Look, there’s a group of people who will loudly object to the idea that a workplace must understand the impact of generational disadvantage stemming from historical injustices. I make no apologies for this position. Research repeatedly demonstrates the reality of intergenerational disadvantage and it isn’t a matter of opinion; it’s a documented consequence of historical and systemic factors. You cannot expect individuals to disrupt patterns of poverty, lack of access to education, or limited opportunities purely through individual effort, because these are not individual failings – they are systemic barriers. Hard work alone is not enough to disrupt the impact of this, and the sooner people in positions of authority understand and acknowledge this, the better placed they will be to take steps to support their people.
A leader’s job is to create an environment where everyone can succeed. You can’t effectively support your people and build a fair, competitive team if you are blind to the fact that not everyone is starting from the same place.
Your business needs to get real about culture
Let’s get real about global challenges. We’re living in a world where the gap between the rich and poor is getting bigger, and where active genocides and the breaking of promises to Indigenous peoples are real. For many, this is psychological warfare that strips away basic rights and identity. Because of this, your company’s commitment to cultural competency is no longer just a nice-to-have (was it ever?). It’s something your business needs to be a leader in today.
More than “Diversity”
The old idea of telling people to “leave your personal life at the door” was always wrong, but now it’s just ridiculous. Cultural competency isn’t just about hiring a few people from different backgrounds; it’s about an active commitment to understanding and respecting the cultures of all your employees. Your workplace needs to understand the impact of generational disadvantage that comes from historical injustices and actively value the unique contributions that every individual brings.
This shift is key to building a culture of psychological safety, where everyone feels genuinely seen and valued. Because, when you ignore the outside pressures people face, you force employees to hide who they are just to fit in. This leads to burnout, stress, and a complete lack of trust.
A culture that lets little insults or microaggressions slide is a culture that is failing its entire team
Leadership in action
Good leadership in this area isn’t passive. You have to take deliberate action to educate, listen, and build respect into the very way your company works.
- Make sure your team learns about different cultures. This includes the history and ongoing issues faced by Indigenous peoples, as well as the diverse backgrounds of all your employees. This helps move a team from not knowing to actually understanding.
- Real respect is built on listening. Create safe spaces for all voices to be heard, valued, and included in important conversations.
- Leadership must be firm against any form of disrespect. By quickly dealing with bad comments or behaviour, you show everyone that a culture of respect is not a suggestion, it’s a rule.
- Cultural respect should be a part of every business decision, from how you hire people and what suppliers you use to how you talk to customers and present your brand to the world.
Building this kind of cultural competency is how a company truly innovates and stays strong. It helps you attract better talent, build real relationships, and operate with a greater sense of purpose. This isn’t just about being a good person, it’s essential for your business to succeed.