By Vanessa Roknic

“She’s too emotional and passionate when sharing her perspective.”
“She needs to learn how to be quiet.”
“She’s too confident.”
These are all things I’ve heard myself at one point or another throughout my career.
The theme running through these critiques ultimately boils down to the idea of executive presence – how a leader presents themselves and their persona. All too often, our organizations fall into the default mode of judging what a leader should look like based on traditionally masculine-coded ideas.
Defining Executive Presence
At its core, executive presence embodies the ability to create trust and confidence in your capabilities in a professional setting. It encompasses a blend of charisma, gravitas, and authenticity that leaves a lasting impression on others. However, for many women, myself included, achieving this is a balancing act that can sometimes feel elusive.
One of the most glaring obstacles women face in cultivating executive presence is the pervasive pressure to conform to societal norms and expectations. From a young age, girls are often taught to prioritize likability over assertiveness, leading to a reluctance to speak up and assert their opinions confidently. As we ascend the ranks in our careers, these ingrained behaviors can manifest in subtle ways, undermining our ability to command authority and influence.
Moreover, women are frequently held to a different standard than their male counterparts when it comes to displaying emotions in the workplace. While passion and conviction are praised in men, they are often perceived as signs of weakness or instability in women. I’ve witnessed firsthand how women who are simply expressing themselves or challenging the status quo are unfairly labeled as “too emotional” or “difficult to work with,” further perpetuating stereotypes.
A Long Way Still to Go
Despite significant strides towards gender equality, gender biases still exist in our society. Women continue to face systemic barriers and unconscious biases that undermine their credibility in the workplace.
I’ve seen countless articles on bias in the C-suite, but it still shocks me when I see it firsthand. Those are the moments that stand out to me.
I was in the early stages of a new role when I was invited to a meeting with my manager and two senior leaders.
It was a pretty standard discussion at first. Then, midway through the meeting, the male leader interjected abruptly, telling his female colleague to stop speaking and let him talk.
I later told my manager that I was very uncomfortable with how that conversation unfolded. To my dismay, my manager replied, “She needs to learn to be quiet.”
That’s when I realized what kind of culture I was up against. The voice of the man was deemed more valuable.
From subtle microaggressions to overt discrimination, these behaviors and norms erode confidence and impede our ability to assert ourselves effectively. I’ll never forget the story of a colleague who was chastised by a boss who told her that she needed to not wear as much make-up in order to be taken seriously.
However, amidst these challenges, I’ve met so many women who defied the odds and embraced their authentic selves unapologetically. This is becoming increasingly prevalent today, especially as a new generation with different expectations comes of age in the workplace.
So, how do these women overcome these barriers and cultivate a strong executive presence? What can we learn from their examples?
- Embrace Authenticity: Instead of striving to meet someone else’s ideas of what a leader should be, embrace your unique strengths and qualities. Authenticity breeds trust and credibility, allowing you to connect with others on a deeper level and wield greater influence. Embrace the things that make you, YOU.
- Speak Up: Don’t shy away from voicing your opinions and ideas, even if they diverge from the consensus. You have a seat at the table for a reason. Your perspective matters, and by speaking up, you contribute valuable insights and perspectives to the conversation. It’s not always easy to find the courage in the moment; think of it as a muscle that you cultivate over time. You get stronger the more that you do it.
- Build a Support Network: Surround yourself with men and women, with mentors, sponsors, and allies who champion and prioritize your growth and development. Find those who will stand in your corner. Seek out opportunities for mentorship and networking to expand your sphere of influence and gain valuable guidance.
- Challenge the Status Quo: Don’t be afraid to challenge outdated norms and practices that perpetuate inequality. Whether it’s advocating for gender-balanced leadership or challenging biased decision-making processes, be a catalyst for change within your organization. You can find small ways to work toward this goal in virtually every meeting and interaction if you look for opportunities.
Achieving executive presence is not about conforming to rigid stereotypes or sacrificing authenticity for the sake of conformity.
It’s about owning your voice, embracing your unique qualities, and leveraging your individual strengths to lead with confidence and conviction. We can push to redefine traditional notions of leadership and pave the way for a more inclusive and equitable future.
Let’s seize the opportunity to break free from the constraints of conforming to someone else’s expectations of what leadership looks like – and embrace our true power in the workplace.
Vanessa Roknic
Vanessa Roknic is a Senior Commercial Innovation Executive & Digital Transformation Leader with over 18 years of experience in the pharmaceutical industry.
By Christina Guerola Sarchio with Dechert LLP

Why did I decide to be a litigator?
As a child of immigrant parents who spoke little English, I often served as my family’s spokesperson, negotiator and advisor. I realized at an early age I was an effective advocate, especially for those who did not have a voice, and being a lawyer seemed like a natural fit. As I learned more about different types of law, the thrill of the courtroom, the opportunity to engage in compelling legal arguments, and the requirement to think critically and creatively, all appealed to me about litigation.
What are some of the challenges/obstacles I faced pursuing a career in the legal industry?
As the first person in my family to go to college and then law school, I struggled initially with navigating a professional environment. In addition, the lack of representation of Hispanic lawyers in major law firms sometimes made it feel isolating – often there were no role models at all. I also felt that I did not have the professional network and connections that some of my peers had, particularly those who grew up in a family of lawyers. But I realized that these challenges presented opportunities for me to develop my networking skills, my resilience and, frankly, provided me with a unique perspective that has been an asset in approaching legal issues creatively.
What are some of the strategies I used to navigate the complex nature of law firm life?
To navigate the complexities of law firm life, I focused on building a strong professional network and seeking guidance from experienced attorneys. I also made it a priority to participate in professional development opportunities to better hone my skills. Embracing my unique perspective as a Hispanic lawyer allowed me to contribute to diversity initiatives within my firm, fostering a more inclusive workplace. In addition, getting involved with the Hispanic National Bar Association provided me with a community that offered me both moral and professional support.
What advice would I give to other Hispanic American law school students and junior law associates who want to pursue a law career?
My advice to Hispanic American law school students and junior associates is to embrace your identity and use it as a strength. Seek out mentors who understand your journey and can provide valuable insights. Stay committed to your goals, even in the face of adversity, and don’t hesitate to advocate for yourself. Engage with organizations that support diversity in the legal profession, as they offer resources and opportunities for growth.
Why is professional development and training important for Hispanic American junior and mid-level associates and senior counsel?
Professional development and training are necessary for all lawyers because they provide the tools and skills needed to excel in a competitive field. Throughout the course of my career, I have found it helpful to enhance my legal skills, ensure I am up to date on the law and industry practices, and be a better manager of my team. This continuous learning not only improves client service and satisfaction, but also ensures compliance with ethical standards and regulatory requirements. Additionally, training also provides valuable networking opportunities and contributes to increased job satisfaction and motivation, ultimately benefiting both the individual and the firm.
Why I felt the need to be a part of the Hispanic National Bar Association?
After 25 years of membership in the Hispanic National Bar Association (HNBA) and now serving as president, I felt it was time for me to give back in a meaningful way. Unfortunately, the needle on diversity in the legal profession has not moved much in the almost 30 years I have been practicing law. Because of the recent U.S. Supreme Court decision on affirmative action – even though that decision was limited to education – diversity programs in law firms and corporate legal departments are at great risk. So now, more than ever, we need stronger advocacy for diversity and inclusion within the legal profession, supporting the advancement of Hispanic lawyers, and creating opportunities for networking and mentorship. Being part of the HNBA allows me to both give back and help pave the way for future generations of Hispanic lawyers.
Christina Guerola Sarchio
Christina Guerola Sarchio, a partner in the Securities and Complex Litigation practice and deputy chair of global talent at Dechert, focuses her practice on general commercial litigation, class actions and white collar defense, with significant experience in the consumer products, financial, oil and gas, pharmaceutical, technology and sports industries.

PDJ Recognizes our First Ever
Emerging Leaders Award Winners
For more than two decades, Profiles in Diversity Journal® has had the honor of recognizing and celebrating diverse leaders for over 26 years. Our mission has always been to highlight individuals who make significant contributions to their organizations and communities. We are proud to honor our Emerging Leaders Award winners. This is a new initiative to recognize the outstanding leadership and contributions of emerging professionals within organizations.
The eighteen profiles that appear in this issue recognize and celebrate the hard work and impressive achievements of these Emerging Leaders. Each award recipient has also provided us with answers to some interesting questions and an essay that will give you, our readers, a chance to better know these multitalented and trailblazing individuals.
Welcome to PDJ’s first ever Emerging Leaders Awards.
2024 Emerging Leaders Award Winners
- Axinn, Veltrop & Harkrider LLP – Rebecca L. Clegg – Counsel
- Axinn, Veltrop & Harkrider LLP – Kail J. Jethmalani – Partner
- Axinn, Veltrop & Harkrider LLP – Carol Xianxiao Liu – Counsel
- Epiq – Tayler Bradley – Design QA Lead
- Gibbons P.C. – Bria S. Beaufort – Associate, Employment & Labor Law Group
- Idaho National Laboratory – Athena Britschgi-Fowler – Safeguards & Security Program Specialist
- Idaho National Laboratory – Dr. Fabiola Cappia – Deputy Division Director
- Idaho National Laboratory – Dr. Rajiv Khadka – Visualization Researcher
- Idaho National Laboratory – Hope Morrow – Workforce and Economic Development Programs Manager
- Idaho National Laboratory – Alyssa Spence – Reactor Supervisor and Senior Reactor Operator
- Idaho National Laboratory – Dr. Ange-Lionel Toba – Decision Sciences Department Systems Scientist
- Knobbe Martens – Ben Kaito Shiroma – Associate
- Latham & Watkins – Y. Bora Bozkurt – Partner
- Latham & Watkins – Hadrian Luo – Associate
- Robins Kaplan LLP – Lauren Coppola – Partner; Chair, Telecommunications Practice; Deputy Managing Partner, Boston Office
- Sanford Heisler Sharp, LLP – Kate Mueting – Firm Administrative Partner
- Texas Tech Health El Paso – Danielle Urbina – Assistant Vice President for Marketing & Communications
- Upbound – Priscila De France – Principal DEI Business Partner

By Michael Stuber

Anti-woke boycott, perceived reverse discrimination, fragile business cases and misplaced identity politics: DEI work of past decades has contributed to multiple issues. Three strategies can overcome these challenges.
For more than three decades, the DEI journey knew only one direction: forwards, combined with growth. Our agenda has been mounting topics and tools, developed assessments and awards, and created new stakeholders and structures. As a result, many initiatives are now taken for granted – regardless of value-add – and evaluations look great, although positive scores often come from audiences who had always been convinced of DEI. Our analyses of the backlash of the past few years have revealed three critical gaps that need to be addressed in order to reframe DEI. I present them in more detail in my current “Rescue DEI Trilogy”on the KnowledgeBlog http://en.diversitymine.eu.
IMPACT GAPS
A current study suggests that the most wide-spread DEI programmes are actually counterproductive (!) to making progress. The analysis of big data identified the prevalence of 16 common DEI practices and their impact on the representation of diverse groups in management. Scientists note that all ineffective practices were at the same time frequently implemented while the effective ones are less often realized. While I have shared a number of critical aspects of the study it must be considered as another wake-up call to question the impact (and contribution) of DEI initiatives, in particular those we consider to be core, standard, good or best practices. Evaluations might reveal that some ongoing investment is still relevant as a charitable or philanthropy activity.
“Doing a lot for DEI created noise, doing smart things supports valuable change.”
ENGAGEMENT GAPS
A different discrepancy, yet related to the above, is the involvement of stakeholders in DEI. Some initiatives were (rightfully) geared at previously marginalised groups by design while over time, all programmes claimed to welcome everyone. On the other hand, some DEI tools targeted people who had not yet fully embraced the relevance, necessity and value of more inclusive practices. The current bottom line, however, is that we see camps of people that regularly engage in DEI activities and others who only participate when they are encouraged to do so. This has undermined the relevance of DEI which is underscored by, e.g., a current study of HR trends that identifies twelve key future topics and does not mention DEI anywhere. We see a clear need to rethink the design, messaging and outreach of our work regarding audiences beyond the traditional grouping. Instead we must aim at creating relevance for both the business and the people.
“Asking the right questions is key to uncovering issues with broader relevance.”
LEADERSHIP GAPS
One key to engagement and impact has always been to have DEI be led from the top. Over decades, the C-suite and senior executives delivered speeches, produced video statements and participated in events to show their support. As DEI was politicised, some pulled out (to keep away from politics) while others are using DEI to reconfirm and illustrate their corporate values (like integrity, curiosity, respect, innovation, teamwork or trust) or their business interest (e.g., talent management or globality). Within companies leaders with a personal connection to DEI are most likely to be active stakeholders while the vast majority does not see the why nor the how to embed DEI in their business routines or leadership behaviour. These leadership gaps must urgently be addressed to connect DEI in a new way to business priorities and everyday management practice.
“Effectively integrating DEI in leadership is key to future success in a complex world.”
WHERE TO START
Similar to all advanced DEI questions, there is not one solution in the current situation. Your industry and geographical context can inform your next steps as can the DEI maturity of your organisation. The strongest guidance, however, may come from the one item that makes your organisation unique: the corporate culture including all your accumulated history and implicit assumptions. The combined consideration of these aspects can tell you if an impact review, an engagement revamp or a leadership re-alignment is most promising. Several synchronised steps are usually most effective. My experience shows that each of the entry points can create step change as they will touch the fundamentals of the current approach. This, however, is often not appreciated by DEI leaders who might have become used to – and comfortable – with their approach. Some might even think about starting an ISO-based assessment or plan more event or training series. This will for sure increase the already hefty backlash.
THE IMPORTANCE OF THINKING OUTSIDE THE BOX
As DEI experts we have been talking about the need to step out of one’s comfort zone, especially in difficult situations or crises. Now is the time for us to do exactly this: Be ready to unlearn and pursue new approaches. Only then we can expect different reactions – and renewed support.
Michael Stuber
Michael Stuber is The Global D&I Engineer with a European identity. He combines critical analyses and impact research to create context-relevant strategies and broad engagement. He has authored 5 books and hundreds of contributions, including for PDJ.

The 4th Annual Native American/Indigenous Leadership Awards PDJ Salutes a New Class of Native American Indigenous Leadership Award Winners
For more than two decades, Profiles in Diversity Journal® has honored outstanding individuals who have forged new paths. These individuals have overcome challenges, mentored others, advanced diversity and inclusion in the workplace and the community, and excelled in their chosen professions. PDJ is again honoring Native American Indigenous leaders with our fourth annual Native American Indigenous Leadership Awards.
The profiles that appear in this issue recognize and celebrate the talents, hard work, and impressive achievements of the Native American Indigenous Leaders we honor on the following pages. Each award recipient provided us with answers to some interesting questions, along with an essay, that will give you, our readers, a chance to better know these multitalented and trailblazing individuals.
Welcome to PDJ’s fourth Native American Indigenous Leadership Awards.
2024 Native American/Indigenous Leadership™ Award Winners
- Akin Gump Strauss Hauer & Feld LLP – Devin S. Sikes – Counsel
- MG+M The Law Firm – Candice C. Kusmer – Partner
- Native Forward Scholars Fund – Angelique Albert – CEO, Native Forward Scholars Fund
- Wilmer Cutler Pickering Hale & Dorr LLP – Britany Riley-Swanbeck – Senior Associate


PDJ Salutes our Second Annual
Veteran Leadership Award Winners
For more than two decades, Profiles in Diversity Journal® has honored outstanding individuals who have blazed new trails. They have welcomed challenges, mentored others, advanced diversity and inclusion in the workplace and the community, and excelled in their chosen fields. We are honoring Veteran Leaders with our Second Annual Veteran Leadership Awards.
The twelve profiles that appear in this issue recognize and celebrate the hard work and impressive achievements of these Veteran Leaders. Each award recipient has also provided us with answers to some interesting questions and an essay that will give you, our readers, a chance to better know these multitalented and trailblazing individuals.
Welcome to PDJ’s second Veteran Leadership Awards.
2024 Veteran Leadership™ Award Winners
- Freddie Mac – Peter Hart – Technical Lead/Line Manager
- Freddie Mac – James Hilbert – Sr. Director, Single Family Servicing Operations
- FUJIFILM Holdings America Corporation – Jason McKenna – Chief Human Resources Officer
- McDonald Carano LLP – John A. Fortin – Counselor at Law
- Nelson Mullins Riley & Scarborough LLP – Chip Gray – Senior Associate
- Norton Rose Fulbright – Eli Gaylor – Senior Associate
- OGC – Gregory Williamson – Managing Partner
- Sempra – Jeffrey W. Martin – Chairman and CEO
- Transamerica – Joshua Durham – Chief Operating Officer, Transamerica Asset Management, Inc.
- Transamerica – Michael Nacarato – Senior Director, Head of Third Party Risk Management
- Union Pacific Corporation – Todd M. Rynaski – Senior Vice President, Chief Accounting, Risk and Compliance Officer
- WilmerHale – Erik Swabb – Partner

By Amanda J. Felkey, PhD

The Fortune 500 companies that publicly value Diversity and/or Inclusion (D/I) have higher average revenue and profit, a finding that is consistent with theoretical and empirical research.
A Quick Analysis of the Fortune 500
To determine whether valuing diversity and/or inclusion affects company performance, this analysis employs 2019 data collected from Fortune 500 websites. Among the Fortune 500 companies, 396 listed their company’s core values on their public facing webpages. Of these companies, 41 list either diversity or inclusion among their values and another 31 list them both as priorities. This means nearly 20% of the Fortune 500 companies (with known values) say they make diversity and inclusion a priority.
In order to determine whether valuing diversity and/or inclusion is systematically (and statistically significantly) related to company performance, the analysis combines this website information with two readily available indicators of company success, profit and revenue. A simple regression analysis isolates the effect of publicly asserting D/I values may have on company performance. The regression controls for company size (measured by number of employees) because larger companies may benefit from economies of scale in production and naturally have higher revenues and profits. Figure 1 summarizes the results.
Figure 1. D/I and Fortune 500 Success

In Figure 1, the columns represent the measured dimension of success and the rows indicate the publicly shared D/I value(s) of the company. The table shows that publicly valuing diversity is on average associated with $2.3 billion more profit and on average $11.3 billion higher revenue than those companies leaving diversity off their list of values. Figure 1 shows similar results for publicly valuing inclusion, and valuing both diversity and inclusion is associated with the largest positive differences in profit and revenue.
Admittedly, these results are preliminary and simple. Further investigation should control for the company’s industry, c-suite and board composition, product type, age of company, etc. Additionally, a more comprehensive analysis would take into consideration changes in profit and revenue over time as the company’s values may adapt. Even though this analysis of Fortune 500 companies is simple, it is in line with what we would expect from organizational behavior theory.
Pathways of Corporate Benefit
There are two main ways in which companies could benefit from prioritizing D/I: it could improve their public image or enhance employee engagement.
When prioritizing D/I, a company’s image improves and they are better able to attract talent from the pool of potential employees (Jonsen, Point & Kelan, 2016; Jonsen et.al., 2019), which is becoming increasingly important as the Baby Boomers continue to retire. This enhanced public image also leads to higher levels of customer satisfaction and higher referral rates (DeLeon, 2017), both expanding market share.
Figure 2. Benefits of Prioritizing D/I

Efficiency wage theory also tells us when employees feel good about the company for which they work, the company will get a higher return from their labor. It also predicts companies may even be able to pay employees less. Both effects result in higher company profit. Employee engagement will rise with more inclusion as workers will feel psychologically safe within the companies walls. Finally, the enhanced sense of fairness that accompanies inclusion will lead to more employee satisfaction, higher levels of wellbeing and increased connectedness to the organization resulting in lower turnover rates (Mor Barak & Levin, 2002; Findler, Wind & Mor Barak, 2007; Hwang & Hopkins, 2015). Less churn will decrease operating costs and have a positive effect on company success.
Listing D/I as company values without pursuing actual change in the direction of enhancing these values may allow companies to enhance their public image for a time. But without engaging in meaningful change on these fronts the benefits an enhanced public image will be short-lived and there will be no benefits from employee engagement.
Evidence D/I Enhance Company Success
Several studies have empirically linked diversity and inclusion to company success. Data indicates that inclusive organizations are twice as likely to meet financial targets, three times as likely to be considered high-performing, six times more likely to be innovative and eight times as likely to achieve better business outcomes (Bourke & Dillon, 2018). One research team demonstrated companies in the top quartile for racial/ethnic and gender diversity are 35% and 15% more likely to have financial returns above their industry medians, respectively (Hunt, Layton and Prince, 2015).
A 2009 empirical study testing the value-in-diversity thesis, compared to the perspective that diversity is inconsequential or perhaps even conflict inspiring, found both racial and gender diversity are significantly associated with increased sales revenue, more customers and greater relative profits (Herring, 2009). Racial diversity is also associated with greater market share. This finding is echoed in research interviewing CEOs from around the world whose sentiment was diversity creates an environment conducive to deep inquiry and large breakthroughs (Groysberg & Connolly, 2013).
Conclusion
Evidence strongly suggests that making D/I a priority will pay off. It will enhance public image so a company can attract better talent, increase market share and raise customer satisfaction. Furthermore, it will boost employee engagement, decreasing employee turnover and increasing profits and revenue.
References
Bourke, J. and Dillon, B. (2018). The Diversity and Inclusion Revolution: Eight Powerful Truths. Deloitte Review, Issue 22.
DeLeon, T. (2017). How to Create a Diversity and Inclusion Program from Ground Zero. AMA Quarterly, 3(4), 32–33.
Findler, L., Wind, L. H., & Mor Barak, M. E. (2007). The Challenge of Workforce Management in a Global Society: Modeling the Relationship Between Diversity, Inclusion, Organizational Culture, and Employee Well-Being, Job Satisfaction and Organizational Commitment. Administration in Social Work, 31(3), 63–94.
Groysberg, B. & Connolly, K. (2013). Great Leaders Who Make the Mix Work. Harvard Business Review.
Herring, C. (2009). Does Diversity Pay?: Race, Gender, and the Business Case for Diversity. American Sociological Review, 74(2), 208–224.
Hunt, V., D. Layton and S.Prince (2015). Why Diversity Matters. McKinsey&Co.
Hwang, J., & Hopkins, K. M. (2015). A structural equation model of the effects of diversity characteristics and inclusion on organizational outcomes in the child welfare workforce. Children & Youth Services Review, 50, 44–52.
Jonsen, K., Point, S., & Kelan, E. K. (2016). Diversity Branding: A Five-Country Comparison Of Corporate Websites. Academy of Management Annual Meeting Proceedings, 2016(1), 1.
Jonsen, K., Point, S., Kelan, E. K., & Grieble, A. (2019). Diversity and inclusion branding: A five-country comparison of corporate websites. The International Journal of Human Resource Management.
Mor Barak, M., & Levin, A. (2002). Outside of the corporate mainstream and excluded from the work community: A study of diversity, job satisfaction and well-being. Community, Work & Family, 5(2), 133–157.
Dr. Amanda J Felkey
Dr. Amanda J Felkey has a Ph.D. in Behavioral Economics from Cornell University and a Diversity and Inclusion Certificate from eCornell. She has authored award-winning publications, is actively researching unconscious bias, has 24 years of experience in decision-making research and 19 years of experience in curriculum design. Felkey currently teaches at Lake Forest College where she is Chair of the Department of Economics, Business and Finance and Chair of the Entrepreneurship and Innovation Program.
Title: 2025-26 International Affairs Fellowship
Agency: Council on Foreign Relations
The Council on Foreign Relations is seeking applicants for its six 2025-26 International Affairs Fellowship programs. These transformational programs enable U.S. citizens who are mid-career professionals with a demonstrated interest in foreign policy to gain experience in a new environment in the United States, Canada, India, Europe, Indonesia, and Japan, or at an international organization. Selected fellows broaden their perspective on foreign affairs by working in a policymaking setting or by conducting research in an academic environment.
Application Deadline
Applications are now through November 1, 2024, for all six fellowships.
How to Apply
Learn about each program by visiting cfr.org/fellowships for more information or to hear from past fellows.
Profiles in Diversity Journal Job Board
By Michael Stuber

In some respects, Diversity, Equity & Inclusion appear to be universally applicable and in other regards, we know the need for localisation. In Europe, DEI has its own distinct dynamics while we also see similar issues as in the USA. A good moment for learning and leverage.
What is Europe for you or your company? A regional market, a geography with specific legal regulations, the ‘old world’, a union with shared values or a patchwork of countries and languages? It could be all of the above. The European Union has recently held some key events that add to the picture: Europe Day (May 9th), European Diversity Month and European Elections (June 9th). They provide insight and inspiration for your Global DEI work.
What is it about?
What may sound similar to other National agendas is a reminder of EU particularities worth knowing. Europe Day celebrates the 1950 Schumann declaration as the foundation of the EU as we know it today. European Diversity Month is a relatively new initiative that pools Diversity Days and Weeks from across Europe to amplify DEI messages (in addition to International Women’s Day, Pride Month etc.). European Elections determine the composition of the trans-national European Parliament and are the base of a unique supra-national democracy.
How is it relevant?
These events include partly hidden D&I elements. Europe has managed to pacify a group of war enemies through a ‘political D&I process’ that still governs the EU. European Diversity Month is the festive side of a fundamental EU policy, its non-discrimination framework, which is the most comprehensive and consistent of its scale anywhere in the world. D&I is hence engrained in EU identity, yet in a different way than what we find in the USA. This raises the question if European initiatives should be a regional part of global plans or an inspirational, integral element of how we frame DEI globally? The latter is not obvious as most Diversity topics (race, ethnicity, LGBT, religion) require a strong understanding of the local context while only a few others (gender or age) are more universal but also not uniform.
(side)effects of celebrating difference
Regardless of globally or locally, celebrating differences is common if not paramount in DEI. The focus on difference – or marginalised groups – has had similar effects both in Europe and in the USA: Polarisation (support vs. resistance), competition (for attention and resources) and eventual cannibalisation, and increasing confusion about what the shared (DEI) mission or common agenda is. Increasing backlash suggests that DEI has not created the most effective message in the past ten years, and vastly diverging celebrations are (arguably) not helping to bring it back together. In fact, it might lead to further separation as shown in graph 1.

We can still consider two perspectives in this situation:
- Are we getting it right because we must provoke in an activist way and we see the need for the unaware ‘to feel the pain’?
- Should we tone it down to be(come) more digestible and start with low key images and messages to ease people into the journey?
While this might sound black and white, the two questions represent approaches that are not uncommon – and competing. The ENGINEERING D&I approach we have developed over decades aims at combining the best of both worlds.
Integration around the organisational agenda
In work organisations we focus on what brings and holds the system together: shared purpose, values and mission. This is what Europe did after WW2 to create a political system of unity in diversity. A focus on common traits provides a foundation that can carry diversity and promote equity and inclusion going forward. What sounds obvious is sometimes labelled inappropriate by DEI activists. One, because many do not want organisational objectives (but justice) to drive DEI and two, because many believe that a DEI must be anchored in difference/s in the first place. However, this should not happen at the cost of people feeling excluded or becoming defensive. Instead, helping people (i.e. everyone) to see themselves as part of DE&I may well be the biggest need going forward.

Creating consistent DEI approaches for each (organisational, regional or maturity) context is the other critical element required to regain relevance and traction. This implies to move beyond best practice templates or standardised approaches (like the latest ISO initiative).
The suggested focus on values and belonging as well as on alignment with organisational priorities and a commitment to joint performance (graph 2) creates a new base for everyone to join and progress together.
Take a closer look at Europe
Europe and the USA share some history and some current struggles. They are more similar in some DEI respects than what people think and more different in others. As DEI activities have multiplied in Europe over the past ten years and research and expertise are on a par, it is a good moment to come together and understand how to create more synergies and advance the shared DEI agenda.
Michael Stuber
Michael Stuber is The Global D&I Engineer with a European identity. He combines critical diagnostics and impact research into context-sensitive strategies and leadership support. He has authored 5 books and hundreds of contributions, including for PDJ.
By Samina Bari

More than four years ago, I set out to join a corporate board. It was the logical next step in my 30-plus-year career as a healthcare executive and advisor to leading biotech companies, their boards, and their CEOs. I’ve attended and participated in many board meetings throughout my tenure as a company officer. I’ve seen firsthand and up-close how boards worked, witnessed the gaps in their knowledge, and learned how they could function better to provide the expected governance.
As a woman of color, however, I always knew getting on a corporate board would be difficult. What I didn’t know was that there was another glass ceiling, one that stymies non-traditional board candidates despite the obvious business value their diverse perspectives can bring to the boardroom. Biotech boards too often chose men who are investors and corporate executives but not women who may be first-timers but who understand the business.
Despite this additional obstacle, I’ve learned a lot about networking, thought leadership, certification, and training during my journey to join a board. I would be lying if I said it wasn’t discouraging or disheartening at times. Then again, it’s left me more determined to not only break through this second glass ceiling but also to help other women do the same.
A Bigger Tent Leads to Better Business
For decades, corporate boards — especially in biotech — have been composed of mostly the same profiles, over-indexing in men. That’s been changing, albeit slowly. Between 2016 and 2023, the number of women on corporate boards in the U.S. rose from 20 percent to 32.4 percent, according to the Economist’s glass ceiling index.
The primary reason: There’s more than just a moral case for greater diversity on boards, there’s a business case as well. In 2020, McKinsey & Company published a study showing that firms ranked in the top quartile for the gender diversity of their boards were 25 percent more likely to post higher than average profits than those in the bottom quartile.
Another study, published in 2023 by researchers at the University of California Irvine and the Copenhagen Business School, found that women attend board meetings more frequently than their male counterparts, are better prepared for them, and are more likely to ask tough questions.
“Our findings show that women directors appear to be less worried about how they are perceived…” the study’s authors, Margarethe Wiersema and Marie Louise Mors wrote in a recent piece in The Harvard Business Review. “Instead, they want the board to make the best possible decisions, period.”
A Rigid Definition of Diversity
There’s still a lot of work to be done on diversity. All too often, boards look to hire women or people of color, but they don’t consider diversity of thought or diversity of experience.
For obvious reasons, many board seats within biotech go to their venture capital or private equity investors, who typically bring along their friends and acquaintances. They’re checking boxes and looking for certain phenotypes – like CEOs, CFOs, or those with backgrounds in science, development, manufacturing, regulatory, or commercial functions.
I’ve experienced this box-checking. Over the past four years, I’ve been told by many people that boards aren’t looking for people like me. However, if everyone on a board fits a certain “type,” there are bound to be gaps in knowledge and experience. What can happen easily is that the big picture from an external lens of risk and reputation is not evident. And, if and when such issues arise, boards typically hire external firms — often at great cost — to reactively manage the situation. However, the “non-traditional” board member may have added valuable perspective to avert potential issues.
So how do boards expand their definition of diversity to make sure they benefit from diversity of thought and experience, as well as gender, race, and culture?
Creating true diversity starts with changing how the board recruitment process works. Most of the networks for boards are closed. It’s incumbent upon boards to understand and seek out potential new board members who add different value to their structure and purpose, and to work with recruiters on this effort. Moreover, recruiters are compensated in a way that doesn’t incentivize them to take the risks — or the time — to find truly diverse, first-time members whose skill sets and backgrounds might be best for businesses.
Breaking into the Boardroom
In the meantime, with the status quo firmly entrenched, there’s also a lot I’ve learned from trying to make myself an attractive board candidate. I’ve taken workshops and joined networking groups, especially those that cater to women. I’ve learned how to build my brand and create content, sharing my expertise on everything from how to attract biotech investors in a down market to the importance of building a good corporate narrative.
These are critical, substantive steps. Others are equally important, if only to eliminate artificial barriers. Once, a male board member asked me if I had a board governance certification. In turn, I asked him if he had a certification, and he just smiled uncomfortably. Men do not pose this question — or demand this requirement — of other men. Nevertheless, I became certified in global corporate board governance.
Until I break into the corporate boardroom, it’s important to stay active and gain additional experience to expand my portfolio – this is advice I give to anyone on the same journey. I’m currently an advisor to healthcare investment firms and CEOs on strategy, fundraising, IPOs, and other business matters. I’ve also joined the board of a non-profit patient advocacy group. That’s not for everyone – it’s a volunteer position. But it’s been a rewarding experience, and it allows me to help build this organization in many ways, as if I were a corporate board member.
What’s inspired me along the way are the other non-traditional candidates with whom I’ve connected. We’ve partnered to build our brands, share insights, and expand our networks. Through being more connected within this community, I’ve managed to help other women get on their first boards, so I know together, we’ll break into the boardroom and shatter this next glass ceiling. And the companies we strive to be a part of will be better for it.
Samina Bari
Samina Bari is a biotech executive, strategic advisor and board member with a distinguished track record of value creation worth $40B through notable acquisitions within the biopharmaceutical industry.