Background

I grew up in several different places—Northampton, Milton Keynes, Banbury in Oxfordshire, and eventually 150 miles north to Bradford—where my family moved when I was 13. I was raised by my mother, a nurse, and my father, a welder, alongside my older sister, Jaya.

Moving to Bradford was a pivotal moment in my early life. Coming from a global majority background and having a southern accent made my sister and me stand out in a way that wasn’t always comfortable. One particularly poignant memory was from before we moved to Bradford and were still in Banbury; I was in Primary School and we were all playing ‘Brown Girl In The Ring,’ and the dinner lady said I couldn’t be the Brown Girl in the ring and as a result I was marked out as different from all of my non global majority friends who were all allowed to be the Brown Girl In The Ring – this is the first time I was made to feel different.

“I’ve learned that while barriers exist, it’s crucial to keep knocking on doors, even when they seem firmly closed.”

These early experiences taught me two key values: resilience and the importance of working hard. I’ve learned that while barriers exist, it’s crucial to keep knocking on doors, even when they seem firmly closed.

My paternal grandfather’s rejection of the German language influenced my own complicated relationship with that side of my identity. Though I do identify more with being German than being Bajan or African even though I am a quarter German, a quarter African and half Bajan. However, not being from one particular culture in addition to being a Southerner in a Northern city meant that I don’t feel part of one specific culture or community – I see myself as just British.

I began my professional journey at 16, leaving school to join a two-year training scheme with Regional Railways North East. During this time, I earned a BTEC National Diploma in Business and Finance, which led me to my first finance role as an Accounts Payable Clerk in 1994. Knowing that I wanted to be an Accountant, I continued studying alongside work, becoming a qualified Accountant in 2001.

My career has been a testament to the power of self-motivation. Promotions were not handed to me, so I actively sought out opportunities that aligned with both my practical experience and qualifications. One of my most important career moves was entering the higher education sector as a Senior Management Accountant at the University of Leeds, following a role at Leeds City Council.

My current role comes with the responsibility of maintaining financial accountability, but it’s not without difficulties. Being a woman from a global majority background in a predominantly white, male environment has often made me feel isolated. There’s a lot of unconscious bias at play, where people don’t recognise that not everyone experiences the same professional treatment.

People assume what they experience in an organisation and with colleagues is the same for everyone and if a relationship doesn’t quite work it must be you as the person is always okay with them. I agree it is me but not for something I am doing but because of who I am and that is quite a difficult thing to evidence.

“People have a habit of viewing what you are currently doing rather than what you are capable of and not providing the opportunities to demonstrate.”

I’ve often felt that I’ve been overlooked for promotions, not because I lacked the capability, but because I didn’t fit the stereotypical image of a senior finance professional at the University of Leeds. People have a habit of viewing what you are currently doing rather than what you are capable of and not providing the opportunities to demonstrate.

Balancing a demanding career while raising two children has been another significant challenge. The pandemic made this even harder, as I had to juggle working from home with home-schooling. Despite the modern shift towards shared parenting responsibilities, I found that most of the day-to-day care still fell to me. This added another layer of complexity to my professional life, as I was often left feeling misunderstood by colleagues who didn’t see the additional challenges I faced as both a mother and a professional.

For the longest time I have felt that my face doesn’t quite fit and there is a lack of understanding of the challenges I face in both my personal and professional life – even with people who don’t see that they treat me differently to non-global majority/non female people.

I discovered the Equity in Leadership programme through a University update email and decided to apply, feeling that it could open doors to career progression that had previously been closed. Having been at the same grade for most of my 18 years at the University of Leeds, I was ready for change.

“Despite only spending three days together, we’ve formed a deep bond.”

The coaching sessions were transformative. They helped me find my voice and realise that the challenges I’ve faced are not unique to me but are shared by many people from global majority backgrounds. Beyond the coaching, I’ve really enjoyed the day events hosted at each of the Institutions. Getting together with my fellow participants has been a highlight. Despite only spending three days together, we’ve formed a deep bond. It feels as though I’ve known them for much longer – they are truly my comrades-in-arms.

Finding my voice

The coaching sessions I’ve received as part of this program have been truly invaluable. They’ve given me the chance to really reflect on myself and, most importantly, to find my own voice. One key realisation has been that the challenges I face aren't unique to me. They’re part of a broader struggle that so many people from the global majority experience daily.

Recently, I was given an acting-up role at the next grade—a hybrid position that I’m excited to explore. Although this opportunity came about to facilitate changes within the organisation, it’s a significant step in my journey, allowing me to demonstrate my capabilities at a higher level.

Support system

The programme facilitators have been truly fabulous, playing a crucial role in getting us to work effectively together as a team. They’ve also created fantastic opportunities for networking, not just within the group but by guiding us toward influential people who can help us grow further. These opportunities have been incredibly valuable for building relationships that can support my career development.

“I can’t help but appreciate the mentors who have believed in me and supported my growth.”

I’ve also had the chance to meet regularly with my sponsor, where we’ve had insightful discussions about my career trajectory and where I want to go within the organisation. These conversations have given me greater clarity and a renewed sense of direction.

Beyond that, my peers—the other participants in the programme—have become a wonderful support system. We’ve bonded throughout the programme, and we’re even planning additional catch-ups outside of the scheduled events to continue supporting one another.

Reflecting on my career journey, I can’t help but appreciate the mentors who have believed in me and supported my growth. One standout figure was a former Director of Finance from a Faculty I worked in. Even though I lacked specific experience as a Finance Business Partner at the time, he saw my potential and gave me a secondment opportunity. That belief in my capabilities was a turning point for me.

“I’m deeply grateful for those who have seen my potential and helped me move forward.”

Another important mentor was my former boss from the railways. She stayed in touch and eventually guided me toward an Accounts Payable role, which became the foundation of my path in finance.

These moments of support, mentorship, and networking have been pivotal in my career, and I’m deeply grateful for those who have seen my potential and helped me move forward.

Achieving promotion

I’ve applied some of the tips from my coaching sessions to handle things differently at work. Now, I face challenges head-on and address difficult situations immediately, rather than internalising and letting them upset me in silence. This has helped me express myself more and speak up when something is unacceptable – I’ve truly found my voice.

“I feel like I’ve grown significantly as a person.”

Recently, I’ve been given an acting-up role at the next grade, although it’s a hybrid of two roles. I’m exploring how it works out and how I can make it a success. While this new role didn’t come directly from the programme, it emerged as part of other organisational changes.

I feel like I’ve grown significantly as a person. I’m more aware of areas I might want to work on, but I’m also conscious of where the problems lie – and where they don’t rest with me. The programme has given me the confidence to engage in difficult conversations and face conflict situations head-on, rather than shying away.

Future aspirations

In the short term, I aim to take on a full Head of Finance role, with all the authority that comes with it. I’m also involved in the People Development group within the Finance Staff Engagement group, and I’m committed to driving tangible outcomes that promote staff development within the University.

In the long term, my goal is to become a Head of Finance or a Deputy Director of Finance – the logical next step for me. I’ve joined an EDI learning circle group and put myself forward to support our Finance EDI representative, as diversity and inclusion are areas I’m passionate about.

For other global majorities aspiring to leadership roles, my advice is simple: don’t give up. Keep pushing toward your goals, and you will find the right place that truly fits you.

“None of us are alone in the challenges we face.”

One key takeaway from my experience is that none of us are alone in the challenges we face. It’s essential to find colleagues and friends who understand these struggles and can offer support based on their own experiences.

Finally, don’t hesitate to call out unfair treatment when you see it. If a situation isn’t working for you or you don’t feel valued, don’t be afraid to leave – you are worth so much more than that. Build networks with like-minded individuals and create a safe space where you can share your experiences with understanding people.

About the author

Email Dionne Walker at d.c.walker@leeds.ac.uk

A note on terminology

The University recognises the importance of racial and ethnic terminology and understands that individuals use different terms to identify and represent themselves.

In keeping with the commitment to co-creation for this programme, the Equity in Leadership Programme team asked all participants to vote on the term that they felt best represented them. The term “global majorities” received the most votes, as it provides a more positive perspective compared to the othering narrative of “minority groups”.

The University of Leeds Equality and Inclusion Unit (EIU) is developing a race and ethnicity terminology resource, which will be published soon. Additionally, the EIU will be leading work within the University through staff and student consultation to develop a shared terminology.