Leadership should be about ability, vision and trust. But in the UK, too many talented Black and ethnically diverse professionals are still being overlooked when it comes to senior roles. Despite progress in recruitment and growing awareness of the need for inclusion, the same cannot be said for progression.
The issue isn’t a lack of potential. It’s a lack of opportunity.
If organisations want to build fairer, stronger, more future-ready workplaces, they need to ask one key question: who gets to lead, and why?
Why Leadership Diversity Still Falls Short
In 2024, the Parker Review found that just 2% of FTSE 100 CEOs were from an ethnic minority background. This number hasn't shifted significantly in years. In the public sector, particularly in education and the civil service, senior leadership positions remain predominantly white.
This matters. When leadership lacks diversity, organisations are more likely to miss out on talent, innovation, and connection with wider communities. It also sends the wrong message to aspiring professionals from underrepresented backgrounds: that no matter how hard you work, the top might still be out of reach.
The effects are real. Staff may disengage, leave, or never apply for promotion. A pipeline of brilliant, committed people stalls, simply because systems weren’t built with them in mind.
What Are the Barriers?
Progression gaps don’t just happen by chance. They often arise from informal networks where many opportunities are shared through relationships rather than open applications, making it harder for some to access them. There’s also the issue of unconscious bias—assumptions about leadership style or cultural fit often work against those who don’t match a traditional mould. Talented individuals can find themselves doing excellent work that simply isn’t seen if they lack visibility or advocates. Some staff feel they must downplay parts of their identity to be accepted, which can be exhausting. And while development opportunities may exist, they aren’t always targeted, fair or transparent.
What Can Organisations Do?
There is no single fix, but a combination of thoughtful, sustained actions can make a real difference. Sponsorship is one of the most powerful tools for progression. Unlike mentoring, which focuses on advice and support, sponsorship is about advocacy. Sponsors champion their sponsees for promotions, recommend them for key projects and help them build visibility. For Black and ethnic minority staff, having a sponsor can be the difference between being seen and being sidelined.
Organisations need to create formal sponsorship programmes that ensure underrepresented talent is not left to find sponsors by luck or personal connections. These programmes should be tracked, evaluated and built into leadership development strategies.
Transparency is also essential. People cannot aim for goals they cannot see. Clear criteria for promotion, open job opportunities and a fair process for applying make a huge difference. Employees should be guided through how promotion decisions are made and what good performance looks like. Internal job boards, targeted career development conversations, and celebrating diverse success stories can all help encourage ambition and retention.
Line managers play a crucial role in enabling or blocking progression. Yet many are promoted for technical ability rather than their skill in managing people. They need the tools and training to lead inclusively, give fair feedback, and support growth for all team members. This includes regular training, practical resources and tying inclusive behaviour to their own performance objectives.
Data is another vital tool. Organisations should monitor who is applying for promotions, who is getting them, and where the gaps lie. This should be broken down by ethnicity, gender, disability and other factors. Honest analysis can help shape targeted action. Sharing this data internally creates transparency and accountability.
Culture is the foundation. Even the most talented people won’t thrive if the culture makes them feel like outsiders. True inclusion means staff can bring their full selves to work and still be seen as future leaders. That requires valuing different ways of leading, thinking and communicating. It involves actively addressing microaggressions, listening to lived experiences, and turning insight into action.
Real-World Action: A Case Example
Some organisations are taking the lead. The NHS Leadership Academy has introduced targeted development programmes for ethnic minority staff, including the Stepping Up and Ready Now initiatives. These programmes offer development tools and structured support to help individuals overcome systemic barriers. Early evaluations show positive outcomes, including higher confidence, improved visibility, and increased progression. More importantly, they show what’s possible when organisations invest in both people and systemic change.
Common Pitfalls to Avoid
One-off initiatives can lead to tokenism. Diversity work must be embedded, not occasional. Relying on one diversity champion without senior-level buy-in will not change structures. It’s also important not to treat ethnic minority staff as a single group. Intersectionality matters—experiences of race combine with gender, class, disability and more. And focusing only on recruitment without tackling progression risks creating a revolving door of disappointment.
Why This Matters Now
In 2025, DEI efforts are facing increased political scrutiny. But progress must not be paused. Leadership still matters. Representation still matters. We need organisations that not only bring diverse people in, but help them rise.
Supporting Black and ethnic minority staff into management is more than a moral duty. It’s a way to build resilient, responsive and high-performing organisations. It shows that leadership is open to all, not just the few.
The next generation of leaders is already here. They are waiting for systems to catch up. It’s time to open the door and let them in.