I recently shared examples of diversity and inclusion (EDI) practices taking place across the country, and the real progress that is being made by individuals, leaders, and organisations.
However, the phone calls and emails I’ve received in the last few months have made me reflect on the challenges that changemakers face. It’s clear that advocating for change in a resistant environment takes an emotional toll and can lead to fatigue and feelings of burnout.
Diversity and inclusion changemaking can present several psychological challenges, and it is time for a long-overdue talk about the complex balancing act between a professional role and personal identities and beliefs.
Some individuals grapple with imposter syndrome, feeling their strengths are not enough or that vulnerabilities will overshadow their contributions. Balancing these aspects can also evoke feelings of pressure, stress, or the need to constantly prove oneself. Moreover, navigating biases or conflicting perspectives within diverse groups can impact team dynamics, requiring a delicate balance of leveraging strengths while respecting vulnerabilities to foster an inclusive environment.
