When I started my first job as a post-room boy at a local manufacturing company, I was struck by the rampant gender segregation. Women dominated the typing pools and switchboards, while the men occupied the executive floors. Over two decades, I climbed the corporate ladder and eventually sat on the leadership team for Citymax, a tech company majority-owned by Credit Suisse. 
Later, in 2000, I founded E2W, a London-based organization dedicated to promoting gender equity in financial services. This work helped me to understand the persistent barriers and challenges women face in the workplace. Despite our efforts, progress was frustratingly slow.  
A report among 200 financial firms from European think-tank New Financial shows that female representation has risen to 35%. Although this shows an improvement since 2015 it still falls below 50%.  
E2W’s research shows that most firms in the sector have between 20-30% of women in top-quartile earning roles. This gap is closing at about 1% per year – so it will be another 20-30 years before we see genuine equality in the ranks of upper management.  
But representation is not enough. Women and those from other underrepresented groups have a significantly poorer lived experience in the workplace than men do. These challenges stem from existing behaviors, cultures, and values, yet organizations rarely address these issues openly. 
The first step toward meaningful inclusion involves reshaping the conversation to ensure that men see themselves as integral to the DE&I journey. 
Enhancing diversity, equity, and inclusion (DE&I) initiatives requires broad participation. Traditional DE&I strategies often focus on recruitment and “fixing” women – while implicitly blaming men, which can leave them feeling alienated and defensive. Engaging men in DE&I conversations is crucial for fostering a more inclusive and equitable workplace. 
Typically, the first interaction men have with DE&I involves being labeled as privileged, biased, or aggressive. Such labels can be off-putting and provoke resistance rather than engagement, as they cast men in a negative light from the outset, without offering a constructive role for them to play in the solution. 
Consequently, many men perceive DE&I initiatives as a threat rather than an opportunity. They feel excluded from these conversations and often believe that the focus on diversity has “gone too far.”  
The execution of these DE&I strategies – which tend to focus on boosting the proportion of underrepresented groups – often leads to a perceived zero-sum game, where men feel that their opportunities are being reduced to accommodate these changes. 
This sense of loss and exclusion can create an environment where men are defensive and less likely to support or engage with DE&I initiatives.
Unsurprisingly, when firms call for male allies to support diversity initiatives, few come forward. And when they do, they are often asked or see their role as helping women to succeed in the current culture rather than changing it. For example, their role may be seen as helping women to speak up in meetings to be heard and not interrupted, rather than changing the way the meeting is run. 
The first step toward meaningful inclusion involves reshaping the conversation to ensure that men see themselves as integral to the DE&I journey. Rather than positioning DE&I as a corrective measure, it should be framed as a collective effort toward representation that benefits everyone.  
The highest levels of inclusivity are in all our interests. When asked what they want and expect from workplaces, people give very similar answers, regardless of their gender, ethnicity, sexuality, or age. Fairness, meritocracy, equal opportunity, respect, fulfillment, reward, and appreciation are among the top answers.  
We would all benefit from improved levels of inclusivity. And, by doing so, we can move away from a blame-centric approach and toward a more collaborative strategy. 
“Our goal is to engage men in DE&I efforts, helping them understand that advancing equity benefits everyone.”
Frustrated by the slow pace of change, I co-founded Men for Inclusion with my business partner Gary Ford. Our goal is to engage men in DE&I efforts, helping them understand that advancing equity benefits everyone. Men need to be part of the conversation, not as outsiders but as key stakeholders. 
When engaging men, our approach is fourfold: 
Men lag behind women in breaking free from traditional gender roles, which limits choices, opportunities, health, well-being, and professional growth. Breaking these stereotypes allows men to become the managers, fathers, husbands, partners, and individuals they aspire to be. As the actress Emma Watson aptly put it: “We don’t often talk about men being imprisoned by gender stereotypes, but I can see that they are – and that when they are free, things will change for women as a natural consequence.”
Showcasing workplace changes like hybrid working, paternity leave, meritocracy, and inclusivity can shift perspectives by highlighting their benefits for men. Many men value the flexibility and improved work-life balance these changes offer and gain from inclusive environments. Stressing that DE&I initiatives foster a more supportive workplace for all can demonstrate to men that these efforts are also in their best interests.  
We help men see how DE&I initiatives benefit their loved ones, too. Many men are inspired by the women in their lives — mothers, wives, daughters — and recognizing the broader impact of DE&I efforts, can be a powerful motivator. When men understand that supporting DE&I can lead to better outcomes for their families and friends, they are more likely to engage positively. 
Men often have their own diversity characteristics, such as coming from a working-class background or having neurodivergent conditions like dyslexia (which I have myself). Creating safe spaces for men to explore and share these experiences fosters empathy and personal investment in DE&I. When men relate their struggles to those of underrepresented groups, it builds a sense of solidarity and mutual support. 
With these four approaches, Men for Inclusion has worked with 58 organizations across multiple sectors to engage leaders and men in DE&I initiatives over the past four years. We often start by securing board-level buy-in, as role modeling from the top is crucial. Boards that walk the walk – setting the example for inclusive leadership and discarding old-fashioned stereotypes – set a powerful example. 
Our work has shown that when men are included and engaged, they become “culture carriers” and change behaviors to align with company values. For instance, in organizations where the board actively participates in DE&I, we see (anecdotally) a higher uptake of inclusive policies. 
This demonstrates that men, when given the opportunity and encouragement, can play a vital role in advancing equity. But there are other important steps for companies to take:  
By involving men and making DE&I a shared goal, we can create a workplace where everyone thrives.
Shift from a diversity-centric to an inclusion-centric approach. Focus on creating an environment where everyone feels valued and included. Rather than solely focusing on representation, stress the importance of creating a culture where all employees, regardless of background, can thrive. 
Help men see the personal benefits of DE&I. Share stories and examples that resonate with their experiences and challenges. Highlight how supporting DE&I can lead to better outcomes for their families and personal lives, making the case that it is in their own interests to engage positively. 
Establish forums where men can share their stories and learn about the experiences of others. This fosters empathy and understanding. Providing a safe and supportive environment for men to discuss their challenges and hear from underrepresented groups can build bridges and reduce resistance. 
Ensure leadership visibly supports and participates in DE&I initiatives. Their behavior sets the tone for the rest of the organization. Leaders who actively engage in DE&I efforts and demonstrate inclusive behaviors can inspire others to follow suit. 
Develop policies that benefit everyone, like flexible working arrangements. Highlight how these policies improve work-life balance and overall well-being for all employees. Ensuring that DE&I initiatives lead to tangible benefits for every employee can help to garner wider support. 
In sum, inclusion is a muscle that we can all exercise daily. By involving men and making DE&I a shared goal, we can create a workplace where everyone thrives. Together, we can accelerate the pace of change and achieve true equity. 
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