“Tone at the top makes the difference”

For Navdeep Singh, inclusive leadership is not an abstract concept, but a matter of everyday behaviour. As a member of APG’s DE&I Board, she is committed to ensuring that diversity, equity and inclusion do not fade into the background during a period of major change. “It’s about consciously making room for other perspectives, even when that feels uncomfortable.”

Navdeep, who works within Asset Management and has been active on the DE&I Board for five years, emphasises the importance of inclusive leadership right from the start of the interview. She sees it as the foundation for themes such as diversity, equity and inclusion. “If inclusive leadership is properly embraced, diversity and equity are given a real chance to flourish.”

Inclusive leadership must not be sidelined

This is particularly true in a period of major change within the pension sector. “The transition is intensive. From the DE&I Board, we have therefore repeatedly emphasised that DE&I is a success factor in making it work. In times like these, it is especially important to pay attention to the person behind the employee and to create space for different perspectives.”

The Board meets four times a year and keeps a close eye on developments. “Not to slow things down, but to ensure that attention remains focused on people who may be less inclined to make their voices heard,” Navdeep emphasises. Within the DE&I Board, APG works with three main themes: inclusive leadership, gender diversity, and people in a vulnerable position in the labour market. Sub-teams have been set up for each theme to work on concrete objectives and actions. Navdeep is involved in inclusive leadership, but stresses that the themes are closely interconnected. “You cannot be an inclusive leader without paying attention to diversity or to people with different backgrounds or positions.”

Consciously making space for other perspectives

How does Navdeep define inclusive leadership? “For me, it’s about mindset. Consciously and actively creating space for different perspectives. Being present, truly listening, and asking open or probing questions.” She particularly notices in group settings how quickly a dominant voice can take over. “Often there are one or two people who think differently, but who don’t dare or choose not to speak up. That’s where leaders play a crucial role. By allowing room for different views and perspectives, everyone feels involved and you ultimately make better decisions.”

According to Navdeep, inclusive leadership is not about persuading, but about understanding. “It means being curious about why someone holds a different point of view. That takes practice, especially when a conversation becomes uncomfortable.” She believes it helps when this behaviour is visibly supported by tone at the top. “If leaders show that this matters, the organisation will follow. I’m convinced of that.”

Personal experiences

Navdeep also draws on her own experiences. “I have a North Indian background; my parents are from Punjab. But I was born and raised in the Netherlands. That has shaped me: drawing the best from both worlds, both personally and professionally.”

Navdeep has been working at APG for more than 21 years. “I have always felt safe here, largely because APG has been a supportive and secure employer for me.” There are no standard solutions for inclusive leadership, she says. “What is crucial is that leadership is recognised as the foundation. If inclusive leadership is properly embedded, you can also better safeguard gender diversity and opportunities for people in vulnerable labour market positions. Otherwise, efforts remain isolated initiatives.”

From policy to practice

One concrete area of attention is translating principles into daily practice. Navdeep mentions leadership development and job vacancies as examples. “Managers rightly ask us: give us tools. What do you expect from us in concrete terms when it comes to inclusive leadership?” That question is very much alive, particularly because inclusive leadership is still a relatively new topic and not yet fully embedded in training programmes and guidelines. “I am involved in the inclusive leadership sub-team. From there, we are working on practical frameworks to better support managers in applying inclusive leadership in practice.”

She also sees opportunities in recruitment and selection. “Vacancies are sometimes written in a way that makes people think: this is beyond my reach. That means you miss out on talent.”

Dialogue as a starting point

Small interventions can already make a significant difference, according to Navdeep. She mentions informal conversations, lunch sessions and simply being approachable. “When people feel heard, psychological safety emerges. That has a positive effect within teams.”

As a member of the DE&I Board, she aims to build bridges between the board, management and the wider organisation. “We are not there just to hold meetings, but to be visible and to engage in dialogue. You can certainly approach the DE&I Board to exchange ideas.”

Making inclusive leadership tangible

What does an organisation look like in which inclusive leadership has truly taken root? For Navdeep, the answer is clear: “Then we no longer need to talk about it. Inclusion will be a natural part of everything we do.” According to her, that moment has not arrived yet. In the coming period, she will focus with the sub-team on further concretising inclusive leadership, including by learning from external networks and experiences at other organisations.

Her motivation remains undiminished. “I feel supported by the tone at the top and by the freedom I am given to do this work. That is exactly where inclusive leadership begins.”