We're thrilled to release the second episode of our 2025 Inclusion Exchange series!

Join us in a powerful conversation with Lanre Sulola, as we explore Breaking the Cycle: Empowering Progress for Minoritised Talent 

The underrepresentation of minoritised groups in the workplace, especially in senior leadership roles, is a persistent issue that hinders individual potential and organisational progress.

Read our Blog below or check out the episode in full via Youtube or Spotify.

Breaking the Cycle: Empowering Progress for Minoritised Talent — with Lanre Sulola

In the latest episode of the Inclusion Exchange Podcast, Lanre Sulola, a Coach and Founder of Inner Ambitions, shared his insights on how aspiring leaders can break this cycle and create spaces where underrepresented talent can thrive.

Although he started his career in accounting, Lanre's journey to coaching and leadership development has been shaped by personal experiences and a deep commitment to fostering inclusive cultures in the workplace. His work focuses on driving equity and inclusion through mentorship, sponsorship, and the implementation of strategic initiatives aimed at creating long-lasting change.

Keep reading for more insights from Lanre on workplace progression and empowering leadership in minoritised groups.

How did you get started in this field of work?

I began my career at PwC as an accountant. During my time there, I was often the only person of colour in the room. As I looked at senior leadership, I saw even fewer who looked like me, leading me to question whether I truly belonged.

I know many people from minoritised groups experience that sense of not belonging, and I wanted to change it. My path took a turn when I was selected for a programme called Reach Role Model, aimed at raising the aspirations of young Black men. As part of this initiative, I spoke to groups about my own journey and how they could overcome challenges in education and careers. That experience sparked something in me, and helping others navigate similar challenges became a personal mission of mine.

Another defining moment came when I failed my final exams to become a chartered accountant. Typically, failing these exams twice results in dismissal, and I was on the verge of losing my job. But I wasn’t ready to give up. During my disciplinary meeting, I advocated for myself and mentioned work I’d done with a senior partner. I am not sure what strings he pulled, but he stepped in behind the scenes, and I ended up working for him in his department.

That experience solidified my understanding of how essential it is for underrepresented individuals to have someone in senior positions advocating for them. Without that support, I wouldn't be where I am today.

How Can Senior Leaders Support Minoritised Talent in the Workplace?

One of the most impactful ways senior leaders can support minoritised talent is through sponsorship. I can’t stress enough how important it is for a leader to actively advocate for individuals under their mentorship. Without this support, it’s far too easy for individuals to remain invisible, no matter how skilled or capable they are.

Throughout my career, I’ve seen far too many talented people struggle because they didn’t have the backing of someone in senior leadership. So, if you’re in a leadership position, it’s essential to see the potential in people, even if they don’t yet have the connections or opportunities to prove it. You can be the one who opens that door for them. For me, having a sponsor made all the difference, and I want to help others achieve the same.

What Are Common Misconceptions About Supporting Underrepresented Employees?

In my experience, one of the most prominent misconceptions leaders have when it comes to supporting underrepresented employees is the belief that a few diversity programmes or one-off events are enough to drive change. That couldn’t be further from the truth. True progress requires long-term commitment—years of work to unlearn harmful habits and dismantle outdated systems. It’s not just about ticking boxes or holding an event; it’s about ensuring that inclusion is woven into the fabric of an organisation.

Another misconception I often encounter is the idea that good intentions are enough. Many leaders say they want to support underrepresented employees but fail to understand how their words and actions can impact people. We must recognise that the impact of our language and behaviours is far more significant than our intentions.

For example, when leaders say things like, “They’re not ready” or “They’re not polished enough yet,” they reinforce bias without even realising it. This is why leaders must examine the impact of their actions and be prepared to adjust their mindset and language.

Often, underrepresented groups are seen as lacking or not “ready” for leadership roles. This perspective focuses on what these groups don’t have or that they need to be “fixed” instead of empowering them and what they bring to the table. It’s time to challenge that view and focus on individuals' strengths rather than what’s perceived to be missing.

The focus needs to be on providing opportunities, support, and mentorship. Many individuals I’ve worked with have been incredibly talented, but they’ve struggled to progress due to a lack of support. Creating a culture that allows people to bring their whole selves to work—without the need to conform to narrow standards—is essential. If we can remove those barriers, underrepresented talent can thrive.

Why is It Important to Build Connections Between Senior Leaders and Aspiring Talent?

As I’ve mentioned, having a connection with someone in senior leadership was transformative for my early career. Therefore, I believe mutual mentoring programs are among the most effective ways to create lasting change. Both senior leaders and aspiring leaders have valuable insights to share, and when those insights are exchanged, it builds understanding and mutual respect.

Aspiring leaders need mentors who can help them navigate challenges, make informed decisions, and open doors that may not otherwise be available to them. Mentoring is not just about teaching them the technical skills required for leadership—it’s about connecting them to the resources, opportunities, and networks they need to succeed in the long term.

How Can Organisations Measure the Effectiveness of Their Inclusion Programs?

For any inclusion programme to succeed, clear goals and metrics must be established. It’s not enough to say, “We’re doing great work in diversity”; we need to track progress and hold ourselves accountable. But here’s the thing: change takes time. If your organisation expects immediate results, you may be setting yourself up for disappointment.

When we look at the long-term picture, it becomes clear that we need to give programmes time to work. This isn’t a quick fix, but a continuous process of learning, growing, and adjusting. I always stress the importance of being patient while also tracking progress. Measuring success means looking at both the numbers and the quality of support, and ensuring that we’re fostering an environment where everyone has the chance to succeed.

What Are Some Proactive Steps Leaders Can Take to Advocate for Equitable Talent Development?

The first step in advocating for equitable talent development is simple: dialogue. You need to talk to your people—really listen to them. Creating space for these conversations and understanding the challenges your employees face is essential. Without this step, you can’t build a meaningful plan for change.

I always tell leaders to hold themselves accountable for creating an inclusive culture. This is not just another checkbox on a to-do list—it’s an integral part of their leadership role.

One framework I’ve developed to help leaders in this journey is the FACES acronym:

• Fairness: Ensuring that all policies, practices, and behaviours are fair and inclusive

• Accountability: Holding oneself accountable for diversity and inclusion efforts

• Collaboration: Working together to create an inclusive and supportive environment

• Empathy: Putting yourself in others’ shoes and understanding their experiences

• Sharing: Sharing knowledge, resources, and opportunities with those around you

When leaders embrace these principles, they can make a tangible difference in their organisations.

How Can Underrepresented Employees Advocate for Their Own Career Progression?

My biggest advice for anyone concerned about their career progression is simple: don’t keep it to yourself. It’s easy to feel isolated, but sharing your challenges and seeking support can make all the difference. I’ve seen this firsthand—when someone opens up about their struggles, others often share their own experiences, which helps create a sense of community and support.

The next step is to build your network and seek mentorship. Your talent is valuable, but you also need the right people around you to help amplify your voice and open doors for you. Believe in yourself, and don’t be afraid to seek out sponsors and mentors who can advocate for you and guide you through the challenges you may face.

Key Takeaways: How to Empower Progress for Minoritised Talent in The Workplace

The journey towards creating a more inclusive workplace requires ongoing commitment, reflection, and action. As leaders, it’s essential to champion minoritised talent and ensure that every individual has the opportunity to bring their true self to work. By building connections, fostering mentorship, and providing support, we can create workplaces where everyone can thrive.

This work isn’t easy, but it’s worth it. By committing to long-term, meaningful change, we can empower the next generation of leaders and create a more equitable and inclusive future for all.

Learn more from Lanre at InnerAmbitions.com.