The case for employees to be treated equally and with respect should not require a performance justification, but for many CEOs and boards, it does require a business case. 

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Rethinking leadership development with Samsas 

In both business and society, we see leaders facing multiple demands to adapt their approach to be more inclusive. 

The Covid pandemic and a more empathetic approach to flexibility and autonomy have changed the way we work, accelerating changes that might previously have taken ten years. Leaders are being challenged to adapt at the same pace, and the consequences of not adapting are significant. 

Top performers leave, staff burn out, and claims of harassment and bullying increase, all contributing to lowering employee engagement. These outcomes will be evident to clients and show up in financial performance. We believe these instances can be avoided with the right mindset, coaching and support.

## Enter Samsas

Our name comes from a Swedish word meaning to work together towards a shared outcome in a collaborative, inclusive and friendly way.

We believe that leaders want to lead more inclusively and are looking for new ways that enable them to make that happen. 

## What is inclusive leadership?

Inclusive leadership is an approach that ensures all voices are heard. It means being simultaneously curious and self-aware about differences. It involves fostering high levels of trust, articulating a clear purpose, and seeking out different views to inform better decision-making. Inclusive leaders create psychological safety, which enhances motivation and drives business performance.

## Why is this approach important?

Better outcomes for everyone.

The case for employees to be treated equally and with respect should not require a performance justification, but for many CEOs and boards, it does require a business case. 

It has been demonstrated that inclusion contributes to long-term business success. Companies who treat people as people have seen this repeatedly, as this list illustrates ([FT list of most inclusive companies](https://www.ft.com/content/cb8978ea-f901-4842-9957-cca0cb3fe7cc)). Employees who work in a climate of inclusion are more connected to their work and have a greater sense of belonging. This leads to higher levels of well-being and resilience across the organisation, which are critical inputs for the sustainability of business performance.  

## Psychological safety – the leader matters

[Bourke and Espedido](https://hbr.org/2019/03/why-inclusive-leaders-are-good-for-organizations-and-how-to-become-one) found that the most critical element determining whether an individual feels included in the team is the leader’s behaviour. [A recent McKinsey study](https://www.mckinsey.com/business-functions/organization/our-insights/psychological-safety-and-the-critical-role-of-leadership-development?cid=other-eml-alt-mip-mck&hdpid=83b04e18-a1fa-4139-b84b-f29484d45f77&hctky=12200013&hlkid=b195211341e6478684bec1cfb90c0506) of 15,000 professionals found that “when employees feel comfortable asking for help, sharing suggestions informally, or challenging the status quo without fear of negative social consequences, organisations are more likely to innovate quickly, unlock the benefits of diversity, and adapt well to change. 

__Samsas__ works with leaders and teams to develop an inclusive leadership practice that is right for them.

Being able to measure inclusive leadership is vital. We have established 8 measurable factors that provide insights into leaders’ thinking and behaviour. These insights can then be used as the basis for increasing inclusivity in leadership.

Inclusive leadership is a hot topic. In both business and society, we see leaders facing multiple demands to adapt their approach to be more inclusive. The Covid pandemic has changed the way we work, accelerating changes that might previously have taken 10 years. Leaders are being challenged to adapt at the same pace, and the consequences of not adapting are significant. Top performers leave, staff burn out, and claims of harassment and bullying increase, all contributing to lower employee engagement. These outcomes will be obvious to clients and show up in financial performance.

This is not business as usual. To succeed, leaders must remove limits on their thinking and look to the future. We believe the way forward focuses on inclusive leadership.

## What is inclusive leadership?

Inclusive leadership is an approach that ensures all voices are heard. It means being simultaneously curious and self-aware around difference. It involves fostering high levels of trust, articulating a clear purpose, and seeking out different views to inform better decision making. Inclusive leaders create psychological safety which enhances motivation and drives business performance. 

We believe that inclusive leadership will replace command-and-control as the dominant approach to leadership over the next five years. This outcome relies on establishing a clear model for how to be an inclusive leader and the ability to measure inclusion, as well as holding leaders accountable for creating the organisational climate, not just financial results. 

## Why is it important?

Better outcomes for everyone

The case for employees to be treated equally and with respect should not require a performance justification, but for many CEOs and boards, it does require a business case. 

Inclusion is good for business. Companies who treat people as people have seen this repeatedly, as this list illustrates (FT list of most inclusive companies). Employees who work in a climate of inclusion are more connected to their work and have a greater sense of belonging. This leads to higher levels of wellbeing and resilience across the organisation, which are key inputs for the sustainability of business performance. 

 Studies by McKinsey point out that inclusion is the key to achieving high performance in already diverse organisations. 

 “Even relatively diverse companies face significant challenges in creating work environments characterized by inclusive leadership and accountability among managers, equality and fairness of opportunity, and openness and freedom from bias and discrimination.”  Diversity wins: McKinsey

The responsibility for creating an inclusive workplace lies with senior leaders. They must be role models in their organisations. Satya Nadella, CEO at Microsoft demonstrated this clearly when he said:

“We are at our best when we actively seek diversity and inclusion. If we are going to serve the planet as our mission states, we need to reflect the planet. Inclusiveness will help us become open to learning about our own biases and changing our behaviours so we can tap into the collective power of everyone in the company.”  Herminia Ibarra and Aneeta Rattan 

## Psychological safety – the leader matters

Bourke and Espedido found that the most critical element determining whether an individual feels included in the team is the leader’s behaviour. A recent McKinsey study of 15,000 professionals found that “when employees feel comfortable asking for help, sharing suggestions informally, or challenging the status quo without fear of negative social consequences, organizations are more likely to innovate quickly, unlock the benefits of diversity, and adapt well to change—all capabilities that have only grown in importance during the COVID-19 crisis.” Creating psychological safety is a key element of inclusive leadership. 

## Why now?

Time for talk to become action

The Covid pandemic has disrupted the way we work and live. People are searching for meaning and grasping for certainly which is nowhere in sight. Disruption is going to continue with climate change as an increasingly clear existential threat. This is a perfect storm for leaders, and the tried and tested methods of leading business will be found wanting. 

The search for what comes next in leadership is important. Let’s take a lesson from the recent failures of the command-and-control approach which have contributed to disasters from the emissions fraud at VW to the global financial crisis (GFC) in 2008. It is not a stretch to say that these may not have happened if employees/teams at all levels had felt able to speak up and leaders had been actively listening. 

What does inclusive leadership look like?

## The model 

There are 4 key drivers in our model, divided among 8 measurable factors.

Climate: Establishing the base conditions for success 

Motivation: Providing the “why” for everybody, developing a compelling reason for the work 

Connection: Creating a psychologically safe environment 

Performance: The key drivers of how people deliver business results

![IL Model](//images.ctfassets.net/g6xizpw08p1h/67jSPajf1aldo9zG2x0vhp/d97bafed732c0fe8fac4f72aac1d6c14/Copy_of_Copy_of_Inclusive_Leadership_April_2021__2_.png)

## The model

Being able to measure inclusive leadership is vital. We have established 8 measurable factors that provide insights into leaders’ thinking and behaviour. These insights can then be used as the basis for increasing inclusivity in leadership.

This is just the start and we are building a set of tools for leaders and coaches to bring inclusion to the forefront of their leadership. Connect with us if you would like to participate in our first global survey of inclusive leadership. 

![IL Sliders](//images.ctfassets.net/g6xizpw08p1h/28PoTMH8IiMLzIImzpmH0l/59505436a44b6c2235ba37ba25f656c2/Copy_of_Copy_of_Inclusive_Leadership_April_2021__3_.png)

A case for inclusive leadership

Collaboration is an important element in leadership. The collective effort of the group working together is greater than the sum of individual contributions. However, effective collaboration is dependent on an effective leader.

### Defining Collaboration

In simple terms, collaboration is the act of individuals working together with a common purpose to achieve a goal. In a business context, it is a sophisticated process, and it requires leadership.

### Why Is It Important?

“You can’t compete externally until you can collaborate internally” – Jim Tamm, former law professor and senior administrative law judge for the state of California.

Collaboration is a critical component in maximising productivity, innovation and effectiveness. For a business to achieve its potential and to be successful it needs to establish an environment whereby employees can work together openly, honestly and become more aligned as a team. While collaboration is similar to cooperation and coordination, it goes well beyond these two factors. Collaboration seeks to establish long-term relationships and meaningful solutions for difficult problems. Most of us will understand the importance of achieving a collaborative working environment; however, that does not mean it is always easy to achieve.

### What is Holding Us Back When Collaborating?

What exactly is stopping us from achieving optimal collaboration? Why do so many companies struggle with this? There are a lot of obstacles that make it challenging to collaborate, and here we will explore 3 of them.

__1. Defensiveness__
One of the biggest obstacles to collaboration is defensiveness during problem-solving conversations. Sometimes difficult conversations can make us feel vulnerable, which in turn ignites an unconscious defensive response. When we start to feel this way, our thinking becomes rigid, and our IQ can drop by roughly 20 points. Consequently, we become terrible problem solvers. Having an awareness of our own defensiveness and acting to reduce it will increase the ability to collaborate and problem-solve together.

__2. Not Understanding/ Knowing Your Colleagues Well Enough__
Another common obstacle to collaboration is when teams do not have the opportunity to get to know each other well enough. This restricts communication and effective collaboration as colleagues are not aware of each other’s strengths and expertise. As a group, teams can fail to recognize the value of an individual’s contribution. This tends to lead to a lack of ownership, clarity and accountability.

__3. Resistance to Change__
Resistance to change can lead to several issues in the workplace and collaboration is not exempt from this. Some people do not like to collaborate with others or hold biases (unconscious and conscious) towards fellow employees and so, when made to work with them, their psychological defences go up. As a result, meaningful collaboration can become impossible.

Overall then, there is a strong case for collaboration, at the same time as it being challenging to enact. We believe that inclusive leadership can make a significant contribution to better collaboration. Bringing people together, being curious about their perspectives and creating the psychological safety to challenge and develop ideas collectively – central tenants of inclusive leadership – is key.

Why Is Collaboration So Difficult?

In a recent conversation with the head of Learning and Development at a City Law firm, we discussed the typical legal career. 

Partner, Magic Circle Law Firm. How to Succeed on the Path to Partnership

Sure, she said, there are lots of transitions on your way through, but the two most significant by far are on qualifying, and on being made up to partner.

I hear this idea regularly, across professional services, when I coach new and aspiring partners. Managing the changes that promotion brings can be challenging. So what can make the transition easier? Here are several themes that regularly come up, alongside suggestions for how best to tackle them.

__Expect the change__
While there will be many changes that you anticipate when you are made up to partner, there will be many more that you don’t. Often these are about you and how you feel, rather than the role and its responsibilities. It is not unusual for new partners to say they feel isolated or even lonely once they make partner. After all, you are now part of a new team – the perceptions of your former peers will be different, and you can feel as though you don’t fit in as you once did. This feeling can be exacerbated by the knowledge that your relationship with existing partners has changed, and you need to rediscover your place in the business.

It is not unusual for new partners to report imposter syndrome. Defined as a persistent fear of being exposed as a fraud, it may be familiar to you already. Studies show that up to 70% of professionals experience impostor syndrome at work at some point. It may be of comfort to know that if this is your experience, it is also that of your colleagues!

What can you do to protect against these challenges? Alongside having an awareness of what is coming, ensuring that you have a support network in place is critical. These people can be internal or external to your organisation and can include mentors, peers, sponsors, confidantes and coaches. The number of people in your network is less important than the quality of the connections. Have you got the right people in your corner, and are there any gaps in the support and guidance they give you? If you can already spot holes, working out how you can plug them is invaluable, and will save you time and energy as you progress. Much as you have in your career so far, to succeed as a partner, you will need cheer leaders and supporters.

__Get clear on your brand__
Who are you, and what do you bring to the partnership? Do you have a particular interest in developing people internally? Are you keen on horizon scanning and steering the business from a technology perspective? Getting clear on what you want to be known for will allow you to say yes to the right things, and no to the ones that, if unchecked, can overwhelm you. Having clarity will develop your brand, meaning people know what you stand for, and that you are an authority on a particular topic or in a particular area. This is something that will serve you well as you continue in your career.

__Know yourself__
Have you considered what kind of leader you want to be? It may not be something you have thought about, but how will you know if you are successful if you haven’t been clear about what you’re aiming for?

Look at the characteristics you admire in others and make time to reflect on how you currently lead. Where do you see your areas for development, and how can you go about addressing these? If you are at a loss, this might be the time to get some expert help, and an executive coach might be useful. Once you have this clarity, you are in a position to look for development opportunities, both in the business and through training or coaching.

__Enjoy it__
Trite as it sounds, it is essential to remember that partnership is something that you have been working towards for a long time, if not for the whole of your career. That said, partnership is a jumping-off point, providing you with a platform to increase your impact and influence in your organisation and more widely. Take some time to reflect on how far you have come and how hard you worked to get there. Promotion can be a whirlwind of change, so finding some time to acknowledge your success will help you enjoy it.

__Conclusion__
To manage your path to partnership, being aware of some common challenges having a plan to tackle them will stand you in good stead. I have outlined just some of the issues that come up when I coach aspiring partners. Undoubtedly there are many more, and every experience is different. An awareness of what might be to come will certainly help.

The complexity of our brains means that we make decisions based on information we might not even be aware of. 

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The complexity of our brains means that we make decisions based on information we might not even be aware of. Our backgrounds, life experiences, social stereotypes and cultural upbringings all have an impact on the unconscious decisions our brains make.  These factors drive our attitude towards others and we unconsciously make decisions based on our attitudes towards characteristics such as race, age, ethnicity, and gender.

When discussing unconscious bias, people can often feel uncomfortable at the implication that they make decisions based on another person’s ethnicity or race. However, it is important that we have these discussions so that we can create an awareness of our biases and confront them in the workplace. Research has consistently demonstrated that unconscious bias has a profound effect on recruitment, promotions, and other selective decisions. This impact can damage the potential for an inclusive and diverse workplace.

### Different Types of Bias
Hundreds of different kinds of bias exist. Below are a few examples of the various biases that occur in the workplace:

- __Gender bias__ – preference towards one gender over another which often comes from deep-rooted beliefs about gender roles and stereotypes.
- __Affinity bias__ – an unconscious preference towards people who share qualities or viewpoints with us or with someone close to us.
- __Halo effect__ – viewing one particularly strong positive trait about someone in a way that overpowers our judgement of them and can skew our ability to see any of their negative traits.
- __Horns Effect__ – focussing on one badly perceived trait that can cloud judgement of the positive ones.
- __Beauty bias__ – a social behaviour that often adversely affects women in the workplace. For example, attractive women being viewed as less competent than their male counterparts and tall people being treated like leaders from their peers from a young age.
- __Confirmation bias__ – selectively seeking information to back up an opinion that is already held without looking at the bigger picture.
Sourced from: Allegis Group

Accepting that hidden biases exist and opening up a dialogue surrounding bias is crucial for driving real change. The first step in combatting unconscious bias is to grow our awareness so that we can notice it, particularly in senior and leadership roles that have the power to increase diversity and produce a more inclusive working environment.

Awareness of bias

We caught up with Paul Blythe, Corporate Finance Partner at Crowe, as he shared the challenges and opportunities as he progressed towards and achieved partnership. 

Crowe Partner, Paul Blythe: What I learned in becoming a Partner

__When did you make the transition to partner and what was your motivation?__

June 2014, so more than five years ago. I think it was something I always wanted to do. When I left my training firm in 2001, the partner there said if I stayed for 10 more years, I could be a partner. Ten years is a long time and was too long for me. And it was then a four-partner regional firm in general practice, which wasn’t what I wanted to do. I left and went to a London firm, and then made a decision about the sort of work I wanted to do, which was corporate finance. The work suits me much better, being more project-based, and I can get more involved in the companies I work with. From the point of moving to Crowe, partnership was always the target.

__What was your experience of the transition to partnership?__ 

For me, it was similar to all the other transitions – from Exec to Manager, to Senior Manager, to Director and then to Partner. I was always of the opinion that you should be doing your job before you’re promoted, so really it’s a confirmation, rather than a ‘now you’ve landed, what do you do?’ As a Director I had a good portfolio, I was able to demonstrate winning the work, getting the necessary fees in, transacting, finishing it off, the whole circle. This approach meant that moving up didn’t feel like a next step, it felt quite natural. If I hadn’t done that, it could have felt overwhelming.

__What worked well? What were the challenges?__

The best advice I was given was from a Partner who I am still with. He said that as soon as I had decided what I wanted to do, I should go and build my book of contacts because they’ll be with you for the next 20 years. And so it has turned out. London is quite a small place in reality. When I used to go to events, someone would always know this Partner in question. The question then became how do I break through the barrier so that they know me? That was the challenge, and it took time and effort to overcome.

__What have you had to learn to be effective?__

I’ve had to learn how I like to work. The question was, did I want to be a ‘do-er’ – delivering the work, or a ‘winner’, bringing it in. A firm needs both, and you have to send the right message to the partnership about which you would prefer to be. I have always focused on winning work as that is my natural preference and skillset. 

__What advice would you give someone thinking about becoming a partner?
__
I would always focus on the need to get out and be known in the marketplace. Working out that you need to start developing your name early on – 3 or 4 years out from partnership is critical if you want to be a partner who wins work, rather than a technical expert. But it is important to remember that everyone is different, with different ways of doing things and different approaches. The key is that those who expect promotion based on time might be disappointed and can be overtaken by those who rise based on merit. How you see yourself is key, and your attitude.

A trend that I see a lot is that more junior people don’t speak to people in person. What I mean by that is that they avoid picking up the phone to ask questions and solve problems. When they email, they distance themselves from the problem, because it feels safe. I suggest that people always speak over the phone, have a short conversation that reinforces teamwork, the relationship, and answers that question and probably many more very quickly. It sounds simple, but it really can be the difference as you become more senior. Get out there and speak to people at every opportunity.

__Who has been influential to you in your career?__

In working out what my options were, and the decisions to take, I would always ask the two partners with whom I principally worked. When I was coming up through the streams, I had one partner who was a ‘winner’ and second partner who was more of a ‘do-er’. They made a fantastic team and I could ask two different people and get two different perspectives, then process what they said. Usually, one response would be better for me, but going through the thinking was really important, and I could use 20% of what one said, and 80% of the other to find the right balance. Finding someone you can relate to, respect, who you want to emulate and who works similarly to you can allow you to learn off them very quickly. I suppose they become informal mentors.

I have never had a formal mentor, but I have always had a sponsor within my firm. He was always approachable, and I was helped by the fact that I worked in small teams so knew him well. I think if you’re part of a smaller team, it is important to get yourself known more widely in the organisation and to explain to people what you’re trying to do. 

__Do you have any top tips for aspiring partners?__

Ask for other opinions and other perspectives when you have to make a decision, either on work or for your career. Have the confidence to go to others and ask others for advice and guidance. But also remember that you have to share your ambition and objectives, for example in appraisals. If no one knows that you want to be promoted, they will be surprised when the request comes from left field.

__What comes next for you?__

I always approach questions like this from the perspective of ‘what do I like doing?’ I really like the big picture, strategy, culture. I want to understand how I can continue to play a bigger role at the firm, whilst all the time thinking about developing my external persona. As Crowe is in its growth phase, if you spot a new opportunity and present it well to your fellow partners, you can get buy-in and have the opportunity run with that initiative and make it happen. As a partner, this is your own business and your ideas are both valid and valued. The opportunity is there to innovate and add value to the firm as a whole.

In my quest to fully understand the path to partnership, I have frequent conversations with those who have been through the process and are now established leaders in their firms. 

EY Partner, Claire Scott-Priestley: What I learned in becoming a Partner

This has allowed me to build my knowledge and understand the challenges and opportunities along the way. What occurred to me, however, is that this information is interesting to the many aspiring partners and leaders. As a result, this interview series was born.

In the first of this series of interviews, I was delighted to spend time with Claire Scott-Priestley. Claire was at Squire Patton Boggs for nearly 20 years, where she specialised in multi-jurisdictional, cross-border M&A. It was there that she became a partner. In November this year, she joined EY as an equity partner, based in London.

__When did you make the transition to partnership and what was your motivation?__

I became a partner in 2011. To some extent I was on a ‘gravy train’ from school – GCSE’s, A-levels, university, degree, law school, training contract, so the path was set out quite clearly. I enjoyed what I was doing, progressing, developing, becoming more senior, so the natural step for me was to want to achieve partnership. 

I wanted to be a partner for the title, the seniority and associated kudos.  I felt like it was an acknowledgement that I’d really achieved something in my career and I was seeking further, forward momentum (and the associated financial benefits!)

__What was your experience? What worked well?__

Perhaps it is helpful for me to talk about how I became a partner in the first instance. When I was a senior associate I knew I was running great deals, I had demonstrated an ability to create effective teams and build long term client relationships, consequently, I had assumed that I would be approached for promotion to partner.  However, at Squires there was no clear, published partnership track – it wasn’t set out that you had to write a business plan, get interviewed, go before a panel, do a presentation, have existing partners question you. Accordingly, with the lack of detail about the partnership promotion process I  had to create the opportunity for myself. 

How was I going to do it? I knew that I needed to talk to someone important within the firm, so I got on a train and went to the Brussels office to talk to one of the senior partners who I’d known for years. I sat in front of him and said, ‘I want to make partner’. His response was ‘great idea Claire, I’ll support you in that, I hadn’t thought about it before, but I’ll support you’. So, I asked him what I had to do, and he told me to talk to one of the other senior partners whom I knew well, ask for his support, and if he also agreed then together they would put my case forward to the wider partnership. I am convinced that had I not addressed my desire for promotion to these senior partners, partnership would not have come to me when it did. I had to go out there and ask for what I wanted.

__What were the challenges?__

Once I achieved partnership, and for a few years thereafter, I felt a bit lost.  I had attained my goal of promotion to partner but subsequently I wasn’t clear on the next step and what the next goal would be to drive my continued career development. Up until that point, I had simply followed the next step on the path and those steps all led to partnership.  As a consequence, I had to come up with all sorts of different mechanisms to continue to drive myself forward. 

I also didn’t properly understand the nature of the partnership. Of course I was given the practical information about how the partnership worked, how I paid into it, financial matters and so on. What was much more challenging was what was required of me in terms of contributing as a partner. 

Following promotion, I was expected to generate work to sustain me and a team, and I wasn’t properly prepared for that. As I hadn’t been required to write a business plan and hadn’t had to defend that plan under questioning I was somewhat ill-prepared for generating business by myself.

__What have you had to learn to be effective?__

Without a shadow of a doubt I would say learning to network effectively, both internally within the firm and externally has been critical.  You need to understand how your firm works, to understand who holds the power and influence, and network within your firm according to that. And of course, networking externally to promote yourself, get yourself known and build a sustainable business.

In order to maintain focus and forward momentum, I also write a plan that sets out goals that I can then drive towards achieving. I find that if you create goals for yourself it assists to prevent you from plateauing. For example, some of my goals are financial, around generating X amount of business in Y year, then I break that down further into smaller steps in order to deliver that goal: I want to focus on these intermediaries, I want to go to this conference, I want to host this event. I find that if I don’t have a plan like that I am at risk of drifting without direction.

__What advice would you give to someone thinking about partnership?__

Take a look at yourself. Understand who you are and what interests you, your drivers. I enjoy my work because I’m a ‘builder’, I get satisfaction from assisting to develop a client’s business, creating value and contributing to the lives of the people who sit behind the company. Knowing what drives you helps you to understand what to focus on and where you can add value to the firm’s business.  

Talk to existing partners. Identify partners you have a connection with and ask them for a coffee and a chat.  Ask them about their careers, what has worked for them and listen to what they say. You may be surprised about what you learn and where that takes you. Sometimes this might also result in an informal mentoring relationship which can be hugely beneficial to your career.

Be assertive and ask for what you want. It is a common misconception, particularly amongst women, that if you do a great job you will automatically be acknowledged for your contribution and that that will be enough to become a partner.  However, this is frequently not the case, depending on the individual firm obviously.  You must remember that partners are busy people who are constantly juggling numerous competing demands.  They sometimes may not see what is in front of their noses and may seem obvious to you. If you have a career aspiration, it may not be on the partner’s radar and, therefore, cannot be supported by them.  In today’s working world you need to take responsibility for your career and you cannot rely on achieving promotion simply by doing a consistently good job.  If you don’t ask you often won’t get, so you have to make your aspirations clear and ask for support.

__Who has been influential to you as you have moved through your career?__

The partners who ‘brought me up’ were influential to me, they taught me the technical aspects of my trade very well. In addition, a particular American partner I worked a lot with was hugely important, he was full of ideas for building a business, and made me realise that with everything you do, you should be thinking from a business development perspective: how you can leverage this and publicise that. The American go-getting mentality serves them well in this regard, and there is a lot that we Brits can learn.

Women’s groups have also had a significant impact on my career. Over a period of time I noticed that the same things were being said over and over about the challenges facing women in their careers, and I started to pay attention to what was going on around me in the workplace and my own instinctive behaviour. I didn’t appreciate early on the full extent of the unconscious bias that exists, and the challenges that women face. It was only when I began to study it that I came to understand that, in general terms, there are intrinsic differences in the way that men and women instinctively act, and a lot of behaviours that are natural for a man are not natural for a woman. It is this difference in natural behaviour that can operate to hold women back. Once I started to acknowledge this and take steps to counteract it, I began to see results. I had to be brave and do things that made me feel uncomfortable. In reality, I spent too many years hiding away.

__What do you think makes a great partner?__

Someone who is authentic and isn’t afraid to be themselves. I believe that you should listen a lot, try to be nice to people and be kind. It is a small world, and what goes around comes around. Be authentic, because people will see through you otherwise. Personality is so important – when I build my teams, I know that my colleagues are technical experts, but when I’m on a deal, I ask myself who do I want to be in a room with at 3 in the morning? Someone with a personality, who’s relatable and a team player.

__Do you have any top tips for aspiring partners or leaders?__

This is a tip for women, particularly those working in male-dominated areas such as M&A at senior levels. Never wear black. When you go to a conference or a meeting, all the men look the same. By wearing colour you have more opportunity to stand out and be remembered. Being female there are certain opportunities that are available to you that are not available to men: grasp them and make the most of them.

In this case study, we speak to Philippa Eddie, who was a partner at EY for over 6 years. In her life after partnership, she is a Commercial Finance Specialist in the Cabinet Office, working on the delivery of large infrastructure projects.

Commercial Finance Specialist, Philippa Eddie: Career after partnership

### Can you describe your career trajectory?

After studying engineering and economics at university, I started my career in the early 1990s working for a US investment bank. I then spent 11 years at Morgan Grenfell/Deutsche Bank.

After banking, I moved to EY (or Ernst & Young as it was then) in 2004 having been approached by a senior partner to set up a private sector advisory business for private finance initiative (PFI) projects. I joined EY as a director, with a view to being admitted to the partnership quickly; I became a partner in July 2006. 

I was at EY until 2013 and joined government directly from there. I had been working in the field of infrastructure until then, mostly working with the private sector, and always for a private sector firm. I felt that it would be a great opportunity to be at the heart of government using my infrastructure financing skills – it would enable me to see projects from a different perspective. In this role, I’ve been able to work on a broad range of exciting projects. It has enabled me to use the skills built up in the private sector and develop them further while helping the public sector deliver large infrastructure projects, including the recent £400m Charging Infrastructure Investment Fund for electric vehicle chargepoints.

### What served you well as you approached partnership at EY?

One of the things I found really valuable was to understand in advance what life as a partner at EY would be like. I reached out to partners in various parts of the business including some I didn’t know. I talked to partners who were new into the partnership, and to some who had been around for a lot longer. I found this invaluable, and they were all more than happy to spend time with me.

### What have been the unexpected challenges or opportunities as you went through your career?

The unexpected opportunity came when I was approached at Deutsche Bank by the EY partner I mentioned earlier to set up a PFI private sector advisory business at EY. It came at the right time – I had been at Morgan Grenfell/Deutsche Bank for 11 years and had made it to director level and was ready for a move. I should mention that I was pregnant with my second child and I remember being upfront with the EY partner about this – he said that he would be happy for me to join EY after my maternity leave. This made me feel very positively towards EY, and felt that this willingness to wait was a sign of a flexible employer. 

As far as the challenges are concerned, work-life balance is very important for me. My second job was less manic than it had been at the US investment bank and I really felt that with better planning, people could usually go home at a reasonable time. This principle has stayed with me throughout my career, namely the importance of thinking about your team. So, challenges in the early part of my career led me to consider the kind of leader I wanted to be.

### Do you see yourself as a leader?

I see myself as one of the leaders in our field in government since it requires a lot of expertise to deliver infrastructure projects well. I am no longer a leader in the context of having a team of people in the way I was at EY. There are different models and ways of looking at leadership and I think it is important for people to understand this in their own leadership journey.

### What do you think is important for you as a leader?

Honesty and respect are major themes. I feel strongly about only claiming credit where it is due, giving credit to the team, doing the things you say you are going to do, and being clear if this is not possible. Also, don’t be afraid to challenge people, including clients, where requests (for example around timescales) are unnecessarily demanding. I also recognise that what goes around comes around, and as a result, I believe in treating people as you want to be treated yourself.

### Who are the people who have been influential in your career?

Two individuals, in particular, have been particularly influential in my career: one who hired me into Morgan Grenfell in the early 1990s; the other who brought me into EY. Each time, I was recruited by someone who became a sponsor for me, and made me aware early on of the importance of having someone in that role. 

There have been many others who have impacted my career whether from my own organisation or as clients or as friends – these are too numerous to name. I have clients who have become friends and in some cases, client or colleague relationships have developed into something that looks like peer-to-peer mentoring.

I have been part of various women’s networks over the years. I joined them because I found them useful and enjoyable, allowing me to network and chat with women in what is a male-dominated industry. As I have become more senior, I have become increasingly involved in mentoring and coaching women (and men) coming up through the ranks. I am now a mentor and coach both within and outside of the civil service – I feel passionately about mentoring, coaching and sponsorship which is the reason why I am studying for my Level 7 Diploma in Executive Coaching and Mentoring with the Institute of Leadership and Management. I believe that I have benefited significantly from being a part of networks for over 20 years, and from conversations with more experienced women. I therefore want to support others as they come through.

### Do you have any top tips for aspiring leaders?

I have quite a few actually. Seize opportunities when they present themselves. And if it feels like a stretch, think about it. And if it sounds scary, still think about it. Be proactive about opportunities. If you don’t ask, you don’t get, but do it nicely. Most people are happy to be asked for help. What goes around comes around, so treat people well. Don’t gossip, and keep confidences so that people trust you. Think carefully about how you manage your team, and be respectful of people’s work-life balance.

The pandemic has acted as a catalyst in changing ways of working. Organisations have started to reconceptualize the role of the office and now leaders are required to find a way to ensure that people have a safe and productive working environment.

How Will ‘Hybrid Working’ Affect Inclusivity?

### What Is Hybrid Working?

Hybrid working is a blend between working remotely and in the workplace. While flexible working is not a new concept, before the pandemic it was often treated with scepticism and dealt with on an individual basis – often decided upon by a line manager. As we start to emerge from the pandemic, some companies have plans to become entirely remote, whereas other companies are doing the exact opposite.

McKinsey found that nine out of ten companies are likely to opt for a hybrid method that allows employees to come into the office for a set number of days while working the rest remotely. This approach seems to match the wants of employees as a study of 2000 UK workers conducted by BCG found that 67% of employees who worked remotely throughout the pandemic think a hybrid approach to working is best for them.

### How Will This Affect Inclusivity?

There are several competing ideas on how hybrid working methods will affect inclusivity. The pandemic has highlighted several inequality issues, specifically the amount of energy used by people of colour, women, and disabled employees to deal with microaggressions in the workplace. Consequently many are reluctant to return to offices. A US survey by Slack Think tank Future Forum found that 97% of black employees want the future of the office to be remote or hybrid. Only 3% of black employees wanted to return fully to the office, compared to 21% of white employees. Part of the reason behind these statistics is that some people of colour prefer working remotely as they can focus solely on their work without being consumed by anxiety about how their behaviours are being perceived by fellow colleagues and management. It is easy to see why people will be reluctant to return to the office in these circumstances.

Hybrid working has an advantage in creating opportunity around location. It can allow people to apply for jobs who would previously have lived too far for the role. Commuting to the office twice a week is more tolerable and affordable than it is to commute five times a week, which expands the talent pools for companies to choose from. This is a win-win for both the organisations and the employees who once would have never considered applying for the role. For companies, this can increase the diversity of their talent pool. 

Sadly that is not the whole story. The saying “you must be present to win” is normally used for raffles but sadly also impacts work environments.  This impact is driven by proximity bias, which makes us think that people close to us are working harder than those we cannot see.  Due to this people who choose to work from home are risking being overlooked for promotions. This may result in less diversity in the company at more senior levels, and people from underrepresented groups have a strong preference for home working.  Ultimately this problem lies with leadership and management, as it is their responsibility to ensure that the percentage of people going up for promotions is representative of the mix of employees that they have working for their organisation.

### How Can We Make Hybrid Working More Inclusive?

As companies welcome their employees into the office, company leaders need to consider the potential limitations of hybrid working and how they can overcome them to make sure their new ways of working do not limit inclusivity and diversity. Below are some things to consider.

- Give employees the autonomy to organise their own workload;
- Focus on outcomes, not hours as a performance measure
- Commit to including remote workers in all relevant conversations – use your tech
- Have regular 1-1 meetings with team members
- Create your own checklist for inclusive meetings, use it every time!
- Reinvent the purpose of the office as a place for collaborative work
- Set collaboration days for project teams clearly defining when a physical presence is required
- Create opportunities for informal conversations for remote staff (like Lunchclub for your company

Leaders need to publicly acknowledge that people have all had different experiences during the course of the pandemic. Some people won’t have seen their family for months, some might have lost money and some may have saved more money. Others will have lost family members and some might not have been affected at all. 

### Final Thoughts

As organisations move into a new era of work, company leaders must take advantage of this unique opportunity to let go of ineffective old practices and processes.  Hybrid working provides the opportunity to reinvent the purpose of the office that will be more open and welcoming. 

Everybody deserves to feel that their identity is valid, and that they are free to bring their whole self to work. Below are 3 meaningful actions that companies can put into practice to begin to create an inclusive culture year round.

How Do We Do More Than Pay Lip Service To Pride?

As a society, we have come a long way and the milestones achieved should be celebrated, but there is always more to learn and more to do. Everybody deserves to feel that their identity is valid, and that they are free to bring their whole self to work. Below are 3 meaningful actions that companies can put into practice to begin to create an inclusive culture year round.

# 3 Meaningful Actions Can Companies Take

### 1.  Get The Basics Right
Firstly, make sure everyone understands what the relevant and key terms mean, such as non-binary, transgender, queer and so on. This might sound obvious but there are a lot of misconceptions that exist and it is important to ensure that the right language is being used.  

Secondly, practice what you preach. If you are celebrating the rights of non-binary individuals then make sure that these people have access to all-gender bathrooms. Similarly, if you are advocating for the rights of trans people, then make sure this is reflective in your HR systems and allow changes to records and documents. Give employees the option to share their pronouns. Having senior members set the tone for this can help create a more inclusive culture. 

Any company can wave as many rainbow flags as they want, but until you have taken the time to get the basics right, you can’t truly say that you are being inclusive. 

### 2.   Listen To Feedback
Company policies need to be inclusive of their LGBTQ+ employees and if they are not, you need to consult staff. This will then allow you to understand where they might have got something wrong and need to make improvements. 

Having discussions and creating anonymous surveys are a great way to understand what your company is excelling at and where it needs to improve. Use data to create a detailed action plan on areas that need improvement, and a strategy to increase inclusiveness. Doing this anonymously has the benefit of giving everyone an equal voice without exposing them.

### 3.  Create an LGBTQ+ Employee Resource Group
An employee resource group helps to bring people together allowing them to have important conversations in a safe space. The critical nature of a safe space for LGBQT+ employees cannot be overstated. It provides employees with the chance to learn from and support each other. 

### 4.   Sort Your Policies Out
Companies such as Newcastle City Council have inclusivity at the forefront of everything they do and they have set an example by creating policies that outline support for employees undergoing gender reassignment and increasing accessibility to resources for aligning diversity and inclusion. They also have strict guidelines for addressing inappropriate behaviour. For employees, knowing that their rights and expectations are documented gives them confidence that they will be supported irrespective of who their manager is.

Building an inclusive culture is no small feat, but it should be a top priority for businesses, companies and brands to ensure that they are creating a psychologically safe workplace for LGBTQ+ individuals. 

Hybrid working provides the opportunity to reinvent the purpose of the office that will be more open and welcoming. 

Maple Teesdale Partner, Anastasia Klein: Why and how I became a Partner

Anastasia Klein is not your typical legal partner. She balances the day job, her partner responsibilities and looking after two young children. Here she shares what has worked for her in ensuring that things run smoothly in all directions. I found her experience and suggestions both refreshing and enlightening. I hope you will too.

## When did you make the transition to partnership and what was your motivation?

I became a partner in April 2017, having joined Maples Teesdale as a trainee in 2003. I’d taken a couple of years out to have children prior to being made partner. I was motivated by seeing peers of mine, particularly male peers, going for partnership. Friends I had been at university with, friends I’d trained with who’d moved on, were becoming partners. I thought, ‘why do I think I can’t do it because I had kids and had a couple of years out?’ That was my incentive: I thought I was as good as them, so I was going to go for it too. 

## What worked well for you and what were the challenges?

My biggest challenge was that I felt as though I didn’t meet every criteria, this was partly because I didn’t select the right role models. I was looking at the most senior partners at my firm as my role models rather than the more junior ones, so I thought that I didn’t compare to these senior partners, and never would. They were so far removed from me, had so much more experience. It took a while for me to realise that I didn’t have to be the all-singing, all-doing perfect partner from day one. I could progress and grow into the role once I got there.

In addition to that, I wasn’t sure how I would balance my family life and responsibilities, and the impact partnership would have on that.  Ultimately however, I recognised that I had a lot to offer to the firm and that I wanted to take on the challenge of a bigger role and more responsibility. The process here took 3 or 4 years from stating initially that I wanted to be a partner. It involved doing more difficult transactions, taking the lead in internal teams and raising my profile internally. It took a long time, and I had made so much progress over that time that I was almost unrecognisable from when I first started the process. I had a much better understanding of the role, I had more confidence in myself, and I felt that I had earned my place at the table. That was important to me, because at that first partners’ meeting, knowing that I had earned the right to be there made a big difference for me.

## What have you had to learn to be effective as a partner?

Recognising and communicating when those around me have done well. One of the things I noticed was that sometimes leaders forget to congratulate people on a job well done. There is an assumption that team members know that they’re doing a good job. Recognising and acknowledging my colleagues’ contributions is very important to me.

Being decisive is also very important. People come to you for answers, and want guidance. As a partner you have to take responsibility, and you have to be comfortable with that element of the role.

Having the confidence to say what matters to you is critical. My perspective might not be what everyone else is thinking, but if it is something that I see as important to the wellbeing of the firm or our team, I have a duty to speak up. That honesty is essential. The burden and privilege of partnership is taking on board the well-being of the staff and their growth as well as that of the firm. Having that influence on the culture is huge, and being able to make a difference is one of my favourite parts of the job. 

## What advice would you give to someone who was considering partnership?

It is important to be open and express that you want it. Sometimes people can be reticent to say that they want to be a partner because they feel that they are holding themselves up for ridicule. I certainly felt that initially – I was embarrassed about what people might think. It is key to find your mentors and cheerleaders, people who will be honest with you and get their perspective. The next step is taking on board their view, listening to feedback that might not be easy to hear and react to that in the way that feels right to you. 

Another suggestion is to to demystify what partnership is. It is different in different firms, so understanding what it means where you are is important.

Finally I would suggest you recognise what you are already doing. There can be a perception that partners do something very different to the rest of the firm, but in fact when you sit down and consider your role you might surprise yourself. For example, consider the relationships you have with clients, and the things you already do that impact positively on the firm. Think about what you do now, and where any gaps exist. For me the gaps were around my profile within the firm, so I spent time raising that, which made a huge impact both in letting people know what I was doing and increasing my own confidence. 

## Who are the people who have been influential to you as you have moved through your career?

The previous and current managing partners have both had a huge impact. I hugely respect them both as lawyers and as individuals. A number of other partners have been important in my development, people I have used as sounding boards for my ideas or role models. Equally senior associates in the firm influence my thinking. Having allies at all levels is important, having people you trust and whose opinion you value. Non-lawyer friends and my family (across all generations, from my parents, to my children) also help me to shape ideas, and often provide a refreshing perspective on some of the things that are going on. 

One person it is key to mention is my husband. I couldn’t do what I do if I didn’t have my husband supporting and encouraging me, and taking on a share of the responsibilities at home, as well as having his own demanding career. That domestic support network is really important to ensure everything works together. Something that was important to me about becoming a partner was being in a position where I could show people that you can have the job alongside a young family. Getting the perspective of others who had already done it was important to allow me to see that it was possible. 

## Do you think that becoming a partner alongside a young family has impacted your career positively or negatively?

There are challenges, but overall I think the impact has been positive because once I had kids I became much more focused in the way I work and the way I manage my time. I want to inspire my children to see me as a working mum, succeeding in and enjoying my role. It is important to me that they see me working hard and achieving; particularly given I don’t come from a legal family background. For me to be a partner in a City law firm is a million miles away from where I started out and I like the fact my children will see that. That has pushed me to achieve.

There is obviously more pressure on my time with having a family. I work part time, four days a week, and try to make sure I leave on time most days to spend time with my children and to take on my share of after school chauffeuring duties! That time pressure is a good pressure though, it focuses me and has forced me to be more organised. One of the reasons that I choose to be at Maples Teesdale is because the firm is supportive of my flexible working practices. I am increasingly trying to be transparent about my working patterns, to serve as an example to colleagues who also want to work flexibility. 

Also, having kids means you can’t stress about small things, because you haven’t got time.  

## What do you think makes a great partner?

Someone who is consistent, who you can respect and who is approachable. They must have integrity on a personal and a professional level, and have the best interests of the firm and the team at heart. 


Understanding and supporting better communication through the remote/hybrid work dynamic 

How Do We Best Collaborate in A Remote Environment?

The COVID pandemic forced companies to adapt to new ways of working and remote working has become the norm. So, what happens when we remove the physical cues that aid communication and collaboration? The absence of body language and tone can lead to misunderstandings that can then create a costly sense of anxiety and hostility in the virtual workplace. What’s more, remote communication lacks the normal pace of typical conversations and this delay can lead to second-guessing, over-thinking and feelings of frustration. This can in turn affect morale, productivity, engagement and collaboration.

For businesses to thrive and perform at their optimal level they need to find better ways of operating. A key component of this is learning how to collaborate in a remote environment, so how can we work to achieve this?

### Establish Collaboration Spaces

When everyone works together in an office, collaboration is a relatively simple experience. However, when this is removed, this can lead to people feeling isolated and retracting from their colleagues. The solution for this is to create virtual collaboration spaces where employees can gather, ask questions, share documents, share milestones, upload resources and most importantly, collaborate more efficiently.

### Use Collaboration Tools
Technology has revolutionised the way we work both in person and virtually. The creation of collaboration software and other technologies has given us a new way of working together. One example is Trello, a project management tool software with virtual boards, lists and cards. In terms of remote collaboration, employees are still connected and can see what their colleagues are up to.  Not only are these tools useful for creating a sense of community but they also help productivity, as having a central location means employees can find resources easily.  

### Establish New Communication Norms

The next piece of the puzzle is to reset ways of working. What once worked in the office might not translate into the remote working realm. In the office, if you had a quick question, you could dash over to someone’s desk and get an instant answer.  Now you might send an email and get a response hours later which can be frustrating and slow down your work. 

One company that is doing things differently is pharmaceutical company Merck & Co. They have created acronyms to establish clarity in their digital communications, for example ‘No Need to Respond’ [RM3] becomes NNTR. This helps to bring a sense of predictability back into conversations despite being conducted virtually.

Other companies are emphasizing reducing emails wherever possible, and instead communicating via Slack. The benefit of using professional instant messaging services is that it allows people to communicate in more natural tones than email allows. It also encourages speedier responses, akin to those you would get if you were back in the office.

### The Bottom Line

For companies to reach their optimal collaborative potential there must be a healthy working environment. A supportive company culture is the backbone for a united company and one of the biggest challenges that companies are facing today is how they make remote working feel more human. How businesses achieve this will not just rely on new technology, but it will also a joint understanding between employees and employers on the new rules of communicating and collaborating remotely.

"The belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes, and that the team is safe for interpersonal risk taking" - Edmondson, 1999

Understanding Psychological Safety for modern business leaders 

It’s very much a buzzword in the world of leadership and coaching, so we thought we’d try to demystify ‘psychological safety’, outline why it’s so essential in the modern workplace and share 10 practical steps on how modern leaders can best adopt it to create happier and more productive businesses. 

The term refers to an environment where employees feel confident to express their opinions, ideas, and thoughts without fear of being punished, rejected, or marginalised. It was coined by Harvard Business School professor Amy Edmondson who defines it as “a shared belief that the team is safe for interpersonal risk-taking.”  

Edmondson encountered the concept during her time as a doctoral student in the 1990s, studying the impact of teamwork on medical errors. Surveys found a strong correlation between error rates and team effectiveness. Contrary to her prediction, high-performing hospital teams made more mistakes than weaker ones. Research confirmed ‘good’ teams actually reported more errors, because they had a healthier approach to making and talking about mistakes. 

### Why is it important in the workforce?

Leaders and businesses are working in ways they never have before, looking at new ways of communicating, often problem-solving and engaging teams from afar. As many employees return to the office or commit to working remotely indefinitely, it is imperative that leaders understand psychological safety and how it relates to the workplace.

A psychologically safe workplace can lead to higher job satisfaction and employee engagement, as individuals feel valued and heard. Paired with effective management and clear KPIs, this can empower employee retention and improved overall staff performance.

Conversely, a lack of psychological safety can create a toxic work environment where individuals are reluctant to speak up or contribute, leading to missed opportunities and decreased productivity. It can also lead to high levels of stress and burnout among employees. A 2019 Gallup poll found that just 3 out of 10 employees felt that their ‘opinions count’ at work.

### How can business leaders foster psychological safety in the workplace?

Assuming good intent within this dynamic is foundational in successfully fostering this environment. It's key to both personal relationships and a positive work environment, as it enables open communication, encourages innovation, and helps create a positive and inclusive workplace culture where people can speak up and take appropriate risks. 

Leaders need to prioritise resilience, self-direction, and adaptability in employees and managers. Similar to business operations over COVID, during a recession, the mindset and wellbeing of employees is crucial, requiring leaders to have strong internal communication skills. For leaders, speaking out is actually less important than how we react and respond to other team members.  
Business leaders can foster psychological safety in the workplace by taking the following steps:

__1. Make it Explicit:__

Talk with your team about the importance of creating psychological safety at work. Connect it to a higher purpose of greater organisational innovation, team engagement, and inclusion. 

__2. Set an Example:__

Show transparency and openness in your behaviour and encourage open communication throughout the team. Ask for help when you need it, and freely give help when asked. 

__3. Facilitate Conversation:__

Be open-minded, curious and compassionate when someone is brave enough to challenge the status quo. 

__4. Discuss Failure:__

Don’t punish experimentation and risk-taking. Embrace that mistakes are an opportunity for growth. Encourage learning from failure and disappointment, and openly share your own learnings from mistakes. 

__5. Build Trust:__

Trust is key to psychological safety. Focus on building trust with employees by keeping commitments and being consistent in your actions and decisions.

__6. Embrace Diversity:__

Encouraging diversity and inclusiveness in the workplace creates an environment where individuals feel valued and accepted.

__7. Handle Mistakes Constructively:__

Create a culture where mistakes are viewed as learning opportunities instead of deserving punishment or blame.

__8. Provide Resources and Support:__

Ensure employees have access to the resources and support they need to succeed and feel comfortable taking risks. This can include line management, peer groups or external coaching.

__9. Address Issues:__

Regularly evaluate the level of psychological safety in the workplace and take steps to address any issues that arise, such as providing training, coaching or changing company policies and practices.

__10. Celebrate Wins:__ 

Acknowledge what’s going well, however small, and appreciate people’s efforts. Encouraging and expressing gratitude reinforces your team members’ sense of self.

### How can leadership coaching help with psychological safety?

‘Authenticity’ is a key ingredient for creating workplace cultures that are rooted in psychological safety and belonging. Leaders who are authentic in how they behave are more likely to create safe, trusting, inclusive, and empowered teams where people feel comfortable sharing who they are and how they feel at work. This, in turn, can create a more engaged, productive, and innovative workforce.

Part of the work of a coach is to help organisations to identify the level of psychological safety they have in their team and how best to increase it. This could mean getting to grips with ‘openness’, ‘transparency’ or ‘vulnerability’ which can be transformational in corporate or hierarchical environments. 

__If this article has sparked your interest about making your leadership approach more inclusive, we’d love to talk about how we can support your goals.__


Our team shares reflections and suggestions they have come across coaching leaders and teams in inclusive leadership practices.

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