Our ActionAble panels on “What Makes an Inclusive Leader?” and “Line Managers are Everything” , drew on the Valuable 500’s latest research and shone a light on the practical truth that the day-to-day experience of an employee with disabilities comes down to whether their line manager creates an inclusive workplace where each person is valued as an individual, respected, encouraged and truly feels they belong.
The insights shared by Katy and her panellists were a blend of inspiration and concrete strategies for cultivating environments where everyone can perform to their very best..
The overarching message that resonated throughout both discussions was that we must move beyond seeing Inclusion as an obligation, to a mindset of genuine opportunity and human connection. This isn’t just about ticking boxes or adhering to legal frameworks; it’s about fostering a culture where every individual is empowered to contribute their best.
Why Leading Inclusively is a job for us all
I strongly believe that everyone, not just those with declared lived experience, should shape how we become more inclusive of those with disabilities.
Some pushback and say that the focus must be on hearing the voice of those with lived experience and that it is only those (relatively few) people who speak for the disabled community. This is part of the thrust of “Nothing About Us Without Us”. Which I support.
But it is not an either/or. I fight for the voice of those with lived experience to be heard, as an advocate of, and participant in, colleague disability networks everywhere I go. Indeed two Network Chairs, Praveen Kolluguri of BT and Alana Sellers from Virgin Money, spoke at this event. At our Impact Report launch in the House of Lords, we will spotlight the voice of Lived Experience, as James Ellery Gower, another excellent ActionAble 2025 speaker, +joins me in sharing his story with the business leaders joiining us on that day.
However, it is not those with disabilities who create exclusion in the workplace – it is everyone else. So it makes sense to me that those who are not yet building inclusion into their daily lives, are as vital to engage, and can be powerful advocates. We cannot build an ‘us and them’ culture – everyone has to buy in if we are to create system change.
How can I be an Inclusive Leaders
The first panel asked “What Makes an Inclusive Leader?”. Chaired by Katy Talikowska, CEO of the Valuable 500, this panel tackled this question of what marks out Inclusive Leaders, even when a leader does not have direct lived-experience. It became immediately clear that authentic disability-inclusive leadership doesn’t necessarily require a personal connection to disability but rather an unshakeable commitment and a willingness to learn from people who have lived experience.
Leigh Tavaziva, Group CEO at the BBC, powerfully articulated this, admitting that her disability confidence was initially low. Her journey at the BBC, focused on reflecting diverse audiences, ignited her commitment. She emphasised that leaders simply need “a strong personal desire to get involved and to make a difference,” and crucially, “not being afraid” to ask questions, even if it means making mistakes along the way. This openness to vulnerability and learning is paramount.
Reg Cobb, CEO of Deaf Plus, echoed this sentiment, stressing, “don’t be frightened. So many people try their best, maybe it’s not perfect but it’s part of the journey.” He spoke movingly about his father as a role model who believed anything was achievable, instilling in him the ethos that “everyone can do this.” For Reg amd also I know many of the ActionAble community, role modelling is key, especially for organisations like Deaf Plus, where 97% of staff are deaf. Having a deaf CEO demonstrates that leadership positions are accessible and achievable. This “working in partnership” is vital, fostering an environment where staff feel empowered to speak up and where managers actively listen and adapt.
The discussion then shifted to the bedrock of inclusion: cultures of trust and psychological safety. Rachel Osikoya, Director of Diversity, Equity and Inclusion at Lloyds Banking Group, provided a comprehensive overview of their “This is Me” program. She highlighted the complexity of creating psychological safety and the value of building a compelling business case, leveraging research that links disability inclusion to increased revenue and profit, and improved decision-making. However, the most impactful element was storytelling, with colleagues courageously sharing their experiences, “bringing it to life in a compelling way.”
Christelle Foucault, Global Diversity Campaigns and External Engagement Director at Sanofi, agreed that an inclusive culture “has to start with the top management.” She pointed to Sanofi’s D&I Board, including Executive Committee members and external advisors like Caroline Casey, and how Sanofi ensures the voices of all colleague networks are given equal weight and regularly heard by the Board. Christelle highlighted that the journey is continuous: “We are never at the end of the journey – there’s always something that can be improved.”
Leigh Tavaziva brought in the critical role of staff networks, specifically “Ability” at the BBC, where she serves as an executive sponsor. These networks provide “a safe community and space for conversations,” acting as advocates and fostering a sense of belonging. While Leigh acknowledged that they still have room to improve, the BBC is focused on working in partnership with networks and D&I teams. Reg Cobb urged us to achieve a faster pace of change, guarding against efforts that are just for show.
Finally, the panel delved into accountability and measurable progress. Christelle Foucault shared Sanofi’s robust governance, utilising Valuable 500 KPIs, global accessibility assessments (aiming for all sites to be fully accessible by 2026), and tracking training and communication accessibility. Rachel Osikoya spoke of Lloyds’ achievement of their 12% senior manager disability disclosure target by 2024 and their new goal is now much higher for overall disclosure.
The panel concluded with a powerful question: What is the single biggest barrier to prioritising disability inclusion? Leigh Tavaziva advocated for a “progress, not perfection” mantra, focusing on “actionable steps, delivered consistently.” Reg Cobb’s answer was simply “culture”, reflecting on the amazing examples of the Paralympics, which Channel 4 had brought to life, there was not yet universal acceptance of the need for equity for those with disabilities.
Why Line Managers Matter
Katy’s second panel, “Line Managers are Everything,” shifted focus to the on-the-ground reality of inclusion. Jennifer Thomas, Global EDI Lead at London Stock Exchange Group, brilliantly reframed the line manager’s role from tactical HR to one focused on fostering talent and enabling everyone to thrive,where managers truly know their team members as individuals. LSEG’s non-mandatory, but highly engaged, EDI fundamentals training, which covered all aspects of diversity, created a space for “dialogue and discussion,” fostering curiosity and “desk conversations.”
David Carrigan, Group Director of Diversity, Inclusion and Wellbeing at Sky, delved into the root of manager fear – “the fear of saying the wrong thing.” Sky’s approach involves normalising conversations around adjustments by incorporating them into “moments that matter,” like onboarding or development reviews. A simple question: “Is there anything I can do to help you perform more effectively in your role?” opens the door. He also underscored the importance of making the adjustment process “simple and intuitive,” ensuring information is “at the point of need” and that the effectiveness of adjustments is continuously checked.
Neil Griffiths, Global and Europe DEI director from Kearney, offered the perspective of a consultancy model with no traditional “line managers.” Kearney uses a mentor-mentee model and focuses on creating a wider organisational environment where conversations about adjustments are possible, Kearney uses the Disability Equality Index to audit performance and identify gaps. Their “Work Smart Charter” facilitates good team dynamics by outlining working styles and fostering an open environment for sharing needs.
The discussion then circled back to the crucial interplay between individual relationships and Employee Resource Groups (ERGs). Neil Griffiths highlighted Kearney’s “enAble” network, which acts as the “voice of the community,” ensuring policies and structures are in place. He cited a powerful initiative where senior leaders shared their experiences of living and working with a disability, intentionally placed in everyone’s diaries, which “put enAble on the map” as a safe space for learning and engagement.
Jennifer Thomas supported the vital role of ERGs in fostering organisational culture, but identified an “untapped opportunity” for line managers to more effectively “access the ERGs properly” for insights and expertise, leveraging them as “advisors to the organisation.” David Carrigan affirmed the ERGs’ role in “normalising the conversation” and “shaping the cultural competency of the business.”
This panel closed by endorsing the importance of a good workplace adjustments process – centralised budgets, self-serve access and seamless and timely delivery. Diane Lightfoot’s panels on Creating Workplaces that Work covered this in more detail.
David Carrigan rounded off the session by passionately arguing that greater accessibility is “an opportunity, not an obstacle,” and that the legal bar should be the lowest focus. Embracing creativity and reimagining solutions can turn challenges into exciting opportunities.
Key Takeaways:
- Think ‘Progress not Perfection’: Make a start, be curious, listen and learn. Don’t be afraid to make mistakes. Rome wasn’t built in a day.
- Use the Power of Storytelling and Lived Experience: From within a culture of openness, trust and security, stories build empathy and inspire the will to change..
- Protect Safe Spaces: Creating environments where individuals feel safe to share disabilities and request adjustments is fundamental. This needs to come top-down.
- Build Role Models: Seeing disabled individuals in leadership roles, or leaders acting as allies, sends a powerful message of opportunity and belonging.
- Make ERGs Strategic Partners: as well as protecting safe spaces, ERGs must be heard at the Board and support Line managers to build knowledge and confidence.
- Create Consistent Change: Examine your processes and centralise resources (like adjustment budgets), to ensure consistent support, regardless of location or team.
- See Accessibility as Opportunity: The legal minimum is not enough. Designing for accessibility builds innovation, creativity, and competitive advantage..
- Go Beyond Numbers: Metrics and KPIs are important for tracking progress but they need to be clothed in the voice of lived experiences to truly understand impact.
- Keep learning: The journey towards true inclusion is never truly “finished”; it needs a mindset of humility, constantly seeking feedback, and adapting strategies.
- Get Ahead: Be proactive. Embed inclusive design and accessible practices from the start to anticipate diverse needs and reduce barriers.Good design is inclusive for all.
