Congratulations to Min-Shi Michelle Lim 林敏诗 on her honorable mention in the 2024 Risky Women Writing Competition, presented in partnership with Bovill Newgate.
This article urges global leaders to address the underrepresentation of culturally and linguistically diverse (CALD) individuals in leadership roles. Sharing personal experiences as a first-generation Asian-Australian woman, the author highlights the importance of diversity, equity, and inclusion (DEI) in governance. The call for action emphasizes that diverse leadership enhances decision-making and fosters trust within communities. Join the movement for a more inclusive governance framework that reflects our rich societal diversity.
In an age where diversity, equity, and inclusion (DEI) are not just buzzwords but crucial aspects of effective governance, the glaring underrepresentation of culturally and linguistically diverse (CALD) individuals in leadership roles worldwide demands urgent attention. This open letter addresses leaders and policymakers globally, urging them to acknowledge the stark realities faced by CALD individuals and take meaningful steps to enhance representation in decision-making roles.
As a proud first-generation Asian-Australian woman born to a Thai-Vietnamese mother and a Chinese-Malaysian father, I embody a mosaic of identities that many individuals around the world share. However, my experiences have often left me questioning what it means to truly call any nation home. Home should signify security, rights, and freedom of expression. Yet, growing up in a multicultural society, I frequently felt like an outsider—mocked for my name, ridiculed for my accent, and confronted with the painful admonition to “go back to where I came from.” Navigating this complex terrain of cultural identity has made me feel different from my peers.
These experiences have shaped my understanding of cultural identity’s nuances and equipped me with the tools to switch between different cultural lenses. Many individuals from diverse backgrounds, including Indigenous populations, bear a significant cultural load and often engage in “code-switching” to assimilate. Such experiences can accumulate over time, leading to a profound sense of alienation—what I call “death by a thousand cuts.” Yet, amidst these challenges, I have learned to see my cultural identity as a superpower, allowing me to transcend boundaries and offer unique perspectives.
This resilience and cultural literacy should be viewed as assets for any organization, particularly in the public sector. Governments serve diverse populations, and it is vital that their workforce reflects this diversity. A representative public sector can enhance legitimacy and trust among citizens, fostering a belief that their interests are being served. Research supports this claim: diverse leadership leads to more informed decision-making, enriched perspectives, and improved service delivery.
However, the statistics paint a disheartening picture. Across various countries, those from non-majority cultural and linguistic backgrounds are significantly underrepresented in leadership roles. For example, despite making up a substantial portion of the workforce, individuals from these backgrounds often hold only a fraction of senior executive positions. Furthermore, they are significantly less likely to be promoted compared to their majority counterparts. Recent studies have shown that these individuals face promotion gaps that worsen as they ascend the ranks. Alarmingly, late-arrival immigrants and refugees experience the most significant penalties, revealing systemic barriers that transcend mere language proficiency.
When confronted with these statistics, it is tempting to attribute disparities solely to language fluency. However, research underscores a more profound issue: the promotion penalties are driven by the very fact of being from a diverse cultural heritage. This stark reality prompts a critical question: Can leaders and policymakers, armed with such compelling evidence, in good conscience choose to ignore it?
The implications of inaction are severe. The lack of representation communicates a troubling message to CALD individuals regarding their perceived value in society. In nations as diverse as the United States, Canada, the United Kingdom, and Australia, the absence of diverse leadership not only perpetuates inequality but undermines the integrity of our democratic institutions. This is a governance risk that transcends operational efficiency; it threatens the very principles of representation and accountability that should underpin our public service. If our leadership does not reflect the demographics of our community, how can we claim to effectively serve and represent all citizens?
To move the needle on DEI, we must embrace intersectionality—the understanding that individuals carry multiple identities that can intersect in ways that produce unique forms of oppression and privilege. As an Asian-Australian woman, I navigate challenges rooted in both gender and race, experiencing the duality of sexism and racism. Recognizing these intersections is crucial for developing inclusive policies that foster empathy and dismantle systemic discrimination.
Moreover, deepening relationships within public institutions is essential to fostering trust and collaboration. This requires leaders to embody accountability through tangible measures such as targets and quotas. Solidarity is not a passive stance; it requires active engagement and a willingness to advocate for those who are marginalized. Allies must leverage their privilege to support those whose voices have been historically silenced.
To this end, DEI coalitions must recognize that our struggles are interconnected. Building relationships rooted in mutual understanding and shared values is vital to achieving meaningful change. We must hold leaders accountable and demand more from our institutions. As Lilla Watson famously stated, “If you have come here to help me, you are wasting your time, but if you have come because your liberation is bound up with mine, then let us work together.”
In conclusion, the call for increased representation of CALD individuals in leadership is not merely a matter of social justice; it is an ethical imperative that aligns with the core values of public service across the globe. The data clearly demonstrates the need for urgent action.
Together, let us foster a governance framework that reflects the rich diversity of our societies, cultivates cultural competence, and champions equitable opportunities for all. Only then can we truly claim to serve the interests of our diverse global community.
“If you have come here to help me you are wasting your time, but if you have come because your liberation is bound up with mine, then let us work together.” ― Dr Lilla Watson