DEI STRATEGIES
• Spend time reflecting on how you interact with the team members and colleagues that you most frequently work with, how you are perceived by them and how the way you interact differs from the way they do. Courageous responsibilities Active allyship needs you to be courageous and take on responsibilities to challenge the way things have “always been done.” While it may seem like an insurmountable challenge to change your entire institution – especially if you work in a large organisation – start within your own sphere of influence. One of the best ways to demonstrate courageous responsibilities is to actively support inclusive initiatives in your workplace. This could involve engaging in conversations during meetings, or on Slack channels/ Yammer, or attending events, talks or workshops. Even more effective is helping set up, supporting and participating in Employee Resource Groups (ERGs) for colleagues from under‑represented, marginalised and discriminated groups and their allies. A lifelong process Leaders of business schools, corporate entities and organisations all have a sphere of influence and this comes with a responsibility to engage in inclusive behaviours and encourage others to be active allies. Becoming an active ally is a lifelong process; it is about progress rather than perfection. The journey won’t be easy – in fact, at times it will be frustrating. However, the rewards – diverse and inclusive workplaces for all and the vast benefits which come with that – should be motivation enough for everyone to strive to become an active ally.
includes asking questions in the right moment, in the right tone. For example, if you witness someone expressing bias at work, you can ask questions such as “Why don’t you tell me more about your choice of words here?” or “What was your intention in saying that? Do you think your intention may have been different from the impact of your words?” Rather than accusing someone outright of being biased, this type of empathetic questioning can help the other person to discover a bias they may be unaware of in a non-confrontational way. Authentic conversations To be better active allies and achieve inclusive workspaces, we need to be able to have authentic conversations in an environment of psychological safety. This means that those at work feel confident and comfortable discussing difficult topics without the fear of being judged or punished. To foster psychological safety and encourage authentic conversations, leaders can: • Prioritise engaging in honest and open conversations about DEI • Focus on learning and having a growth mindset as a team • Establish team norms on addressing biases • Engage in continuous bias awareness interventions. Vulnerable interactions Vulnerability is about building trust and connection with others whose diversity thumbprints and life experiences look different from ours. It enables us to advance inclusion by building and nurturing supportive relationships with under-represented, marginalised or discriminated individuals or groups. Here are some tips to be more vulnerable when interacting with others: • Share personal stories or narratives about incidents when you were biased/discriminatory and what you learnt from them. Show reflection and growth • Encourage your colleagues to share their experiences of bias/discrimination with others in their team • Engage in uncomfortable conversations about bias and discrimination as a team. Talk about the elephant in the room. Sit with the discomfort • Identify colleagues who you believe can help you become more aware of your biases and with whom you can get vulnerable
Poornima Luthra is principal lecturer in people, culture and inclusion at Imperial Business School and an external faculty member at Copenhagen Business School (CBS). Previously, Luthra was an associate professor at CBS and a lecturer at Singapore Management University. She is also the author of Can I Say That?
Business Impact • ISSUE 3 • 2026
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