Leaders: Your Voice Matters Most

If you're a leader, you have power and privilege that many don't. How you show up in moments like this sets the tone for your entire team.

Recent data shows a troubling gap: 25% of leaders say inclusion is fully embedded and reported on in their organisations. But only 15% of employees feel inclusion day-to-day. Leaders are more optimistic about psychological safety than employees actually experience. Culture diagnostics can help you understand that perception gap - something I'm working with organisations on all the time.

You might think your workplace is inclusive. But your LGBT+ colleagues might be calculating risk every time they mention their weekend.

That gap is exactly harm happens. That's where people sit in taxis and lie about their partners. That's where people edit themselves in meetings and wonder whether being visible will cost them opportunities. That's where trans colleagues wonder if they'll still have a job next year, or whether they should start looking now.

The business case is clear, but that's not why we do this

Inclusive workplaces report 68% higher productivity. Teams where people feel psychologically safe are 35% more productive. Organisations with diverse leadership see 19% higher innovation revenues. The retention benefits alone should convince any finance director.

But if we're honest, the business case shouldn't be what drives us. We build inclusive cultures because everyone deserves to work without fear. Because talent is everywhere but opportunity isn't. Because it's the right thing to do.

The productivity gains? They're a happy consequence of treating people like human beings.

What active allyship for leaders actually looks like

Allyship isn't a badge you wear or a statement you make once. It's what you do when it's uncomfortable, inconvenient, or risky.

• Use your platform. When you speak in all-hands meetings, at leadership forums, in strategy sessions, are you modelling inclusion? Are you using gender-neutral language until you know someone's pronouns? Are you mentioning diverse family structures naturally? Your words set permission for what's acceptable in your organisation.
• Amplify marginalised voices, don't speak for them. Create space for LGBT+ employees to lead initiatives, shape policies, and be heard. Then back them up when they face resistance. Use your authority to clear obstacles, not to take over.
• Make allyship part of your leadership brand. When you introduce yourself, include your pronouns. Put them in your email signature. It takes five seconds and signals safety to people who need it. When you talk about inclusion, share what you're learning. It doesn't need to be perfect, you just need to be trying.
• Mentor across difference. If you're in a position of power, use that power to sponsor people who aren't. Not because of diversity targets, but because talent is being overlooked and you can fix that.
• Ask for feedback and act on it. Run confidential surveys. Create safe channels for people to tell you what's really happening. Then actually change things based on what you hear. Listening without action is performative.
• Don't wait for the perfect moment. The perfect time to speak up was yesterday. The next best time is now. Trans rights are under attack today. LGBT+ employees are assessing safety today. Your silence today tells people everything they need to know about whether they belong.

The loneliness of leadership is a choice

Many leaders tell me they want to be better allies but worry about getting it wrong, saying the wrong thing, or overstepping. Honestly, you will get it wrong sometimes. You'll use outdated language or make assumptions or centre yourself when you should be listening.

Apologise when that happens. Learn. Try to do better next time. The discomfort you feel in those moments is nothing compared to what marginalised colleagues live with every day.

And here's something else: you're not alone in this. There are other leaders who want to build inclusive cultures. There are LGBT+ networks, HR professionals, and union reps who can support you. Being an ally doesn't mean having all the answers. It means being willing to learn and to use your power in service of people who have less.

The question isn't whether you know enough to be a perfect ally. The question is, are you willing to show up anyway? Because your LGBT+ colleagues are showing up every day, even when it's hard. Even when the headlines are hostile. Even when they're not sure they're safe.

They're watching to see if you'll show up too.