Diversity will get you to join a team, but inclusion will make you stay

I recently had the privilege of chairing the Women in Payments Dubai Symposium and listened to a fascinating discussion on the importance of male allyship in achieving gender parity. As a female founder and CEO working with start-ups, scale-ups, global organisations and industry trade bodies in the financial services sector, but also in my capacity as mentor, coach and vocal advocate of DE&I in the workplace, I found the dialogue profoundly resonant. We often focus narrowly on achieving quota targets, but the conversation has now shifted from mere representation to the deeper, more complex work of inclusion and systemic change.

Here are the key themes that stood out for me, which must now shape how we lead our organisations towards achieving gender parity:

1. Diversity Doesn't Just Look Good, It Drives the Bottom Line

One of the most compelling parts of the discussion was the real-world evidence demonstrating that diversity directly correlates to success. We heard how intentional efforts to hire diversely  - not just in gender, but across regional backgrounds - led directly to tangible results, including business growth, increased numbers, and in one instance, success in being acquired by a large payments provider.

This underscores an essential truth for me - diversity improves the quality of thinking, collaboration, and innovation. Diversity is not just a moral obligation; it should be recognised as a core component of competitive strategy.

2. The Power of Intentional Male Allyship and Executive Sponsorship

The panel hammered home that gender parity is not a ‘women’s issue’; it requires active, intentional engagement from male colleagues. Male allyship is a crucial element for driving systemic change by challenging traditional gender norms and actively supporting women's empowerment.

What particularly struck me was the distinction and strategic importance of male sponsorship. One leader shared that her progress into senior executive leadership was only achieved through being vocal about her career intentions and by intentionally seeking out male executive sponsorship. And we must recognise that while mentors are typically more senior and accomplished, allies can be peers or juniors who provide crucial support. 

This type of allyship is essential because leaders need to use their influence to challenge entrenched cultural biases, for example, challenging mid-level managers who hesitate to hire women for sales roles, believing certain jobs are better suited for men. We need allies who are prepared to take a risk and actively promote female talent.

3. The Shift from Diversity to Belonging

Perhaps the most critical clarity for me came from the distinction between diversity and inclusion. As one panellist explained - and I wholeheartedly agree - "diversity will get you to join the team, but inclusion will make you stay".

We cannot stop once the hiring numbers look good. We need to foster a culture where women feel a genuine sense of belonging. This means creating an environment where all voices are heard. Actively intervening when female colleagues are being talked over in meetings and ensuring everyone has a chance to speak fosters confidence and inclusion.

Inclusion is everyone’s job. It demands conscious action, such as purposefully shifting dialogue so different individuals take on tasks like taking notes, which shifts existing and entrenched gender expectations.

4. Policy Must Drive Process and Progress

Good intentions aren’t enough - we need enforceable actions to drive process and progress.

Leaders must signal intent from the very top. I was inspired by the story of a company that had zero female representation on its management committee. The first action taken was to expand the committee to include women, ensuring that it wasn't just men deciding how to increase diversity. Furthermore, the firm implemented processes requiring candidates from diverse backgrounds to be invited for open positions and ensuring that interview panels and selection processes were themselves diverse, ensuring transparency in inclusion and promotions.

5. A Call to Action for Leadership and Industry

Our collective job, not just within the payments industry but across financial services, is far from over. We are already seeing progress - 46% of women in the Middle East now hold accounts in their names, and digital payment usage by women is on the rise. But if we are to truly reduce the gender gap and advance financial inclusion, we must ensure women are fully represented among the decision-makers: the regulators, innovators, and product developers.

Our collective job as leaders and executives is ongoing:

For Male Allies and Sponsors:

1. Be intentional: Actively mentor and sponsor women, particularly in traditionally male-dominated areas like sales. Use your influence to challenge cultural biases at all levels of management.

2. Amplify voices: In meetings, observe who is speaking and who is being heard. If a female colleague is talked over, pause the conversation and ensure her point is recognised.

3. Support policy: Advocate for transparent policies that mandate diverse interview panels and candidate pools, ensuring that the process drives real change and progress.

For Female Leaders and Founders:

1. Seek sponsorship: Be intentional and vocal about your career ambitions, including aiming for the executive board. Don't wait to be asked; actively seek out executive male sponsorship.

2. Lift others: Allyship also means women lifting other women. Encourage those who lack confidence in presenting or pursuing leadership roles.

3. Courage is key: We must step up to take roles that may historically have been unavailable or seen as unsuitable, proving that we can achieve great results in these positions.

Achieving gender parity requires everyone - male and female, junior and senior - to work together, contributing their unique strengths, and creating an inclusive workplace that is stronger and truly built to last.