In today's fast-evolving business landscape, the concepts of Diversity, Equity, and Inclusion (DEI) have become central to organizational success. But what does it truly mean to foster an inclusive culture where every individual feels they not only belong but are celebrated for their authentic selves? In this comprehensive exploration, we dive deep into what DEI really entails, the difference between inclusion and belonging, and how organizations can embed these principles into their DNA for lasting impact.
Drawing on the insights of Joanne Lockwood, a transgender woman and seasoned expert in building inclusive cultures, this article unpacks the myths and realities surrounding DEI initiatives. From her early experiences in the Royal Air Force to consulting with global organizations, Joanne offers a compelling narrative and actionable guidance for leaders, HR professionals, and anyone invested in creating workplaces that thrive on empathy, equity, and diversity.
Life in the Royal Air Force: The Foundation of Perspective
Joanne's journey begins in the early 1980s when she joined the Royal Air Force as a young apprentice. At just 16, fresh from school, she entered a highly regimented, male-dominated environment with little room for questioning or diversity. The culture was rigid, with strict adherence to rules and a clear hierarchy. Diversity was practically nonexistent; the majority of her cohort were white men, with only a handful of people of color and no women in her intake.
In this environment, inclusion as we understand it today was not part of the vocabulary or organizational agenda. Racist banter was commonplace, though rarely recognized as such at the time. Joanne recalls a nickname given to a Black colleague, which was accepted without malice but would now be seen through a very different lens.
Gender identity was another complex layer. Joanne describes early experiences of gender incongruence beginning in childhood and how, during her time in the military, there was no understanding or acceptance of transgender identities. In fact, being gay or lesbian was criminalized, and the culture was openly hostile towards queer identities. This shaped a significant internal conflict for Joanne, who had to suppress aspects of her identity to fit into the military mold.
Defining Inclusion: A Feeling, Not Just a Policy
Fast forward to her current role as a consultant and speaker, Joanne offers a profound redefinition of inclusion. She urges us to forget dictionary definitions and instead focus on the feeling inclusion evokes. "Inclusion is how you treat me," she says, emphasizing that it’s about the emotional resonance of being accepted, embraced, and celebrated for all parts of oneself—not just the bits others tolerate.
Inclusion means not having to prove or explain yourself constantly. It is about feeling at ease in your environment, where your whole identity is welcomed without question. This emotional experience is foundational to creating workplaces where people can bring their full selves and thrive.
Inclusion vs. Belonging: Why the Distinction Matters
Joanne draws a clear line between inclusion and belonging, highlighting that while related, they are distinct experiences. Inclusion is about being welcomed and accepted, whereas belonging is about feeling deeply connected to the culture, values, and everyday life of the group.
She shares a personal example of belonging without inclusion from her time in a male club where, despite being welcomed as a former member, she no longer resonated with the group’s culture. Differences in values, interests, and lifestyle—like her decision to stop drinking alcohol—made her feel alienated despite being included.
This distinction has broad implications. Organizations may be successful at ticking inclusion boxes, but if employees don't feel a sense of belonging, their engagement, creativity, and loyalty suffer. Belonging is about cultural fit and emotional connection, which requires deeper organizational commitment beyond policies.
The Corporate Commitment to DEI: Why It Matters
Many companies approach DEI initiatives with varying motivations. Some do it because it’s trendy or for public relations, while others genuinely seek to reflect their values and better serve diverse customers and communities. Joanne stresses the importance of a clear "why" behind DEI efforts.
She challenges organizations to articulate why they want to increase diversity or improve equity. For instance, if a company aims to hire more women or people of color, they must understand that achieving true equity requires deliberate action, including hiring more women than men to change ratios or improving retention rates.
Joanne also highlights the challenge of monocultures—organizations dominated by a single demographic group. These companies often struggle to attract diverse talent because their culture and brand do not resonate with underrepresented groups. "If you were a female-led company, you'd have no trouble finding great female CFOs," she notes, emphasizing the importance of authentic representation and leadership.
Misconceptions and Challenges Around the DEI Brand
The DEI label itself has become misunderstood and, in some cases, toxic. Joanne explains that many associate DEI solely with hiring quotas or affirmative action, fearing that meritocracy is being overridden by identity characteristics. This misconception fuels resistance and backlash.
She clarifies that true DEI work is about recognizing different starting points and providing equitable support so everyone has the opportunity to succeed. It’s not about lowering standards but about leveling the playing field and enriching organizations with diverse perspectives.
Moreover, Joanne points out that some organizations squander resources on siloed identity celebrations without addressing systemic issues, leading to skepticism and calls to cut DEI programs altogether. This highlights the need for transparent communication about the impact and value of DEI efforts.
Conditioning and Bias: The Invisible Filters
Human conditioning and unconscious bias shape how we perceive the world and make decisions, often without awareness. Joanne shares how leaders might struggle to find diverse candidates simply because their mental filters limit their vision of who is qualified or suitable.
This conditioning can be reinforced by algorithms and social media echo chambers, making it harder to break out of ingrained perspectives. Addressing these filters requires intentional self-awareness, education, and a willingness to be challenged.
Implementing DEI in Organizations: A Strategic Approach
Joanne outlines a step-by-step process for organizations embarking on DEI transformation:
Understand Your Why: Clarify the organization's motivation for pursuing DEI. Is it values-driven, customer-driven, or reactive to external pressures?
Assess Current State: Analyze demographics, hiring, promotion, retention, and pay equity data to establish a baseline.
Define Vision and Goals: Paint a compelling picture of what success looks like and set measurable objectives.
Create a Roadmap: Develop a plan with clear steps, timelines, and responsible parties.
Measure and Track Progress: Use KPIs to monitor initiatives and adjust strategies as needed.
Communicate Transparently: Publish goals and progress to foster accountability and buy-in.
Engage Across Levels: Involve leadership, middle management, and frontline employees through listening sessions and forums.
Build Leadership Commitment: Ensure top executives champion DEI with courage and resilience.
This approach emphasizes that DEI is not a quick fix but a long-term commitment requiring cultural shifts and sometimes difficult conversations, including managing obstructive behaviors.
Leadership Buy-In and Cultural Change: The Cornerstones of Success
Without authentic leadership commitment, DEI initiatives are unlikely to succeed. Joanne stresses that leaders must be willing to confront resistance, step outside comfort zones, and lead by example. This includes acknowledging their own blind spots and seeking diverse perspectives.
She also challenges the notion that physical presence in the office equates to productivity or culture. The pandemic demonstrated that remote and hybrid work models can be effective, and organizations must adapt to diverse ways of working to foster inclusion.
Real-World Impact: Successes and Setbacks
Joanne shares examples of organizations that started well with DEI initiatives—training leadership, developing playbooks, measuring impact—but lost momentum due to mergers, leadership changes, or cultural inertia. These cases underscore the importance of embedding DEI into organizational culture so it survives personnel transitions.
Despite setbacks, Joanne remains optimistic about the progress humanity has made and the conversations now happening around equity and inclusion. She views DEI work as a generational mission, aiming to create a better world for her grandchildren and future generations.
Personal Growth and Transformation: The Journey of Reinvention
Reflecting on her own life, Joanne describes a trajectory of growth, acquisition, consolidation, shedding, and reinvention. Now in her 60s, she focuses on sufficiency rather than excess, valuing time with loved ones and personal fulfillment over material gain.
This personal evolution mirrors the broader organizational journey towards authentic inclusion—shedding outdated models, embracing new values, and continually reinventing culture to meet changing needs.
Practical Advice for Organizations and Individuals
Embrace Holistic Inclusion: Celebrate individuals fully, not just the parts that are convenient or familiar.
Foster Belonging: Create cultures where people resonate with values and feel emotionally connected.
Be Transparent and Accountable: Publish DEI goals and track progress openly.
Engage in Honest Conversations: Use listening circles, one-on-one discussions, and forums to understand diverse perspectives.
Commit for the Long Haul: Recognize DEI is a multi-year journey requiring stamina and resilience.
Invest in Leadership Development: Train leaders to champion DEI authentically and courageously.
Challenge Biases and Conditioning: Encourage self-awareness and continuous learning to break down invisible filters.
Connecting with Joanne Lockwood and Continuing the Conversation
Joanne Lockwood continues to inspire and educate through keynote speaking, workshops, consulting, and her podcast. For those interested in learning more or engaging her expertise, she can be found on LinkedIn by searching her name or via her websites https://seechangehappen.co.uk and https://joannelockwood.co.uk/
Her work is a testament to the power of lived experience combined with professional expertise to drive meaningful change in organizations and society.
The Infinite Journey of Inclusion and Human Evolution
The pursuit of diversity, equity, and inclusion is not just a corporate trend—it is a vital part of human evolution. As Joanne eloquently puts it, while we have made significant strides over the decades, the horizon of true equity and belonging remains distant. This journey requires each of us to expand our perspectives, challenge conditioning, and commit to generational change.
Organizations that embrace this challenge will unlock the full potential of their people, enhance innovation, and build cultures where everyone can thrive. The truth about DEI in the workplace is that it is as much about heart and culture as it is about metrics and policies—and when done right, it benefits not only employees but the broader community and future generations.
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This article was created from the video The Truth About DEI in the Workplace with the help of AI. Watch on YouTube below.
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