In too many organisations, senior leadership still fails to reflect the diversity of the wider workforce or the society it serves. For professionals from underrepresented backgrounds — whether Black, Asian, or racially minoritised, LGBTQ+, disabled, neurodivergent, or first-generation university graduates — climbing the career ladder can feel like attempting a route others have taken blindfolded, while you are expected to build the steps as you go.
Despite progress, the reality is that most boardrooms remain overwhelmingly white, male, able-bodied, and middle class. For those who do not fit that mould, the journey to leadership can be isolating. But leadership should not mean leaving your identity at the door. In fact, your perspective and lived experience are precisely what can transform the space once you get there.
The question is not whether underrepresented professionals are ready for leadership. The question is whether the system is ready to value their leadership on its own terms. With the right tools, allies, and mindset, it is possible not only to rise to the top, but to reshape what leadership looks like for those coming behind you.
The argument for inclusion at the top is no longer just moral — it’s strategic. A growing body of evidence shows that leadership diversity is linked to stronger business outcomes. According to McKinsey’s Diversity Wins report, companies in the top quartile for ethnic and cultural diversity among executive teams were significantly more likely to outperform their peers in profitability. Diverse perspectives help leaders navigate complexity, challenge assumptions, and connect more meaningfully with clients and communities.
Yet the numbers still paint a bleak picture. As of 2024, fewer than two percent of directors in the FTSE 100 are Black. Disabled people continue to be underrepresented at senior levels across nearly every sector. LGBTQ+ professionals, while increasingly out at work, still face barriers to advancement — particularly in male-dominated industries. And those who do reach leadership often carry the burden of being “the first,” “the only,” or “the exception.”
Recognise Your Value and Step Into Visibility
Before anything else, it’s important to recognise the value you already bring. Underrepresented professionals frequently develop crucial leadership traits as a result of the challenges they face. Navigating multiple identities and environments fosters adaptability and emotional intelligence. Managing bias and barriers requires strategic thinking. Being consistently underestimated builds a resilience and tenacity that often goes unrecognised but is vital in leadership.
Rather than downplaying these qualities, start to see them as your foundation. Reflect on the moments when you’ve had an impact — the projects you led, the teams you supported, the times you were the calm in the storm. These aren’t just career milestones; they’re proof points of your ability to lead.
Mentorship is another crucial part of the journey. For those not already well connected to the inner workings of leadership culture, guidance can be life-changing. A mentor can help you understand the unspoken expectations, challenge your self-doubt, and support your growth in ways that textbooks and training sessions can’t. It’s worth seeking out someone who understands not just the structure of leadership, but the subtle dynamics — who knows how things really work in your organisation or sector, and who can give you honest, practical advice.
In addition to mentors, you’ll also need sponsors. These are the people who will advocate for you when you’re not in the room — who believe in your potential and are willing to use their influence to create opportunities for you. Sponsorship is particularly important because many underrepresented professionals are evaluated on what they’ve already done, while others are promoted based on perceived potential. Having someone with power back your growth can help break that double standard.
Taking on stretch opportunities can also play a significant role in moving into senior roles. You don’t have to wait until you feel completely ready. In fact, you probably won’t. Stretch roles often feel slightly out of reach at first — a new responsibility, a cross-functional project, a public-facing role, or a leadership secondment. These are opportunities to test your abilities, build visibility, and develop the confidence that only comes from doing. If these chances aren’t coming your way, ask for them. Make it clear to your manager or team that you’re looking for professional growth and willing to step up.
Overcome Barriers and Build Your Leadership Identity
Of course, the path isn’t always straightforward. Many professionals from marginalised backgrounds still encounter microaggressions, double standards, and biased perceptions. You might be mistaken for junior staff, expected to do unpaid diversity work, or excluded from informal networks where decisions are made. These experiences can be demoralising, especially when compounded over time.
But your experience is not a liability — it’s insight. You see what others don’t. You notice gaps in policies, hear silences in conversations, and understand the experiences of colleagues who are overlooked. That knowledge is a strength, and in a leadership context, it becomes strategic intelligence.
It’s equally important to invest in your own development. Some organisations offer internal leadership programmes, but if yours doesn’t, seek out external options. Programmes like Stonewall’s LGBTQ+ Leadership programme, Race Equality Matters’ Safe Space Plus, Disability Rights UK’s Leadership Academy, and the NHS Stepping Up initiative are designed to support professionals from diverse backgrounds as they transition into leadership. These programmes don’t just offer training — they offer networks. And peer networks are just as important as formal learning. They give you space to reflect, share, and find solidarity with others walking a similar path.
Another key step is building a strong personal brand. This doesn’t mean becoming a social media influencer — it means being intentional about how you’re perceived professionally. Think about how you introduce yourself, how you show up in meetings, and how you share your ideas. Update your LinkedIn profile to reflect your achievements and aspirations. Volunteer to lead or represent your team when opportunities arise. Speak at internal events, comment thoughtfully on sector developments, or write an opinion piece. The goal is to be known for something beyond your job title — to be seen as someone with perspective, credibility, and presence.
There are real-life examples of individuals who have used this approach to powerful effect. Karen Blackett OBE, UK President of WPP and one of the most influential women in British media, has long spoken about the importance of mentorship and creating space for others to thrive. Asif Sadiq MBE, Chief Global Diversity, Equity & Inclusion Officer at Warner Bros. Discovery, began his career in policing and became a global inclusion leader by being unapologetically strategic about growth, visibility, and impact. These leaders didn't just find a seat at the table — they helped reshape the table itself.
Create Change and Lead With Purpose
Your story might not mirror theirs exactly, but it doesn’t need to. There’s no single path to leadership, especially not for those breaking new ground. What matters is that you keep moving forward — even when the way isn’t clearly marked.
And when you do reach the top, leadership becomes about more than your own success. It becomes about creating space for others. That’s when the work truly begins — when you start to open doors, challenge outdated practices, and shift the culture so that others can rise too. This is how change takes root. Not just in strategy documents, but in the way teams are built, decisions are made, and people are valued.
Your presence in leadership sends a message — not just to your peers, but to those watching you from below. It tells them that they belong, that they can lead without losing themselves, and that success does not require silence or compromise.
The journey to senior leadership can be long, but it is not solitary. Others have walked it before you, and others will walk it after. The difference now is that you get to choose how it unfolds — on your terms, in your voice, and with your values intact.
You deserve to be where decisions are made. And when you get there, you’ll know the difference wasn’t just in how hard you worked — it was in how boldly you stood.
Search for inclusive roles at every level at DiversityDashboard.co.uk — your next leadership step might start today.