Moments That Matter: Leadership Decisions on Inclusion
By GatenbySanderson | Pride Month 2026, Pride in Leadership Series.
As Pride Month 2026 approaches, our Pride in Leadership series evolves. This year, we move beyond personal journeys to focus on the realities of leadership under pressure, the decisions, trade-offs and moments where inclusion is truly tested.
In Moments That Matter: Leadership Decisions on Inclusion, we spotlight senior executives and board-level leaders navigating complex organisational environments where inclusion is not always straightforward, and where the consequences of decisions are felt across governance, culture and performance.
In this edition, we hear from Adam Crampsie, CEO of Everyturn Mental Health, in conversation with Elizabeth Theobald, Partner, GatenbySanderson, on embedding inclusion into leadership and board-level decision-making, and what happens when values are tested against operational realities.
Interview: Adam Crampsie, CEO, Everyturn Mental Health
Interviewed by Elizabeth Theobald, Partner, Health & Social Care, Not-for-Profit Practice, GatenbySanderson
1. “Describe a specific decision you made where inclusion was a factor, but not the only priority.”
One of the biggest misconceptions is that inclusive decisions are separate from the day-to-day operational decisions we make. They are very much intertwined. If we make things easier and more inclusive for those that struggle most, it makes it better for everyone in the long run.
When we design our crisis and community services, we think carefully about who might not access support and why. But I still have to balance that against quality, safety, workforce and financial sustainability.
The best decisions are the ones where inclusion improves outcomes for everyone rather than becoming an additional consideration.
2. “When have you got it wrong, and what did you change as a result?”
Earlier in my career I probably overestimated the impact of visibility. I thought that being open about who I am and creating a welcoming environment would be enough, “well, the boss is openly gay, so we can tick that box and move on.”
What I’ve learned is that inclusion is much more about systems than symbolism. People need to see fairness in recruitment, progression, decision making and how concerns are handled. Visibility matters, but it isn’t sufficient on its own.
3. “What is one assumption about inclusive leadership you’ve had to unlearn?”
I’ve had to unlearn the idea that inclusive leadership means always seeking consensus. Sometimes inclusion requires making difficult decisions that not everyone agrees with.
The goal isn’t universal agreement. It’s making sure people have genuinely been heard, understood and treated fairly before a decision is made, and accepting that it won’t make everyone happy.
4. “How do you ensure inclusion doesn’t get deprioritised when pressure increases?”
If inclusion only exists as a value, or a “nice to have”, it will be squeezed out under pressure. If it’s built into performance measures, governance, recruitment, service design and leadership accountability, it remains visible even when things get difficult.
The real test, for both executive teams and boards, isn’t when things are going well. It’s what happens when resources are tight and scrutiny increases. I make sure it doesn’t get deprioritised by not making it an overt priority, but rather something we do naturally every day, in every decision.
5. “What is one leadership behaviour you’ve changed that had the biggest impact?”
I’ve become much more comfortable with being challenged. Earlier in my career, I felt a responsibility to have the answers, often because I was the only LGBTQ+ leader in the room. Over time, I’ve realised that leadership is much more about creating the conditions for good conversations and better decisions.
I spend more time asking questions, listening carefully and seeking perspectives that differ from my own. The more senior you become, particularly at executive and board level, the easier it is to become insulated from challenge. Actively creating space for challenge has probably had the biggest impact on my leadership.
6. “What do senior leaders still avoid talking about when it comes to LGBTQ+ inclusion?”
I think senior leaders, including boards, sometimes avoid talking about power. It’s easy to point to progress and conclude the job is largely done. But being LGBTQ+ doesn’t remove privilege. As a gay chief executive, I hold a significant amount of power and influence. My experience is not representative of everyone in our community.
The people I learn most from are often those whose voices are least heard and whose experiences are very different from my own. A gay chief executive leading a large organisation experiences the world very differently from a young trans person accessing healthcare, applying for their first job, or navigating education, or a young gay person who doesn’t feel safe enough to be open.
We’ve made real progress on LGBTQ+ inclusion, and that matters. But progress isn’t uniform. That’s something leaders and boards need to remain conscious of if they are to govern organisations that are genuinely inclusive.
7. “If you could change one system, not one attitude, what would it be?”
If I could change one system, it would be how we identify and develop future leaders.
Too many leadership pathways, including those into executive roles and board positions, still rely on visibility, confidence, sponsorship and being in the right rooms with the right people. That’s not necessarily deliberate, but it does mean some groups start the race further ahead than others.
I’ve been fortunate to have people who opened doors for me throughout my career. Not everyone gets those opportunities. I’d like to see more transparent and equitable routes into leadership, where talent, potential and contribution matter more than who knows you or how closely you fit traditional ideas of what a leader looks like.
Key Leadership Lessons on Inclusion (for Executives and Boards)
Adam Crampsie’s reflections offer practical insights not only for senior executives, but also for boards responsible for governance, accountability and long-term organisational performance:
1. Embed Inclusion into Core Decisions and Governance
Lesson: Inclusion must sit within operational and board-level decision-making, not outside it.
How to apply:
- Ensure inclusion is reflected in board agendas, risk frameworks and committee discussions
- Ask at both executive and board level: “Who is excluded from this outcome?”
- Align inclusion with organisational purpose, strategy and service outcomes
2. Move Beyond Visibility to Systemic Accountability
Lesson: Representation without system change will not deliver equitable outcomes.
How to apply:
- Boards should request regular reporting on recruitment, progression and pay equity
- Audit governance processes to ensure fairness and transparency
- Link executive performance to measurable inclusion outcomes
3. Redefine Inclusive Decision-Making at Senior Level
Lesson: Inclusion is not consensus, it is fairness, rigour and transparency.
How to apply:
- Build inclusive consultation into executive and board decision cycles
- Record how diverse perspectives have informed decisions
- Ensure challenge is welcomed and evidenced in governance processes
4. Protect Inclusion Under Pressure and Scrutiny
Lesson: Inclusion often fails first when resources tighten, unless it is structurally embedded.
How to apply:
- Integrate inclusion into KPIs, board assurance frameworks and organisational dashboards
- Maintain focus during financial, operational or reputational pressure
- Treat inclusion as a core performance issue, not a discretionary priority
5. Create Cultures Where Challenge Reaches the Top
Lesson: Senior leadership and boards are most at risk of becoming disconnected from lived experience.
How to apply:
- Encourage upward challenge from staff into executive and board discussions
- Use independent perspectives (e.g. employee networks, service users, external advisors)
- Regularly test whether leadership is hearing from underrepresented voices
6. Acknowledge Power at Executive and Board Level
Lesson: Leadership positions shape perspective, but do not represent all lived experiences.
How to apply:
- Reflect on whose voices influence boardroom discussions
- Ensure decision-making reflects diverse stakeholder realities
- Avoid assuming senior LGBTQ+ visibility equates to organisational inclusion
7. Reform Leadership and Board Pipelines
Lesson: Access to leadership, including boards, is often structurally unequal.
How to apply:
- Introduce transparent pathways into senior leadership and non-executive roles
- Broaden criteria for leadership potential beyond traditional markers
- Reduce reliance on informal networks and sponsorship
Why This Matters for Pride Month 2026
This year’s theme: Moments That Matter, reflects a critical shift, from celebration to accountability in leadership and governance. Pride is not only about visibility, it is about how executives and boards make decisions under pressure, and whether inclusion holds when it is hardest to prioritise.
As Adam’s reflections highlight, inclusive leadership is not defined by intention alone, but by systems, decisions and behaviours that stand up to scrutiny at every level of leadership.
About Everyturn Mental Health
Everyturn Mental Health delivers community and crisis services designed to improve access, equity and outcomes in mental health care. Learn more at www.everyturn.org.
About GatenbySanderson
GatenbySanderson is a leading executive search and leadership advisory firm, working with organisations and boards to build inclusive, high-performing leadership teams across sectors.
Explore more from the GatenbySanderson Pride in Leadership series and discover how inclusive leadership and governance are evolving in 2026.