Daniela Felletti’s journey in DEI and inclusive leadership

Meet Daniela Felletti, global diversity, equity & inclusion practitioner, inclusive leadership trainer, and DEI speaker. In this interview, Daniela shared her personal journey and insights into DEI, starting with her mixed heritage and how it shaped her awareness of racial and cultural biases. Daniela emphasized the importance of understanding historical injustices and their lingering impacts, advocating for inclusive leadership that deconstructs unconscious biases and promotes genuine social justice. Her extensive work across various countries and sectors highlights the need for systemic and collective change to create sustainable transformation in organizations.

Daniela Feletti shared the importance of deconstructing traditional leadership models rooted in control and ego, advocating for a transition to inclusive and conscious leadership that empowers others and embraces diversity. The discussion highlights the necessity of recognizing and addressing biases, fostering a culture of curiosity, and creating systemic changes to promote true diversity, equity, and inclusion in the workplace. Daniela also touches upon the impact of historical and social contexts on leadership and the need for continuous education and introspection to drive meaningful change.

Sure, my name is Daniela Feletti, and I use the pronouns she/her. I speak five languages. I’m Brazilian, and I was born in Brazil. I have a mixed heritage, Brazilian, with some indigenous roots on one side. My father was Italian; my mom is Brazilian. And coming from a mixed heritage, I developed hyper-consciousness related to societal issues being connected to historical facts along the way.

Why? A little anecdote.

My birth certificate says I’m white (in Brazil, we have our colors described in our birth certificate, by the way). Why does it say I’m white? Well, you need to go back to history. When I remember my childhood, I remember crying when I was harassed because of my color and my similarity to Indigenous people (Brazil was the last country in the Americas to abolish slavery. It happened in 1888). And just before that year, ages before, the Brazilian government was already doing an accelerating and whitening project, which means they were recruiting Europeans as a strategy. They got the wave of abolishing slavery to make our skin clear. And so it was not a liberation of enslaved people but a replacement.

It impacted my growing up and my birth certificate, first of all, because being a mixed heritage meant in that I was Italian, therefore I was white. As a teenager, I asked my parents, while feeling forms, what my color was. Because I saw the paper, but I saw the mirror, and I saw color, and I was told, oh, well, you are Italian, you are white. This is what we learn in Brazil as a colonial thinking heritage ingrained in our society.

Accept that these mistakes existed and are still here. So, we need to correct them because they implicitly are explicit. They’re still impacting our lives, how we behave with each other, how we perceive each other, therefore we need to ask ourselves: how can we become better ancestors? That’s the goal.

What’s my example to the future generation?
I’ve been living in Europe for over 19 years now. I’ve lived in five countries besides Brazil: Italy, England, Spain, and currently France. Throughout my time here, I’ve seen and experienced many things, including varying levels of multicultural discrimination based on culture. However, I also understand the difference between having privilege and possessing a European passport. Although I could move freely, I still faced significant discrimination related to my color and gender as a foreigner. Even as a European, you’ll always be considered both a part of here and yet not entirely from here.

I remember being in Italy, for example, when people would introduce me by saying, “But she’s Italian.” just after I mentioned that I am Brazilian, it highlighted how deeply ingrained privilege is. This isn’t unique to Italians; I’ve seen similar reactions from many people with diverse heritage, especially those from cultures that involve a mix of colonizers and the colonized. They always sense the difference.

So, this is what I bring: the decolonization of minds and behavior. I infuse multiculturalism and intersectionality into everything I do. As a professional passionate about behavioral science, I challenge human behavior to foster connection, curiosity, and active listening. I also emphasize inclusive leadership. For over 10 years, I have helped leaders and companies across various sectors — food & beverage, big pharm, motorsports engineering, tech, heavy industry, luxury, VC—in the UK, Europe, and the US.

I am someone who will challenge the conversation a lot. I advocate for social justice and how we ingrain it. I invite individuals to stop and ask themselves, “Why am I still thinking about diversity, equity, and inclusion as a charity thing?“. So I challenge this concept of charity in our minds, which is actually holding us back from transformation.

I collaborated with companies like FIA, AECOM, Bristol Myers Squibb, Trane Technologies, Heineken, EHRAC, Tracerco, WestPharm, SwissLife, Nelson’s…, as well as educational institutions such as EFAP Bordeaux and Michigan State University. I am a pioneer in inclusive leadership within Bordeaux’s higher education system. As a community builder, I create networks for women in leadership to tackle representation issues, foster sisterhood, and promote empowerment while engaging men in the conversation. I am closely connected to activists worldwide, supporting their frontline efforts for social advancement. This is a brief introduction to my work and passions.

It’s a very simple question for a very complex situation. But the truth is that the concept of leadership in the world, in the corporate world, and organizations are still very conditioned by the 20th century, which is leadership based on control, domination, micromanagement, and ego.

There is extensive research and numerous studies conducted by experts in the field of leadership that highlight the current need for effective leadership and the reasons we continue to focus on it. The emphasis today is on transforming personal power into a tool for serving others.

Colonization and patriarchy often go hand in hand. Even in our contemporary democratic world, where we champion freedom of expression, we must still work on understanding and acknowledging past mistakes. By recognizing that certain systems and practices no longer serve today’s needs, we can make the necessary corrections to improve the present.

We need to focus on education in all its forms — formal education, self-education, and building connections. I never restrict my discussions to individual growth alone because waiting for each person to evolve independently would hinder our ability to drive collective change.
We need a collective and structural change. So systemic change is about considering individual, collective, and structural organizations. So, if we talk about organization, it’s about policies, procedures, and how we sustain the system. But collectively, we are allies to each other, are not afraid of having difficult conversations, and listen to each other. We have openness to disagreements as well. It’s where we find, actually, innovation, avoid big mistakes, or take a stand for what is right morally and economically.

I like the Deloitte and the Catalyst research. They have identified the traits of characters a leader needs to develop to become inclusive. It’s commitment to DEI, diversity, and inclusion as a moral and economic.

When we talk about the charity mindset related to DEI, it’s because people are still struggling to see the numbers behind it. You need to measure. Most DEI programs fail due to superficial implementations, a lack of specialized and dedicated staff to help implement them, and lack of cohesion across departments and leadership levels.

When organizations want leadership to be inclusive, they will take it seriously and seek to find many proxies and metrics to evaluate. And you shouldn’t be only attached to data, quantitative data. You need qualitative data because it will give you more than quantitative data. Quantitative data is a starting point that gives you an overview, but it won’t tell you the whole truth. So, you need to go further and do it continuously. Otherwise, it doesn’t work because you need to measure it in time to understand how it impacts your business.

Retention is the biggest problem today also because we are experiencing a huge transformation. Generation Z and millennials are no longer accepting any kind of job and are questioning values and their impact.

• Is my company investing in weapons?
• Is my company investing directly or indirectly in exploiting or serving petrol companies?
• Is my company exploiting people like modern slavery?
• Is my company LGBTQAI+ friendly? And so on…

These generations are more and more interested in making a difference; If you don’t embrace this change, you might end up surrounded by similar-thinking individuals, leading to groupthink and causing you to miss out on a diverse range of perspectives.

Let’s talk about the examples.
Last year, a picture of CEOs in Munich at a conference for the European Defense and Security meeting made some buzz because there were only men of a certain age. The buzz wasn’t because they weren’t competent or good at their jobs; it was because they were making very important security-related decisions but didn’t include more fragile groups that are always more impacted.

People with disabilities, women, LGBTQIA+ individuals, youth, and others are often excluded from decision-making processes. Recognizing the importance of including these groups in discussions highlights the gaps we face. We need to understand how talent is being excluded by default.

This is a conversation about privilege.

Albert Einstein once said, “If you keep doing things the same way, you cannot expect different results.” So, it’s important to challenge ourselves and request change.

• Let’s do something different.
• Let’s also analyze what’s good that we should keep.

When you talk about change, it isn’t about changing everything; often, it’s more about improving. Maybe you need to add something; maybe you have an internal policy with some discriminatory parts. For example, in France right now, you should use the word parental leave and not maternity leave to include LGBTQ+ and all kinds of parenting.

Despite the legal definition, some companies use outdated language, neglecting corrections under the guise of insignificance. “It’s just a word, will they say…”

Gender balance doesn’t guarantee the end of patriarchy. Female leaders often adopt male leadership traits due to societal conditioning.

For instance, as a white woman, I would encounter barriers related to gender. However, as a black woman, those barriers are exponentially greater. Moreover, if I identify as lesbian, transgender, have a disability, follow a different religion, or possess additional layers of identity, the barriers multiply.

Many women face big hurdles when trying to get funding for their businesses. Some even bring a man who has nothing to do with their project just to be listened to. But investors often ignore the woman and talk to the man instead, even though it’s her project. This bias affects investment firms like venture capital and private equity. We need to understand and address this bias to make things fair.

When I discuss inclusive leadership and the moral and economic imperative of Diversity, Equity, and Inclusion (DEI), I emphasize the importance of connecting real experiences and demonstrating courage. Courage involves challenging the status quo while remaining humble enough to acknowledge personal mistakes. Additionally, recognizing and addressing biases is crucial. This entails accepting biases and taking proactive steps to mitigate them, not just raising awareness. Every decision should reflect these principles, requiring consistent action.

How do you act?

Many of my clients think it’s very subjective, and it’s impossible to achieve a DEI workspace. But it’s all possible if you challenge how you make decisions related to recruitment, career progression, and so on. You include the concerned individuals in the process, and you educate yourself. You take a step back, slow down, and challenge your brain.

Intercultural intelligence begins with introspection, understanding why we impose our culture and expectations on others. Humility is key; it fosters curiosity and courage in exploring other cultures unbiasedly. Effective collaboration follows, creating a safe space for constructive dialogue and feedback. This leadership approach encourages learning and growth, fostering a culture of respect and inclusivity within companies.

Here’s an example of bias behind the performance review.
It’s very often biased, even if you create unbiased criteria. It can also be biased if you are not trained in unconscious bias, educated on it, or inexpert. So, I had companies that told me, “We tried to unbiased it, but then we realized that the criteria were also biased, so it didn’t work.”

Research by Textio published in 2022 identified that women are 22% more likely to receive feedback about their personality than men, often with a negative connotation and less actionable content. In contrast, men are more likely to receive constructive and actionable feedback, enabling them to improve and advance in their careers.

Additionally, the research shared findings about intersectionality, showing that women of color receive even less actionable feedback compared to their white counterparts, exacerbating the challenges they face in the workplace.

It’s not about memorizing each type of bias but recognizing how our decisions influence other peoples’ lives. For instance:

• Am I giving more attention to one person over another?
• Am I listening to someone more than others?
• Am I judging someone without a factual basis?

If there’s no fact, it’s likely a bias. Examples include maternity and paternity bias, which can affect how men and women engage in family responsibilities. We need to include both perspectives in the conversation for effective collaboration.

In this new era, women have been working for quite some time. However, they were initially confined to roles like secretaries or assistants. Sadly, even now, women are often viewed as secondary or complementary, facing challenges in obtaining opportunities, mentorship, and leadership roles. Unlike men, women are continually required to validate their capabilities.

Intersectionality is paramount in discussions about gender balance. Black women, for example, experience compounded exclusion due to both their gender and race. While black men still encounter job opportunities, black women often struggle to secure positions within companies. This underscores the complex layers of discrimination they face. Physical appearance, such as hair discrimination, is often ignored by society.

Therefore, to address gender balance, we need to consider patriarchy’s roots and how to deal with it.

Understanding that societal bias imposes a lack of confidence is essential. Companies need to challenge and deconstruct biases internally and externally. Society often creates barriers, and last year, the UN’s Gutierrez said we are 300 years behind in gender equality. Crises and conflicts often lead to the loss of rights for women and underrepresented groups.

For instance, abortion rights are being penalized in many US states, while in France, the constitution now includes “freedom of choice” for women, though it’s not perfect.

Gender discussions should include details on how decision-making excludes underrepresented people. Women with disabilities, LGBTQIA+ women, and women of different religions face more discrimination compared to men from these intersectional categories. Hence, the focus on gender is crucial.

I believe the issue lies in seeking comfort. Resistance to change often stems from fear. Instead of labeling it laziness, it’s more about staying within the comfort zone. People find it easier to remain where they are, avoiding anything that induces discomfort.

Most of my clients are men in leadership positions. Since January 2024, I’ve trained over 100 leaders in France and Italy for the same company, and now I’m working with top and middle management in Switzerland and Austria. While their companies have initiated discussions on these issues, individuals still find it challenging to comprehend their full impact.

Instead of asking who to include, I ask who they might exclude by default and why. This involves intercultural intelligence and recognizing biases.

Consider a scenario where a heterosexual white male might overlook the need for inclusive restrooms simply because it doesn’t cross their mind. However, small gestures, like a bookstore owner offering tampons after receiving feedback from female customers, underscore the significance of considering the needs of others. Such small actions have the potential to influence larger decisions in leadership and career opportunities.

Regarding future leaders, there’s a trend among younger males towards extreme masculinity, feeling excluded and expressing rage. On the other hand, young women are becoming more progressive and valuing independence.

Studies have shown that men interrupt women significantly more often than they interrupt other men, and women rarely interrupt men. This invisible competition stems from limited opportunities, making it harder for women.

There’s also more focus on emotional intelligence.
I work with Master students on this, asking about their feelings and fostering introspection. Many male students have never been asked about their emotions, highlighting a gap in how we approach gender. Active listening involves understanding your own emotions to better respect and collaborate with others.

People appreciate being themselves, which includes the choice not to share everything. For example, LGBTQIA+ employees may avoid discussing their personal lives for fear of retaliation. Creating an unbiased environment allows everyone to be themselves comfortably.

When designing products or services, consider people with disabilities, different religions, and more. Visible and Invisible disabilities still face bias and are seen as charity rather than talent.

Inclusivity involves opening hearts and minds. Future generations are more vocal and won’t accept just any opportunity. They challenge the narrative, influenced by their environment and social media. Toxicity and open-mindedness coexist online, impacting perspectives. Companies face backlash on gender balance efforts, seen as feminization of traditionally male roles.

Yeah, we have quotas everywhere. It’s a way to push, which is positive in one sense, but can be a backlash if not focused on culture change first.

So, what is the strategy here, and why are we focusing only on gender? Maybe we can go further, considering the intersectionality of gender as well.

We need to measure things differently and understand the context. Before my intervention as a DEI Practitioner, one of my clients faced backlash stemming from a lack of understanding, with many perceiving it as discriminatory and exclusionary. To address this issue, the company I collaborated with took proactive steps to provide additional information and statistics showcasing the hiring process and opportunities for both women and men. It’s crucial to comprehend the broader scope; fostering transparency and accountability can mitigate future retaliation and backlash.

It’s hard to cope if you give them a new style and don’t implement it properly. Many students told me they think it’s ideological because they don’t see it in companies. But I tell them, you are the future leaders. It depends on how you use this as a starting point.

Self-leadership first, then we can think of leading others. Most leaders are not trained; they are in leadership positions because of their performance in production and revenue. That’s why they tend to think of numbers before people, and we need to switch to people first.

Leaders feel alone and pressured to hide their emotions and appear strong. This pressure affects individuals regardless of gender, although societal norms have traditionally viewed women as weaker. However, perceptions are gradually changing as we engage in more conversations about this issue. Emotional intelligence training and self-leadership mentoring are increasingly prevalent in corporate settings. Challenging and dismantling these outdated beliefs is essential to foster an environment where leaders feel empowered to express themselves authentically.

Many leaders struggle to get feedback because people are afraid to give it. Companies and some leaders are not trained in giving and receiving feedback. Leaders often genuinely want feedback but react poorly when they receive it because they aren’t prepared to welcome criticism. This can result in penalizing the person giving feedback, even unconsciously.

It’s important to train and prepare before implementing feedback processes. Simply knowing that feedback is beneficial isn’t enough; one must know how to give and receive it effectively. Leaders need to be mindful of biases, words, and emotions to connect with people and support them.