It’s that time of year again. Rainbow logos begin to appear across social media profiles, corporate float entries are dusted off, and organizations post celebratory messages about inclusion. And while visibility does matter, here’s the truth: LGBTQ+ folks don’t get to be queer or trans only one month a year. We exist, persist, and contribute twelve months a year.
And yet, in boardrooms across the U.S., Canada, the U.K., and the E.U., I’ve seen a familiar pattern: during Pride, leaders say the right things. But when the flags come down, so does the urgency. The support gets paused and the listening stops.
I want to challenge that. Not with slogans, but with systems. Rainbow-washing doesn’t build trust or improve performance. Culture does.
Culture health is a business priority
From London to Toronto, San Francisco to Brussels, I hear the same whispers turned war cries:
“I don’t feel safe being myself at work.”
LGBTQ+ employees are still contending with exclusion, small digs, invasive questions, being passed over for growth opportunities. And while some may write this off as “interpersonal friction,” the data tells a different story.
According to the Journal of the American Heart Association, LGBTQ+ adults who report workplace discrimination are significantly more likely to experience chronic stress and cardiovascular issues. That’s not just a culture issue. That’s a wellbeing and performance issue. Because no one does their best work in survival mode.
Psychological safety is the bedrock of team performance. When it’s compromised, productivity suffers. Engagement declines. Innovation stalls. Silence from leadership is not neutral. It’s a signal which is felt.
When being yourself carries a cost
During a leadership session I led, I started with vulnerability, sharing that I’m a gay man, married to a man, and deeply committed to building equitable spaces where everyone belongs.
Later, someone wrote in the feedback:
“That was too much.”
“Our team isn’t ready for that kind of openness.”
“Staff should keep certain parts of their identity private.”
Let’s be clear: if acknowledging a spouse is considered “too much,” what does that say to the LGBTQ+ team member quietly navigating their identity every day?
That feedback didn’t just sting, it revealed something deeper. Many workplaces still treat identity as optional, something to downplay in favor of “neutral professionalism.” But the truth is, when employees spend energy hiding who they are, that’s energy they’re not spending on performance, creativity, or collaboration.
Psychological safety isn’t just a buzzword
In one post-training debrief, an HR executive admitted she wouldn’t hire someone if they were openly gay during an interview. This same leader regularly touted psychological safety as a top priority.
But again: psychological safety for whom?
Too often, “culture” is designed to protect comfort, not to foster growth. Organizations create atmospheres that shield the majority from discomfort, rather than building environments that unlock the performance potential of everyone. Real culture health means designing systems that allow difference to fuel, not fracture teams.
Pride is not a performance
What does active allyship actually look like?
- Examining your own biases, especially the quiet ones
- Building systems of accountability
- Addressing harm, not just celebrating success
- Knowing that visibility without inclusion is just branding
- Speaking up for LGBTQ+ colleagues in every room, even when they’re not there
- And yes, it looks like getting uncomfortable on purpose
Pride started as a protest, not a party. It was about structural change. And that call hasn’t gone away.
What leadership looks like beyond June
So here’s my challenge to leaders:
Before you approve the flag on your intranet or share a Pride Month post, ask yourself:
- Are your team members flourishing or just getting by?
- Have we designed learning systems that support psychological safety and cultural competence across the org?
- What day-to-day structures support or suppress employee authenticity, development, and contribution?
Because allyship isn’t just about values. It’s about the environment you create, the feedback you reward, the development you enable, and the performance you unlock through trust.
Final thoughts: Culture is infrastructure
Pride Month is a powerful moment. But for your LGBTQ+ employees, the quiet, everyday moments matter more. When they speak up. When they lead. When they’re themselves.
That’s where culture lives.
If you’re ready to go beyond the rainbow, we can help. Optimo is our culture and performance platform that turns real employee feedback into practical learning for managers and teams.
🏳️🌈 Book a consultation
Because allyship is a cultural architecture. Not a campaign. And that system either fuels performance or silently erodes it. Download our LGBTQIA+ Allyship Toolkit for practical ways to build lasting inclusion at work.
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