Leadership should look like the world it serves
For a long time, I told myself being the “only one” in the room was something to celebrate.
I was proud to be there. I worked hard to earn that seat.
But what I didn’t realize at the time was this: representation without support feels a lot more like survival than success. Repersentation in Leadership is essential!
Whether you’re the only woman, the only person of colour, the only queer person, the only neurodivergent voice, or the only one speaking up in general, it takes a toll. And it quietly signals something is off in the system around you.
When representation is missing at the top, it’s not just a DEI problem—it’s a leadership gap.
1. Representation without inclusion creates quiet tension
I can have a seat at the table and still not feel heard.
You can be celebrated on the website but not consulted in decisions.
We can be asked to show up, but not asked what support you need.
What I’ve learned is this: representation means nothing if it exists in isolation. Inclusion is what gives it meaning.
If only certain voices are tapped for “diversity conversations,” that’s a sign inclusion is still being “outsourced” and there’s not enough embedded representation in leadership.
2. Being “the only one” becomes its own full-time job
When you’re the only one with a certain lens or lived experience, people often expect you to speak on behalf of an entire group.
You become the unofficial educator, filter, culture coach, and spokesperson.
It’s exhausting.
And more importantly, it’s a sign that the rest of the system hasn’t caught up yet.
If decisions are made quickly and behind closed doors, you might want to consider how diverse representation can slow things down in a good way to bring in more nuance, lived experience, and better outcomes.
3. Allyship doesn’t show up when it’s easy
Allyship is quiet and consistent.
It looks like naming things in the moment, giving credit without being prompted, and asking, “Is this working for everyone?” before finalising decisions.
When leaders show allyship only during moments of crisis or celebration, it feels performative.
The lesson here? Real allyship lives in the in-between.
It shows up before it’s convenient.
If Employee Resource Groups are doing leadership’s job, it’s a red flag that leadership isn’t owning the culture and ERGs are the primary voice for education and accountability.
4. DEI often becomes HR’s full-time burden, and that’s a problem
When DEI work lands solely on HR or a designated officer, it becomes a siloed task rather than an organizational priority. HR ends up juggling training, ERG coordination, bias audits, and culture interventions, while the rest of leadership treats it as optional.
What I’ve learned: DEI cannot succeed if it’s everyone’s side project and HR’s full workload.
When HR carries the emotional labour and logistical weight alone:
- DEI becomes performative instead of strategic
- Initiatives stall due to lack of cross-functional commitment
- Underrepresented people are again expected to fix systems that were not built with them in mind
DEI must be co-owned across roles, starting with senior leaders, supported by HR, and embedded into everyday practices.
If DEI work falls solely on HR and becomes a siloed burden, HR carries all the emotional labour and logistics for DEI while other leaders treat it as optional, initiatives stall. Representation and inclusion cannot thrive without cross-organisational ownership.
5. You can lead differently and still lead well
One of the biggest lessons I’ve had to unlearn is that leadership doesn’t have to look a certain way.
I used to believe I needed to mirror the people already in charge to be seen as credible. Now I know the opposite is true. Representation in leadership means representation for all.
The moments where I’ve led most powerfully were the ones where I showed up fully—mindset, identity, lived experience, and all.
Different doesn’t mean less. It often means deeper.
If concerns get filtered or ignored by decision-makers, issues can feel minimized or misunderstood by leadership, trust breaks down. And people stop raising them altogether.
6. The pipeline is not the problem
So many companies talk about “diversity pipelines” as if the talent isn’t there.
But the truth is, talent shows up. It’s the system that often stops it from growing.
When underrepresented folks don’t move up the ladder, I’ve learned it usually isn’t a talent issue.
It’s a sponsorship issue. A mentorship issue. A bias issue.
If you say you’re building a diverse workforce, ask yourself if your leadership team reflects that commitment.
If underrepresented employees enter the organisation but don’t rise through the ranks, it’s a clear sign that mentorship, sponsorship, or fair promotion processes are missing. This gap limits true representation in leadership, stalls the diversity pipeline and leads to no advancement.
Why This Is a Problem
Without representation, leadership teams develop blind spots.
- Strategies are less effective because they’re built from a narrow lens
- Teams feel unseen, especially those from underrepresented backgrounds
- Culture suffers because safety, trust, and belonging are missing at the top
And when that happens, turnover rises. Innovation drops. And even the most well-intended DEI initiatives fall flat.
Here’s How to Start Changing It
- Audit who’s at the table and who’s not
- Look at your leadership team and compare it with your employee base. Are all identities and experiences reflected fairly? True representation means seeing diversity in every layer of decision-making.
- Diversify decision-making by inviting all voices early
- Bring in perspectives from underrepresented groups before decisions are finalised, not just after. This ensures inclusion isn’t an afterthought but a foundation.
- Hold leaders accountable for inclusion — not just HR or ERGs
- DEI work must be everyone’s responsibility, especially leaders. When only HR or employee resource groups carry the load, representation becomes performative and disconnected from real power.
- Mentor and sponsor with intention to support diverse talent
- Build programs that nurture people from underrepresented backgrounds throughout their career journey. Representation grows when leadership invests in real opportunity and growth, not just entry-level inclusion.
- Redefine leadership to celebrate diverse styles and identities
- Challenge narrow ideas of what leadership looks like. Embrace different ways of leading that reflect varied experiences and identities. This expands representation in leadership and drives richer outcomes.
- Embed representation as a strategic leadership priority
- Make representation a measurable goal with clear actions and leadership accountability. It’s not a checkbox — it’s a business imperative linked to culture, innovation, and retention.
The Takeaway
Representation isn’t a nice-to-have. It’s a leadership imperative.
Not because it looks good, but because it does good—for your people, your business, and your future.
P.S. If you’re stuck on something or curious how I’d approach it, feel free to send me a message—your question might even inspire a future post.
P.P.S. If you’d rather talk it through, you can book some time with me here.