Sarah Kaplan is founding director of the Institute for Gender and the Economy (GATE) and a distinguished professor of gender & the economy at the University of ÎÚÑ»´«Ã½â€™s Rotman School of Management.
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Across the world, LGBTQ+ communities are confronting a growing tsunami of hostility — laws targeting their identities, escalating social ostracism, and rhetoric that feels ripped straight from darker chapters of history. But there’s another battlefront, quieter yet no less fierce: the sleek, hushed boardrooms of corporate power. In Canada, as in much of the world, the lavender ceiling remains stubbornly intact, nearly invisible yet profoundly unyielding.
Take thisÌý: among the more than 9,300 directors who graced ÎÚÑ»´«Ã½ Stock Exchange-listed companies from 2015 to 2022, just 0.15 per cent were openly LGBTQ+. That’s a stark contrast to the 4.4 to to nine per cent of the Canadian population who identify as LGBTQ+. The math here isn’t merely off — it’s screamingly wrong. It suggests not just oversight, but wilful ignorance.
This isn’t some benign accident. The lavender ceiling is reinforced by a grim trifecta of bias: discrimination at hiring, workplace hostility, and exclusion from professional networks. LGBTQ+ applicants are noticeably less likely to even secure interviews, and when they do, interactions are shorter, harsher and colder. The result? Careers stifled at the outset, dreams curtailed by biases thinly disguised as professionalism.
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Even after making it through the corporate gates, LGBTQ+ employees rarely find sanctuary. For example, nearly half of transgender workers endure daily slights, ranging from sneers and gossip to outright hostility. Concealing their identity becomes a daily game of survival — one that exacts a high emotional toll, draining their capacity to thrive professionally.
If by some miracle they rise to senior roles, LGBTQ+ leaders often face suspicion and stereotypes — branded as disruptors or activists with hidden agendas. The price of visibility is intense scrutiny, skepticism and the implicit assumption that their identity overshadows their qualifications.
Ironically, companies shutting out LGBTQ+ voices are also sabotaging their own bottom lines. Diversity isn’t just ethically compelling; it’s financially savvy. Diverse boards consistentlyÌýdemonstrate superiorÌý,Ìý,ÌýÌýandÌý. A diverse boardroom isn’t just good optics — it’s good business.
Further, true inclusion demands grappling with intersectionality, recognizing that LGBTQ+ individuals with multiple marginalized identities face compounded barriers. For Black LGBTQ+ workers or those living with disabilities, these hurdles multiply exponentially, forcing them to navigate overlapping layers of discrimination.
But diversity isn’t a checklist. Indeed, much of the resistance to DEI initiatives today comes from inauthentic implementation. Superficial gestures — rainbow-washing without real policy changes — risk backlash and can reinforce negative stereotypes.Ìý
Breaking the lavender ceiling isn’t solely the job of the oppressed. Corporations must actively dismantle discriminatory practices and build inclusive cultures from the inside out. Policies must explicitly protect LGBTQ+ individuals, provide meaningful mentorship and foster environments where authenticity doesn’t feel like career suicide.
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Allies play a crucial role. Courageous peers and leaders must step up, openly advocate for inclusivity and challenge toxic norms. Silence or neutrality isn’t enough. Allies need to visibly and vocally champion LGBTQ+ rights to ensure genuine change.
Externally, activist shareholders and progressive regulations are vital. The spotlight of shareholder demands and regulatory oversight can illuminate gaps, prompting corporations to take meaningful action.
We live in a moment where anti-LGBTQ+ sentiments are surging, eerily reminiscent of past bigotry. Corporate boardrooms can either reflect this regressive tide or stand boldly against it. The stakes transcend quarterly earnings or corporate image — they speak to the soul of society itself.
Canada — and indeed the world — faces a stark choice: break through the lavender ceiling or continue to reinforce it. Corporate leaders have the power to create boardrooms that reflect real humanity, genuine diversity and authentic leadership. The question isn’t whether we can afford inclusion. It’s whether we can afford anything less.
Sarah Kaplan is founding director of the Institute for Gender and the Economy (GATE) and a distinguished professor of gender & the economy at the University of ÎÚÑ»´«Ã½â€™s Rotman School of Management.
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Opinion articles are based on the author’s interpretations and judgments of facts, data and events. More details
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