Diversity, equity, inclusion and belonging begins with people – he tangata, he tangata, he tangata – and is central to organisational performance. It is not a side project, a compliance exercise or something to be brought out during Pride month. We know that people do their best work when they feel safe, respected, valued and able to contribute fully.

We speak with Mary Haddock-Staniland, Pou Hāpai Tāngata | Chief Organisation Enablement Officer at Burnett Foundation Aotearoa about what inclusive leadership really looks like and how to do it well. 

Measuring leadership by outcomes

Mary has spent much of her career working across diversity, equity, inclusion and belonging (DEIB), bringing the perspective of a proud Māori trans woman, an experienced executive and a leader focused on outcomes. “My lived experience gives me perspective and resilience and empathy,” she says. “But my leadership is ultimately measured by outcomes. I genuinely believe that the future belongs to organisations that recognise that DEIB are not separate from performance; they’re essential to it being done.” 

Moving beyond representation to influence 

In 2020, Mary became New Zealand’s first C-suite Chief People and Inclusion Officer, a milestone she describes as groundbreaking. “Today, people can see rainbow and trans leaders in places they previously couldn’t.” But the next challenge, she says, is moving “beyond representation towards influence”. 

Representation matters because it expands people’s understanding of what leadership can look like, but genuine inclusion requires more than seeing diverse leaders in senior roles, says Mary. “Who is really making the calls and getting stuff done?”  

Inviting people into the room is not the same as enabling them to shape what happens once they are there. “The opportunity now is ensuring diverse leaders are helping shape strategy, making decisions, influencing investment and leading organisational outcomes.” 

What does real inclusion look like? 

Embedding inclusion means looking at leadership behaviours, recruitment practices, development opportunities, policies, systems and everyday interactions. It means ensuring rainbow and trans people are not just visible, but respected, supported and able to progress. It also means recognising that rainbow inclusion is part of a much wider commitment to belonging across all dimensions of diversity. 

The power of listening well 

Listening with curiosity and intent is one of the simplest and most powerful actions leaders can take to embed inclusion, says Mary. “Often the smallest things, which take the least amount of effort, make the biggest difference.” Many of the barriers she has encountered in her career have stemmed from people not listening. “It really does help and it’s pretty easy to do when you know how.” 

She encourages organisations to dial up levels of curiosity and dial down defensiveness: ask people what they want to see and feel, and how they want to be moved, inspired and supported at work. Listening and pulse surveys, and open conversations can help leaders build more inclusive strategies. “Engage with subject matter experts and the organisation. You may land in an uncomfortable place but that’s all part of growth.” 

The importance of respect 

Respect enables honest and robust conversations, which have the power to “move the needle” and create shared understanding – a space that is needed more than ever, says Mary. It allows people to disagree, challenge and learn without losing sight of each other’s humanity. And it is not to be confused with acceptance. “Acceptance is tolerance and I’m not to be tolerated and nor are rainbow communities.” 

Aotearoa – how are we doing on the world stage? 

Mary is encouraged by the progress she sees across New Zealand. “I think there’s a real willingness from organisations. Real change rarely happens overnight. Progress is built through persistence, partnership, evidence and community leadership. There will always be moments where progress feels much slower than we’d like, but if we focus on creating organisations where people can thrive and contribute and lead authentically, then each generation starts from a stronger foundation than the one before. That gives me hope.” 

Reflecting on global challenges to DEIB, Mary emphasises that this work is a long-term game. “Focus on the things you can influence; have strong allies and advocates around you to champion you when you’re not in the room; engage with news media as you need, not just doom scrolling.” 

Through her role as a judge for the New Zealand Rainbow Excellence Awards, she sees organisations across the motu working hard to do well in DEIB and not living in fear of getting it wrong. “Identifying wins is great, but DEIB doesn’t have a finish line. New Zealand is better than most, but we still have work to do.” 

This work includes moving from symbols to systems. Pride flags, rainbow lanyards and public statements can be meaningful, but are not enough on their own. Mary asks, “Would [your organisation] still be inclusive if all the rainbow flags disappeared tomorrow?” 

The challenge ahead 

During Pride month, visibility matters. Celebration matters. But deeper work happens when organisations turn visibility into influence, symbols into systems, and acceptance into respect. “The challenge ahead is not whether we can create more inclusive workspaces and places,” Mary says. “The challenge ahead is whether we’re willing to lead boldly enough to make them the norm.”