Inclusion is for life, not just for Pride Month
Come June, you’ll probably notice rainbows popping up all over LinkedIn, social media, and corporate blogs. You might see companies talking about how important it is for LGBTQ+ colleagues to feel safe, valued, and empowered to be themselves at work. Some might even sponsor a float at their local Pride parade or host events to celebrate the community.
Honestly, it’s great to hear those voices. In a time when LGBTQ+ rights are still being challenged, visible support really does matter. But here’s the thing – it can’t just be for show. Too often, Pride feels like a marketing campaign, a moment to capitalise on the equality movement. Slapping a rainbow on a logo or adding it to an email signature might look supportive, but what happens when July rolls around? When the colours fade back to black, are we still doing the work to be inclusive and supportive?
I recently had the pleasure of chatting with three senior HR leaders who are genuinely committed to making a difference. They're not just talking the talk – they're walking the walk, and making sure their local authorities are actively putting in the work to support people with diverse identities. It’s encouraging to see them backing up their public affirmations with real action.
“We need to be really clear that support for our LGBTQ+ colleagues doesn’t end with the lowering of a Pride flag.”
Plymouth City Council’s Service Director of Human Resources & Organisational Development, Chris Squire, highlighted the importance of continued engagement with internal employee networks in ensuring a positive, supportive environment all year round. Chris also spoke of the importance of reaching out into and connecting the Council’s work with Plymouth’s communities for the Council’s own learning and development.
Chris said: "We need to be really clear that support for our LGBTQ+ colleagues doesn't end with the lowering of a Pride flag at the end of Pride Month. We do this specifically with our support for, and engagement with, the LGBTQ+ staff network, and continued work on diversity across all areas. Those open conversations with staff, as well, and also remembering that work in one area of what we might term to be diversity, for example disability, can also show support for all staff by demonstrating concern, interest and support."
Chris also shared some interesting insight from some internal discussions that have taken place at Plymouth. "Feedback from our staff network leads, for example, show that younger people feel more comfortable approaching someone wearing a rainbow lanyard - not necessarily because either person is LGBTQ+, but because it shows the wearer of the lanyard is more open to a conversation."
“Fear often comes from a lack of awareness or understanding… being able to create opportunities to address that goes a long way.”
Phil Quinn, Barnsley Council’s Head of People Services and Chair of the Council’s LGBTQ+ Network Group ‘Proud’, highlighted the culture of empowerment for which Barnsley Council have been advocating for several years. Phil also discussed the importance of leadership in the creation of an inclusive environment, whether that’s through publicly LGBTQ+ leaders providing an empowering example for other employees or allies promoting support.
"It's important to have senior leadership role models as allies. We're very lucky at Barnsley that our organisation is incredibly supportive of our network groups. I think having openly LGBTQ+ senior leader role models is also incredibly powerful and is a clear demonstration to everyone that people can be themselves without fear of impact on their work or career. I think for me it's about integration, about creating opportunities to bring communities and employees together.
"I think it's also vital to create safe spaces, including maybe safe spaces for questions that can be provided in a respectful and non-judgmental environment, but it allows people to address questions that they might have had, because I think fear can often come from a lack of awareness or understanding. We are fearful about what we don't understand, sometimes, so creating opportunities where we can address that can go a long way."
“Allyship is a mindset.”
Marie Kerr, Chief People Officer with Cornwall Council, also spoke about how important allies are for inclusivity and how to build that into an organisation:
"Allyship can be structural - you can put someone in charge of a forum, be an advocate for children, for adults - cross protected characteristics, you can build that into the structure of an organisation. But allyship is a mindset, and one that's only facilitated through a real willingness to accept your unearned and earned privileges and creating an environment where people can share their experiences openly and honestly."
Marie also discussed the nuances around authenticity and professionalism, suggesting that they go hand-in-hand.
"Authenticity is not rudeness, bad jokes, overstepping - that's just bad behaviours. Really, authenticity and professionalism are the same thing. It's about not hiding who you are, being really clear what's important to you, what your boundaries are, treating other people how you wish to be treated, and being tactful, open and honest. Those are also what sum up professionalism. You can bring your true, authentic self to work, but you do it in a way which is respectful of the people around you - that doesn't mean you need to hide."
My conversations with Marie, Chris, and Phil – three senior HR leaders – left me genuinely inspired. It’s clear that our public services are still deeply committed to creating inclusive experiences, not just for their teams, but for the diverse communities they serve every day.
That kind of commitment matters now more than ever. Across the UK, we’re seeing a worrying rise in political rhetoric and policy proposals that threaten LGBTQ+ rights. These aren’t just symbolic gestures – they’re signals of a broader pushback against inclusion and equality.
And yet, despite this climate, there are still people and organisations standing firm, pushing forward, and refusing to let progress be undone. That’s what stood out most in my conversations with Marie, Chris, and Phil. Each of them brought something powerful to the table – but the common thread was authenticity. Whether it was Chris engaging leadership in meaningful dialogue, Phil stressing the need for visibly diverse leadership, or Marie describing how Cornwall is facilitating tough but necessary conversations, it’s clear that real change comes from real connection.
So here’s my ask: if you’re in a position to influence, lead, or even just start a conversation—do it. Be intentional. Be authentic. And most importantly, don’t let the momentum fade when the spotlight moves on. Inclusion isn’t a seasonal campaign, it’s a daily commitment. Let’s keep showing up, especially when it’s not easy.
A big thank you to Chris Squire, Phil Quinn and Marie Kerr, for their time, support, and valuable contributions.
Lennox Fitchett is Consultant in Faerfield’s Executive Interim practice, and is Chair of Faer Chance, our internal network for equality, inclusion and social values.
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