Inclusivity has long been a pressing issue in the public sector, particularly in leadership roles, where diversity remains starkly limited. Only 32% of chief executives are women, and a mere 3% come from Global Majority backgrounds. Despite years of conversations around diversity, surveys consistently reveal significant gaps, and growing anti-DEI (diversity, equity and inclusion) rhetoric risks the return to a more traditional, white and male-dominated leadership model, as seen over the last few weeks across the pond.

Early in my own career in executive recruitment, I often found myself as the only young person, the only woman, or the only person from a global majority background in the room. Connecting with chief executives who shared vastly different experiences and perspectives with me was daunting and challenging as I was unsure what we would have in common, underscoring barriers to inclusivity. If I was feeling this way, my thoughts immediately went to how this would translate into the communities they serve.

One of our core goals is to ensure Different is not London-centric. Leadership challenges are not unique to the capital, and we've made a conscious effort to involve organisations from across the country. Assessment days and in-person training sessions are held regionally, ensuring accessibility for candidates nationwide. We are actively promoting this aspect to reach a diverse pool of participants

The Covid pandemic further solidified my commitment to fostering diversity. Growing up in a community with a large Indian population, I noticed how local health guidelines were only written in English, overlooking the needs of non-English speakers, or elders. This disconnect highlighted the importance of having decision-makers who reflect the community they serve.

To address these challenges, alongside Deborah Cadman and Meena Kishinani – two trailblazing leaders in local and regional government – we launched Different, a national leadership development programme. The goal was to upskill mid-level professionals from underrepresented backgrounds and prepare them to become exceptional chief executives and executive directors in local government across England.

What sets Different apart is its foundation in theory, practice and lived experience. Both Cadman and Kishinani, as female leaders from the global majority, bring unique insights to the programme from their years of experience, ensuring it is both relevant and impactful.

Our initial interviews with participants in the inaugural cohort have revealed this generation's desire to become authentic leaders – embracing their unique styles and finding success by leaning into their strengths. With a collective interest in fostering diversity in leadership, Different aims to create a new generation of confident, capable leaders equipped to navigate the complexities of modern local government.

We designed the Different programme specifically for mid-career professionals from underrepresented backgrounds who are currently working at Tier 3 or Tier 4 management levels. Participants are nominated by their organisations with support of their chief executive and gain access to a rigorous 12-month training programme.

This programme includes mock assessment days with tailored feedback and development plans along with six group modules focused on practical leadership skills, effective decision-making techniques and resilience-building strategies.

Following this, participants receive an additional six months of virtual peer-to-peer support and mentorship to ensure their professional growth is sustained.

One of our core goals is to ensure Different is not London-centric. Leadership challenges are not unique to the capital, and we've made a conscious effort to involve organisations from across the country. Assessment days and in-person training sessions are held regionally, ensuring accessibility for candidates nationwide. We are actively promoting this aspect to reach a diverse pool of participants.

With applications having opened in December and the development programme commencing in March, we'll use the feedback from the first cohort to continually improve. Over time, we aim to involve more parts of the public sector and other protected characteristics to expand the programme's reach.

It is inspiring to see my company, Tile Hill acknowledge the importance of diversity in the public sector and commit to supporting the programme. We'll be lending our expertise in leadership development and leveraging our connections with top-level executives. Different will also be supported by Newtrality, who will also provide specialised knowledge to help develop an effective training curriculum.

Creating a more inclusive workforce in the public sector is not just an ethical imperative – it's a practical one. I hope the outcome of the Different programme is that leadership teams will better reflect the communities they serve, and foster better decision-making and more equitable policies.

Different represents a step forward in tackling the systemic barriers to inclusivity, equipping talented individuals with the skills, confidence, and networks to thrive. I am incredibly proud to see our colleagues, partners and supporters in the public sector coming together to drive this transformative initiative – something I know my younger self would have loved to see early on in her career. With initiatives like this, we can build a future where leadership in the public sector truly represents the diversity of our society.

Anj Popat is an associate director in Tile Hill's interim management team

www.differentleadership.co.uk