With more than two decades of expertise, she has collaborated with international organisations to promote significant advancements in inclusiveness, gender equality, and leadership. We spoke to Michelle to explore how businesses can move beyond performative DEI efforts and create truly inclusive workplaces that value lived experiences.

How can business owners create a DEI strategy that genuinely includes all minority groups, such as the LGBTQ+ community and people of colour?

“It is absolutely critical to account for all areas of difference. When building a DEI strategy, I believe the starting point should be understanding: how are people in my organisation experiencing the culture?

“When you recognise that inequality is embedded in the day-to-day experiences we have in the workplace – through the behaviours we engage in and the interactions we have – you realise that we all contribute to other people's experiences at work. This means we all play a role in shaping experiences of inequality.

“To understand how inequality manifests in your workplace and what is being valued or devalued, leaders need to start by asking employees about their lived experiences. A great way to ensure inclusivity in your DEI strategy is by asking your team five key questions:

1. What does inequality look like in our team? How does it manifest in our daily actions and experiences? Is it through harassment, discrimination, or microaggressions?
2. What would a culture that truly values our differences look like? Let us define what an inclusive, diverse, and equitable workplace culture would be.
3. What am I, as a leader, not doing to create that environment?
4. What do I need to start doing to foster an inclusive culture? Leaders shape workplace culture through the behaviours they engage in, reward, and endorse. Research from Catalyst shows that 46% of an employee’s experience of inclusion is directly attributable to their line manager. If we want to change DEI outcomes, we must start with leadership.
5. What are two or three concrete actions we can take today as a team, department, or function to build a more inclusive culture?

"If you, as a leader, take the time to ask these questions and involve your team in the process, you will gain a deeper understanding of different lived experiences and create collective accountability for driving change.”

Why is it essential to apply an intersectional approach when shaping diversity, equity, and inclusion initiatives in the workplace?

“Intersectional thinking is absolutely critical to diversity, equity, and inclusion efforts. The primary reason is that when you understand how inequality works, you realise why it is essential to consider all areas of difference.

“Inequality operates in a way where organisations tend to value one particular way of leading and working above all else. In most workplaces, when you think of an ‘ideal’ worker or leader, it is typically someone who is dominant, assertive, aggressive, competitive, and sometimes even exclusionary. This person also tends to be white, middle class, heterosexual, able-bodied, and male. We disproportionately associate this profile with leadership and competence.

“Why does this matter from an intersectional perspective? Kimberlé Crenshaw originally introduced intersectionality to highlight the specific lived experiences of black women, showing that their experiences differ from those of other women. This approach can be applied to all areas of difference.

“The further an individual diverges from that ‘ideal worker’ – both in terms of behaviour and demographic characteristics – the more likely they are to experience inequality. To build a truly inclusive culture, we need to understand different lived experiences. That begins with asking:

• How does inequality show up for you?
• How is your experience different from others?
• What barriers do you face daily in the workplace – whether through harassment, discrimination, or microaggressions?

“To solve inequality, we must first acknowledge and value our differences.”

When you speak on diversity, equity, and inclusion, what key lessons do you hope your audience takes away?

“In the last 18 months, I have spoken at 482 events. Why is that important? Because, for me, I judge the success of every event based on what people take away from it. I want people to either experience a mindset shift from what I share or gain practical knowledge on how to apply it – ideally both.

“What sets my talks apart is that I follow a theory of change. I start by raising awareness because some people may be in denial about the existence of inequality in their workplace or may not recognise the need to adjust their behaviour.

“Next, I provide understanding – showing exactly how inequality manifests within their organisation, what to look out for, and how it affects individuals and their careers. Finally, I share specific actions people can take.

“Why does that matter in a talk? Because the challenge is that many DEI speakers focus on performative messaging. They raise awareness, highlight issues, and create fear, which often leaves people feeling overwhelmed. But people are tired of just talking about the problem. They want to know:

• How does this affect me at work?
• What does it mean for my career?
• How do I implement change as part of my daily role?
• How do I take action to drive meaningful change – not just for myself, but for my entire workplace?

“That is what I want people to take away. I believe what sets me apart from other speakers is my research. I have spent 20 years at university – I have never left! I tried to leave, but then they brought me back as a fellow, so now I’m staying!

“When you understand organisations from a research perspective – most of the research I share is my own – and study inequality for over a decade, the insights become real and actionable. I want people to walk away thinking: Wow, this is real. This affects me. I need to understand how I can apply Michelle’s insights in my daily work.

“Every talk I give provides specific actions – practical steps that people can apply immediately.”

What would you say to businesses that have yet to prioritise diversity, equity, and inclusion in their organisation?

“I am a metrics person. I have spent 20 years studying data, specifically in the DEI space. One of the key things we know about organisations and the current state of DEI is that companies tend to over-index on demographic diversity. A great 2020 McKinsey study found that workplaces are more diverse but less inclusive. What does that tell us? It highlights that many organisations prioritise making it look like they value diversity rather than focusing on employees' lived experiences.

“At this point in a talk, someone usually raises their hand and asks: But Michelle, how do you measure lived experience? The lived experience can be measured by asking critical questions such as: What are the daily moments where inequality appears for me? What behaviours do my leaders engage in that contribute to inequality? What experiences do my colleagues have that perpetuate inequality?

“For me, the best way to summarise this is barriers. In my book, I identify nineteen barriers that women face throughout their careers and six barriers that men experience. These are all lived experiences of inequality that companies can easily measure through surveys. In fact, I have done this myself for many businesses.

“So, I encourage leaders to think about: How are we measuring the moments that matter – the real moments where inequality occurs? How are we tracking and addressing the barriers that prevent inclusion? Because hiring a diverse workforce means nothing if you are not valuing that diversity. What is the point of bringing people in if they feel excluded and eventually leave?

“We need to move beyond surface-level diversity metrics and focus on creating inclusive workplaces. That begins with valuing difference and acknowledging different lived experiences.”