Inclusion initiatives are everywhere: mentorship programs, EDI committees, cultural heritage days. We notice more representation on websites, in panels, and within leadership development groups. These are genuine wins. But here’s the harsh truth: You can be included – and still feel, and be, 'othered.' What Is Othering? Othering happens when people are seen as different, inferior, or outside what is considered normal, a process that usually occurs subtly and unconsciously.

“We treat everyone the same here.” Does this phrase sound familiar? If so, I have another question for you: Is it familiar because you think your organization is successfully implementing those behaviours, or because you see how much the lack of awareness in your work environment reproduces daily discrimination and hampers innovation and belonging? Even if your organization can attract diverse talent through excellent job postings, biased systems will push them out or hold t

Many organizations value inclusion, display land acknowledgments on their homepage, host cultural celebrations, and invest in research and training. However, some employees — particularly those from equity-deserving communities — still feel excluded, undervalued, unsafe, or stuck. This may be difficult to accept if you're deeply involved in EDI work and your organization supports you, but what you see as achievements might actually be the result of unexamined systems and cul

Psychological safety is the shared belief that you can speak up, take risks, and be yourself without fear of punishment or embarrassment. In a workplace where people don’t feel safe, they remain silent, withdraw, stop contributing fully, and ultimately leave if they can. The costs of psychologically unsafe workplaces are higher than many realize. In short, psychological safety is not just a “nice-to-have.” It is an organizational asset — and a key indicator of a company’s EDI

Whether you're a consultant looking to attract clients or an EDI coordinator dedicated to enhancing your organization, the question “What is the first thing we should focus on to become more inclusive?” will come up multiple times, and you need to be ready. The first step is to understand where this question comes from. The only sensible – and professional – response at this early stage should be, “You should start by changing your approach to inclusion.”

Othering is present everywhere and remains active, even in workplaces. It often occurs subtly and quietly, hiding behind polite exclusion, unspoken assumptions, or systems that favour sameness. To dismantle othering, organizations need to do more than just celebrate diversity — they must examine who defines normal, whose stories are prioritized, and how inclusion is implemented. Allowing Othering processes to flourish will result in missed goals and the loss of clients, part

There is a vast distinction between performative inclusion and genuine belonging. To move from performative inclusion to authentic belonging, organizations should focus on listening as a leadership act rather than an HR duty. If your company claims to be inclusive but has not invested in everyday practices of belonging, you're sending a message — to current employees, prospective talent, partners, and even funders — that your EDI story is superficial.

Often, I encounter organizations that believe they are treating their workforce fairly by providing the same opportunities and rights to everyone. When I suggest that this might not be sufficient, they often become upset, claiming they don’t see colour, treat everyone equally, and – my favourite – that no one has ever complained.  Unfortunately, those companies are not acting fairly. In fact, their system is so rigid and unaware that prejudice, bias, and discrimination flo

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