Thought Leadership Article

Focus and Attention

Image for Charlotte Sweeney, OBE, outlines five key elements of focus to help turn inclusion discussions into practical, inclusive actions that engage everyone in building better workplaces.

Over recent months, I’ve had the opportunity to connect with a lot of people – be that during my time of chairing or speaking at conferences (including Anthropy UK national gathering and d&i Leaders (Diversity and Inclusion Leaders) Global Forum), leading executive discussions with clients or exploring the current landscape with fellow change, leadership and diversity, equity and inclusion (DEI) specialists.

Throughout all those connections, there has been one consistent theme … FOCUS!

These discussions have been a constant reminder for me of where we choose to place our focus as well as the areas we choose to ignore. Where we choose to place our focus is becoming even more important as navigating the constant shifts in the current landscape seem to be similar to walking a very thin tightrope … with a force nine gale hitting you head on.

From the above, I’ve outlined the five key elements of ‘focus’ that, I feel, are important to both reflect on and act upon for anyone who wants to turn their discussions related to building inclusive workplaces that work for all to insightful, action orientated prompts that include everyone.

Focus: Really listen to differing points of view

Numerous studies have suggested that White Men feel left out of the DEI conversation^[1]. Reasons cited in some research includes (i) fear of their perceptions being misinterpreted, (ii) lack of understanding of systemic issues and (iii) lack of skills to effectively support DEI efforts. Much of this is consistent with the findings from the decade long research we have conducted with leaders as to why progress is not made in DEI related work even with leadership commitment^[2].

There continues to be a perception that if you ‘don’t get the importance and focus for DEI, then you are out’, you’re perceived as the opposition, the ones that should be ‘converted or ignored’. Some who have driven DEI in their organisations have heavily lent on this tactic in the past … has that led us to where we are now?

A huge part of inclusive practices is being curious, gaining diverse insights and views that are different to your own, taking the time to reflect and explore the ‘grain of truth’ that is within those differing views. That being said, why does there seem to be a strong reluctance for some to really listen and respect the views that are very different to their own? When views are polarised the only way forward is to listen, explore and find some form of common ground.

Focus: Cut the jargon (and soundbites)

In a recent conversation with a senior leader, I asked why they thought the previous DEI training they had delivered did not convert to the results they had hoped for, his response

"there is so much jargon, it feels like we all need a PhD in the language to get involved in the conversation".

I was also listening to a recent debate where a speaker stated, ‘traditional DEI is not working, we need to do something different’. When asked to clarify what ‘traditional DEI’ was and ‘what would they suggest we do differently’, they were unable to answer.

I get it! There is jargon and soundbites in all walks of life … but when the language used excludes people from feeling they can be part of the discussion (and the solution), for me, that is a problem that needs to be solved. It’s even worse when people feel unable to ask what the jargon means for fear of being perceived as ignorant or not interested.

Our role as change-makers is to simplify the jargon, make the discussions accessible to all and remove the soundbites (unless to can clearly articulate what you mean).

Focus: Be in service of others (rather than self-serving)

Over the last year, we have been proud partners of Anthropy^[3], a national movement to generate ideas and drive change across the UK. The gatherings have one expectation that really resonates with me, which is

"leave your ego and your silo at the door"

How many times have you really been in discussions where egos, and silo’s, were left at the door … where true collaboration and exploration was possible without power, judgement, status and self-interest getting in the way? This is not just in discussions, social media posts seem to be more skewed towards self-interest and self-serving (or is it the algorithms that are playing with me?) When the focus shifts to it being about us, as change-makers, we lose the ability to influence others.

I have experienced when egos and silos are removed, great discussions can take place. To do this well is a masterclass in self-awareness and self-leadership. How impactful could it be if more people enhanced this skill?

Focus: Place attention to what we can control and influence

Driving inclusive change and building workplaces that work for all is not an easy task. Many of the issues that need to be explored and rectified usually go to the core of how an organisation operates, the unwritten rules to survive (and thrive) as well as the cultural expectations and norms.

The real change that is needed cannot be driven by one person (regardless of how brilliant they may be). It requires a combination of the focus areas mentioned above as well as a huge scoop of resilience and tenacity.

The d&i Leaders Global Benchmark Survey^[4] results for 2025 highlighted that although 62% of respondents said their mental wellbeing at work was ‘fairly good / very good’, there was a steep increase in respondents reporting worsened mental health over the past 12 months.

Shifting our focus from trying to solve everything (which is sometimes expected) to focusing our attention on (i) what we can control, (ii) what we can influence and (iii) what we can’t control, or influence may go some way to responding to the above.

Our attention, and where we choose to place this, is the one area where we can have full control. Doubling down on the areas of our change work where we can control it, or can influence those around us, will have much more of an impact than constantly thinking about the areas we can neither control nor influence.

Focus: Reflection and the power of the pause

During a recent executive coaching session, a leader talked to me about the constant treadmill they found themselves on of virtual meetings, tasks and deadlines. When asked about the time they carve out for reflection and thinking time, they laughed and stated that was a luxury.

I see the same with many who lead inclusive change, focusing on the task and the action to the detriment of taking time to reflect on what is happening and course adjust (as appropriate).

So many underestimate the power of the pause – taking the time, even 30 minutes a week, to reflect on what worked / did not work over the course of the last week and what you are taking into the next week (maybe having a different conversation, showing up as a leader in a different way, or approaching a problem a little differently) is so powerful.

We encourage everyone driving inclusive change to harness the power of the pause, this is an integral part of our development programme ‘Leading Inclusive Change’. Further information about this programme can be found at:

Every day we all make choices, we choose (i) what and who we listen to, (ii) what and who we engage with, (iii) how we show up and (iv) where we place our focus and attention.

Being more intentional about where we place our focus and attention could be the difference between really driving sustainable cultural change and running on the same treadmill some of us continue to find ourselves on.

Where are you going to be more intentional with your focus and attention? What are you also choosing to ignore?

If you would like to discuss any of the above, including our ‘Leading Inclusive Change’ programme, you can book some time with us or alternatively you can fill out our contact us form.