One of Us
4 years, 4 months, 21 days
1 March 2025
I felt both saddened and somehow complicit in this societal shift away from tolerance to a primitive “you are not one of us” mentality.
On Wednesday I had the privilege of making the opening remarks at a gathering of the LGBTQ+ communities of KPMG UK and the UK Foreign Commonwealth and Development Office. It had been planned months in advance to discuss a particular issue pertinent to both organisations – the challenge facing individuals who move between roles in our organisations into countries which may have more restrictive cultural, ethical and legal norms. For example, homosexuality is still prohibited in 64 countries in the world, whilst 33 countries allow same-sex marriage.
But the event took on much greater significance because of its timing. I was not surprised, but I was still shocked, to find myself amongst colleagues and clients who were so deeply, personally worried. It is another very raw example of how the stance of individuals in power has ramifications right through society, and the ability to unsettle, or even put in danger, individuals who are just trying to get on with their lives.
All credit to KPMG UK CEO Jon Holt, who had sent around the UK firm a message of considerable reassurance to staff, reconfirming the UK firm’s commitment to all its values including inclusion, diversity and equity. Nonetheless when over drinks I heard individuals saying they wanted to leave London, because of the way they would now find themselves treated in the street, much worse than they had experienced a few years ago, I felt both saddened and somehow complicit in this societal shift away from tolerance to a primitive ‘you are not one of us’ mentality.
For those who would appreciate some guidance as to how best to support our colleagues through this difficult time, some clear messages came from the evening.
First, supportive leadership is critical. This doesn’t just mean from the CEO. It means for example anyone with colleagues reporting to them.
Second, that in trying to change attitudes, a gentle, human approach in private succeeds much better than public hectoring.
Third, the importance of support communities and making colleagues aware of such communities when they join.
Fourth, ensuring colleagues are not disadvantaged if they would not be comfortable taking on certain roles in certain countries or with certain clients, by proactively helping to find them other opportunities.
Fifth, perhaps most interestingly, encouraging colleagues to be bold and sometimes agree to try a position a little bit challenging , with appropriate support – this perspective came from a former Ambassador who said it was on some of those occasions when he had unexpectedly found more humanity and fulfilment than he expected.