{"id":6354,"date":"2026-08-26T08:36:23","date_gmt":"2026-08-26T08:36:23","guid":{"rendered":"https:\/\/zimdailyjournal.co.zw\/?p=6354"},"modified":"2026-08-26T08:36:23","modified_gmt":"2026-08-26T08:36:23","slug":"the-missing-letter-why-dei-in-africa-needs-a-t-for-tolerance","status":"publish","type":"post","link":"https:\/\/zimdailyjournal.co.zw\/index.php\/2026\/08\/26\/the-missing-letter-why-dei-in-africa-needs-a-t-for-tolerance\/","title":{"rendered":"The missing letter: Why DEI in Africa needs a T for tolerance"},"content":{"rendered":"

By Kudzai Nyoka<\/strong><\/p>\n

Walk into most boardrooms across Southern Africa today, and you will find a DEI policy document.<\/p>\n

Neatly formatted.<\/p>\n

Approved by the board. Filed away. What you will rarely find is a workplace where that policy actually breathes, where people who think, worship, parent, and lead differently are genuinely tolerated, not merely counted.<\/p>\n

That is the gap I want to talk about.<\/p>\n

Diversity, Equity, and Inclusion has become a standard line item on corporate agendas across the continent.<\/p>\n

But I have come to believe that DEI without a fourth pillar Tolerance is an unfinished sentence.<\/p>\n

You can diversify a workforce, equalise a pay scale, and invite everyone to the table, and still run an organisation where difference is quietly punished the moment it becomes inconvenient. Tolerance is the discipline that holds the other three together once the policy document is closed and real people have to work with real disagreement.<\/p>\n

DEI without the T is a numbers game <\/strong><\/p>\n

Most African corporates measure DEI success the way they measure sales targets: headcount by gender, percentage of women in management, number of youth hires.<\/p>\n

These numbers matter. But they measure presence, not acceptance.<\/p>\n

An organisation can hit every representation target on its scorecard and still be a hostile place to hold a minority opinion, come from the \u201cwrong\u201d ethnic group, practise a different faith, or challenge a senior man in a meeting.<\/p>\n

Tolerance is what determines whether the diversity you recruited actually gets to contribute.<\/p>\n

It is the quiet, daily decision to let a dissenting voice finish its sentence, to promote competence over comfort, and to separate \u201cdifferent from me\u201d from \u201cwrong.\u201d<\/p>\n

The patriarchy problem we don\u2019t put in the slide deck <\/strong><\/p>\n

You cannot have an honest conversation about DEI in Africa without naming what slows it down most: deeply entrenched patriarchal structures that predate the modern corporation and still shape it.<\/p>\n

The numbers tell the story plainly.<\/p>\n

Across the continent, women hold roughly a quarter of corporate board seats only 25% of board seats on the continent were occupied by women as of 2022 despite years of regulation and advocacy.<\/p>\n

The picture varies sharply by country: Kenya, Ghana, South Africa, Botswana and Zambia lead with women holding between roughly 17% and 20% of board seats, while C\u00f4te d\u2019Ivoire sits at just 5.1% and Morocco at 5.9%<\/p>\n

The pattern repeats as you move up the pipeline.<\/p>\n

Women account for 47% of non-management positions in Africa, but that share falls to 40% at middle management and drops further to 29% at senior management a steady, structural leak of talent the higher you climb.<\/p>\n

And even where women do reach the top table, they are often steered toward \u201csoft\u201d functions like HR or corporate social responsibility, while finance, technology, and operations remain overwhelmingly male-dominated.<\/p>\n

This is not a pipeline problem alone. It is a tolerance problem.<\/p>\n

It reflects a lingering institutional discomfort with women holding authority over budgets, strategy, and operational risk the same discomfort that shows up at home when a woman is expected to seek permission before taking a promotion that requires travel, or when a capable widow is passed over for a role because a board is \u201cnot sure how she will manage.\u201d<\/p>\n

Corporate Africa did not invent patriarchy.<\/p>\n

But corporate Africa keeps recycling it into its org charts. Why DEI Is Moving Slowly in Africa: While the World Moves On Globally, the DEI conversation has matured; women now hold 28.3% of board seats at large and mid-cap companies worldwide, with nearly half of all companies reaching at least 30% female representation.<\/p>\n

Regulation is doing real work elsewhere: Egypt now requires 25% of board seats to be filled by women, and Nigeria\u2019s exchange requires 30% female representation by 2024, rising to 40% by 2027.<\/p>\n

Yet in much of Africa, progress remains uneven and, in places, is even sliding backward.<\/p>\n

There are several honest reasons for this: Culture is treated as untouchable.<\/p>\n

Many boards will debate strategy for hours but go silent the moment a policy touches \u201chow we\u2019ve always done things at home.\u201d<\/p>\n

DEI gets boxed into HR compliance rather than treated as a leadership and culture issue. Regulation without enforcement.<\/p>\n

Several African markets have gender or inclusion guidelines on paper, but laws are often silent on enforcement, or there is a clear gap between what legislation requires and what actually happens in boardrooms.<\/p>\n

DEI is imported, not translated.<\/p>\n

Frameworks borrowed wholesale from Europe or North America often ignore the specific texture of African patriarchy customary law, bride price dynamics, extended-family obligations and so they solve the wrong problem.<\/p>\n

Economic precarity discourages dissent.<\/p>\n

In markets with high youth unemployment, few employees will risk challenging exclusionary practice when the job itself feels replaceable.<\/p>\n

Tolerance is assumed, not built.<\/p>\n

Most DEI training teaches representation targets.<\/p>\n

Almost none teaches leaders how to sit with disagreement, correction, or challenge from someone junior, female, or from a different background the actual daily test of tolerance.<\/p>\n

The best approach: Make tolerance a leadership competency, not a poster <\/strong><\/p>\n

If I were advising an executive committee tomorrow, I would not start with another policy. I would start here:<\/p>\n

    \n
  1. Audit for tolerance, not just headcount<\/strong>. Ask exit-interview and engagement survey questions that measure whether people feel safe disagreeing with authority not just whether they were hired.<\/li>\n
  2. Put DEI accountability on the CEO\u2019s scorecard, not HR\u2019s.<\/strong><\/li>\n<\/ol>\n

    When inclusion outcomes affect executive bonuses, culture moves faster than any workshop can move it.<\/p>\n

      \n
    1. Localise the framework<\/strong>. Build DEI policy around the specific patriarchal, ethnic, and generational dynamics of the markets you actually operate in, not a template written for a different continent.<\/li>\n
    2. Build structured sponsorship for women into technical and financial roles<\/strong>, not just HR and CSR, so the roles that carry real decision-making power stop being reserved for men by default.<\/li>\n
    3. Train managers to tolerate friction.<\/strong> Give middle managers the people who actually decide who gets heard in a meeting real tool for managing disagreement without punishing the person who raised it.<\/li>\n
    4. Report publicly and specifically. <\/strong><\/li>\n<\/ol>\n

      Nigeria\u2019s NGX-30 gender scorecard, where board representation rose to 31.1% and every company now has at least one woman on its board, shows what public, sector-wide tracking can achieve.<\/p>\n

      What gets measured publicly gets fixed faster.<\/p>\n

      The business case is not sentimental <\/strong><\/p>\n

      For any executive still weighing whether this is worth the disruption: A 20% increase in female board representation has been associated with a 4% increase in Return on Assets, and organisations with more diverse leadership consistently show stronger governance and sustainability outcomes.<\/p>\n

      This is not charity.<\/p>\n

      It is risk management and performance strategy dressed as fairness.<\/p>\n

      Closing thought <\/strong><\/p>\n

      DEI will remain a slogan on the wall of African corporates until Tolerance becomes a practised behaviour in the room where decisions are actually made.<\/p>\n

      Representation gets people through the door.<\/p>\n

      Tolerance is what determines whether they are heard once they\u2019re inside it.<\/p>\n

      Until our boards can sit comfortably with a woman correcting a man, a junior employee challenging a strategy, or a colleague from a different background naming an uncomfortable truth the T will remain the missing letter in Africa\u2019s DEI story.<\/p>\n

      \u00a0Kudzai Nyoka writes and speaks on justice, equity, and institutional reform across Southern Africa.<\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"

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