In today’s workplace, it is not enough for organisations to hire a diverse workforce; they must also create the right conditions for inclusivity to flourish. This is where strong leadership – and in particular, effective DEI leadership – becomes indispensable.
As an executive search firm specialising in senior leadership recruitment, we see first-hand the challenges businesses face in embedding diversity, equity and inclusion. Recruiting a DEI Director is a pivotal step, but their success hinges on how well managers across the business are equipped to live and breathe inclusive values day to day, as Adam Cragg explores in this article.
The shifting DEI landscape
The conversation around DEI has become increasingly complex. Some global organisations, such as Amazon and Google, have scaled back their DEI programmes, while others – the Co-op, for instance – continue to champion them, citing clear business benefits.
For Boards and senior leaders, this raises a critical question: where does DEI go from here?
The answer lies in execution. Appointing a DEI Director is only the start; embedding inclusive practices across every level of management is where transformation truly happens.
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Why inclusive managers matter
Research consistently shows that diverse teams outperform homogenous ones. They solve problems faster, generate more creative ideas, and reflect the markets they serve more effectively. Consumers are also paying attention – a Kantar study found that 75% of buyers consider a brand’s DEI reputation when making purchasing decisions.
But the benefits of diversity cannot be realised unless managers know how to lead inclusively. Hiring from a wide talent pool is one thing; ensuring those individuals are empowered, heard and supported is another.
This is where DEI Directors face their biggest challenge: moving beyond policy-setting and into cultural transformation. And to do this, managers must be trained, supported and inspired to embed inclusivity in the everyday.
What inclusive management looks like
For managers, inclusivity goes far beyond compliance with protected characteristics. It’s about recognising that employees bring differences shaped by upbringing, values, perspectives, and lived experiences – and learning how to embrace them.
An inclusive manager:
Leads with curiosity – seeking to understand rather than judge when perspectives differ.
Acknowledges human fallibility– recognising bias, owning mistakes, and using them as opportunities to grow.
Shows emotional courage – creating safe spaces for difficult conversations, and responding authentically rather than defensively.
Models openness – listening actively, admitting when they don’t have the answers, and working collaboratively to find them.
These behaviours not only strengthen teams but also underpin the credibility of the DEI Director and wider leadership agenda.
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Equipping managers for success
For DEI Directors, one of the most effective levers for change is ensuring managers receive meaningful, ongoing development. That means moving beyond one-off training sessions to programmes that provide:
Safe learning environments where managers can test, practise and reflect without fear of judgement.
Experiential training including live feedback, roleplay and scenario-based learning.
Continued coaching and follow-up to reinforce learning and build confidence over time.
When managers feel supported in their development, they are far more likely to bring those skills back into their teams and sustain inclusive behaviours.
The role of senior leadership recruitment
At the executive search level, this reinforces why appointing the right DEI Director is so critical. It is not a symbolic hire - it is a strategic one. The strongest DEI leaders understand both the business case and the human case for inclusivity. They are commercially astute, culturally aware, and capable of influencing at every level of the organisation.
Just as importantly, they have the credibility and emotional intelligence to bring managers with them on the journey.
Looking ahead
The future of DEI will not be defined by standalone initiatives but by how deeply inclusivity is embedded into everyday leadership. For Boards and CEOs, this means ensuring DEI Directors are empowered not just to set the vision, but to build the capability of those who lead on the ground.
Our advice to businesses is simple: if you want diversity to deliver tangible results, invest in leadership – at the very top, by hiring exceptional DEI Directors, and throughout the business, by giving managers the skills and confidence to lead inclusively.
After all, diversity may bring people through the door, but inclusivity ensures they stay, thrive, and contribute to lasting success.
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