The Inclusive Diplomat
In another reflection in what I have learnt in a year of inclusioning, I had my first inclusion-related interaction with the UK government this year. In this case, with the foreign office overseas. Here’s what I learnt.
Forging relationships and partnerships across the globe can be one of the toughest environments in which to grow a career. Navigating diverse cultures, new perspectives, and the inevitable challenges of language barriers, financial competition, or even conflict, takes resilience and adaptability.
So, when the British Embassy in Seoul, South Korea, invited Men for Inclusion to collaborate, we seized the chance. Here was an opportunity to partner with a dynamic team working in one of the world’s most rapidly developed economies—the 14th largest globally—built on innovation and technology yet shaped by deep-rooted hierarchies and gendered traditions. This team was also operating in the shadow of one of the world’s longest-running conflicts, forging partnerships on a local, regional, and global scale.
Beyond this diplomatic engagement, we saw a chance to contribute to the growing strength of the UK’s service sector in diversity and inclusion. While the UK may not be the global leader in Diversity, Equity, and Inclusion (DEI)—a title more fitting for Scandinavia—it has developed impressive expertise in this area, especially as one of the most multicultural nations on earth. With world-class research and consultancy on people-related work, the UK is well-positioned to lead by example.
Given that the UK speaks the language of business, the potential to export DEI knowledge is immense. This collaboration with the Embassy in Seoul was our chance to test that knowledge in action. Mastering inclusivity here could pave the way for broader opportunities, as research continues to show that diverse, inclusive environments boost both individual and organizational performance. The British Embassy could help drive this impact—and we were eager to help them lead the way.
Luckily, we weren’t starting from scratch. Ambassador Colin Crooks and his team had already made inclusive leadership a priority. They were active partners in the Korean British Chambers of Commerce’s Empowerment program, which aimed to develop local female leaders. Colin had even made headlines recently by withdrawing from a local forum due to an all-male speaker lineup. But despite their progress, the team recognised there was still much to learn.
Our workshop began with an open and honest conversation about the “lived experience gap.” Based on our book, The Accidental Sexist, and ongoing research, we discussed how ingrained stereotypes often create career barriers, particularly for women and ethnic minorities. These barriers aren’t always intentional—often, they stem from unconscious biases—but they are real, and once we recognize them, we can start to dismantle them.
What was striking, and encouraging, was the Embassy team’s willingness to engage. Both men and women in the room shared their experiences—positive and negative—and admitted to making inadvertent mistakes. The candid dialogue highlighted the challenges present within the Embassy itself, but more importantly, it underscored their commitment to growth.
The conversation expanded to include race, ethnicity, and the cultural nuances between British and Korean norms. We recognized that while we were all at different stages in our inclusive leadership journeys, our role as leaders was clear: to help guide our teams through this process. Often, this means becoming allies—whether it’s men supporting women or straight colleagues supporting LGBTQ+ coworkers. But it also means helping those who don’t identify with diverse characteristics understand that an inclusive environment benefits everyone.
By the time we reached the practical exercises on how to build a more inclusive approach, the room was buzzing with energy. Ideas were flowing freely—team members were ready to have more discussions about lived experiences, commit to equitable task distribution, and make inclusive leadership a regular conversation. They were also prepared to respectfully call out non-inclusive behaviours.
Leaving a workshop with a Net Promoter Score of +88 is a clear sign that the team left inspired to take action. Of course, real change takes time, and the benefits aren’t always immediate. But this team demonstrated the courage to openly address where they could improve, and more importantly, they made genuine commitments to do better moving forward.
In our own small way, we hope we’ve helped an important arm of the UK government operate even more effectively. If this translates into more impactful diplomacy, stronger partnerships, and greater influence with their Korean counterparts, we’ll know the impact was real.