DEI After 5 with Sacha

One thing that’s become crystal clear in the past few years is this: leadership, as we knew it, doesn’t work anymore.The post-pandemic workplace is asking something different of us. And while some leaders are clinging to old playbooks—those rooted in control, hierarchy, and performance at all costs—others are leaning into something more sustainable and human: inclusive leadership.But let’s be honest. “Inclusive leadership” is one of those terms that’s gotten a lot of airtime but very little depth. It’s not just about hiring a diverse team or checking the right boxes during a quarterly review. It’s intentional. It’s introspective. And it requires action.On a recent episode of the DEI After 5 podcast, I spoke with two powerful voices in this space: Dr. Alex and Diane Finn. What I appreciated most was that neither of them treated inclusive leadership like a title you slap on your LinkedIn profile. For them, and for the leaders I work with, it’s something you practice. Daily.It Starts With IntentionalityDr. Alex reminded us that there’s no one-size-fits-all definition of inclusive leadership. But there are behaviors that show up consistently—like humility, active listening, curiosity, and the ability to create space for hard conversations.She emphasized that leaders must be willing to challenge the norms, ask why, and reflect on their own advantages—not with guilt, but with purpose. That’s the difference between performative allyship and real, lasting change.Diane’s journey into this work began with helping women re-enter the workforce through her company Reboot XL. Her scope expanded, but her goal stayed the same: to build cultures where people—especially those from underrepresented backgrounds—can thrive, not just survive.It Requires Self-ReflectionInclusive leadership is personal. It forces you to look in the mirror. Diane and Dr. Alex were aligned on this: the work starts within. It's about unpacking our own biases, understanding how our identities shape our experiences, and committing to ongoing self-awareness.You can’t lead inclusively if you’re disconnected from the people you lead.That’s why belonging is such a critical benchmark. It's not just about how leaders feel they're doing—it's about how the people around them experience their leadership. Do they feel seen? Heard? Respected? Safe?When we ask those questions, we uncover patterns. Maybe engagement scores for women, Black employees, or other marginalized groups are significantly lower. That’s a signal—not just to HR, but to leadership. Inclusive leadership is about naming those disparities and doing the work to understand and address them.It’s a Leadership Practice, Not a CheckboxThe truth is: inclusive leadership can’t just live at the middle management level. It must be modeled at the top. When senior leaders dismiss it as “not a priority” or treat it like a diversity checkbox, the rest of the organization follows suit. Culture change doesn’t happen through lip service. It happens through consistent action.That action might look like:* Actively sponsoring emerging leaders from underrepresented groups.* Creating psychologically safe spaces where dissent is welcomed—not punished.* Holding other leaders accountable for behaviors that harm team dynamics or reinforce bias.And it also looks like listening deeply—to the voices in the room, but also to the ones that haven’t been invited yet.It’s Not Just About Saying the Right ThingLet’s also name this: inclusive leadership is not about saying the perfect thing on a company-wide Zoom. It’s about what you do when nobody’s watching. It’s about how you navigate microaggressions, how you respond when you get something wrong, and how you repair trust when harm has occurred.We live in a world where people are scared of being “canceled.” But fear shouldn't stop us from growth. As Dr. Alex said, “Have the conversation. Make the mistake. Learn. Then try again.” That’s how trust is built.So What Now?If you’re listening to this and wondering where to start, here’s what I’ll offer:* Get honest with yourself. Where are your blind spots? What are you afraid to confront?* Choose one action. Whether it’s sponsoring someone, reviewing engagement data by demographics, or creating space for feedback—start somewhere.* Commit to the long haul. Inclusive leadership is a practice, not a performance. And the people you lead can tell the difference.🎧 Catch the full episode of DEI After 5 on Substack at 5:15 PM today.We go deeper into all of this—with real talk, lived experience, and practical takeaways for anyone leading teams in today’s workplace.And if you’re ready to explore how your organization can move from intention to impact, reach out. The Equity Equation is here to help you make inclusion real, not just aspirational. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit deiafter5.substack.com/subscribe

If there’s one thing I’ve learned in my work, it’s that inclusive workplaces don’t just happen. They’re built—with intention, consistency, and a clear commitment to amplifying voices that too often get left out of the conversation.In a recent episode of DEI After 5, I had the chance to talk with Dr. Nika White, someone who has built her career at the intersection of marketing, leadership, and inclusion. Her journey—from marketing communications into the work of building inclusive environments—reminded me of something I say often: inclusion isn't a vibe. It’s a practice. And intentionality is the engine that drives it.Let’s break that down.Inclusion Doesn’t Work Without IntentionThere’s a big difference between wanting to be inclusive and choosing to be. The latter requires planning, foresight, and daily action. Dr. White calls this being an intentional inclusionist—someone who actively looks for ways to make space for others and doesn’t wait for permission or a job title to do it.That kind of inclusion isn’t passive. It doesn’t show up because you added a statement to your website or dropped a few new stock photos into your next marketing campaign. It shows up when you build habits, ask better questions, and create systems that make people feel like they truly belong—not just like they’re being accommodated.And it’s not just the responsibility of DEI leaders or HR. Anyone can be an intentional inclusionist. In fact, it’s most powerful when it’s embedded into the day-to-day work of people across roles and departments. Think of it as inclusive leadership in action—whether you’re managing people or not.Storytelling Gets Better When More Voices Are HeardHere’s where Dr. White’s background in marketing really shines. She knows that storytelling isn’t just fluff—it’s strategy. And when stories are shaped by narrow perspectives, the result is often exclusion, even if unintentional.When you intentionally bring in underrepresented voices, your narratives don’t just become more diverse—they become more authentic, more resonant, and more powerful. That’s not just good for business. It’s essential for trust, connection, and credibility.Whether you’re creating a campaign, writing an internal memo, or running a team meeting, ask yourself: Whose perspective is missing? That one question can change the entire tone and impact of your message.The Real Impact: Belonging, Innovation, and ChangeWhen intentional inclusion becomes part of your workplace culture, the ripple effects are huge. People feel seen. Teams perform better. Innovation increases. And storytelling becomes a tool for transformation instead of just promotion.I’ve seen it in my own work and in the organizations I partner with: when people feel safe to share, they bring their best ideas forward. But that kind of safety and openness doesn’t come from surface-level statements—it comes from the daily practices of leaders, team members, and communicators who’ve made the choice to include on purpose.What It Looks Like in PracticeBeing an intentional inclusionist might look like:* Interrupting patterns—noticing who always gets the mic, the opportunity, or the benefit of the doubt.* Asking better questions—especially in meetings, interviews, and hiring panels.* Designing with real people in mind—not assumptions.* Telling stories with, not about, communities you want to reach.None of this requires a new department or a massive budget. It starts with clarity and commitment.We All Have a RoleDr. Nika’s story is a great reminder that inclusion work can be born out of noticing gaps—and then doing something about them. You don’t have to be a “DEI expert” to notice who’s missing from the room or whose ideas are constantly overlooked.Being an intentional inclusionist is about recognizing your influence—wherever you are in the organization—and choosing to use it to build something better.Because when we do, everyone benefits. The stories we tell become richer. The culture becomes more connected. And the workplace becomes a place where more people can thrive.✳️ Want to share how you’re practicing intentional inclusion? Drop a comment or hit reply—I’d love to hear what this looks like for you.✳️ If this resonated with you, share the post with someone else who’s working to build a better workplace, one intentional act at a time.Thanks for reading DEI After 5! This post is public so feel free to share it. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit deiafter5.substack.com/subscribe

New DEI After 5 episode live nowWe’ve all heard the terms: psychological safety, belonging, trust. They get tossed around in company town halls, folded into DEI statements, and dropped into leadership training decks. But let’s be real — most of what gets said about them barely scratches the surface.In this week’s episode of DEI After 5, I go beneath the buzzwords.Psychological safety isn’t about being “nice.” It’s not just about making people feel good. It’s about creating the kind of culture where people aren’t punished — directly or indirectly — for being honest, asking questions, making mistakes, or challenging the status quo. It’s the fertile ground where belonging and trust actually have a chance to grow.And yet, too often I see organizations trying to build belonging without doing the hard work of fostering safety. Or trying to build trust while still leading with secrecy and control. (Let’s talk about those “secret squirrel conversations.”)Here’s what I unpack in this episode:* Why psychological safety must come before belonging or trust can take root* How micro-moments — like who gets cut off in meetings or whose ideas get traction — shape the culture more than any policy ever could* What it looks like when psychological safety becomes performative* How leaders can begin to repair trust and model the safety they want their teams to feel* Why ongoing, real-time feedback (not just surveys) mattersIf you’re a people leader, a change agent, or just someone who wants to help shape a healthier workplace culture — this episode is for you.We also explore what it means to slow down, assess the health of your team, and ask the right questions about how your people are really doing. Because the truth is, safety doesn’t live in the mission statement. It lives in the day-to-day experiences of your team.As always, I’d love to hear what resonates — drop your thoughts in the comments or share how psychological safety is (or isn’t) showing up in your workplace.Until next time,~Sacha This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit deiafter5.substack.com/subscribe

It’s clear people are looking for ways to protect their peace. And if the comments, DMs, and emails are any indication, they’re also looking for permission to do so.That’s exactly why this conversation with Katrina Jones on DEI After 5 hit such a nerve. It’s one of our most-watched episodes, and it makes sense—this is the stuff so many of us have been trying to name. That quiet unraveling you feel when you’re committed to the work, but the workplace doesn’t care. That guilt for wanting to step back when the weight of everything is on your shoulders. That slow erosion of your well-being in places that claim to value you but rarely show it.Katrina and I talked candidly about the emotional toll of toxic work environments—especially for those of us doing work that is rooted in justice, inclusion, or lived experience. There’s a unique pain that comes with trying to create change in systems that don’t want to be changed.But here’s what we explored that I think we all need to hear:👉🏾 Detachment isn’t indifference.It’s not about giving up. It’s about reclaiming your energy. Katrina shared how she learned this through Al-Anon, where detachment is a practice of caring without carrying. That lesson applies to so many of us—especially those who’ve been conditioned to believe that our worth is tied to how much we endure.👉🏾 Boundaries are a gift to yourself.We talked about how hard it can be to stay connected to a toxic space—even after you've technically left. Colleagues texting you with drama. Group chats that keep you emotionally tethered to that old team. Staying in those loops can reopen wounds that you’re trying to heal. Sometimes, the most radical thing you can do is say: No more. That’s not cold—it’s clarity.👉🏾 You are not the vessel for someone else’s journey.This one’s personal for me. As a coach and consultant, I’ve had to learn (sometimes the hard way) that I can’t want transformation more than the people I’m working with. I can offer tools. I can hold space. But I cannot carry people to their breakthrough. That’s not mine to hold. And once I accepted that? Whew. Freedom.So what does detachment and boundary-setting actually look like in practice?Here are a few takeaways from the episode:* Recognize your triggers. Pay attention to the situations, people, or conversations that drain you.* Name your boundaries—and honor them. It’s not just about saying what you won’t tolerate. It’s about practicing it, even when it’s hard.* Redirect energy. Not every conversation deserves your engagement. Sometimes the best move is to shift the subject or step away entirely.* Make space for joy and recovery. Whether it’s rest, creativity, or connection—whatever fuels you needs to be prioritized, not postponed.* Remember, you are not the system. Just because you see what’s broken doesn’t mean it’s yours to fix.There’s power in choosing you. There’s freedom in saying, I can care deeply and still protect my peace.If you’ve been wrestling with how to stay whole in environments that chip away at your spirit, I hope this episode reminds you that you’re not alone—and that you don’t have to keep sacrificing yourself to be “the strong one.”Catch the full episode right here on Substack or where you listen to your favorite podcasts.Let me know—what boundaries are you setting this season to protect your peace? This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit deiafter5.substack.com/subscribe

When most people think about workplace safety, they imagine hard hats, ergonomic chairs, or maybe active shooter drills. What rarely comes up—but absolutely should—is how people feel at work. And that’s where psychosocial hazards come in.These aren’t just buzzwords or boxes to check. Psychosocial hazards are the silent threats that show up in how power is distributed, how people are treated, and what’s tolerated in the day-to-day culture of an organization. And yet, too often, they go unacknowledged—until someone breaks down, quits, or worse.Dr. I David Daniels joined me on DEI After 5 to dig into this topic, and what he shared should have every workplace paying attention.What Are Psychosocial Hazards, Really?Psychosocial hazards are the workplace conditions that can mess with your mental and emotional well-being. Things like:* Bullying or harassment (yep, still happening in 2025)* Excessive workload and unrealistic expectations* Micromanagement and lack of control over your own work* Isolation, exclusion, or lack of social support* Microaggressions (subtle, but cumulative and harmful)* Discrimination—overt or covertThese aren't just "bad vibes." These are real risk factors that impact how people think, engage, and show up at work. And if we’re being honest, they’re often written off as personal problems or interpersonal drama instead of being seen as organizational liabilities.Microaggressions: The “Small” Thing That Adds Up FastLet’s talk about microaggressions—those quick jabs people might not even realize they’re throwing. A joke about someone’s name. A comment about someone’s tone. A backhanded compliment about someone’s hair or clothes. These small moments are heavy for the person on the receiving end, especially when they pile up over time.If people are spending energy trying to decode whether they’re safe in a meeting or if it’s “worth it” to speak up, that’s not a thriving culture. That’s a hazard.Toxic Workplaces Don’t Just Happen. They’re Built.A toxic work environment is often the result of unchecked psychosocial hazards. Maybe it's a culture of fear. Maybe it’s leadership looking the other way when inappropriate behavior happens. Maybe it's the team dynamic that subtly punishes people for being “too different” or “too direct.”Whatever the case, the result is the same: employees disengage, mental health declines, and performance suffers. Burnout isn’t always about doing too much—it’s often about being in an environment that takes too much out of you, with too little support in return.So, What Can Organizations Actually Do?Addressing psychosocial hazards takes more than a wellness webinar or a ping pong table in the break room. Here’s where to start:* Take a real look at the culture. What’s being allowed? What’s being ignored?* Train leaders to recognize and respond to harmful behavior. Silence is complicity.* Reinforce policies with action—not just paperwork. If people don’t trust the system, it doesn’t work.* Create real feedback channels. And act on what you hear.* Prioritize psychological safety. Not just for show—but because it matters.Leadership Sets the ToneThis isn’t just an HR issue—it’s a leadership responsibility. Leaders shape culture, whether intentionally or not. If they’re not actively creating safety, then they might be passively reinforcing harm. Listening, transparency, and accountability are all leadership behaviors that reduce psychosocial hazards. It's time we stop thinking of those things as "soft skills" and start calling them what they are: critical safety tools.If your team is struggling, your retention is dipping, or people are showing signs of burnout—don’t just look at the workload. Look at the environment. Psychosocial hazards may be the root cause.If you're ready to dig into what's really going on in your workplace and want support assessing and addressing psychosocial hazards, schedule a call with our team. We’ll help you build a culture that’s not just productive—but safe, sustainable, and truly inclusive. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit deiafter5.substack.com/subscribe

We talk a lot about burnout, disconnection, and disengagement at work—but we don’t talk enough about how community can be the antidote.In this episode of DEI After 5, I share some reflections on how easy it is—especially for middle managers—to feel like you're carrying the load alone. You're expected to show up for everyone else, but who’s holding space for you? That’s where community comes in. And I’m not just talking about team bonding or a happy hour after work. I’m talking about the people who see you. The people who remind you that you’re not crazy. The ones who tell you the truth, even when it’s hard—and love you through it.Community isn’t just one thing. It might be your team, your friend group, your family, your group chat, or even your sorority sisters. Each circle gives us something different—sometimes it’s laughter, sometimes it’s accountability, and sometimes it’s the silence we need to breathe. But here’s the catch: we have to nurture it. Community doesn’t just happen. We have to choose to show up and be honest, even when it’s uncomfortable.In one of my recent trainings, folks from different departments came together for the first time—and they were shocked to realize how much they had in common. That moment reminded me how often we operate in silos, even within the same organization. We’re so focused on the work that we forget to connect as people. But when we make time for real conversations, we start to see that we’re not alone. And that changes everything.So I’ll ask you what I asked the group:Who’s in your corner right now?Where do you feel safe enough to be real?And what communities have you maybe drifted away from, that it might be time to revisit?This is about survival. Especially in times like these, we need spaces that refill our cup. And when we tend to those spaces, we become better teammates, better leaders, and better humans.We don't have to do this alone.Let’s stop pretending we do. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit deiafter5.substack.com/subscribe

In this re-release of my conversation with Amy Waninger, we’re revisiting a topic that’s even more urgent today than when we first recorded it: the vital role middle managers play in building inclusive, psychologically safe workplaces—and the real cost when they’re left out of the conversation.The Reality Behind the RhetoricIt’s easy to talk about inclusion at the top. Executive teams set strategic priorities, launch statements, and announce new initiatives. But the real test of whether those values translate into everyday action? That falls to middle managers.They’re the ones leading the one-on-ones, navigating interpersonal tensions, and trying to keep teams engaged—all while fielding pressure from above and burnout from within. And when they aren’t equipped or supported to lead inclusively, the gap between what’s said and what’s done starts to widen.The Disconnect We’re Not Talking AboutAs Amy and I discussed, the DEI goals that sound good in the boardroom often miss the mark on the ground. Middle managers are expected to deliver results, keep their teams motivated, and somehow embody organizational values—without a clear roadmap or the breathing room to figure it out. No wonder so many feel overwhelmed, unclear, or caught in the middle.And now, with formal DEI programs under scrutiny or disappearing entirely, many organizations are quietly shifting the burden of inclusion to people who are already stretched thin. That’s not a strategy. It’s a setup.Empowerment ≠ Expectations Without SupportIf we want DEI—or more broadly, inclusion, safety, and belonging—to take root, we have to stop treating middle managers like afterthoughts. Instead, we need to empower them with:* Practical, action-focused training that helps them build inclusive habits into how they lead—not just what they know.* Clear expectations and aligned incentives so inclusion isn't treated as "extra" work.* Ongoing coaching and peer learning to normalize the messiness of leading people through real-life challenges.* Resources and tools that take the guesswork out of hard conversations.* Recognition that reinforces that people leadership is culture work—and it matters.This isn’t about turning middle managers into DEI experts. It’s about helping them become the kind of leaders people trust. That’s what psychological safety looks like in practice.What This Means for the Work AheadThe middle manager burnout I’ve been speaking about lately? It’s tied directly to this gap. We keep asking managers to do more without giving them the conditions to do it well. If we want accountability, we need alignment. If we want impact, we need investment. And if we want culture change, we need to start with the people holding the line.Amy’s insights remain incredibly relevant—and if anything, the stakes have gotten higher. Let’s not keep putting the weight of inclusion on the shoulders of people we aren’t willing to support.✨ Want to dig deeper into this conversation and learn how to support your middle managers? This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit deiafter5.substack.com/subscribe

Let’s be real—what’s happening in the world doesn’t stop at the office door. We don’t get to hang our worries on a hook next to our coats and step into a perfectly insulated work bubble. And yet, too often, that’s exactly what workplaces expect us to do.In this week’s episode of DEI After 5, I’m talking about the impact of external events—whether they’re global, national, or deeply personal—and how they show up in our work lives. Because they do show up. In our energy levels. In how we communicate. In the tension that’s just under the surface of our meetings. In our ability to lead, manage, or just make it through the day.If we’ve learned anything over the last few years—from the pandemic to political shifts to ongoing violence and injustice—it’s that there is no clean line separating our professional and personal lives. And pretending that line exists only makes things worse.Workplaces that recognize this reality—and respond with empathy, flexibility, and support—are the ones that build trust and loyalty. The ones that ignore it? They risk burnout, disengagement, and quiet quitting long before anyone sends in a resignation email.DEI After 5 is a reader-supported publication. To receive new posts and support my work, consider becoming a free or paid subscriber.Here’s what I break down in the episode:Leaders, Check In—And Mean ItAsking “how are you?” can’t just be a formality. It has to be an invitation. One that people trust won’t be used against them later. Leaders don’t have to solve everything—but they do need to create space for honesty and support.Stop Romanticizing the GrindTaking a break isn’t weakness. It's wisdom. We all need time to reset, especially when the world feels heavy. Encourage your team—and yourself—to slow down when needed. A rested team is a resilient team.Don’t Wait for the AskSometimes the people who are struggling the most won’t say a word. That’s why it's so important to proactively share resources, support systems, and flexible options. Don’t make care conditional on a formal request.Inclusion Is More Than a PolicyIt’s about recognizing that we all carry different burdens—and that what’s happening outside of work impacts each of us in unique ways. Let’s lead with curiosity, not assumptions.This episode is a reminder that our humanity doesn’t pause during work hours. And that acknowledging what people are carrying—without judgment—might be the most powerful leadership move we make all week.Give it a listen. Reflect. Then ask yourself: how am I showing up for others… and for myself? This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit deiafter5.substack.com/subscribe

Welcome to this week's episode of DEI After 5. Today, I decided to shift our focus slightly while still staying within the realm of diversity, equity, and inclusion (DEI). Specifically, I want to delve into the inclusion aspect and address a pressing issue I've been noticing: burnout among first-line and middle managers.Through my recent webinars, client conversations, and surveys, I've identified that burnout is less about the workload and more about the organizational culture. Middle managers, in particular, are feeling emotionally exhausted and unsupported. They are tasked with creating environments of psychological safety and inclusion but often don't receive the same support from their higher-ups.Three key themes have emerged:* Emotional Exhaustion and Lack of Support: Many middle managers feel they are not getting the support they need, which adds to their emotional burden.* Misalignment Between Actions and Words: There's a disconnect between what organizations say and what they do, leading to a lack of trust and increased burnout.* Need for Connection: Middle managers crave opportunities to connect, brainstorm, and realize they are not alone in their struggles.To address these issues, I suggest the following actionable steps:* Model the Pause: Leaders should demonstrate the importance of taking breaks and reflecting, setting an example for their teams.* Two-Way Feedback Loops: Create environments where feedback is encouraged and valued, and ensure it's not just top-down but also bottom-up.* Shift from Wellness Perks to a Culture of Wellness: Move beyond superficial wellness perks and foster a genuine culture of wellness within the organization.Additionally, always ask your team members, "What can I do to help you be successful here?" This shows that you value them as individuals and are committed to their growth and well-being.I hope these insights and tips help you build a more inclusive and psychologically safe environment within your organization. We'll continue to explore these topics in future episodes. Feel free to leave us a message with any topics you'd like us to cover. DEI After 5 is a reader-supported publication and podcast. To receive new posts and support my work, consider becoming a free or paid subscriber. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit deiafter5.substack.com/subscribe

The Evolution of DEI Roles and the Importance of Skills AlignmentIn recent years, Diversity, Equity, and Inclusion (DEI) roles have experienced significant transformations, largely in response to shifting organizational priorities and economic conditions. As discussed in this episode, many organizations are reevaluating their DEI initiatives, with some even scaling back due to external pressures, such as anti-DEI legislation. However, this evolution presents a unique opportunity for individuals to focus on how their existing skills can contribute to organizational goals, regardless of whether their job title explicitly includes DEI.Understanding the LandscapeSacha and guest, Andrea G. Tatum, highlight that the current economic climate has prompted many companies to scrutinize their bottom lines, resulting in layoffs and a reevaluation of roles across various departments. This reassessment has created a divide: some organizations are abandoning DEI efforts altogether, while others recognize the importance of embedding DEI principles into their core operations. For those looking to enter or transition within the DEI space, it is crucial to understand this landscape and how their skills can align with organizational needs.Skills Over TitlesOne of the key takeaways from the conversation is that DEI is not confined to a singular job title or department. Instead, it is an ecosystem that spans various functions within an organization. Individuals should recognize that their roles—whether in HR, marketing, product management, or any other area—can incorporate DEI principles. For example, a talent acquisition professional can influence diversity in hiring practices, while a product manager can ensure that products are developed with an inclusive lens.They emphasize the importance of moving beyond a narrow focus on DEI job titles. Instead, individuals should consider how their skills and experiences can contribute to creating a more equitable and inclusive workplace. This means being able to articulate how their work impacts DEI outcomes, even if their official title does not reflect that focus.The Importance of ResultsAs Andrea points out, it is essential for individuals to frame their experiences in terms of results. When applying for jobs or discussing their career narratives, candidates should highlight not just what they have done, but also the outcomes of their actions. For instance, rather than simply stating that they managed an Employee Resource Group (ERG), they should explain how that management led to increased engagement or improved retention rates among underrepresented groups.This results-oriented approach is particularly important in a competitive job market, where organizations are looking for candidates who can demonstrate their value in tangible ways. By focusing on how their skills can drive organizational goals—such as enhancing employee engagement, improving customer satisfaction, or fostering innovation—individuals can position themselves as valuable assets, regardless of their formal job titles.ConclusionIn conclusion, as DEI roles continue to evolve, individuals should embrace the idea that they can contribute to DEI efforts from any position within an organization. By understanding the broader ecosystem of DEI, focusing on their transferable skills, and articulating the results of their work, they can effectively align themselves with organizational goals. This proactive approach not only enhances their career prospects but also supports the ongoing need for diversity, equity, and inclusion in the workplace. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit deiafter5.substack.com/subscribe

In this episode of DEI After 5, we celebrate the return of the podcast after a brief hiatus. Sacha reflects on the importance of continuing discussions around diversity, equity, and inclusion (DEI) in the workplace and beyond. While the podcast name remains the same, the focus has expanded to encompass how DEI practices influence our lives, communities, and organizational cultures beyond 5 PM. Listeners can expect to see more solo episodes from Sacha, alongside guest appearances, fostering deeper conversations. The episode invites audience engagement, encouraging listeners to submit questions or topics for discussion, and highlights the new Substack platform for ongoing connection and content. Join us as we explore how to authentically incorporate DEI into every aspect of our lives. New episodes begin on June 3rd! This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit deiafter5.substack.com/subscribe

What does it mean to embody inclusion and belonging in your everyday life? How can community shape our success? By exploring these questions, Nancy and I uncover the importance of intentionally living out our beliefs, not just displaying them. It’s about setting the standard for behavior and modeling a culture that nurtures understanding and acceptance. The journey to success is rarely solo; it thrives in the richness of community, especially in places like Minneapolis, surrounded by innovation and Fortune 500 companies. Let's dive into what it truly means to embody our values and foster an inclusive environment that celebrates our unique differences.Find the full episode below:DEI After 5 is a reader-supported publication. To receive new posts and support my work, consider becoming a free or paid subscriber. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit deiafter5.substack.com/subscribe

In this episode of DEI After 5, host Sacha Thompson welcomes Dr. Daniel Jolles, a behavioral scientist and research officer at the London School of Economics. They explore the often-overlooked topic of age diversity in the workplace, discussing the generational miscommunications and differing values that can arise in diverse work environments. Dr. Jolles shares insights from his background in corporate project management, highlighting how redundancies disproportionately affect older employees. Tune in for an enlightening conversation on the importance of recognizing and addressing age diversity as part of a broader approach to diversity, equity, and inclusion. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit deiafter5.substack.com/subscribe

In this episode of DEI After 5, host Sacha Thompson welcomes Sara Taylor from Deep Sea Consulting to discuss the impact of election season on workplace dynamics, particularly regarding diversity, equity, and inclusion (DEI). As the political landscape becomes contentious, DEI initiatives are increasingly under attack, leading to a critical examination of how these issues infiltrate the workplace. With 35 years of experience in the DEI field, Sara shares insights on managing and navigating the intersection of politics and workplace culture. Tune in to explore strategies for addressing anti-DEI sentiments and fostering an inclusive environment amidst external pressures. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit deiafter5.substack.com/subscribe