Watch as FAIRER MD Dan Robertson explores the effects of identity politics in the workplace, and how organisations can navigate this complexity.
We live in a very complex time. We live in a time, effectively, of identity politics. One of the questions I’m often asked by global CEOs is this – 'What is my role in this? How do I navigate it?'
Historically, corporates would have taken a particular view. That view was simple – what happens outside is not directly relevant to us. We stay neutral on social issues, political issues. We don’t get involved in social injustice or anything like that.
But I think there have been a number of watershed moments that have fundamentally collapsed that way of thinking. The most significant recent one was the murder of George Floyd. What that moment did was stimulate a conversation among general populations and employees. People began saying to their CEOs and corporate leaders – 'You need to have a voice on this. You can’t stay silent on social injustice.'
As a result, the idea that corporates can remain silent on racism, sexism, or homophobia is now effectively dead.
This shift creates a new and complex challenge for organisations – what is our voice in this space? And this becomes even more complicated because of the rise of identity politics. Across society, we now have very conflicting views on a wide range of issues:
If you look globally, the landscape adds another layer of complexity. In the US, there is ongoing social and political division. Closer to home in the European Union, we’re seeing significant shifts. For example:
These are governments that, in many ways, are institutionally homophobic, sexist, or racist.
The reality is that all of these debates don’t stay outside – they seep into our corporate environments. We are surrounded by colleagues who have a wide range of perspectives, beliefs, and opinions. This makes it increasingly confusing for leaders trying to navigate what is appropriate, what is acceptable, and how to respond. So how do we move forward?
To navigate this, organisations need to focus on two critical areas.
1. Defining the limits of authenticity
First, it doesn’t matter who you are or what your personal view is – there should be respect for that. But there are limits to authenticity. You are not entitled to come into a corporate environment and say anything you like under the banner of “being authentic” or “speaking your truth”.
There are also limits to free speech in the workplace. Organisations need to be clear – if you are part of this organisation, you need to ensure that your behaviours and viewpoints align with organisational values. That clarity is essential.
2. Moving from diversity to corporate cohesion
Second, structurally, organisations need to shift their focus. Right now, many businesses are heavily focused on diversity and inclusion – but that is not enough. We need to move towards what could be called corporate cohesion.
At present, many corporate structures – employee resource groups (ERGs), policies, and processes – are designed in ways that can unintentionally silo people. They emphasise difference but don’t always bring people together.
The question for the future is this – how do we create environments that genuinely unite people? The answer lies in developing policies and processes that prioritise cohesion alongside diversity, equity, and inclusion.
Ultimately, organisations are navigating a world where silence is no longer an option, and complexity is unavoidable. The challenge is not just to respond to identity politics – but to do so in a way that brings people together rather than pushing them further apart. Because the real goal has not changed:
The task now is ensuring we don’t lose sight of that in an increasingly divided world.
For more information on navigating identity politics and building corporate cohesion in the workplace, watch our webinar, Is corporate cohesion the new frontier of inclusion management? Alternatively, explore our Inclusive Leadership training, a programme designed to equip leaders with the confidence and competence to lead with awareness, empathy and fairness, creating a culture where difference is valued and every voice is heard and respected.