Kate Ironside

Dilute DEI, Lose Talent. Three in five UK workers ‘would consider quitting’ over a DEI policies reversal. New research shows nearly 60% of UK workers would consider quitting if their employer rolled back Diversity, Equity & Inclusion (DEI) commitments. For Gen Z, that jumps to 68%. 70% of employees from ethnic minority backgrounds would consider leaving 68% of all workers say a company’s DEI approach matters when choosing a job Only 3% want to see less DEI activity The message is clear: DEI drives trust, belonging, and loyalty. Dilute it and risk losing your top talent. https://lnkd.in/eSKn58tp #DEI #Talent

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Organisation design isn’t about boxes and lines. It’s about power, trust and relationships. The real question is: how do we design for that? That’s what landed so strongly when Jules Siegel-Hawley joined our CIPD Organisation Development & Design Group last week. The session was buzzing with so many audience questions we couldn't get through them! So we brought Jules back for a follow-up interview. In this interview, we went straight for those big questions: 🔸 How do you help senior leaders see what’s really going on – not just redraw the structure? 🔸 How do you handle the power dynamics and sense of threat that change can trigger? 🔸 How do you reveal how decisions are really made in mapping meetings? 🔸 How do you balance middle manager involvement with confidentiality? 🔸 And where can you find practical resources on job architecture? Jules also gives her deeply practical view on Organisation Design. Jules cuts through the jargon, surfaces the hidden dynamics and share her insightful experiences. 🎙️ The interview is now live: https://lnkd.in/d4aXbHQw We’ve had so many requests for this recording that I’ve tagged those who asked below. If you find it useful, please like, subscribe and share it with colleagues who might benefit too. Also, feel free to reach out to Jules directly! Huge thanks to Jules for making extra time for this and for such a grounded and energising conversation! Claire Brigstock Victoria Lee FCIPD Marijana Brasiello, MHRM Teresa R. Ruth Thompson FCIPD, Solicitor Janey Smith MEd Chartered FCIPD Kath Connell FCIPD Simran K. Shani Davies FCIPD Gillian Brydie FCIPD Dr Gwen Stirling Wilkie 🌐 Edgewalker Sharon Coates (Chartered MCIPD) Joy Doran Hannah Dilks Joanne (Jo) Wardlaw Laura Calderbank

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5 Communication Secrets I Wish I’d Known When I Was an EA… Back in my very early days as a PA and Executive Assistant, I thought communication was just about sending emails and booking town halls. Turns out, it’s so much more... Here are the 5 things I wish someone had told me earlier: 1️⃣ You’re closer to the leader than anyone else. You can shape how they show up and connect with their team. 2️⃣ A good message is powerful. People want clarity, not corporate jargon. 3️⃣ Silence speaks volumes. If you don’t communicate, people make up their own version of events. 4️⃣ Internal comms isn’t fluffy. It underpins culture, engagement and team performance. 5️⃣ You can be the calm in the chaos. The right comms approach stops confusion and creates momentum. That’s why I’m running a 1-day workshop on Internal & Leadership Communication for EAs, PAs, and Business Support pros - to pass on all the things I wish I’d known. The final workshop this year is coming up very soon, but there’s still time to join us if you can… 📅 Date: Thursday 11th September 📍 Location: London ℹ️ Details: https://lnkd.in/eXe-B5EP If you want to become your leader’s secret comms weapon (and make your work life easier), this is your moment! #EA #PA #InternalComms

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What’s the one thing corporates can do to positively impact DEI in 2026? That’s the question I explored in my latest Insurance Times article, featuring insights from some of the industry’s leading voices on inclusion and leadership. 👉 Read here - https://lnkd.in/evZwP_Px 2025 was about building foundations for DEI. 2026 has to be about consistent, visible action. Because progress doesn’t come from one-off gestures - it comes from embedding inclusion into the everyday. Here are a few standout ideas from those I spoke with: 💬 Janine Heath (CNA Hardy) – Keep aligning actions with values to make inclusion real 💬 Felix Wong (iCAN: The Insurance Cultural Awareness Network) – Support your ERGs - they’re the heartbeat of culture 💬 Lauren Tyrer (Munich Re) – Make inclusive hiring the default, not the exception 💬 Michaela Gibson (The Insurance Families Network) – Tap into the power of returners 💬 Ken Kittoe (AXA XL) – Align ERG and leadership goals under one strategy 💬 Carolyn Blunt FCIPD (Sedgwick) – Move from mentoring to sponsorship 💬 Katherine Conway (Aon) – Be a visible and vocal ally If there’s one takeaway for firms in 2026, it’s this: ➡️ Pick one meaningful action, resource it properly, and deliver it consistently That’s how we move from access to acceleration - and build an industry where every voice is heard, respected and valued. Thanks to everyone who shared their perspective for this piece. Katie Scott / Yiannis Kotoulas / Phil Davison #DEI #insurance #leadership #icanaction

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“Why should I employ people with disabilities?” “You already do.” – Sara Weller CBE, FTSE 100 Director The majority of organisations already employ people with disability (PWD), neurodivergence, chronic illness or their unseen condition. Often, it’s just that managers, HR departments, or CEOs don’t realise it. And it’s because even today, PWD frequently lack trust in their employers. Sara Weller CBE highlights that most organisations have between 15–20% of employees who identify as living with a disability. Yet many do not disclose their disability because leaders haven’t built the trust, support, or confidence for them to do so. In a society that campaigns for inclusion, fear still shrouds PWD. Once they disclose, they are too often perceived as “baggage”; their career aspirations are dismissed, and expectations of them are lowered. In the recent article ‘I’m the only disabled director in the FTSE 100 – these are three questions every CEO must ask’, Sarah poses three essential questions: 1. Does your workforce reflect, across all levels, the customers and communities you serve? 2. Does each person you employ feel fully engaged and valued for their contribution? 3. Is everyone equipped with the environment and tools they need to do their job brilliantly? Too many businesses are still battling stereotypes, personal biases, and discriminatory practices around hiring PWD. But some are taking deliberate steps away from systemic exclusion. Both BT Group and Lloyds Banking Group report that they have senior leaders who have disclosed their disabilities. This demonstrates that these organisations have invested in building the trust and culture that empowers employees to be open. For organisations in Australia looking to build trust with employees with disability present or future, support is available. Companies like Valuable 500, ILO Global Business and Disability Network, Disability Leadership Institute, and First Peoples Disability Network can provide guidance and resources. But remember when creating environments that are inclusive for PWD #NothingAboutUSWithoutUS Inclusive environments aren't just moral obligations, it's a genius business move. #DisabilityInTheWorkplace #PeopleWithDisabilty #VisabilityofDisability #DEI #Inclusion #Accessibility #Disclosure

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Post #2 of my latest series - leadership lessons to lift others. Communicate until you vomit. Not elegant. But unforgettable. I say it often (unsurprisingly)! A borrowed phrase from a former boss that’s stayed with me, because when it comes to change management, board alignment, and stakeholder trust, overcommunication isn’t a risk - it’s a requirement. Why? • Repetition builds clarity • Transparency builds trust • Consistency builds confidence Let me be clear: I believe excellent communication isn’t a soft skill. It’s a critical leadership capability that needs developing. It’s at the heart of good governance. The scaffolding for successful transformations. The foundation of strong alignment. So say it again. And again. And again… until the message lands, sticks, and drives action. How effective is your leadership team’s communication approach? #leadership #changemanagement #boardroom #strategiccommication #governance #ESG THINGS I TALK ABOUT ON LINKEDIN:    🌱 Leadership & Growth | the role of NEDs and the board, purpose-led leadership, high performance, aligning culture and strategy to drive growth 🌍 Net zero | Sustainability, net zero transition, innovation, behaviour change for a greener future 💪 Inclusion | Creating environments of belonging, championing gender equality GET IN TOUCH TO DISCUSS: ✅ Chair & NED board positions ✅ Strategic and advisory projects ✅ Keynote speaking engagements  ✅ Founder & executive mentoring

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Reflections from the School Run - Interview with my husband In the Women in Leadership: Insights to Impact Survey 2025, Dr Amanda Sterling’s research found that partner support emerged as first equal (at 42%) in the factors having the most positive impact on women’s leadership journeys. Interestingly, partner support rated more important than leadership development and flexible work arrangements – yet those initiatives receive greater organisational attention. It was this that prompted me to have a kōrero with my husband, Dos, about his experience taking 4 months of paternity leave when our daughter was 3 months old.   ❓ ❓ ❓ Kara: You took 4 months of paternity leave, what was that like? Dos: It was good. Really good. I enjoyed every moment of it. Kara: Why do you think you enjoyed it so much? Dos: Because I got to do new things with her every day. I’d never had this chance before. This was the first time I could take on the stay-at-home dad responsibility 100%.   DECIDING WHO WOULD STAY HOME Kara: How did we decide that you’d take paternity leave? Dos: I knew you were concerned about being away for so long. I wanted to step in and do my part as a dad. It wasn't a hard decision for me at all. Kara: Why didn’t I just stay home for the full six months? Dos: You had to do what you had to do and I wanted to do mine. It just made sense. Kara: Did my career factor into those discussions? Dos: Yeh, you were really starting to step up at work, the timing was off for you.   WORKPLACE REACTIONS Kara: How did your work respond when you said you were taking the full 4 months? Dos: They wanted me back at work as soon as possible but I wasn’t going to miss this time with our daughter. Even halfway through they contacted me and asked when I'd be back - I think they thought I'd change my mind. Kara: Upon returning to work, was there any negative impact to your career? Dos: Not at all. Kara: Have you ever seen other dads at work take paternity leave? Dos: I know a couple dads that have taken about 6 weeks. Others have asked me what I thought of my leave. I tell them, “I can’t answer that for you, but I can tell you I loved every second. If you want to know for yourself, you need to take that step.”   WORDS FOR OTHER DADS Kara: If you had to summarise your paternity leave experience, what would you say? Dos: I’d do it all over again in a heartbeat. Kara: What would you say to other dads who are on the fence about taking longer paternity leave? Dos: Take it. Tomorrow isn’t promised, and you might never get the chance again. Time goes fast and before you know it, they’re adults.   THE TAKEAWAY Dr Amanda Sterling’s research highlights how powerful partner support is in women’s leadership journeys. I share my husband's thoughts as he didn't feel penalised or that he was giving something up. He LOVED his paternity leave. 💡 If we changed the narrative, how many more dads might take longer paternity leave helping to balance out responsibilities at home?! 💡

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