diversity

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Welcome to the team

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c/o Vecteezy

I think by broadening the scope of DEI to include neurodiversity will have a transformative impact, for example:

  • Shifting the focus to innovation: Neurodivergent team members bring unique perspectives that fuel creativity and problem-solving, moving DEI beyond mere compliance.

  • Making DEI personal and actionable: Recognising invisible differences fosters empathy, adaptability, and meaningful inclusion for everyone.

  • Redefining the DEI narrative: It evolves from a checkbox exercise into a critical strategy for building resilient, future-ready teams.

Contact me via email for emotional intelligent leadership development coaching.

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What do you see?

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As organisations re-evaluate their diversity, equity, and inclusion (DEI) practices, it's vital to broaden our understanding of what diversity truly means. Let’s talk about neurodiversity, it’s a powerful dimension of human diversity that deserves greater recognition and celebration. Neurodiversity refers to the diversity in how people think, process information, and interact with the world. Around 15–20% of the global population is neurodivergent, encompassing conditions such as dyslexia, ADHD, autism, anxiety, epilepsy, and Tourette’s syndrome. Each of these represents a different way the brain works, offering unique strengths and challenges compared to neurotypical individuals. Contact me via email for emotional intelligent leadership development coaching.

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I see you

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The term, neurodiversity was coined by sociologist Judy Singer in 1997, and challenges the idea that everyone should conform to a single "normal" way of thinking or behaving. Instead, it encourages us to embrace the diverse ways in which brains function and recognise the value these differences bring. For leaders, incorporating neurodiverse team members is not about accommodation alone, it’s about unlocking potential, for example:

- Neurodivergent individuals often bring unique problem-solving approaches, heightened creativity, or exceptional attention to detail.
- Clear, flexible, and personalised communication ensures everyone feels valued and understood.
- Create an environment where team members feel comfortable expressing their needs without fear of judgment.
- Sensory-friendly environments or hybrid work options can empower neurodiverse individuals to thrive.
- Equip yourself and your team with training on neurodiversity to break down misconceptions and foster inclusivity.


I think by embracing neurodiversity, leaders not only build stronger, more innovative teams but also create cultures where everyone can bring their full selves to work. Contact me via email for emotional intelligent leadership development coaching.

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The next exit

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I think to effect real change in the DEI space, we are going to need a two-pronged approach: legal solutions and a plan to shift cultural norms. Cultural change requires long-term vision and multiple strategies. Diversity training, when thoughtfully designed to address the needs of schools, universities, workplaces, and society at large, especially if it incorporates a visual component and is repeated over time has the potential to foster greater collective harmony. It can serve as a vital tool for advancing pluralism. Let’s approach diversity training with an open mind, recognising that it is a work in progress. While it may never be the most exciting endeavor, its impact could be profound.

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The magic recipe

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I believe documentary films can serve as powerful agents of change. A compelling story, well-told with a strong visual component, can provide a positive and accurate representation of a social group. When such films are viewed repeatedly over time, they become pleasant, accessible, and memorable, qualities that align with effective diversity training. One-off diversity training sessions alone cannot address the complexities of a fragmented society or the challenges of diversity. While no single approach is perfect, documentaries can play a vital role in helping us confront and make peace with the unfamiliar and uncomfortable parts of ourselves.

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Look in the mirror

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Historically DEI has been an add on to the existing HR and People Lead team roles, however that’s changed. We are seeing more defined roles, more clear objectives and responsibilities, for example, Learning & Development when done right, has been known to improve workplace culture, bridge skills gaps and increase employee retention rates.

Belonging to a marginalised group does not make you qualified as a DEI professional. I’m a huge fan of research and there are 8 core competencies that DEI professionals should possess:
1. Change management

2. Diversity, inclusion & a global perspective

3. Business acumen

4. Strategic external relations

5. Integrity

6. Visionary and strategic leadership

7. HR competencies

8. Self-awareness

What characteristics does your organisations DEI advocate possess?
Let me know via email.

The opposite is true

The debate between diversity and meritocracy often overlooks a key point which is it's not just about qualifications or ticking boxes. I think diverse teams bring fresh perspectives, challenge group thinking, and ultimately leads to better decision-making. And in environments where diverse voices are represented, organisations are more agile and innovative, better equipped to solve complex problems. While merit is crucial, true leadership lies in reflecting the communities they serve, ensuring a range of lived experiences is brought to the table. Embracing diversity isn't about compromising standards, it's about broadening them to recognise different forms of excellence. Send me an e-mail and let me what you think?

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Together we grow

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c/o Medium

What’s the most challenging part of your DEI job?

One of the most challenging parts is aligning individual perspectives with the broader goals of diversity, equity, and inclusion. For example, I once worked with a team member who was hesitant about implementing a mentorship program aimed at supporting women in leadership roles as they were concerned it might create unfair advantages. To address this, I shared an experience where we introduced a similar program in a previous organisation, and it resulted in not only more women in leadership positions but also an overall increase in team collaboration and performance. By framing the situation with concrete outcomes, I helped them see the bigger picture. My goal is not necessarily to change their mind but to broaden their understanding of why these initiatives are important from a DEI perspective.

You are welcome

Traditionally, diversity focuses on the usual characteristics of gender, ethnicity, religion, sexual orientation, etc. I look forward to the day when diversity also incorporates individual values, experiences, knowledge, and ideas. I think that when organisations truly understand their employees, they can effectively target their focus areas by using employee surveys to gauge how employees feel across a broad range of indicators. These indicators can include areas like inclusion, wellbeing, the safety to speak up, hybrid working, strategy and purpose, and even customer-facing interactions and collaboration. Within this framework, organisations could ask a series of specific demographic questions to better understand how different communities feel.

Diversity benefits

Why is it so hard to capture the benefits of diversity?

When we meet someone new, we usually look for things we have in common with them, such as sports, TV shows, education, children, or country of origin.
Try a new challenge: the next time you're interacting with someone new who looks different from you, instead of looking for similarities, embrace your differences. Talk about what makes you unique and different from the other person. Ask them about their life, their story, and the experiences they've gone through that you can learn from. Don’t focus on how you are alike; focus on how you are different. Try this for five minutes.

I guarantee you that the environment you create will be one where differences are normal. No two individuals are the same, and you should not expect people to be just like you. I think you should expect everyone you interact with to be different. And if you can create this kind of environment in your organisations, schools, and families, you will find that the value of diversity is there for you to capture.

Make a better argument

Diverse groups have to think harder about the problem because they tend to disagree with each other and therefore, have to have better arguments. I think you can compare diverse groups to going to the gym. When you go to the gym if you stand still then nothing happens. You have to push yourself, use your muscles and then you’ll see that the pain that you feel in your muscles is going to lead to some benefits, and these are the benefits that you want. This is the same thing as diversity, the discomfort that you feel when you’re interacting with someone who looks different from you – who has a different accent than you, who’s a little harder to understand. The hard work that you’re doing will pay off.

It’s a cognitive process

Drawing from my own life experiences, I believe we can benefit greatly from the diversity around us. I think about diversity as both the social categories people bring, such as religion, race, gender, ethnicity, sexual orientation, and age, and also the characteristics we use within organisations to identify similarities and differences among individuals. These characteristics might include job functions like marketing or finance, or aspects of seniority, such as when someone joined the organisation or under which CEO. We often use these differences to make predictions about people. Are we taking advantage of the diversity that we have?

Examining assumptions

When you are born and raised within a culture where people look alike on the surface, in a homogeneous environment, how do you react when you meet people who don’t look like you? Is there really a causal relationship between having some surface level differences in a group and the ability of the group to actually benefit from the different perspectives and ideas that they have? Not everybody in the group knows the same information or have had the same experiences, values or background as yourself. It's been proven over and over again that diverse groups outperform homogeneous groups. Diverse groups are more likely to share their unique information and perspectives that they have in their heads when they see that there’s some surface level differences amongst them.

Think differently

We use social characteristics to determine who is similar to us and who’s different from us. What are their values? What are their perspectives? What are their experiences? What is it they bring to the table? There are surface level differences and deeper differences, and due to our biases, we use what we see on the surface to make predictions about people. To make predictions about what they think and how they feel. Diversity is also about what people actually think.

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Self talk is crucial

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Paradigms can be thought of as mental programs that largely dictate our habitual behaviour, as most of our actions are driven by habits. Our brains constantly seek validation for our beliefs, a phenomenon known as confirmation bias. For instance, if you believe "nothing ever goes my way," your brain will highlight everything that confirms that belief. On the other hand, if you tell yourself, "I know things can get better," your brain will begin to find evidence to support this idea. Your mind is simply performing its function by actively searching for proof to reinforce the reality you've constructed in your thoughts. Therefore, I think it's crucial to remember that you have the power to influence the world around you through your mindset.

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The watered down version of DEI

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I recently used an anology to illustrate the concepts of Diversity, Equity, and Inclusion (DEI) in the context of a meeting.
Diversity - Who is invited to the meeting?
Equity - Who is trying to get in but can’t?
Inclusion - Has everyone’s views been heard and acknowledged?
The receiver thought it captured the essence of each component of DEI, making it easy to understand and apply. What do you think?

““You can’t access empathy if you’re not willing to be vulnerable.””
— Brené Brown

The "D" in DEI

Diversity is not about conforming to the norm established by the dominant group; it's about recognising and valuing the variety of experiences that individuals bring to an organisation. I think that organisations are only truly diverse when they embrace and leverage the unique backgrounds, perspectives, and experiences of their members. I view diversity as the collective mosaic of these diverse experiences, which enriches the fabric of any organisation or community. By appreciating and integrating these varied experiences, organisations can foster a more inclusive and dynamic environment. Contact me via email for a deeper dive into your organisations DEI maturity levels.

A new paradigm

The workplace is now more age-diverse than ever, with five generations - Boomers, Generation X, Millennials, Generation Z, and Alpha - working side by side. This age diversity among employees can be both a blessing and a challenge. Young people entering the workplace bring a different mindset and language, and they openly discuss their needs. In Denmark, 50% of Generation Z identify as neurodivergent, necessitating structural changes in society, including how educational institutions are run and how people work. And I think that leadership development training should focus more on emotional intelligence rather than just technical skills.

Why diversity benefits everyone

Are we taking advantage of the diversity that we have?
From my own life experiences, I have learned how we can take advantage of the diversity around us. I think about diversity very broadly, encompassing both social categories and personal characteristics. Social categories include factors such as religion, race, gender, ethnicity, sexual orientation, and age. Personal characteristics include functional roles within an organisation, such as marketing or finance, as well as seniority, such as who joined the organisation under which CEO.

We often use these differences to make predictions about people - a cognitive process where we determine who is similar to us and who is different. Diversity also involves understanding people's values, perspectives, and experiences, the deeper aspects they bring to the table. There are surface level differences and deeper differences, and due to our biases, we use what we see on the surface to make predictions about people, and to make predictions about what they think and how they feel.