Search Results

An intersectional LGBTQ+ glossary of terms. Allyship Lexicon AN INTERSECTIONAL GLOSSARY OF TERMS Language can shape environments, and words can be an integral tool for creating culture change and inclusive workplaces. We must all actively and continually educate ourselves as we create a path to progress. A B C D E F G H I J K L M N O P Q R S T U V W X Y Z Our evolving glossary of terms: Last updated on 02/05/2023 AAVE ADHD AFAB / AMAB AIDS Ableism Abolition Abuse Accessibility Accountability Achievement Achillean Activist Addiction Adoption Adversity Advocate Affirmations Affirmative Action Agender Ageism Ally Altruism Ambassador Androgyny Anti-Racism Anti-Semitism Anxiety Appropriation Archetype Aromantic Asexuality Assimilation Asylum Seeker Attraction Authenticity Autism BIPOC Ball Culture Belief Belonging Bias Bigender Binary Binding Biphobia Biracial/Multiracial Bisexual Black Blaq/Blaqueer Bodily Autonomy Bodily Wisdom Body Doubling Body Dysmorphia Body Image Body Neutrality Body Shaming Bottom Surgery Brave Space Breathwork Bullying Burnout Butch Calling In Calling Out Cancel Capacity Carceral Feminism Caregiver Caste CBT Central Asian Change Change-maker Chest-feeding Chosen Family Chromosome Chromosome Mosaic Cis or Cisgender Civil Rights Class Closeted / 'In the closet' Code-switch Collaboration Colonialism Colorism Coming out Community Community Care Community Development Confidence Connection Consent Conversion Therapy Courage Courageous Communication Creating Space Creativity Culture Cumulative G rief DEI / DE&I / DEIB Deadnaming Debate Decolonise Demisexuality Detransition Disassociation Discrimination Disparate Impact Dogpile Dox ENM (Ethical Non-Monogamy) ERG East Asian Eating Disorder Echochamber Education Ego Elected Official Emotional Regulation Empathetic Witness Empathy Employment Gap Empowerment Energy Equality Equity Erasure Ethnicity and Race FSSW Fa'afafine Faith Family Fat Acceptance Fatphobia Femininity Feminism Femme Fetishisation Finances / Financial Status First Nation Flag Food / Diet Fostering Futch GRC Gaslighting Gatekeeping Gay Gender Gender Assigned at Birth Gender Attribution Gender Dysphoria Gender Euphoria Gender Expression Gender Identity Gender Non-Conforming Gender Roles Genderfluid Genderqueer Gillick competence Grassroots Grey Grounding Growth Guilt HIV HIV Stigma Harassment Hate Speech Healing Health at every size Healthcare Heritage Heteronormativity Hierarchy Hijra Hispanic History Holding Space Home Homophobia Homosexual Hormones Humanistic Hypervigilance IVF Identity Implicit Imposter Syndrome Incarceration Incentive Inclusion Indigenous Indigiqueer Influence Inner Child Institutional Racism Integration Integrity Inter-able Intersectionality Intersex Introspection Islamophobia Isms Journaling Joy (Queer Joy) Justice Kinsey Scale Kyriarchy LGBTQIA2S+ Land Back Language Latin(a/o/e/x) Lavender Menace Leadership Learning Legal Guardian Legislation Lesbian Lesbophobic Liberation Lived Experience Loneliness MLM Male Privilege Man Manifesto Marginalisation Masc Masking Meditation Mental Health Mental Illness / Ill-Health Metamour Micro-Affirmation Micro-Aggression Mindfulness Minority Minority Stress Misgender Misogynoir Misogyny Model Minority Myth Monolithic Movement Multicultural Competence Music Mutual Aid Native Hawaiians Nature Needs Neopronoun Neurodiversity Neutrois Nibling Non-binary Non-discrimination Policies Non-profit Nordic Model Orientation Outed POC Pacific Islanders Pansexual Parenting Passing Patriarchy Peace (Inner peace) People who menstruate Perfectionism Performance/Performativity Person of Colour (POC) Personal Development Perspective Phalloplasty Philanthropy Platonic Play Pluralism Plus Polyamory Polycule Polynesian Polysexual Positionality Post-Traumatic Growth Power Power Dynamics PrEP Prejudice Presentation (Gender) Pride Privacy Privilege Profiting Progress Pronouns Propaganda Protest Psychological Safety Puberty Blockers Purpose QTIPOC Queer Queer Leadership Queer Temporality Racism Rainbow Reasonable Adjustment Reflection Refugee Relationship Anarchy Religion Representation Resilience Restorative Justice Role Model SWERF Safe Space Safe-guarding Safety Same-sex Sapphic School to Prison Pipeline Self Self Compassion Self-actualisation Self-awareness Self-care Self-inquiry Sex Work Sexism Sexual Characteristics Sexuality Shadow-self Shame Slur Social Barriers Social Media Solidarity Somatics South Asian South East Asian Spectrum Spirituality Spoon Theory Sport Stereotype Stimming Stonewall Story-telling Strength Stress Structural Inequality Style Subconscious Success Surgery Surrogate Survival Systems of Oppression T4T TERF Therapy Third Gender Thrive Tokenism Tolerance Top Surgery Trans Tax Transandrophobia Transformation Transgender Transgender Man Transgender Woman Transition Transmisogynoir Transmisogyny Transphobia Trauma Trauma Informed Trigger Tucking Two-Spirit URM Unconscious (bias) Undetectable Unity Vaginoplasty Validation Values VAWG Virtue Signalling Visibility Voice Vulnerability Windrush Generation WLW Well-being White Fragility White Privilege Whole Whorephobia Wisdom Woke Woman Xenophobia Ze/Zir A B C D E G Q H R S I J K L M T U N O V W X P F Z Special thanks goes to our wonderful partner JTI , who kindly sponsored the production of this free glossary for the community. "The transformation of silence into language and action is an act of self-revelation." AUDRE LORDE

An intersectional LGBTQ+ glossary of terms. Queer Allyship Lexicon The AN INTERSECTIONAL LGBTQ+ GLOSSARY OF TERMS Our glossary of terms: AAVE AAVE is a way of speaking typically seen in African American and Black Canadian Communities. AAVE may be considered a dialect, ethnolect or sociolect. While it is clear that there is a strong historical relationship between AAVE and earlier Southern U.S. dialects, the origins of AAVE are still a matter of debate. (See: Black and Blaq/Blaqueer) ADHD Attention deficit hyperactivity disorder (ADHD) is a neurological disorder that impacts the parts of the brain that help us plan, focus on, and execute tasks. ADHD symptoms vary by sub-type — inattentive, hyperactive, or combined — and are often more difficult to diagnose in girls and adults. AFAB / AMAB Acronyms for: Assigned Female at Birth Assigned Male at Birth AIDS AIDS (Acquired Immune Deficiency Syndrome) is the name used to describe a number of potentially life-threatening infections and illnesses that happen when your immune system has been severely damaged by the HIV virus. During the AIDS crisis in the 1980s, primarily gay men were persecuted in connection with the illness, as it was perceived that only gay men could contract HIV. However, nowadays, for the first time, more heterosexual people are HIV positive than Queer people. And statistically over 50 per cent of all adults living with HIV currently identify as women. Ableism Beliefs or practices that rest on the assumption that being able-bodied is “normal” while other states of being need to be “fixed” or altered. This can result in devaluing or discriminating against people with physical, intellectual or psychiatric disabilities. Institutionalised ableism may include or take the form of un/intentional organisational barriers that result in disparate treatment of disabled people. See: Accessibility, Inter-able, Neurodiverse & Autism. Abolition The action of putting a stop to a system, practice, or an institution, typically to make way for more progressive legislation and ways of working to reflect the liberalised views of mainstream society. Abuse Abuse is the improper usage or treatment of a person, often to unfairly or improperly gain benefit. Abuse can come in many forms, such as: physical or verbal maltreatment, injury, assault, violation, rape, unjust practices, crimes, or other types of aggression. Historically marginalised groups are disproportionately impacted by the effects of abuse. Accessibility The "ability to access" the functionality of a system or entity, and gain the related benefits. The degree to which a product, service, or environment is accessible by as many people as possible. Accessible design ensures both direct (unassisted) access and indirect access through assistive technology (e.g., computer screen readers). In this sense, thinking about digital accessibility makes us consider the way in which we share information. Universal design ensures that an environment can be accessed, understood, and used to the greatest extent possible by all people. See: Ableism. Accountability The acceptance of responsibility for one's own actions. It implies a willingness to be transparent, allowing others to observe and evaluate one's performance. Achievement In the world we live in, especially when it comes to our careers, a lot of our accomplishments are based on achievements. In the LGBTQIA+ Community, we have achieved a lot, as far as civil rights and acceptance in society. When there is always more to do to improve though, it is sometimes easy to forget to reflect on what we have achieved, and where we have come from. The same applies to all of us on an individual basis - we should all make time to look back and truly appreciate what we have done, and what it took to bring us here today. Achillean Also known as Men Loving Men (MLM), describes men, male-leaning individuals, or masculine-aligned people of all genders who are attracted to other men, male-leaning individuals, or masculine-aligned people of all genders. Activist Someone who labels themselves as an ‘activist’ typically adopts a more grassroots approach and can (to an extent) hold anti-establishment mindset. Often, an activist’s lifestyle can be heavily steered by their stance on a specific issue. Furthermore, activists spur on wider political and systemic change through their actions and words. See: Grassroots. Addiction An addiction manifests in any behaviour that a person finds temporary pleasure or relief in and therefore craves, suffers negative consequences from, and has trouble giving up. Members of the LGBTQIA+ Community are statistically more than twice as likely than straight people to battle with addiction at some point in their lifetime. This may be down to increased mental health challenges, internalised negative views about oneself as a result of marginalisation and discrimination, or a coping response to trauma. Adoption The adoption of children by same-sex and queer couples is a concept that has recently received more-widespread support in the mainstream and this has been reflected in changes in legislation. This does not mean that same-sex and queer parents do not face opposition to adopting children from those who are more conservative. Adoption is a great way for same-sex/queer couples who are not able to conceive naturally to expand their family, and also provide a loving home to a child who is disadvantaged. It is also common for couples who can conceive to adopt out of a desire to positively impact the life of a child living in care. (See: Family and Fostering) Adversity Referring to a difficult or unpleasant situation. Queer people regularly face adversity that cisgender heterosexual people do not, such as discrimination in the workplace, rejection by family members, medical gatekeeping, political scapegoating or violence and abuse on account of their identity. Advocate Similarly to an ‘activist,’ an advocate also wants to make change and support a cause or community that matters to them. However, they work within existing systems to raise awareness about issues and injustice, selectively considering when they are vocal about a specific issue - amplifying discourse taking place in society, and bolstering the efforts of activists. Affirmations Something that motivates, inspires and encourages you to take action and to realise your goals. These are most often short phrases that you can repeat throughout the day. Affirmations are important tools to help us change our patterns of thought, maintain a positive mindset, and also help us get back on to the right path if we are struggling. Affirmative Action Affirmative action involves sets of policies and practices within a government or organisation seeking to include particular groups based on their gender, race, disability, sexuality, creed or nationality in areas in which such groups are underrepresented. This is important to ensure diversity of thought within organisations, as well as to bolster social mobility of individuals who are afforded opportunities. Ageism Prejudice, discrimination, or antagonism by an individual, community, or institution against a person or group based on their age. Agender Someone who does not identify with any gender identity or sees themselves as having no gender. Ally An ally is someone who supports people who are in a minority group or who are discriminated against, even though they do not belong to that group themselves. True allyship requires action and continuous unwavering solidarity. It is not about convenience or optics - this would be considered 'Performative Allyship'. The positive effect of an ally can only be evaluated by the receiver. Altruism Altruism is the principle and moral practice of concern for the welfare and/or happiness of other human beings or animals. Ambassador An ambassador (in terms of DEI) is normally someone who an organisation or brand partners with. Normally, this ambassador will be part of a marginalised community who is vocal on societal issues and injustices. Androgyny Androgyny is the quality or state of being neither specifically feminine or masculine. Anti-Racism Anti-racism encompasses a range of ideas and political actions which are meant to counter racial prejudice, systemic racism, and the oppression of specific racial groups. It is important that we all practice Anti-Racism within the Queer Community, as many of the biggest changemakers who have helped afford us the civil rights we have today, have been People of Colour. Anti-Semitism Antisemitism is a certain perception of Jews, which may be expressed as hatred toward Jews. Rhetorical and physical manifestations of antisemitism are directed toward Jewish or non-Jewish individuals and/or their property, toward Jewish community institutions and religious facilities. Just like any other form of discrimination, Anti-Semitism has no place in the Queer Community, or in wider society as a whole. Anxiety Anxiety is a feeling of unease, such as worry or fear, that can be mild or severe (which is often identified through medical diagnosis). Everyone has feelings of anxiety at some point in their life, but LGBTQ+ people are more than twice as likely to experience. If your anxiety is getting in the way of your everyday life, it's important to seek support from people that you trust, and find holistic tools to help manage the symptoms. See: Grounding, Meditation & Reflection. Appropriation The inappropriate or unacknowledged adoption of an element or elements of one's culture or identity by members of another culture or identity. This can be controversial when members of a dominant culture appropriate from minority cultures. When thinking specifically about the appropriation of the LGBTQIA+ community, Queerbaiting is a prime example of this. Archetype A statement, pattern of behaviour, or model which others then replicate or emulate going forward. The archetype has become recognisable or quintessential as a standard of the type in society over generations of human culture - specifically for the LGBTQIA community, this manifests itself in types of people or crowds in the community - who have similar body types, interests or display similar behaviours. Aromantic Someone who does not or experiences limited romantic attraction. See: Asexuality Asexuality A person who does not experience sexual attraction. Some asexual people experience romantic attraction, while others do not. Asexual people who experience romantic attraction might also use terms such as gay, bi, lesbian, straight and queer in conjunction with asexual to describe the direction of their romantic attraction. Assimilation Assimilation is the process in which a minority group or culture comes to resemble a society's majority group or assume the values, behaviours, and beliefs of another group whether fully or partially. An example of assimilation in that Queer People could be seen as changing their behaviour depending on who they're facing. This is often at the expense of one's own culture and identity. For queer folks, assimilation can mean subsuming or erasing their queer or racialized identity to fit into heteronormative society. It can often look like internalised homophobia, racism, or transphobia, which keeps us closed in and conforming to societal norms at the expense of our own authentic selves. Here are examples of assimilation: - Avoiding holding hands with a partner in public to avoid negative reactions from others. - Changing ones appearance or behaviour to conform to gender norms. - Choosing not to come out to one's family and friends for fear of rejection. - Pretending to only have relationships with the opposite sex to avoid discrimination. - Avoiding talking about ones sexuality or gender identity at work to avoid judgement or discrimination. - Suppressing aspects of their cultural identity to avoid discrimination or rejection from others. See: Code-switching. Asylum Seeker A person who leaves their country of birth or residence, enters another country and seeks protection by the state in this other country. An asylum seeker is an immigrant who has been forcibly displaced and might have fled their home country because of war or other factors harming them or their family. Attraction When we hear "attraction" we tend to think of romantic or sexual attraction, but there are many other types of attraction that we can feel. Sexual Attraction – Attraction, arousal and desire for sex, often caused by physical traits. Romantic Attraction – Emotional attraction and a desire to be romantically involved with someone, not inherently sexual. Alterous Attraction – Desire for emotional closeness. Aesthetic Attraction – Attracted to the appearance of a person, that is not inherently romantic or sexual. Sensual Attraction – A desire for physical contact short of actual sex. Emotional Attraction – Attraction to a person’s soul, personality, mind, dreams, and heart Intellectual Attraction – Attraction to a person’s intelligence See also: Sexuality, Orientation Authenticity Authenticity is the acknowledgment, and eventual integration of all the aspects that make us who we are. It informs our ability to choose what feels right at any given moment. Autism Autism is a neurological and developmental difference that affects how people interact with others, communicate, learn, and behave. Although autism can be diagnosed at any age, symptoms generally appear in the first two years of life. Symptoms present themselves differently in women and girls so they historically have been underdiagnosed in early years and diagnosed later in life. Autism is a form of neurodiversity. BIPOC Stands for Black, Indigenous, and people of colour. Pronounced “bye-pock,” this is a term specific to the United States, intended to centre the experiences of Black and Indigenous groups and demonstrate solidarity between communities of colour. Ball Culture The Ballroom Scene is an African-American and Latino underground LGBTQ+ subculture that originated in New York City. Beginning in the late 20th century, Black and Latino drag queens began to organize their own pageants in opposition to racism experienced in established drag queen pageant circuits. Belief "Core beliefs" can refer to one's personal values and ideologies in life, a lot of which can be based upon society or those of whom are close to us. However, beliefs also refer to what we think is true about ourselves. For example, as Queer people or folks from historically marginalised backgrounds, we often grow up applying meaning to certain parts of our identity. Internalised beliefs can have a massive effect on our self-esteem, how we view ourselves, our wellbeing, and ultimately our ability to reach our full potential. In order for us to remove these internal barriers it is important that we check in regularly with ourselves, and question the validity of our own beliefs. Belonging Belonging is a fundamental part of being human: We need people and this need is hardwired into our brains. Belonging is, of course, that feeling of connectedness to a group or community. It’s the sense that you’re part of something. You feel attached, close and thoroughly accepted by your people. But belonging is more than just being part of a group. The notion of belonging, or social identity, is a central aspect of how we define who we are. We consider ourselves to be individuals but it is our membership of particular groups that is most important in constructing our own personal and unique sense of identity.

Nuestro trabajo de consultoría combina aprendizaje personalizado y construcción de comunidad para impulsar cambios significativos y medibles. WE CREATE SPACE se especializa en el desarrollo de talento, formación en liderazgo y fortalecimiento del compromiso de los equipos. Aprende. Conecta. Crece. CULTURAS INCLUSIVAS, LIDERAZGO Y DESARROLLO DE TALENTO EN LATAM Solicitar información Próximos Eventos Global Queer Speed Networking | LATAM Thu 16 Apr Online More info Regístrate Romper el Silencio en los Equipos Thu 23 Apr Online More info Regístrate El Liderazgo que Retiene Talento Thu 07 May Online More info Regístrate El Ritmo Que Nadie Te Enseñó Thu 14 May Online More info Regístrate Una plataforma global de educación y consultoría en América Latina. We Create Space es una plataforma global de educación y consultoría enfocada en el desarrollo de talento dentro de las organizaciones y en la construcción de comunidad. Nuestro enfoque centrado en las personas crea espacios donde individuos y empresas pueden prosperar a través del desarrollo de liderazgo, el aprendizaje impulsado por la comunidad y prácticas de pertenencia respaldadas por datos. Descargar brochure Problemas comunes que ayudamos a resolver: → Disminución del compromiso de los equipos, aumento del burnout y retos en la retención de talento → Brechas en liderazgo de personas e inteligencia emocional → ERGs (grupos de empleados) que enfrentan falta de claridad, impacto o apoyo organizacional → Bajos niveles de confianza organizacional y seguridad psicológica → Iniciativas de inclusión que pierden impulso debido al desgaste o a presiones externas → Iniciativas de inclusión que pierden impulso debido al desgaste o a presiones externas Cuando las personas prosperan, las organizaciones también prosperan. Con nuestras soluciones , tus equipos experimentarán: ✓ Mayor capacidad de liderazgo en todos los niveles ✓ Comunicación y colaboración más seguras y efectivas ✓ Mayor seguridad psicológica y confianza dentro de los equipos ✓ Más compromiso y sentido de comunidad ✓ Mejor alineación entre valores , comportamientos y cultura organizacional ✓ Caminos más claros para el crecimiento y desarrollo profesional ✓ Una cultura inclusiva que fortalece la retención y el desempeño NUESTRO COLECTIVO GLOBAL DE LIDERAZGO Nuestro colectivo de más de 300 profesionales aporta experiencia vivida desde múltiples perspectivas interseccionales, junto con una sólida trayectoria profesional. Integramos coaching, facilitación y storytelling para ofrecer experiencias de aprendizaje transformadoras que fortalecen las habilidades de los colaboradores en todos los niveles. NUESTROS CLIENTES Organizaciones de todo el mundo confían en nuestro trabajo. TESTIMONIALES ¿Qué dicen nuestros clientes? Yasin Efe UNIPER ENERGY "Con We Create Space, tu empresa puede ganar muchísimo valor. Siempre destaco la diversidad de perspectivas que el equipo aporta en los distintos temas que aborda." Lloyd Scott Tyler YMU GROUP "Uno de los beneficios de trabajar con We Create Space es el enfoque personalizado: el equipo adapta las sesiones a las necesidades específicas de cada cliente." Rene Staebe JTI "We Create Space es único en lo que ofrece. Existe una claridad total en el propósito y en la forma en que colaboramos." Membresía anual. Nuestros modelos de membresía anual, ya sean personalizados o estandarizados, ofrecen acompañamiento continuo en desarrollo de liderazgo, fortalecimiento de la inclusión y construcción de comunidad. Es una alianza integral para impulsar el cambio cultural y el desarrollo del talento dentro de tu organización. Aumenta la eficiencia de tus recursos y accede a perspectivas diversas que ayudarán a tu organización a avanzar en transformación cultural y alcanzar sus objetivos de negocio. Conoce más Annual Membership Event Packages. Experiencias de aprendizaje Nuestras experiencias de aprendizaje colectivo, contenido dinámico y experiencia en organización de eventos han permitido expandir nuestra red de clientes y comunidad a nivel global. Nuestro enfoque en eventos es cada vez más experiencial e innovador, con énfasis en aumentar la participación y maximizar el engagement de las personas asistentes. En función de tu presupuesto y objetivos, diseñamos un calendario de actividades alcanzable y un paquete totalmente personalizado. Conoce más Consultoría Apoyamos a las organizaciones a traducir la inclusión y el bienestar en resultados medibles de talento, mejorando el compromiso de los equipos, fortaleciendo la cultura organizacional y promoviendo la sostenibilidad a largo plazo en toda la empresa. Conoce más Counsultancy Leadership Programmes Programas de liderazgo Diseñamos programas de liderazgo modulares y escalables enfocados en fortalecer habilidades de liderazgo centrado en las personas, inteligencia emocional, comunicación efectiva y desempeño con propósito, factores clave para impulsar el compromiso y la retención de talento. Capacitamos a líderes actuales y futuros para responder a las necesidades de la fuerza laboral y generar resultados sostenibles. Conoce más Recursos y producción de contenido en video Creamos contenido digital personalizado, investigación, recursos y piezas multimedia para educar e inspirar sobre temas de inclusión, bienestar y liderazgo. Este contenido puede compartirse en los canales de ambas marcas para ampliar el alcance y el impacto. Conoce más Bespoke content NUESTRA BIBLIOTECA Women’s Wellbeing & Leadership in LATAM: Closing the Gap. The Leadership Skills Gap in LATAM Organisations. Descubre más ¿Tienes alguna otra pregunta? Estamos aquí para ayudarte. No dudes en ponerte en contacto con nosotros. Contáctanos

Why employee resource groups (ERGs) are becoming one of the most important leadership development environments in modern organisations and how to structure them for belonging, performance and retention. The Role of ERGs Is Changing Employee Resource Groups have been part of organisational life for decades. Traditionally, they have been positioned as community spaces, places where employees with shared identities or experiences can connect, support one another, and advocate for inclusion. In many organisations, they have also played an important cultural role, helping to build awareness, celebrate diversity, and create a sense of belonging for underrepresented groups. Over the last several years the organisational context in which ERGs operate has changed significantly. Workplaces are more complex, more distributed, and more diverse than ever before. Expectations of leadership have also evolved and employees are no longer looking solely for direction and expertise. They are looking for emotional intelligence, clarity, inclusion, and environments where they feel safe to contribute meaningfully. In this context, ERGs are no longer simply community initiatives. They are increasingly functioning as informal leadership environments - spaces where individuals are already practising many of the capabilities organisations are trying to develop through formal programmes. The challenge facing most organisations now is they have not yet fully recognised or structured this potential. The Pattern Many Organisations Are Experiencing In many organisations, ERGs are active but not always effective. Across organisations of all sizes and maturity levels, we see a number of costly challenges including but not limited to:  1. Missed opportunities to influence decisions and shape strategy   → ERGs not feeding into the business = lost insight, weaker decisions 2. Burnout and drop-off of ERG leaders, leading to loss of institutional knowledge   → High-potential talent disengaging or leaving 3. Inability to demonstrate impact or justify continued focus   → Loss of investment, deprioritisation, and eventual shutdown At the same time, organisations miss a significant opportunity as ERG leaders often represent high-potential talent. They are already demonstrating initiative, relational intelligence, and systems awareness but without intentional integration this potential remains largely untapped. From Community Spaces to Leadership Pipelines For many organisations, ERGs are still being treated as community spaces that sit adjacent to the business. The organisations seeing the most impact are doing something fundamentally different. They are repositioning ERGs as leadership and talent pipelines, incubator spaces where future leaders build the skills, visibility, and networks that directly translate into stronger performance across the organisation. This does require a more intentional approach to how ERGs are designed, supported, and integrated into the business. ERGs as Leadership Laboratories Inside ERGs, leadership is already happening. Individuals are learning how to: facilitate discussions across difference build trust in diverse groups navigate conflict with care influence without formal authority These are not peripheral skills. They are core leadership capabilities in modern organisations. A useful shift is to reframe ERGs not as support networks, but as leadership laboratories . Emotional intelligence is strongly linked to leadership effectiveness. Psychological safety drives team performance. Inclusive leadership increases engagement, innovation, and retention. What is striking is that many of these capabilities are already being practised inside ERGs. The difference is that this learning is often informal and unsupported. When organisations treat ERGs as structured environments for leadership development, the value becomes visible, measurable, and scalable. Skill-Based Learning in Real Contexts One of the limitations of traditional leadership development is that it often takes place outside of real work contexts. Workshops and programmes introduce important concepts but without application, learning remains theoretical. ERGs offer a different kind of environment as they provide real situations, real relationships, and real challenges. This makes them particularly well-suited for skill-based learning.  An ERG leader facilitating a discussion is not just delivering an event. They are practising communication, emotional regulation, stakeholder management, and influence in real time. When supported with the right frameworks and reflection tools, these experiences become powerful development opportunities. The opportunity is not to add more learning but to make this learning intentional. Structuring ERGs for Impact: The Creating Space Approach At We Create Space, we support organisations to make this shift by focusing on four conditions that consistently unlock ERG impact: Awareness : Defining what ERGs are accountable for and how that connects to business outcomes Compassion : Understanding and building the leadership, influence, and coaching skills ERG leaders need to succeed Connection : Strengthening relationships between ERGs, senior leaders, and the wider organisation Agency : Embedding behaviours, rhythms, and measurement that sustain momentum over time When these conditions are in place, ERGs move beyond event delivery and fluctuating engagement. They become environments where leadership capability is built in real time, and where impact is measurable across retention, progression, and performance, not just participation. It is important to clarify that this is not about asking more of the often already overloaded ERG members. It is about creating the conditions for them to operate with greater focus, influence, and impact. When ERGs are set up well, they do not just support inclusion, they actively shape the leaders your organisation will rely on next. Insight, Capability and Application: How Organisations Are Making This Shift Organisations that are successfully repositioning ERGs are taking a more structured, data-led approach. Together, this approach connects ERGs directly to leadership development, equipping individuals with transferable skills while strengthening organisational capability. Insight & Direction Understanding what is driving or limiting connection, progression, and trust across communities is the starting point. This creates clarity on where ERGs can have the greatest impact and positions them as a critical input into leadership and talent strategy. Leadership Capability Build Insights are translated into targeted learning experiences focused on the core capabilities ERG leaders and sponsors need particularly in influence, stakeholder management, coaching, and driving outcomes. Coaching & Application Group coaching creates space for ERG leaders to apply learning to challenges in real time building confidence, improving decision-making, and accelerating impact. From Culture to Performance Right now, the most common positioning of ERGs is as cultural initiatives. This is extremely limiting in scope because culture and performance are not separate. They are deeply interconnected and many organisations include values performance as part of annual reviews.  When organisations invest in environments that support belonging and development, the impact extends beyond employee experience. It influences decision-making, innovation, and overall effectiveness. Diverse perspectives lead to more robust discussions and better outcomes. Psychological safety enables teams to surface risks earlier and experiment more freely. Emotionally intelligent leadership improves collaboration and reduces friction. These dynamics have direct commercial implications. Higher engagement is linked to increased productivity and profitability. Lower turnover reduces recruitment and onboarding costs. Stronger leadership pipelines reduce reliance on external hiring and create greater organisational resilience.  In this sense, the evolution of ERGs needs to go beyond a cultural shift to a strategic one The Future of Leadership Is Already Here Leadership is becoming less about authority and more about environment. The ability to create conditions where people feel safe, valued, and able to contribute is increasingly central to organisational success. ERGs provide a glimpse of what this future looks like. They are spaces where leadership emerges through relationships, where individuals learn by doing, and where culture is shaped through everyday interaction. The opportunity for organisations is to recognise this, support it, and integrate it into their broader systems. The question is no longer whether ERGs should exist. It is whether they are being used to their full potential. We know in many organisations, ERGs already contain the foundations of future leadership. The difference between the top organisations and the rest is whether that potential is recognised, supported, and scaled or left to operate at the margins. The organisations that get this right are not just strengthening inclusion They are building stronger leadership pipelines, improving retention, and creating more resilient performance. Get in touch at hello@wecreatespace.co to learn more about our ERG to Leadership Pipeline Programme. While you're here... We Create Space is a global learning platform and consultancy focused on workplace talent-development and community-building. Our human-centred approach creates space for people and organisations to thrive through leadership development, team learning experiences, data-backed belonging practices and bespoke content . Learn more We also organise FREE community events throughout the year! We offer a variety of ways to get involved - both online and in person. This is a great way to network and learn more about others' experiences, through in-depth discussion on an array of topics. You can find out what events we have coming up here . New ones are added all the time, so make sure you sign up to our newsletter so you can stay up to date!

How to navigate liminal moments as a natural and necessary part of growth, both personally and professionally. When we meet them with curiosity rather than resistance, starting over becomes less about loss, and more about learning to trust what is emerging. When Continuity Stops Making Sense. I’ve been noticing recently how uncomfortable we sometimes are with the idea of starting over. Not in theory - we tend to love it in theory. Fresh starts, new chapters, reinvention - these are ideas that show up constantly in our personal and professional conversations and in the way we talk about growth and change. But in practice, starting over rarely feels inspiring. It feels inconvenient. It feels inefficient. It feels like something has gone wrong. Because more often than not, starting over doesn’t arrive as a clean, intentional decision. It arrives as a disruption - a plan that no longer makes sense, a role that stops fitting, a version of your life that, on paper, still works but internally doesn’t. And there is often a moment - quiet, subtle, easy to dismiss - where you realise that continuing as you are is no longer an option. Not dramatically, not all at once, but enough to know that something needs to shift. What I’ve been seeing more and more, both in my own life and in conversations with others, is that these moments are not rare. They are not exceptions. They are not signs that something has gone off track. They are, in many ways, the mechanism through which change actually happens. People stepping away from careers they have spent years building. Re-evaluating relationships that once felt certain. Rethinking where and how they want to live. Questioning definitions of success that once felt solid but now feel misaligned. And yet, despite how common this is, we still tend to treat starting over as something that needs to be explained, justified, or quietly recovered from. There is an implicit narrative that progress should be linear, that growth should be additive, and that if we are moving “forward” correctly, we should not need to begin again. As someone who has started over and transformed myself more times than I can remember, I have made a conscious choice to stop thinking like this. Development Doesn’t Move in Straight Lines. The reality, of course, is far less tidy than that. Meaningful change does not always start from steady progression. It comes from moments where something loosens, breaks, or falls away - where the structure that once held things together no longer does. Developmental psychology has explored this for decades. Robert Kegan’s work on adult development suggests that growth is not simply about acquiring new skills or knowledge, but about transforming the way we make meaning of the world . And those transformations rarely happen without some form of disruption. Similarly, William Bridges’ transition model highlights that every change involves not just a new beginning, but an ending and a period of in-between - a phase where the old identity has dissolved, but the new one has not yet fully formed. This is the part we tend to resist the most. It is also the part where the real work happens. We might recognise this more intuitively if we look at creativity rather than careers. No meaningful creative process moves in a straight line. There are moments of clarity, followed by confusion, followed by iteration, followed by something that begins to take shape. The same is true of personal and professional evolution, even if we don’t always allow it to look that way. We expect coherence. We expect continuity. But development often requires discontinuity - a breaking apart of what was, so that something else can emerge in its place. The Identity Beneath the Change. Starting over is rarely just about changing direction. It is about changing identity. And this is where things become more complex, because identity is not only how we see ourselves - it is how we are seen, how we are recognised, and how we have learned to locate our value in the world. Roles, relationships, and environments all reinforce particular versions of who we are. When those structures shift, even in ways that are ultimately positive, there is often a destabilisation underneath them. We are no longer held in the same way. The feedback loops change. The story we've been telling ourselves about our place in the world begins to loosen. This is why starting over can feel like a kind of loss, even when it is chosen. Even when it is right. Even when it is necessary. There is often a quiet grief in letting go of a version of yourself that was once meaningful, once functional, once recognised. In work contexts, this can be particularly pronounced. Stepping away from a role, redefining a business, or shifting direction professionally is not just a strategic decision. It is an identity transition. And identity transitions cannot be rushed without consequence. The Space Between What Was, and What’s Next. This is the part of the process that tends to be least understood, and most quickly bypassed. The space between what was and what’s next is often experienced as uncertainty, but it is not simply a lack of clarity. It is a different kind of space altogether. It is a space where the old patterns no longer fully apply, but the new ones have not yet stabilised. It can feel unproductive, undefined, even uncomfortable. And because of that, there is a strong instinct - whether it be individually and organisationally - to move through it as quickly as possible. But in our work at We Create Space , this is often where the most meaningful transformation occurs. Not in the moment of decision, and not in the moment of arrival, but in the space in between. What we describe as "threshold moments" sits here - not as something abstract, but as something deeply practical. This is the phase where awareness increases, where assumptions can be questioned, where new perspectives begin to form. And yet, it only becomes useful if we are willing to stay with it long enough for something to emerge. There is a growing body of research in neuroscience that supports this. Creativity and insight are often linked to periods of rest and reflection rather than constant output - what is sometimes referred to as the brain’s default mode network. In other words, the mind requires space in order to reorganise itself. The same is true of identity. If we immediately rush to define what comes next, we often replicate what came before, simply in a different form. Courage, Failure and the Role of Curiosity. One of the reasons starting over feels so uncomfortable is because of how closely it is tied, culturally, to failure. Even in environments that claim to embrace experimentation, failure still carries emotional weight. It can feel like a rupture in identity, a questioning of competence, or a loss of credibility. But if we step back, failure is not an anomaly in development - it is a mechanism within it. Carol Dweck’s work on growth mindset reframes failure not as evidence of limitation, but as part of the learning process itself . In innovation theory, failure is often seen as necessary experimentation - a way of testing assumptions and refining direction. And yet, when we experience it personally, it rarely feels neutral. It feels exposing. It feels like something has gone wrong. This is where curiosity becomes an important counterbalance. Not as a way of bypassing discomfort, but as a way of relating to it differently. Instead of asking whether something has worked or not, we might ask what it has revealed. Instead of evaluating the outcome, we might explore the learning. This does not remove the challenge, but it shifts the orientation from judgement to exploration. Courage, in this context, is not about bold action or decisive movement forward. It is about the willingness to remain in the process without needing immediate resolution. It is about taking steps without full certainty, and allowing understanding to develop over time rather than requiring it upfront. This is a quieter form of courage, but it is often the one that makes transformation possible. The Creating Space Perspective. In our work at We Create Space , we often describe this kind of developmental moment through a simple cycle that helps individuals and organisations move through periods of disruption, uncertainty, and change - including those moments where we find ourselves starting over. Awareness - noticing the story I’m telling myself about what’s happening. Compassion - understanding that without immediately judging it. Connection - stepping back to see the bigger picture, beyond just me. Agency - choosing how I want to respond, rather than reacting automatically. Many people, like myself, first encounter this cycle during periods of disruption or burnout . But over time, it becomes a practical framework for navigating change more intentionally - not just when things break, but whenever something new is trying to emerge. Within The Creating Space Methodology , one of the core principles is that transformation requires space before it requires structure. This can feel counterintuitive, particularly in professional environments where momentum, output, and clarity are prioritised. But if we look at how systems actually evolve - biological, psychological, or organisational - there is often a phase where existing patterns loosen before new ones stabilise. This is not inefficiency. It is reorganisation. At the centre of this sits a simple practice: Pause → Listen → Connect → Act → Reflect This cycle encourages leaders to slow down reactive decision-making, expand perspective, and translate insight into more intentional action. Creating space, in this context, is not about doing nothing. It is about resisting the immediate urge to define, control, or resolve - allowing awareness to deepen so that what comes next is not just new, but genuinely different. This is where leadership begins to shift. Not towards having all the answers, but towards creating the conditions in which better questions - and better thinking - can emerge. Starting Over in Leadership and Systems. In organisational contexts, starting over is rarely framed in these terms. It is more often described as restructuring, transformation, or change management. But underneath those processes, the same dynamics are at play. Systems that have reached the limits of their current design. Cultures that no longer support the direction the organisation is trying to move in. Leadership models that were effective in one context but are no longer sufficient in another. Organisations find themselves navigating a growing gap between organisational ambition and what is consistently happening day-to-day . The challenge is that many organisations attempt to “start over” while maintaining the same underlying assumptions. They introduce new strategies without addressing identity. They implement new structures without creating space for reflection. And as a result, change remains surface-level. The form shifts, but the behaviour pattern underneath stays the same. This is why human-centred leadership is becoming the defining capability of high-performing organisations . In this context, Visionary Leadership requires something more fundamental . It requires the willingness to question not just what we are doing, but how we are making sense of what we are doing. It requires moving beyond short-term fixes and engaging with the deeper dynamics of the system. And this often begins with recognising when something is no longer working - not as a failure, but as an indication that a new phase of development is required. Where the Joy Actually Lives. At this point, it is worth returning to the question of joy. Because much of what we have explored so far does not immediately sound joyful. It sounds uncertain, uncomfortable, and at times destabilising. And yet, there is something else present in these moments that is easy to overlook. A sense of aliveness. A sense of openness. A sense that something new is possible, even if it is not yet clear what that looks like. This is not the kind of joy that comes from certainty or achievement. It is not loud or externally validated. It is quieter than that. It often shows up as a sense of lightness when something that no longer fits is released. As a spark of curiosity about what might come next. As a subtle shift from holding on… to letting go. I’ve been noticing that when I allow myself to stay in these moments a little longer - without rushing to resolve them - this quality becomes more visible. The pressure to have everything figured out begins to ease. The need to prove or justify begins to soften. And in its place, there is more room for exploration, for experimentation, and for a different kind of relationship with the future. Perhaps this is where the joy of starting over actually lives. Not in the outcome, but in the openness. Not in the certainty, but in the possibility. Pause and Reflect. For those navigating their own version of starting over - whether personally or professionally - it can be helpful to approach this phase with a degree of intentional reflection. Not to force clarity, but to create space for insight. You might begin by exploring questions such as: - What in my life or work no longer feels aligned, even if it still “works” on the surface? - What am I currently holding onto that may need to be released? - Where am I seeking certainty, rather than allowing space for something new to emerge? - What feels quietly energising or interesting, even if it doesn’t yet make logical sense? - How would I relate to this moment differently if I didn’t see it as a problem to solve? For leaders, additional questions might include: - Where might my organisation or team be outgrowing its current way of operating? - What assumptions are we carrying forward that may no longer serve us? - How can I create space - for myself and for others - to explore before defining next steps? - What would it look like to lead through uncertainty, rather than trying to eliminate it? These questions are not designed to produce immediate answers. They are designed to shift perspective. And often, that shift is what allows the next step to become visible. A Different Relationship with Beginning Again. If we return to where we started - that quiet moment where something no longer fits - we might begin to see it differently. Not as a disruption to be resolved, but as a signal that something is ready to change. Not as a loss of direction, but as an invitation to reorient. Because every time we begin again, we are not starting from nothing. We are starting from experience, from learning, from everything that has shaped us up to that point. Starting over, in that sense, is not a reset to zero. It is a continuation - just not in the way we expected. And perhaps the shift is this: instead of asking how to avoid these moments, or how to move through them as quickly as possible, we begin to ask how to work with them. How to stay open within them. How to recognise that within the uncertainty, there is also potential. Each day, in its own small way, offers that invitation. Not always dramatically. Not always visibly. But consistently. To begin again - not from a place of urgency, but from a place of awareness. And if we can learn to meet those moments with curiosity rather than resistance, we may find that starting over is not something to fear. But something to trust. Michael Stephens (he/they) is a consultant designing human-centred systems rooted in transformation and long-term growth. He works at the level of culture and relationships, examining how leadership is experienced across identity, wellbeing and performance. As Founder of We Create Space , he partners with global organisations to design leadership ecosystems that strengthen capability, deepen belonging and support sustainable success. While you're here... We Create Space is a global learning platform and consultancy focused on workplace talent-development and community-building. Our human-centred approach creates space for people and organisations to thrive through leadership development, team learning experiences, data-backed belonging practices and bespoke content . Learn more We also organise FREE community events throughout the year! We offer a variety of ways to get involved - both online and in person. This is a great way to network and learn more about others' experiences, through in-depth discussion on an array of topics. You can find out what events we have coming up here . New ones are added all the time, so make sure you sign up to our newsletter so you can stay up to date!

Syncing cycles with careers: How menstrual health policies in Mexico and LATAM can unlock female leadership potential. Women’s wellbeing at work in Latin America hinges on addressing the profound impact of menstrual cycles on productivity, where hormonal fluctuations create a hidden leadership gap that innovative policies in Mexico and beyond are starting to bridge for true gender equity. Backed by recent LATAM-focused research, these cycles reveal untapped potential when workplaces adapt, fostering inclusive cultures that retain top female talent and drive economic growth. This is more than a wellbeing issue, it has clear implications for performance, retention, and how leadership potential is recognised. When organisations overlook this, they are unintentionally creating environments where women are more likely to be judged at their lowest points rather than their full capability. Zona Docs - Empresas y menstruación: un reto pendiente para la equidad laboral Cycle Impacts in LATAM Workplaces Across Latin America, women's menstrual cycles profoundly shape workplace productivity, with 91% of Mexican women reporting reduced output due to monthly symptoms like pain, fatigue, and mood shifts, particularly during bleed and premenstrual phases, leading to 45% experiencing absenteeism or presenteeism that costs firms dearly in lost efficiency. Studies from Dalia Empower and Plenna highlight how these issues amplify in high-stress LATAM environments, where women already shoulder disproportionate unpaid care work, resulting in up to 33% productivity dips similar to European benchmarks but with fewer supports, as only 4 Mexican states have approved menstrual licenses despite national pushes. Hormonal symptoms correlate independently with negative performance perceptions, yet follicular phases offer peaks in energy and focus ideal for leadership tasks, a rhythm largely ignored in male-normed corporate cultures prevalent from Mexico City to São Paulo. Dalia Empower: Empresas ahorrarían dinero si implementaran políticas en torno a la menstruación The Leadership Gap Exposed Women make up a large proportion of the workforce across Latin America, yet only 30–40% reach executive roles. This is often linked to pay gaps, access to opportunity, and structural bias. But progression is also shaped by something more immediate: how performance shows up and how it is judged day to day. These structural challenges still matter as women earn around 70 cents to every male dollar and continue to face barriers such as limited access to childcare and flexible working. At the same time, research highlights a growing gap between how work is designed and how women actually experience it. In Mexico, for example, 75% of women say they would benefit from workload adjustments aligned to their cycles, yet stigma keeps this largely unspoken, reinforcing a level of invisibility in leadership spaces. World Bank Group - Women in the Workforce: A Pillar of Economic Development in Latin America and the Caribbean Menstrual health plays a role in this in ways that are rarely acknowledged. Symptoms such as fatigue, pain, and reduced concentration can affect how someone shows up at work, particularly in environments that rely heavily on visibility, consistency, and constant output. Over time, this creates a knock-on effect. Lower energy during key moments can reduce participation in high-visibility work. Fluctuations in performance can be interpreted as inconsistency. Ongoing presenteeism or burnout can impact confidence and willingness to put oneself forward. Individually, these moments may seem small. Taken together, they influence how potential is assessed and who is seen as ready for leadership. This shifts the conversation from a purely structural issue to something more immediate. If organisations are not accounting for how people actually experience work, they risk overlooking capable talent and reinforcing the very gaps they are trying to address. Emerging Policies and Initiatives Mexico leads LATAM with bold reforms, including CDMX's 2023 push for federal menstrual leave (up to 3 paid days/month via IMSS/ISSSTE certification for dysmenorrhea), alongside 2025 proposals for 10 days off for gender violence victims and preventive health days, signaling a shift toward cycle-aware labor laws. Nationally, just 4 states offer licenses, but corporate pilots show promise: firms with menstrual policies cut absenteeism by one shift/year per woman and boost productivity, potentially saving $92,000 MXN annually per 100 female employees through flex hours, education, and supplies. Demand is strong with 48% seeking licenses and 75% wanting flexibility. Broader initiatives like World Bank-backed programs in Brazil (Bolsa Familia aiding 31M women, spurring 25% employment growth) and anti-harassment mandates underscore regional momentum, though implementation lags in rural or informal sectors. Basham News - the congress of mexico city approves the proposal for "menstrual leave". Mindfulness and Inclusive Strategies Mindfulness tools like cycle-tracking apps empower LATAM women to sync tasks like analytical work in high-estrogen phases and rest in low phases with reducing symptom impacts by 25% and enhancing leadership presence, as Flo data affirms across cultures. Companies can integrate this via manager training on non-disclosing supports (e.g., adaptive scheduling, wellness kits), mirroring Create Space's relational leadership ethos to build psychological safety and belonging, where women report 69% better preparedness. In Mexico's dynamic economy, pairing policies with self-compassion practices counters unpaid labor burdens, turning cycles from liability to strength for sustained female leadership. National Library of Medicine - Menstrual cycle-associated symptoms and workplace productivity in US employees: A cross-sectional survey of users of the Flo mobile phone app Closing the Gap for LATAM Leaders Addressing women’s wellbeing at work is often positioned as a cultural or benefits conversation. In reality, it is a performance and leadership issue that sits much closer to the core of how organisations operate than many realise. When workplaces are designed around a narrow, standardised experience of productivity, they risk overlooking how people actually perform at their best. The result is not only lost output in the short term, but missed potential over time. Talent is underestimated, confidence is eroded, and leadership pipelines narrow in ways that are difficult to see but easy to feel. The organisations that move ahead will be those that are willing to rethink this by creating environments where flexibility, trust, and openness are built into how work gets done. This includes equipping managers to lead with greater awareness, normalising conversations that have traditionally been avoided, and designing systems that reflect the realities of the workforce rather than expecting people to adapt to them. In fast-growing and competitive markets across Latin America, it is a strategic advantage. Organisations that take this seriously will be better positioned to retain talent, strengthen leadership capability, and build cultures where people can perform consistently over time. The question is no longer whether to act, but whether organisations are prepared to evolve how performance, potential, and leadership are truly understood. From Training to Capability: The Create Space Approach. High-performing organisations are increasingly moving away from one-off workshops toward integrated leadership ecosystems. Human-centred leadership models focus on behavioural change, cultural awareness, and psychological safety rather than only knowledge transfer. The Create Space Methodology develops leadership capability through four core elements: awareness, compassion, connection, and agency. Together, these elements support behavioural change, inclusive culture, and sustainable performance across global teams. Programmes built on this approach typically combine leadership training, inclusion education, community-based learning, and culture insights in order to create measurable impact across multiple levels of the organisation. The objective is not awareness alone. The objective is to cultivate the conditions that allow individuals and teams to perform at their highest level. Book a Strategy Conversation If your organisation is investing in leadership development across Mexico or LATAM, the key question is not whether to invest, but how to invest effectively. We Create Space supports organisations across the region to build human-centred leadership capability, inclusive culture, and sustainable performance through programmes designed for the realities of Latin American workplaces. To explore how the Creating Space methodology, leadership programmes, or women-centred inclusion training could support your organisation, book a strategy call with our Mexico-based team. hello@wecreatespace.co https://wecreatespace.co https://wecreatespace.co/contact