Embedding DEI into the DNA of Leadership An exploration of how inclusive leadership drives sustainable transformation across industries | Ruchika Malhan Varma | Chief Marketing, Customer & Impact Officer | Generali Central Insurance Company Ltd

Imagine a chessboard where every piece looks and moves like a pawn. No queens to command, no bishops cutting across diagonals, no knights leaping unexpectedly, no rooks anchoring defence. That’s what organisations look like when they fail to embrace Diversity, Equity, and Inclusion (DEI). In the Indian context, recognising DEI is even more relevant. That’s because our ‘workplace chessboard’ is made up of people from different regions, languages, genders, abilities, and socioeconomic backgrounds. Each employee brings a unique perspective and a different way of moving the game forward. And if leadership were to value only a single type of employee, the organisation would limit its own potential. But when leaders embed DEI into their vision and culture, the workplace comes alive with creativity, innovation, and resilience.

The many benefits of DEI

The case for DEI goes beyond morality. It is not just a nice-to-have; it is a strategic business imperative. The list of benefits of having a diverse pool of talent ranges from improved collaboration, to increase in innovation, employee engagement, and retention, which translates to superior customer satisfaction service, business growth and profit. The numbers speak for themselves. A 2025 study by HR advisory firm Marching Sheep found that inclusive firms recorded nearly 50% higher profit after tax (PAT) compared to their less diverse peers. For Indian organisations with a young, informed, digital-savvy workforce – especially millennials and Gen Zs, DEI is no longer optional. It is what makes an organisation stand out and gives it a powerful competitive advantage.

Why leadership matters

While DEI initiatives have gained widespread organisational attention the world over, translating intentions into meaningful change requires more than policy statements. For DEI to be truly implemented, it must be visible in daily behaviours – and that starts with leadership. Without strong commitment from the leadership team, DEI remains confined to policy documents, training modules, or HR checklists.

In the dynamic landscape of today, the role of leadership is constantly evolving. It has expanded to include not only strategy and execution but also a deep commitment to building equitable, inclusive workplaces.

When leaders walk the talk – making DEI a part of hiring, promotions, team dynamics, and even client relationships – the culture shifts. This is because employees observe what leaders do more than what they say. And a leader, who consistently calls out bias, acknowledges diverse perspectives, and creates space for dialogue, sets the tone for the entire organisation.

What can a leader do?

Embedding DEI in leadership is not about grand gestures but about consistent, conscious actions. It means recognising systemic barriers, unconscious bias, and societal conditioning – and choosing to step up. It is about acknowledging gaps in awareness within organisations and taking deliberate, concrete steps to close them.

Here are a few actionable steps for leaders to bring real impact within their organisation:

1. Walk the talk

The only way DEI can move out of the boardroom is if leaders take it out of the boardroom. If DEI isn’t on the leadership agenda, it doesn’t get the time, budget, or strategic attention it deserves.Leaders must role-model inclusive behaviour in everyday interactions – whether it’s who they invite to speak in meetings, how they listen to quieter voices, or how they hold teams accountable for inclusive conduct.

2. Take a holistic approach

DEI cannot be treated as a one-off programme or an annual awareness campaign. It needs to be woven into the organisation’s strategy, operations, communication, and culture. From recruitment to talent development, from product design to customer service, DEI should influence every decision. In India, where language, culture, and socioeconomic disparities are pronounced, a holistic approach ensures that inclusion is not limited to gender or representation alone, but expands to embrace multiple dimensions.

For instance, adopting a 360-degree approach, with the aim of being an inclusive employer, insurer, and a responsible corporate citizen. To make that happen, it’s important to come up with a three-pronged strategy – educate, advocate, and celebrate – that helps to embed inclusion as well as transform policies, culture, and mindsets in the organisation. Not only does it help to identify organisation-wide priorities, it also aids in setting up a Governance structure, and form Employee Resource Groups.

3. Incorporate diversity into hiring

Recruitment is often the first barrier to diversity. Leaders must work with HR to review job descriptions, interview processes, and selection criteria to ensure they are inclusive. Proactive outreach – such as engaging women returning to work and plugging the leaky pipeline, persons with disabilities, and candidates from LGBTQIA+ community, smaller towns – can tap into India’s diverse talent pool. Policy changes, including flexible work options, accessible hiring processes, and language support, help remove barriers and open doors for underrepresented groups.

Reexamining our hiring policies, addressing unconscious bias and even adding accessible infrastructure to our office premises help to make these a reality.

4. Become an ally

Allyship goes beyond passive support. It requires leaders to actively listen to underrepresented colleagues, acknowledge their challenges, and advocate for their career growth. Being an ally could mean calling out bias when it occurs, mentoring someone who lacks access to networks, or creating policies that level the playing field. Leaders who act as allies signal that inclusion is not just about optics but about action.

5. Create a safe space and celebrate diversity

DEI cannot thrive without psychological safety. Leaders must foster an environment where employees feel safe discussing sensitive topics – whether it’s gender bias, accessibility, or cultural stereotyping – without fear of repercussion. Safe spaces encourage honest dialogue and surface issues that might otherwise remain hidden, enabling the organisation to address them proactively. Safe spaces also create an environment where diversity is celebrated, be it through cultural events, festivals, or traditions. A good leader sets an example by wholeheartedly participating in both dialogue and celebration.

At its core, DEI is about seeing and valuing people as they are. Therefore, DEI is an ongoing journey, not a one-time checkbox. Leaders must stay committed even when progress feels slow or challenges arise. True inclusion takes patience and persistence, requiring continuous learning, adaptation, and reinforcement. By treating DEI as a long-term priority rather than a short-term initiative, leaders can truly embed it into the DNA of the organisation.