claim against him was credible! Then came April Christina Curley, a diversity recruiter at Google who raised concerns about how Black candidates from HBCUs were treated. Her reward? She was dismissed. And now, years later, the company is paying the price—economically and in their reputation. Having spent decades in tech and corporate leadership, I’ve seen this movie before! These situations unfold slowly—not all at once, but in small missteps that are ignored. But I’ve also seen how powerful it can be when a leader listens early, acts with intention, and builds a fair system of accountability with checks and balances before a crisis forces their hand. But this isn’t just about Google. It’s about every company out there that thinks DEI is optional—especially now in face of all the anti-DEI actions and rhetoric. To these leaders I say, "proceed at your own risk, because data and history show just the opposite to be true." ✅ It's a fact that when done right, DEI is a safeguard that helps you attract the right talent, retain your best people, improve decision-making, and yes, it protects you from the kinds of legal and reputational risks that make headlines. So what can organizations do today to build a stronger, safer culture? Here are 4 things I'd recommend: 🔎 Make inclusion measurable – DEI isn’t fluff. Use real-time data to find out where the gaps are, what’s working and what’s not. 🤩 Create safe spaces for feedback – Anonymity isn’t dangerous. It’s how you achieve transparency as an organization and get honesty from your employees. 📊 Audit your people processes – From hiring to promotions and pay equity – unconscious bias will creep in over time unless you actively manage and remove it. 🛠️ Equip your managers – Inclusive leadership isn’t innate. It’s a skill—one that can be modeled and developed. If you’re re-thinking your DEI strategy in this new environment, I encourage you to read the full story (link to be posted in the comments) and feel free to add a comment or DM me. Let's get the conversation going. The stakes are too high to get it wrong. 🧭 It’s time we stop treating DEI as a “nice to have” that can change with the way the wind is blowing—and start seeing it for what it really is; a core business function that protects and propels organizations. Because when inclusion is real, everyone wins. 👏 #Leadership #Culture #HBCU #Inclusion #DEI #HR #BusinessStrategy #EmployeeExperience #Retention #Accountability #Android #settlement #lawsuit Image credit: The Source Los Angeles. 🙏

As some companies scale back DEI initiatives, others are doubling down. So where does FMCG stand? In the past year, I’ve seen two diverging paths unfold. → On one side: companies quietly scaling back their Diversity, Equity, and Inclusion (DEI) programs, citing budget constraints or “shifting priorities.” → On the other: brands like The Coca-Cola Company, PepsiCo, and Unilever making bold, public reaffirmations of their DEI commitments—despite political and economic headwinds. Why the split? And more importantly—why should it matter to those of us in the FMCG industry? Let’s look at the facts: According to a 2024 Gartner study, nearly 27% of U.S. companies reduced DEI budgets this year—some citing fear of political backlash. Meanwhile, brands that have maintained DEI as a business priority—like Coca-Cola, which recently recommitted to its ‘Better Shared Future’ DEI strategy—are seeing stronger innovation pipelines and deeper brand loyalty. In FMCG, where consumers are increasingly diverse, socially conscious, and value-driven, scaling back on DEI isn’t just a reputational risk—it’s a business risk. Here’s what I’ve observed through our executive search work: - The most future-ready FMCG leaders today understand that DEI is not a box to tick—it’s a growth strategy. - Inclusive teams launch faster, innovate smarter, and connect better with modern consumers. - Boards and investors are increasingly viewing DEI as a key signal of long-term resilience and agility. And here’s what I know from experience: Inclusion doesn’t happen by accident. It’s not driven by policies alone—it’s built by leaders. That’s why FMCG companies who are serious about transformation aren’t just hiring executives who “fit the mold.” They’re hiring: → CMOs who understand how to authentically represent diverse audiences. → HR leaders who build systems that attract and retain non-traditional talent. → GMs who can lead multicultural teams across regions without defaulting to one-size-fits-all leadership. Because diversity without inclusion is cosmetic. And inclusion without leadership commitment is unsustainable. So—where does the FMCG industry stand today? It’s divided. And it’s being watched. Consumers are watching. Investors are watching. And talent is watching too. The companies that treat DEI like a trend will fade into irrelevance. The companies that embed it into culture, product, and leadership? → They’ll lead the next era of FMCG. Let’s talk about how we hire—and who we empower to lead. #FMCG #ExecutiveSearch #DiversityInLeadership #DEI #ConsumerGoods #LeadershipHiring #InclusiveLeadership #LeadershipDevelopment

💡 Every executive meeting comes down to trade-offs. Yesterday we found our tiebreaker💡 I sat with our Product team and two other members of our Executive team, going deep on one of our roadmap items and trying to determine where it fit in our Q4 priorities. If you’ve ever been in one of these meetings, you know how it goes: • Many points of view • Plenty of sharp ideas • A healthy dose of agreement and disagreement And rightly so, these conversations matter. They’re about trade-offs and risks. We had to weigh what would best help us grow as a company, what our teams needed to deliver and sell successfully, and what would best enable future product capabilities. So what won in the end? 👉 The promise we’ve made to our customers, rooted in quality and meaningful insights and outcomes. (That’s actually why DISQO is spelled with a “Q.” It stands for Quality.) That customer promise became the tiebreaker that aligned us across different perspectives. It was a small moment, but it made me proud. And it made me reflect: ❓ Of the thousands of decisions made every day across our company, how many are rooted in our value to "Champion the Customer"? That’s the real measure of whether our values are alive in practice, not just on the wall or in a slide deck. Here’s the action plan I’m challenging myself (and others) to follow every day: 1️⃣ Ask the customer question. When making a decision, pause: How does this help deliver better outcomes for our customers? 2️⃣ Use values as the tiebreaker. When trade-offs are hard, let company values decide, not convenience, politics, or ego. 3️⃣ Call it out. Celebrate when decisions reflect values, and respectfully challenge when they don’t. 4️⃣ Repeat daily. The small decisions add up. Every “yes” or “no” shapes whether customers feel our values or not. ✨ Values aren’t tested in easy decisions. They’re tested in the tough trade-offs. Yesterday reminded me: when in doubt, Champion the Customer. That’s how we keep our promises, and that’s how we continue to #CreateTheFuture. #Leadership #CustomerSuccess #ProductManagement #CustomerExperience #Culture #CreateTheFuture

DEI Rollbacks: A Step Backward—But We Can Keep Moving Forward Toni Morrison once said, “The very serious function of racism is distraction. It keeps you from doing your work. It keeps you explaining over and over and over again, your reason for being.” That is exactly what is happening with the current administration’s attacks on DEI programs. They’ve co-opted the language of equity to claim “reverse racism,” falsely asserting that they are “ending illegal discrimination” and “restoring merit-based opportunity.” But the underlying message is clear: a manufactured narrative that suggests DEI programs take opportunities away from deserving individuals, implying that those who don’t fit the dominant identity are somehow unqualified. Let’s be clear—DEI is not about excluding talent. It is about expanding access. These programs create pathways for historically excluded communities—including women, veterans, and individuals with disabilities—who possess the skills, qualifications, and, in many cases, are overqualified but would have otherwise been overlooked due to systemic barriers. As a Non Profit Executive, I’ve led  successful strategies that fostered equitable pathways and true inclusion. And if organizations want to thrive, we don’t need less of these strategies—we need more. The facts don’t lie: Studies consistently show that diverse teams drive more innovation, make better decisions, and yield higher profits. Yet, despite this evidence, we are witnessing a rollback of DEI efforts across industries. So what can we do? Even in the face of these rollbacks, organizations can continue advancing equity in meaningful ways: ✅ Embed DEI into core business strategy. Move beyond performative gestures—ensure inclusion is a fundamental part of how decisions are made and who gets a seat at the table. ✅ Reframe DEI as a driver of innovation. Position diversity, equity, and inclusion as competitive advantages, emphasizing their proven impact on creativity, problem-solving, and business success. ✅ Prioritize inclusive hiring practices. Implement skills-based hiring, equitable advancement opportunities, and mentorship programs to cultivate diverse leadership pipelines. ✅ Leverage Employee Resource Groups (ERGs). Support and fund ERGs to empower employees, foster belonging, and create spaces for underrepresented voices. ✅ Hold leadership accountable. Ensure executives and decision-makers are actively championing equity efforts, not just delegating them. DEI is not about checking boxes—it’s about unlocking potential. Despite the distractions and political rhetoric, we must remain committed to building workplaces where talent thrives, opportunity expands, and inclusion fuels innovation. How is your organization maintaining its commitment to DEI in these times? Let’s keep this conversation going. 👇🏾 #DEI #Equity #Leadership #Inclusion #Innovation

💡 What makes an organisation's values real? Not just the words written on a page, but the ones that guide decisions, actions, and interactions every day. Values aren’t destinations (that’s what goals are for). They’re guideposts and a shared direction. But here’s the challenge: If your values aren’t reinforced through consistent actions, they’re easy to lose sight of - and when that happens, people notice. As many of us shift into planning mode for 2025, it’s the perfect time to ask: 𝘏𝘰𝘸 𝘥𝘰 𝘸𝘦 𝘮𝘢𝘬𝘦 𝘰𝘶𝘳 𝘷𝘢𝘭𝘶𝘦𝘴 𝘮𝘰𝘳𝘦 𝘵𝘩𝘢𝘯 𝘫𝘶𝘴𝘵 𝘸𝘰𝘳𝘥𝘴? Here’s how to bring them to life in real, tangible ways: 1️⃣ Define the behaviours. Values like collaboration sound great, but what do they actually mean? What do they look like in action? • Asking for input. • Sharing knowledge. • Working through conflict constructively. By mapping values to specific behaviours, you make them practical and actionable. 2️⃣ Build the skills. Once you’ve defined the behaviours, ask: What skills do we need to support these? For example: • Collaboration might rely on active listening, trust-building, or communication. • Innovation could need critical thinking, problem-solving, or resilience. When your team has the skills to act on your values, they’ll show up in the day-to-day. 3️⃣ Reinforce every day. Values come to life in daily work moments - in meetings, feedback, and decisions. By intentionally supporting the skills and behaviours tied to your values, you make them part of how work gets done. 👉 Values are directions, not destinations. They guide how we work and how we grow. As you set goals and priorities for 2025, how are you planning to reinforce your values? I’d love to hear some ideas. #BusinessValues #TeamDevelopment #WorkplaceLearning #PeopleAndCulture

I once worked with a leader who offered a long six hour orientation for new hires to learn about the values and the culture. He was disappointed that no one seemed to remember the values, or put them into action. Truth be told, (I was exhausted listening to the full day orientation complete with models from some of the best leadership gurus in the business,) and I love that kind of thing. I can't imagine a new hire trying to absorb it all. The problem is that book knowledge only goes so far, and posting values on the wall, or delivering half-day presentations won't change behavior. At best, you get intellectual understanding or a drop of awareness. The real value comes through embodiment. Embodiment means living the values when it's easier to make excuses. For example, this leader always shows up late, yet one of their values is excellence. Employees just expect him to be a no-show or show up halfway through a meeting at best. His standards for himself are different than for his team. Posting values on the wall is easy. Living them in meetings, decisions, and tough conversations is where it counts. It's all about alignment, not workshops or promotional materials. If you say you value integrity but don’t keep small promises, you have some work to do. What can you do if you're in a leadership position? Make values actionable. Ask in meetings: “How does this decision reflect our values?” Embed them into hiring, recognition, and feedback. When you make a promise, put it in your calendar. Follow up and apologize when you drop the ball. Make a commitment to be the living example of what you teach in orientation and the values you post on your website. #leadership #values #Trust