When it comes to political commentary, sorting the spin from the truth is no easy task. Indeed, sometimes it is not even clear if the ‘spin’ is deliberately meant or not. One line of narrative really stood out to me recently, chiefly because it centres on the field in which Toby Mildon operates – that of diversity and inclusion. The argument went something like this: is it not great to see such diversity at the highest level of government?
Of course, time moves fast in politics – particularly recently – and some of the figures being referenced, the likes of Kwasi Kwarteng, Suella Braverman, James Cleverly, no longer hold such positions of prominence. But what was the issue with the narrative?
Certainly, seeing ethnicity and gender represented at the highest levels is hugely important. However, it is equally important to understand the “unseen” characteristics that are prevalent within government and beyond.
According to Open Democracy, 68 percent of Truss’ cabinet at the time were privately educated, including Kwarteng, Cleverly and Braverman. This compares with only 7 percent of British people as a whole. So, whilst there is visible diversity (i.e. ethnicity and gender) at the highest level, there is a distinct lack of diversity in social class.
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This is the diversity iceberg. The vast majority of our characteristics remain unseen, and by focusing on visible traits such as ethnicity and gender there is a danger that the unseen becomes the unrepresented.
Including everybody
We have to remember that diversity and inclusion includes everybody. It’s the responsibility of people holding power and privilege to reach back and help those behind. Take the previous point about social class. The UK has one of the poorest rates of social mobility in the developed world. This means that people born into low-income families, regardless of their talent, or their hard work, do not have the same access to opportunities as those born into more privileged circumstances.
Is a cabinet that is predominantly made up of privately educated people best positioned to understand the British public and do their best to reduce inequalities?
The corporate world
Of course, this isn’t simply an issue for the cabinet or government. Forward-thinking organisations of every size are taking the topic of diversity and inclusion seriously in the knowledge that a diverse and inclusive culture can help to attract and retain top talent, drive creativity and innovation and make a positive difference to the bottom-line.
Having visual diversity at senior levels of any organisation is welcome because it encourages people to aspire, develop and stick around. But visible diversity in terms of ethnicity and gender is only the start. Good leaders know this and want to make a difference.
It is not about diversity and inclusion “ticking all of the boxes”. Rather, it is about reflecting the customers that you serve and the diversity of the talent pools that you draw from. A truly inclusive business culture is one in which anybody joining that organisation can feel respected for who they really are, that they belong, that they are empowered, and that they can progress their career based on talent and ability alone. That’s inclusion.
Understandably, leaders can be wary about saying or doing the wrong thing – of causing offence. The good news is that expert guidance and support exists – just as it does for any other element of strategic business planning. That support might come from an external diversity and inclusion consultant (like me) who can guide practical next steps and forward planning. Or it might come from developing a specific D&I role within the business and ensuring that whoever occupies the role has the ear and support of senior decision-makers.
Senior-level support
This senior-level support is critical. It is important to remember that diversity and inclusion is not a once-and-done exercise. Continuous improvement is as important in D&I as it is in any other area of corporate strategy. It is a cultural commitment that needs time, resource and energy from those at the top.
Ultimately, every praise must be given to businesses embarking on a course towards inclusive growth. Navigating that course successfully means avoiding the D&I iceberg – i.e., the trap of assuming that a business is truly representative because it employs colleagues with visibly diverse characteristics. Considering the ‘unseen’ and developing a culture whereby all individuals can thrive and prosper is the ultimate destination.
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Toby Mildon is Diversity and Inclusion Architect at Mildon.
Toby Mildon is an EDI (Equality, Diversity & Inclusion) Consultant and Executive Coach specialising in inclusive leadership, organisational design, and behaviour change. He is the founder of Mildon, a consultancy focused on helping organisations create more inclusive cultures and systems. Based in Manchester, Mildon works with businesses across sectors to address diversity and inclusion challenges, including pay gap analysis, neurodiversity inclusion, and organisational culture transformation.
As a recognised diversity thought leader, Toby has authored work on inclusive growth and has spoken at major conferences including the Inclusion and Diversity in Nuclear pay gaps conference. His expertise spans the practical implementation of D&I strategies, tackling systemic barriers such as racism in organisational culture, and designing inclusive policies around parental leave and disability representation. He is also an author who contributes thought leadership pieces to leading HR publications.
