On June 12, 2024, I participated in a panel discussion at the ‘We Can Be Ourselves at Telekom’ conference. The conference brought together colleagues, HR leaders, and external guests to discuss what it means to build an inclusive and respectful workplace.
Before going onto the stage, I reflected on a challenge I’ve faced as a leader: How much vulnerability is too much? Sharing personal leadership struggles—especially around diversity and inclusion—can feel risky. I worried about balancing being open and maintaining authority. But as the discussion started, I realized something important: when we share our experiences honestly, we invite others to do the same.
One of the lessons I’ve learned is that managing a diverse team is much more complicated than managing a homogenous one. It demands better listening, structured debates, and clear ground rules to ensure conflicts remain productive rather than destructive. But the effort is worth it.
I’ve seen what happens when diverse perspectives are missing. Years ago, my small, talented, and relatively homogenous team worked efficiently, or so we thought. Then we launched a B2B product, convinced we had thought of everything. We hadn’t. A critical group—small business owners who were also single parents—was completely overlooked in our value proposition. Their needs were different, yet they weren’t even part of our discussions. That realization hit hard. We had built something good but not something great. And all because our team lacked the right mix of perspectives.
Diversity is uncomfortable. It forces us to challenge our assumptions and rethink our ideas. But things changed once I embraced it and intentionally sought out different voices. Conversations became more challenging, and decision-making took longer, but the outcomes were much better. One of the most rewarding moments was when we redesigned a reward system for our team. This time, a variety of perspectives shaped the final plan. The result? High satisfaction, high engagement, and a system that worked for everyone, not just a few.
At the conference, one statement particularly resonated with me. Wenche Fredriksen said, “You don’t inspire people when you are perfect, but when you handle or deal with your imperfections. I think perfection is boring.” That statement is exactly what I’ve come to believe. Leadership isn’t about having all the answers—it’s about creating the right conditions for others to bring their best ideas forward.
