How to create a diverse and inclusive workplace
In the final of three articles in this Equality in the Workplace series, Marianne Curphey discusses the importance of inclusion beyond tokenism with Mark Freed from Men for Inclusion. How can men be advocates for equality and how can we overcome gender bias in career progression?
The conversation about inclusion and equality in the workplace has often been framed as a women’s issue, side-lining men’s active involvement. This can lead to resentment, and even resistance, from men. However, the reality is that men can play a crucial role in driving lasting change toward a more inclusive and equitable environment.
Mark Freed of Men for Inclusion says men can become active participants in driving forward inclusion and equality and emphasises that it is in everyone’s best interest. To become effective advocates, men need to first recognise how they benefit from certain societal and workplace advantages and then shift their focus from relative advantage to shared responsibility.
The need for inclusion beyond tokenism
A recurring issue in many workplaces is that efforts to improve diversity often stop at recruitment. The data is collected, more women are hired, policies change – but then the momentum stalls.
In the financial services sector, where Mark has been championing equality since 2002 through his company E2W, an organisation focused on supporting and helping women in their financial services careers, not much has changed. This despite pressure from government and regulators. Women may be recruited, given leadership training and offered HR support, yet they remain isolated in an environment that does not fully integrate or include them.
Mark says the solution lies in moving beyond diversity to inclusion – a change that will benefit men, too. Many men are still bound by outdated stereotypes about masculinity that not only limit their personal growth, but also hinder their ability to advocate for inclusion.
The traditional expectations for men to always be available for work, to not show vulnerability or to always strive for leadership through aggression are no longer relevant in today’s workplace. In fact, breaking free from these stereotypes can be empowering. Men can allow themselves to be more vulnerable, work flexibly and engage in balanced work-life relationships, setting an example for the next generation of leaders.
“Investment banking, for example, has had a traditional, very alpha male, very competitive type of culture,” Mark says. “We need to ensure that those superstars, while they might be bringing in good profits, are not leaving a trail of devastation behind them. We need to manage risk properly otherwise that model is not sustainable in the long term. Increasingly, we are seeing firms view performance not just from a monetary perspective, but also in terms of inclusion and business strategy. In many sectors, it makes business sense to have a wider variety of people employed.”
Recognising that workplace cultures have evolved beyond the ‘alpha male’ leadership style is key. Inclusion means adopting leadership qualities like empathy, collaboration and emotional intelligence, which benefit everyone. Men who recognise this shift and adopt these behaviours are not only creating more inclusive environments, but also benefiting their own wellbeing.
Indeed, companies that cultivate diverse teams and inclusive environments tend to perform better, attract more talent and manage risks more effectively. The World Economic Forum describes the business case for diversity as “overwhelming”. However, Mark says true change requires senior leaders to buy into the benefits of inclusion, rather than treating it as an exercise driven by external pressures from shareholders or regulators.
The impact of ESG on inclusion
Environmental, social and governance (ESG) frameworks have been pushing the conversation forward. Shareholders, regulators and even clients are increasingly demanding companies reflect the diversity of the societies their customers live in and the values they hold. This external pressure is particularly noticeable in sectors like energy, where a looming need to recruit half a million new workers for the green transition means senior management needs to recruit from a more diverse pool of potential employees.
Career advancement opportunities, particularly international assignments, often highlight the subtle biases women face. In many sectors, international experience is crucial for progression, yet fewer women receive these opportunities than men. Often, this disparity is due to “accidental sexism” rather than overt discrimination, Mark says.
“Women may be overlooked for international roles because of assumptions about their family responsibilities or because they aren’t part of the informal social networks where these opportunities are discussed, such as a round of golf with the senior leadership team.”
In reality, these assumptions are often flawed. For example, while decision-makers may hesitate to send a woman with young children on an assignment abroad, the male candidate they favour might also be moving his family. Such biases can be addressed through better awareness and intentional inclusion of women in all aspects of workplace life, from informal networking to career development.
“Getting that international experience is key to progressing in your career, but fewer women than men are offered these posts,” he says. “If you are not front of mind, you are less likely to be given high-profile responsibilities or new opportunities. You are more likely to be given admin tasks and pointed in that direction and be promoted on past experience rather than on potential.”
For men, inclusion means recognising that they too have a role in creating a culture where all employees can thrive. It is not just about reaching diversity quotas. It is about changing behaviours, norms and structures so that diverse talent can flourish. This requires men to actively participate in building inclusive workplaces, whether by calling out unfair practices, supporting flexible work arrangements or mentoring underrepresented colleagues.
Change can also be liberating for men. “Men now have the opportunity to free ourselves from outdated stereotypes,” Mark says. “We can be vulnerable. We don’t need to be alpha male leaders. We don’t need to bully and be misogynistic. While the culture and the workplace have moved on, a lot of men are still bound by those stereotypes and I think a lot of senior leaders in particular are bound by those stereotypes, because that’s how they got to the top. Yet, they are now not role modelling inclusive behaviours, which give the men below them permission to change.”
Training workplace inclusion champions
Mark says one key strategy for getting people up and down the organisation to be aware of change is to train ten per cent of the workforce as “inclusion first aiders” or “inclusion champions” who are aware of the accidental sexisms.
“These people now have the authority to start calling things in and calling things out and nudging the workplace culture towards a better environment where poor behaviours are reduced, good behaviours are supported and celebrated and cultural change can start to take place. It creates the fertile ground on which diverse talent can flourish and succeed.”
How men can become advocates
Becoming an advocate for inclusion and equality does not always require grand gestures. Men can start small, using their everyday actions to create change. Here are some concrete steps men can take:
To become effective advocates for inclusion, men need to:
- Acknowledge relative advantage: Recognise that they may have advantages in the workplace due to gender, race or other factors, without dismissing their own struggles.
- Engage in honest conversations: Understand that inclusion is not about guilt or blame. Instead, it is about making the workplace better for everyone, including themselves.
- Promote inclusive cultures: Advocate for changes that go beyond diversity hiring. Men can push for inclusive social practices, fair distribution of career-advancing opportunities and a culture that values varied contributions rather than just aggressive ambition.
- Challenge assumptions: Men can call out accidental sexisms, such as assumptions about women’s ability to handle tough assignments and encourage their organisations to rethink traditional career paths.
- Break free from stereotypes: Let go of outdated ideas about masculinity. Embrace vulnerability, collaborative leadership and flexible work practices.
- Engage in the conversation: Instead of seeing inclusion as a women’s issue, understand that inclusion benefits everyone. Join conversations about culture and values and make the case for how inclusive practices lead to better outcomes for all.
- Call out unfair behaviours: Don’t let sexist or exclusionary behaviours go unchallenged. Men can use their voice to create a respectful, inclusive environment for everyone.
- Support inclusive leadership: Model the behaviours of inclusive leaders: listen more, engage with diverse voices and promote fairness in hiring and promotion decisions.
How to overcome resistance and promote change
In recent years, the discourse around inclusion and equality has expanded significantly. Often centred on women and marginalised groups, the conversation can leave men feeling unsure of their role and confused or even resistant to change.
Yet, men have a critical role in advancing inclusion as co-workers, champions and advocates. The challenge is in communicating to men why this is important and beneficial for everyone. To effect real change, Mark argues that we need to approach the problem constructively, particularly in environments that have historically suffered from gender imbalance, such as financial services and the energy, oil, and gas sectors. This will become increasingly important as regulators, governments, shareholders and business pressure demand significant and lasting change.
Men have a vital role to play in creating inclusive workplaces and the path to becoming an advocate for inclusion and equality begins with self-awareness and small, everyday actions. By recognising their relative advantage, challenging outdated stereotypes and focusing on building a culture of inclusion, men can contribute to a more equitable world – one where diverse talent is celebrated and everyone has the opportunity to succeed.
