If you want to drive change, don't drive alone. Identify your allies. Bring those allies with you. Let them ride shotgun.

Inclusion is not an "HR problem" but a strategic challenge for boards. The solution does not lie only in fixing how you hire but in committing to driving cultural change.

Governance is a contact sport that requires boards to understand the connective tissue of an organisation; which like the human body is sadly only noticed when it fails to deliver as expected. We can choose to take more conscious approaches to noting its role.

Boards can learn from Greg Clarke's resignation from the FA and ask themselves whether inclusion and antiracism are truly on their organisational agenda.

In this historic, highly distributed, hyper online, super connected time, together we are writing the first draft of the history of 2020.

Boards, that do not have a sophisticated understanding of slavery legacy and anti-racism, are at a disadvantage.

We need shared stories to make sense of the crises brought about by the pandemic, and to kickstart our collective imagination as we navigate our way out.

Employers need to be proactive about addressing the challenges of grief, bereavement and trauma faced by employees.

Celebrity suicides foster chatter but in my mind, with an awareness of suicide contagion, there is concern as I look around at my own friends and colleagues. Which among my own set is about to act similarly? Do I know how to read the signs? How would I help someone with suicide ideation?

If you want to remove hiring bias, don't turn to AI; take a leaf from the British civil service's book and use first-principles thinking to fix the process.