IT’S NOT OVER TILL IT’S OVER!

Inclusive Cultures Don’t Happen by Accident — They’re Built Intentionally

Following International Women's Day, many organisations reflect on progress.But for finance leaders and hiring managers, the more important question is this: What does inclusion mean in practice — and how does it affect performance? Because this isn’t just a culture conversation. It’s a capability conversation. Inclusion Impacts Talent Attraction The best finance professionals — at every level — have options. They are looking for: Transparent progression pathways Visible meritocracy Leadership that values contribution over presence Environments where performance is recognised fairly If an organisation’s culture unintentionally favours “proximity” — those closest to decision-makers — it narrows its own talent pipeline. And in a market where specialist skills are already in short supply, that’s a commercial risk. Meritocracy Must Be Visible Many businesses describe themselves as meritocratic. But candidates assess that through lived signals: Who is in senior leadership? Who is promoted internally? How are flexible working arrangements handled? How openly are development opportunities discussed? In accountancy and finance particularly — where progression paths are structured and performance is measurable — fairness needs to be both real and visible. High performers want clarity, standards and consistency. Leadership Behaviour Shapes Retention Inclusive leadership isn’t about grand gestures. It’s about everyday behaviours: Who is invited into strategic discussions Who is given stretch projects Who is credited publicly Who is sponsored, not just mentored Retention in finance teams is rarely lost because of salary alone. It’s often influenced by visibility, opportunity and recognition. Businesses that understand this tend to build stronger, more stable finance functions. The Commercial Case for Inclusion Diverse and inclusive teams bring broader perspectives to: Risk assessment Strategic planning Commercial analysis Operational improvement For CFOs and Finance Directors, inclusion isn’t a compliance issue. It’s about building balanced teams capable of better decision-making. The organisations that approach inclusion intentionally — rather than reactively — are often the ones that outperform in the long term. Beyond Awareness Days International Women’s Day creates valuable momentum every year:But sustained progress comes from: Clear promotion criteria Transparent hiring processes Conscious leadership development Ongoing cultural accountability In today’s hiring market, an inclusive culture isn’t just about employer branding — it influences who joins, who stays and how teams perform.

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Those of you who have known me for some time might be surprised to read that this is my first comment piece of 2021. Normally, I would be out of the trap like a rabbit during the first days of January with uplifting and inspiring words to share on how ‘new year brings new opportunities in your career’ and there’s ‘no better time to look ahead and shape the team around you for success’.

This year, however, has got off to somewhat of a different start.

I began 2021 much like I do every year. Phone calls to clients and candidates, exchanging pleasantries about the festive break, sending best wishes for the coming year and then moving on to discuss business. But during those early days of January, each conversation followed what was to become a very familiar path.

“So how are things?” I’d ask, to which I was met with, “We’re not really sure.”

I’d had comparable conversations with many of these same people pre-Christmas and the contrast in responses and mood could not be more stark. Then, there was a collective feeling that, let’s face it, 2020 had been – to put it politely – pretty rubbish all round; but as the end of the year approached there was a sense of optimism, the mood was decidedly upbeat, and you felt that a corner was very much about to be turned – “we just need to get through these next few weeks and 2021 will be a new start” (or words in a similar vein).

But then the hammer blow came – tucked into that week between Christmas and New Year when you are never quite sure what day of the week it is – that we were to be plunged back into a national lockdown.

Now you might say that this was not completely unexpected. In fact, you might argue that after the introduction of the tier system, the four week lockdown in November and the last-minute changes to relaxing the rules over the festive period, it was very much on the cards and was, by the majority of people, entirely expected. But despite all of signs that it was coming, it certainly knocked the wind out of a lot of peoples’ sails.

So why was that when we have effectively been living and working under enforced restrictions in some form or another for well over nine months now? The more people that I engaged with, the more apparent the answer became.

It was clear that nobody expected that this would all be done and dusted, as if the chimes from Big Ben would signal the time for COVID-19 to leave the party. But there was something about the shift from 2020 to 2021 that had given people something to hold onto as the end of the year approached, and that, come the new year, things could be and would be different. It was what had driven them on through those final weeks – possibly why for some the November lockdown was close to, as things currently stand, business as usual – as they drew on their last reserves of resilience to see out 2020 and be ready to face 2021 with renewed focus and determination.

And whilst for many, little changed from one day to the next following the lockdown announcement as they were already operating under some degree of restrictions, the collective psyche that we were leaving the rollercoaster of 2020 behind and turning a new page/making a fresh start/opening a new chapter (insert your own favourite cliché as you wish) which had helped people get through the final few weeks of the year had been whipped away overnight.

For many, the news that 2021 was starting with more of the same, took several weeks of mental adjustment whilst they got to grips with the situation, regrouped and reset their priorities. However the last week or so has seen the tide start to turn and my most recent conversations with those that I spoke with at the beginning of the year have been peppered with much more of the resolve and fight that will ensure that we emerge from this.

Any runners amongst you will have no doubt said at some point that the final miles of any race can be the hardest. It seems that there are still a few more miles of this particular race to be run – but we should all remind ourselves that we are now much closer to the end than we were at the beginning.

Sharp Consultancy specialises in the recruitment and executive search of finance and accountancy professionals. With offices in Leeds and Sheffield our highly experienced team of consultants recruit for temporary, interim and permanent roles across the full spectrum of positions throughout Yorkshire and beyond. CONTACT US today and speak to a member of our team about your recruitment needs or next career move.