Diversity and inclusion is a hot topic in business circles, but how do you go beyond lip service and actually make meaningful change?

In the month of March alone, brands are talking about diversity and inclusion hooking off a number of calendar events like Sydney Mardi Gras, International Women’s Day, National Close the Gap Day and Harmony Day/Week.

But beyond the well-meaning cupcakes, social media hashtags and brand logo changes lie real questions about how businesses of all sizes can move the needle on eliminating bias and prejudice at work, whether it be based on gender, sexuality, race, cultural background or other factors.

Cuppa.tv, the recently launched live streaming and on-demand platform for workplace wellbeing, has assembled some of Australia’s most powerful voices in diversity and inclusion to explore these questions in a series of video conversations and masterclasses.

Kochie’s Business Builders asked four of Cuppa.tv’s most engaging speakers to share how they’ve tackled bias in their personal lives and what they believe businesses can do to make real change:

Sam Turner: “If you’ve got privilege, how are you opening doors and creating space for other people?”

Sam Turner is one of Australia’s leading Inclusion Consultants, having worked with CEOs of major global tech and media companies.  Closer to home, she has worked with telcos and universities and is now leading the cultural review of the Australian music industry. Sam is the former Head of Inclusion & Diversity for the Westpac Group. She is now a senior leader at Microsoft, and the Chair of The Aurora Group, one of NSW’s largest not-for-profit LGBTIQ+ organisations. 

Q: We’re seeing an increasing number of companies implementing targets to improve the representation of women. Are targets the answer?

Sam: I think it is a whole-of-system approach centred around two actions. One is about how you set targets, how you position them with your people, and provide education and capability uplift about the behaviours you then drive. The targets need to be achievable and stretch, but not unrealistic, and looking at the starting point and market.

And then I think you have to change the processes and systems that you’ve got in place to achieve the targets. So, for example, you have inclusive job descriptions, you have 50 per cent women on every short list, you really look at the role to identify what are the core skills as opposed to years of experience. What are the processes in the system that you change so that you’re not in a position where you have, “Well, there’s one woman candidate. We have to appoint her”. It’s more of, “Oh, look, half of the pool of strong candidates we have to select from are women”.

I think the other piece is that, a lot of the time, we tap people on the shoulder for roles and those people come directly from our network. So how are you diversifying and changing this system bias? Are you advertising all roles equally? Is your network homogenous? Or can you cultivate a more diverse network including people of colour, people with a different lived experience, non-binary people, trans people? Who do you mentor and sponsor that isn’t like you?

If you’ve got privilege, how are you opening doors and creating space for other people? Another piece is, what are the skills that you really value in a role? Are you replacing the role or are you replacing the person?

Q: How do you overcome the old boys’ network to make inclusion real in a large organisation?

Sam: I still work with some organisations where they have under 20 per cent women in their organisations and even less in senior leadership. Rather than judging that, I approach with an open mindset and curiosity: “OK, let’s just get curious about how we can increase representation and inclusion here, and bring more talent into your organisation.”

So sometimes it’s a one-by-one approach. I also think you find the good guys – the allies – you will absolutely find people who want to make their workplace more inclusive. Whether it’s because they’ve got daughters, or whether it’s because they’re just inclusive humans and they don’t like what’s happening at the moment. You start to get those peeps on board, and you start to create this ripple effect of change. If you can get the CEO and Senior Leadership on board that is the best place to start. Any culture change needs the full support of leadership – no squeaky wheels.

The real power in change with “boys’ clubs” is the power of storytelling. Because you can’t really change people’s hearts with data. It’s your people’s stories that matter – and that exclusion is happening on your watch is a real eye-opener, and opportunity to create meaningful change for everyone.

Dr Mark Cross: “Don’t pile everyone into the same ‘rainbow box’”

Dr Mark Cross is one of Australia’s most respected psychiatrists, and holds senior conjoint lecturer positions at both UNSW and UWS. His books include Changing Minds and Anxiety, and he was the lead psychiatrist on the ABC TV series Changing Minds. In 2021 he became the first openly gay man to be named Australia’s Community Father of the Year.

Question: What are some of the most prominent biases workplaces need to be aware of when it comes to sexuality and identity?

Dr Cross: People still do not know the difference between gender and sexuality, between gender expression and sexual preference. My patients often have to deal with the “LGBTQ-alphabet is so confusing, how can anyone who’s not part of it, work it out?”. And people who would like to be treated with respect and acceptance for their diversity don’t want to all be piled into the same “rainbow box”. There are a diversity of needs in this group. Trans issues shouldn’t be lumped with gay men’s issues – there is a frustration about this, people feel they are not heard.

The people I treat have a range of mental health issues, including anxiety and depression. To feel invalidated at work because management does not have coherent LGBTQ+ policies and protections is not useful. They still are subjected to “jokes and banter”. Without a strong positive culture at work, this is a potent ongoing cause of stress. Some feel invalidated in their choice of pronouns. A big issue is parental leave for a child that is not theirs biologically, either their same sex partner’s or through surrogacy.

Q: How can we help individuals feel more comfortable with coming out in the workplace?

Dr Cross: Culture is key. Celebrating and promoting Mardi Gras and other Pride events at work is good. If someone feels valued at a workplace and is treated with decency and common sense, this will make a difference to them feeling able to disclose.

The Australian Workplace Equality Index hosts an annual awards lunch for LGBTQ diversity in Australian workplaces. Pride in Diversity is the national not-for-profit employer support program for LGBTQ workplace inclusion specialising in HR, organisational change and workplace diversity.

All staff should have training. The only way to counteract stigma and enable people coming out at the workplace is to acknowledge the issues, and encourage people to be open about who they are. Management should consult with their LGBTQ employees about what processes should be in place – when people feel heard at work, and acknowledged for their diversity, they feel part of the solution.

There should be zero tolerance for disrespectful language and so-called jokes. On noticeboards or newsletters, highlight famous LGBTQ people who are open and positive about themselves, and what steps they have put in place to work well. At the front of workplaces should be a rainbow flag, with words of welcome.

Paul Callaghan: “Reshape standard recruitment practices to improve First Nations representation”

Paul Callaghan is a First Nations person of the Worimi people. He is the founder and CEO of Callaghan Cultural Consultancy, providing training consultancy services incorporating his lived experience in executive leadership, Aboriginal culture and wellbeing. His new book, The Dreaming Path: Indigenous Thinking To Change Your Life, was released in February 2022.

Q: From your experience, what do you feel workplaces can do better to walk the talk on diversity and inclusion of First Nations Australians?

Paul: Research indicates workplace diversity and inclusion increases creativity, innovation, productivity, and profitability. It also improves problem solving, decision making, employee engagement, enhances reputation and provides access to new revenue streams.

The way to increase representation from First Nations Australians requires a reshape in terms of standard recruitment practices. Our people have a lot to offer but a typical interview process won’t work, given our people don’t like to boast and may not feel culturally safe being interrogated by a panel of strangers.

The way to benefit from the richness an Indigenous person brings to your organisation is to reflect on your unconscious biases (the labels and stereotypes that we all have) and refuse to listen to them.

By seeing a First Nations person as an individual, by taking the time to know them, creating trust, building a relationship, and hearing their story, you will find the time spent highly worthwhile. Indigenous people are just as talented, loyal, and hard working as anyone else, but history shows that we aren’t seen that way by many, and so not given the same opportunities as others. It would be great to see businesses change that situation.

Q: What has been a specific breakthrough moment for you, on a personal level?

Paul: I was 53 years old, and headhunted into a CEO position that would enable me to do great things for Aboriginal people. After nine months into the role, despite the great money I was making, I realised I wasn’t going to be allowed to fix anything. So I decided to start my own business.

Being willing to escape from a successful career that put me in a box was my breakthrough. Eight years later, I have a successful business, authored a successful book and completed a PhD.

From when we are young, we accumulate biases about what success looks like. The antidote is to reflect on who we are and how we would like our life story to read. This gives us freedom to explore, make mistakes and grow in a way that is exciting and fulfilling. This is true success.

Matt Formston: “It’s about understanding how someone is experiencing your team and organisation”

Matt Formston is an Invictus Australia ambassador, Paralympian, World Champion blind surfer and cyclist, executive coach and family man. He is the Head of Sustainability and Corporate Social Responsibility for Optus Business.

Q: You’ve pushed past enormous barriers your entire career – what drives you to help others to do the same?

Matt: If I can sum up in one word what drives me to help others in whatever they are trying to achieve, it’s empathy.

As a child growing up with a disability in school and sport was highly challenging. My school and community sports teams were not equipped to support my needs. However, with the drive from my immediate family and some real community outliers, I was able to get through school – albeit it was a poor experience. I had to learn everything the hard way with sport despite my skill and fitness levels.

After school, transitioning to the corporate world was also tricky, as I had to almost hide my disability to obtain jobs early on in my career. Organisations were not equipped with disability policies and support as they are today.

As a leader, athlete, and coach, what drives me now is the genuine empathy and curiosity I have for colleagues, customers, and stakeholders. When you take the time to understand what makes people tick, their goals and values, it’s the most powerful information you can attain as a leader. If you do this well, you get the best out of them for your team and organisation.

Q: What is one meaningful thing business leaders can do to walk the talk on diversity and inclusion?

Matt: Again it comes down to empathy. Regardless of whether someone has a disability, a different background or perspective, it’s about understanding how someone is experiencing your team and organisation.

If you’re looking for a way to publicise all the great things you’re doing and how many certifications you can attain, you are entirely missing the point.

To help individuals have a better experience in your team or organisation, you need to invest time with that person and provide a safe space to discuss their experiences and feedback.

By listening and improving your workplace experiences, with simple things such as introducing flexible working arrangements or adaptive technology to enable them to work from home, you will improve your team’s purpose performance and increase advocates across your organisation. This is not a ‘set and forget’ strategy either. You need to pulse check regularly and take action and evolve.

You also need to create opportunities for dialogue around your business to normalise disability and perspective on people with disabilities. Discussions about different journeys, diverse skills and sharing your organisation’s rich pools of perspective will accelerate huge gaps we currently have in the number of people with disabilities now employed in Australian businesses.

Want to have a cuppa with all of these incredible minds and many, many more? Join Cuppa.tv, Australia’s home of live and on-demand conversations, masterclasses and experiences that improve the wellbeing, performance and belonging of you and your teams.

Subscribe for your team or yourself, and you’ll get access to conversations with Olympic gold medallists, celebrities, professors and global experts who’ll help make a positive impact on your life and work. Find out more.

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This article is brought to you by Kochie’s Business Builders in partnership with Cuppa.tv.

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