In this session, we explored how meaningful representation, inclusive leadership, and listening-driven decision-making can help organizations navigate change and remain effective. The conversation between Juliana Ribeiro (Hub for UN Transformation, United Nations System Staff College) and Susana Malcorra (GWL Voices) examined the relationship between representation, organizational transformation, leadership, gender equality, and the future of multilateral institutions.
A central message throughout the discussion was that representation is not simply about who is present in the room. It is about ensuring that diverse perspectives genuinely influence decisions, shape priorities, and inform organizational change. For employees, the conversation reinforced that successful transformation depends on engagement, listening, accountability, and creating environments where people feel their voices matter.
Highlights
Listening is a Leadership Responsibility
One of the strongest themes was that effective leadership begins with genuine listening. Malcorra argued that leaders create psychological safety when people see their contributions reflected in conversations and decisions. Listening helps build trust, encourages participation, and creates a sense of shared ownership, even when final decisions differ from individual preferences. She emphasized that leadership requires humility, recognizing limitations, learning from others, and creating space for diverse viewpoints.
Transformation Starts with Understanding Reality
According to Susana Malcorra, organizations cannot effectively transform unless they first understand their current reality. Meaningful change requires leaders to gather input from across the organization from people working in different functions, locations, and levels. Relying on a single perspective creates blind spots and can lead to incomplete solutions.
She noted that transformation involves establishing a realistic baseline, building a vision from that baseline, and continuously adjusting course as circumstances evolve. Rather than treating change as a one-time initiative, she described it as an ongoing process sustained through engagement and dialogue.
Representation Shapes Decisions by Reshaping Power
When asked why organizations often struggle to advance representation and inclusion, Malcorra offered a direct answer: power. She argued that increasing representation changes who participates in decision-making and therefore redistributes influence. As a result, resistance often comes from existing power structures rather than from a lack of awareness alone.
She shared an example from the United Nations, where efforts to increase women's representation in leadership accelerated when hiring processes required female candidates to be included in shortlists. In some cases, leadership appointments outside those shortlists helped break established patterns and encouraged more inclusive recruitment practices.
Inclusion Requires Attention to Everyday Realities
The discussion highlighted how representation can reveal practical issues that may otherwise be overlooked. Examples included facilities (e.g., restrooms in the field being far from living quarters and increasing risk especially at night), equipment (e.g., bullet-proof vests not procurement in smaller sizes), and operational arrangements that were designed around assumptions that did not reflect the needs of all employees. Malcorra described experiences where listening to women in field settings exposed barriers that had gone unnoticed by decision-makers. Addressing those barriers required flexibility, practical problem-solving, and willingness to revisit existing rules and practices.
The Future Requires More Partnership and Institutional Humility
Looking ahead, Malcorra argued that institutions must adapt to a world where power and influence are distributed across a wider range of actors. She suggested that organizations should recognize their limits, collaborate more effectively with partners, and focus on areas where they add unique value rather than attempting to do everything.
She also stressed the importance of innovation, adaptability, and willingness to challenge unnecessary constraints, noting that institutions can often accomplish more than they assume when they focus on solutions rather than procedural barriers.
Putting this into practice
- Listen to everyone. Create opportunities to hear perspectives from colleagues across different teams, locations, and levels.
- Be constructive when critical. When raising concerns, accompany them with practical recommendations or potential solutions. Use available channels to share ideas for improvement and contribute constructively to change efforts.
- Build the habit of active listening*. Help others feel their input is valued and considered.
- Challenge assumptions. Especially those that unintentionally exclude or disadvantage certain groups.
- Support colleagues and connection. Help create or contribute to networks that encourage participation, development, and growth.
- Explore deep listening as an inclusive practice*. Transformative Spaces offers this practice in the ‘Creating Psychological Safety’ workshops.
From the audience
Audience questions focused primarily on practical examples of inclusion, increasing women's representation in leadership, overcoming barriers to organizational transformation, engaging men as allies, and identifying actions staff and leaders can take to advance change. Participants also asked about lessons learned from efforts to increase gender representation and how employees can contribute to transformation efforts within existing organizational structures.
In response, Malcorra emphasized leadership commitment, accountability, measurable progress, staff engagement, and the importance of speaking up with constructive solutions. She also highlighted the value of peer support and professional networks in advancing representation and inclusion.
“Being a leader is an exercise of listening.” – Susana Malcorra
Note: the first few minutes of the session were not recorded. The conversation starts with the second question, but the recap addresses the gap.
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Recap is AI-generated from the transcript and human reviewed.
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