This inspiring panel and networking event, chaired by alumna, mentor and Future of GM board member Aly Heald, L&Q Partnerships Director, brought together Ru Anwar of Trowers & Hamlins, Najwa Jawahar of WSP, Michael Salmon of Manchester City Council and Marc Watterson of Arup for a frank and powerful conversation on inclusion, leadership and belonging.
The discussion centred on lived experience. Panel members openly shared what it means to be under-represented in their sectors, how they have carved out space for themselves, found allies, and navigated family and cultural expectations alongside workplace challenges. What emerged was not a single pathway to success, but a shared commitment to authenticity, resilience and collective progress plus some holistic guidance for how to get there.
Belonging starts with being seen
A recurring theme was the importance of feeling recognised, listened to and valued. People want space for dialogue and involvement in decisions that affect them. When that happens, individuals feel connected to their organisations and clearer about the impact they can have.
While some people come to work to do a job well, others are motivated by creating change. Both matter, and inclusive organisations recognise and respect this difference. Happiness at work is not separate from performance; it directly influences the quality of work and outcomes.
Speakers lamented the lack of diverse role models at senior levels and the continued dominance of traditional leadership profiles, but agreed change is coming from a new wave of leaders who listen, challenge the norm and can make fair and informed decisions.
Mentors, leaders and peers were highlighted as critical allies: opening doors, increasing visibility and helping individuals find their voice. Supportive relationships and peer networks play a role in enabling people to step into leadership without compromising who they are.
Some key takeaways from this session include:
Data should inform, not intimidate: Transparent use of data helps identify barriers in recruitment, progression and retention, and builds trust when shared responsibly.
Informal systems can exclude: Decisions made in informal or exclusive spaces (like the pub!) risk reinforcing inequality. Inclusive processes should be intentional and structured.
Retention is about more than pay or workload: Development opportunities, mentoring, communities of interest and representative leadership are essential to prevent talent loss.
You don’t need formal power to influence change: Progress happens when individuals stay visible, support others, share experiences and frame inclusion as good for people and business.
Inclusion is not a single task. It evolves through listening, learning and collective responsibility.
The themes raised throughout this discussion speak to a broader ambition for Greater Manchester as a Great Place to do Business, one where people are able to feel valued and supported in their working lives, and where opportunity is shaped by fairness and inclusion.
Creating workplaces that listen, remove barriers and invest in people is central to building a city-region that retains talent, supports wellbeing, while enabling individuals to contribute meaningfully to their communities and organisations. This is not about one initiative or moment in time, but about sustained effort and shared responsibility.
By continuing to value lived experience, challenge informal practices and lead with intent, organisations across Greater Manchester can help create the conditions for people to thrive. We invite readers to reflect on what inclusive leadership looks like in their own organisations and where small changes could make a meaningful difference.
Thanks to Muse for sponsoring Diverse Voices and to Arup for generously hosting the panel and networking session.