Episode 27
How Those with Power and Privilege Can Help Others with Salma El-Wardany
Diversity has a hierarchy—and most companies are only tackling the comfortable parts. Salma El-Wardany breaks down why representation without inclusion is a revolving door, and how allies can actually change culture.
Episode Key Takeaways
Diversity exists on a spectrum of palatability. Gender and LGBTQ+ representation feel safer to most organizations, so they lead there—while working-class backgrounds, disability, neurodivergence, and race remain the harder conversations. This selective approach leaves entire marginalized groups out of the conversation entirely.
A diverse board that all attended Oxbridge is not diverse at all. When every board member shares the same educational pedigree and socioeconomic origin, they think alike regardless of gender, ethnicity, or sexual orientation. Educational and class diversity fundamentally reshape how organizations make decisions.
Everyone has privilege—it just manifests differently. Light skin, a British passport, a Russell Group degree, or proximity to power all count. The work isn’t to wish privilege away; it’s to recognize it and use it to pull others up alongside you, whether that’s through hiring decisions, project leadership, or speaking up in real time.
Allyship happens in public, not in private messages afterward. Telling someone in the kitchen that a colleague’s comment was out of line does nothing. Real allyship means interrupting in the moment, even when it’s uncomfortable—or finding other concrete ways to support marginalized colleagues if public confrontation triggers anxiety.
Salma’s 20% rule: women should add 20% to whatever they’re asking for—promotion, resources, fees—to counteract inherent socialization that pushes them to ask for less. The fact that clients almost always pay without blinking suggests the bias runs even deeper than anticipated.
Frequently
Asked
Questions
What is the difference between diversity and inclusion in the workplace?
Diversity is who you hire; inclusion is whether they stay and thrive. Without inclusive culture, diverse talent becomes a revolving door—people come in and leave just as quickly. Real progress requires both: hiring diverse people AND building systems, allyship, and culture that support them.
How can I use my privilege to help colleagues at work?
Start by recognizing you have it. Then act: speak up in meetings when marginalized colleagues are interrupted or dismissed; nominate them for high-visibility projects; mentor them; ask how you can support them; give up opportunities to let others lead. Allyship is concrete action, not private sympathy.
Why do companies focus on gender diversity but ignore class or disability?
Gender feels more palatable—less controversial, easier to measure, already normalized in some sectors. Race, disability, neurodivergence, and working-class backgrounds trigger deeper discomfort because they challenge power structures more directly. Progress requires naming this hierarchy and choosing to tackle the harder conversations.
What should I do if I'm afraid to speak up as an ally?
You don’t have to call people out publicly if conflict triggers anxiety. Instead, have private conversations with colleagues: ask how you can support them, offer mentorship, advocate for them in rooms you’re in, or create space for their voices. Allyship has a thousand forms—find the ones that work for you.
How do brands like Nike and Sainsbury's benefit from taking a diversity stance?
When brands stand firm on inclusive values, they attract more customers who share those values than they lose to backlash. Nike’s Colin Kaepernick campaign saw sales rise 38% the following quarter. The key is authenticity: brands must back up external messaging with internal policy, or risk being called out as performative.