I went to a New Zealand fashion week event last week. It was the Breast Cancer Cure Designer Showcase, and it was kinda great because any of the clothes that were sent down the runway, you could basically head out to the shops and buy them that day.

There was a huge variety of kiwi designers including Trelise Cooper, Moochi, Storm and more.

It was also great because It was the first “fashion week” I have attended, and it was quite fashiony. Lots of people dressed up and excited, including me.

But was it inclusive?

When I first started out in my HR career the “big deal” at the time was culture fit. Did people fit the culture. Would they fit in? Or not?

Of course you first had to define the culture which in itself was a tricky thing because many parts of an organisational culture are not tangible, and often hard to explain. I still talk about one job that I left after 12 months, despite knowing I didn’t “fit” from day one. I still find it very hard to explain why I didn’t fit that culture even with some distance and maturity.

Back in high school my grade 8 art teacher wrote on my end of year report card that I had "a fiery nature when called for". I had spoken up when she punished the whole class for the behaviour of a couple of boys. I wasn't having it.

It's risky to speak up. To create a fuss. To move towards the tension, rather than away from it. Few people want to do this.

I little while ago, maybe back in 2023, a lovely colleague recommended I talk to a particular woman who was creating an amazing network for women in business.

Being a woman in business, and based on that recommendation from a lovely colleague, I would also like to be in an amazing network of other women in business (cause that’s how humans work).

I checked out the website and booked in a call to learn more.

I have had an epiphany.

Who knew that working to build:

- Increased creativity and innovation,

- Employee engagement,

- Accessing the best talent,

- Better problem solving,

- Improved business results,

- Fairness and equity,

- Competitive advantage

- Company reputation

And more….. is start/stop work. Boom or bust?

As part of starting The Culture Ministry I also started The Culture Club for organisations.

An annual membership consisting of curated resources for Diversity & Inclusion work. Research, articles, templates and tools, specialist organisations, videos and podcasts.

Depending on the organisation and their needs it could also include research and advisory services, presentations on specific topics, and coaching.

The restaurant was modest, humble. Having lived in New Zealand over three years now I would say, a relatively typical restaurant. However, it didn’t take long to work out we had stumbled into something quite special.

The pine tables and modest interior quickly gave way to an incredibly knowledgeable sommelier. And the food? Unbelievably good. Chef’s kiss.

It wasn’t long before we googled the restaurant to discover it was an award winning, top New Zealand restaurant.

Over the past couple of weeks I have been speaking to people working in Diversity & Inclusion and hearing about the current challenges.

These range from having to get executive team approval for small changes, through to dealing with the emotions created by political leaders in the US and countries closer to or at home.

Having other people for support, learning and to build your network with will help you to succeed.

What we specialise in is :

• DEI Audits, Surveys, benchmarking and Self ID work– basically helping organisations have good data, and make good decisions with it.

• Crafting Diversity & Inclusion strategy that connects with the organisations purpose, and who they serve. In my view trying to be everything to everyone needs to stop.

• Inclusive leadership development – not the 2 hour workshop delivery and leave kind. I like working with leadership teams from 8-10 months and up to 2 years because what leaders say and do has a massive impact on your culture and how included people feel.

• Providing the structures and tools for Employee Resource Groups to be successful, support inclusion and better business outcomes.

When I first started working in Diversity & Inclusion, I was the only person doing this role, in a very large organisation.

It was during Covid, and while I was part of a team of people we were all working in different areas, no one was doing what I was doing, and we were located all over the world.

It. Was. Lonely.

One of the biggest problems I didn’t anticipate in running The Culture Ministry, a Diversity & Inclusion consulting business, is getting paid.

You would think this is a straightforward task.

I do the agreed work. I give the company an invoice. They pay invoice by the date specified on the invoice. Done.

Not done 😩

I remember the day well.

The day I found out the incumbent in the global Diversity & Inclusion role in my company, had resigned. Who would resign from such an amazing role? (I thought to myself.)

I applied, and secured that role. And this is where things went a bit sideways.

When I first started working in my career in human resources, which included organisational development, change management and diversity and inclusion, I was given opportunities not because I knew all the things.

I was given opportunities because I could work stuff out. I remember saying in one interview (multiple times) that no I didn't know how to do that yet but I would love to learn. I got that job.

Are you asking for permission to coach or give advice? Or just ploughing ahead anyway?

Are you taking up all the verbal space and oxygen while people’s eyes are glazing over? 

Have you forgotten how a conversation works? Or your manners? Your ethics? Your curiosity?

Inclusion is about good conversations.