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Since I began my career in the 1980s, workplaces have made remarkable progress in being inclusive, accepting, and welcoming spaces for LGBTQI+ people. This is largely thanks to the pioneering advocates who have been pushing boundaries and campaigning for equal rights over many decades.
Coming out at work was a pivotal moment in my career. I was fortunate to work for an organization in a country that embraced diversity and had fantastic colleagues who supported me. Being able to bring my authentic self to work helped me form closer relationships with my colleagues, contribute more meaningfully to workplace culture, and become a stronger advocate for the causes I believe in.
Reflecting on my own experience, I’d urge LGBTQI+ talent to come out as early as possible, if they are able—and safe—to do so. I felt that by coming out I offloaded baggage that could have been distracting, which was particularly critical in the early stages of my career. That said, everyone moves at their own pace, and the decision is a personal one.
These experiences and what I’ve learned from the LGBTQI+ community over the years have contributed to who I am as a CEO today. I’m grateful for having people to look up to early in my career—individuals who showed me what it meant to lead with authenticity and integrity. Every leader is a role model—you must walk the talk and how you deal with every situation is very important, as change is most effective if it’s made from the top down. It’s a privilege to be in a leadership position—but leaders also have a responsibility to fight for positive change.
Today, that fight is more crucial than ever. Even against a backdrop of progress, recent research shows that less than half (49%) of workers feel comfortable talking about their sexuality or gender identity at work. It’s disheartening to see that today’s workforce is still struggling with being themselves at work.
For me, coming out at work was one of the best decisions I’ve ever made, both professionally and personally. However, I am acutely aware that my experience is not universal. For many, the decision to come out to colleagues is fraught with fear, uncertainty, and real risks to their careers. After the initial conversations I had with my managers and colleagues, we all returned to business as usual and no one treated me any differently. Since then, I’ve been campaigning for others to have the same experience—though there are many factors that businesses should consider for this to be the case.
Over the past few years, we have been faced with news of companies backtracking on diversity, equity, and inclusion (DEI) policies in response to backlash from small, but noisy, groups. These U-turns signal to LGBTQI+ workers that the equity we’ve achieved is fragile and could be gravely undermined by a single, sweeping corporate decision.
Concerningly, one-third (33%) of LGBTQI+ workers believe that their sexuality or gender identity has negatively impacted their careers. This is a third too many. LGBTQI+ workers still face issues in the workplace today—from exclusion from certain meetings to workplace bullying. Employers have the power to change that.
Aside from the moral argument around inclusivity, ensuring that talent feels empowered to bring their whole selves to work is good business. Employers get the most out of talent when they feel comfortable—and the best talent is attracted to forward-thinking, inclusive businesses.
To create workplaces where LGBTQI+ workers feel supported, employers must maintain momentum in improving equity. Businesses have never achieved a perfect level of equity and there’s always more to do. Flash-in-the-pan DEI policies and activations aren’t bad and might even move the dial temporarily—but they don’t create permanent change. Instead, an environment of constant progress should be encouraged. Key to this is having the right Employee Resource Groups in place: People who are passionate, engaged, and aware of the correct areas of focus to make a real difference.
Businesses also need to remain steadfast and be prepared to address the backlash from outlier groups that take a negative view of equity and diversity-driven initiatives. Leaders must stand firm in their commitments and recognize that these groups are not representative of the broader society or their own workforce. Giving into their demands only perpetuates exclusion and alienates parts of the workforce.
Finally, inclusivity efforts should not be confined to the spotlight of Pride Month or other designated times. To create a sense of community and belonging, businesses need to engage in year-round, clear, and consistent communications on equity-related topics with their employees.
I remain incredibly passionate about raising awareness of the discrimination that unfortunately persists in the workplace. We must lead with pride, stay true to our inclusive, equitable, and progressive policies, and make constant improvements to create environments where every employee can thrive.
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