Nadine Ridder - Speaker, DE&I Expert, Social Change Agent
Nadine Ridder is a Diversity, Equity & Inclusion (DEI) expert, speaker, and social agent for change. Her mission is clear: to create a more equitable and inclusive society. Whether consulting for organizations, writing, or speaking at events, everything she does revolves around making a positive impact in the realms of diversity, inclusion, and social justice.
In this conversation, we explore her path from creative strategist to DEI advocate, her approach to transforming company cultures, and the challenges organizations face in building truly inclusive environments.
Nadine, you started out in marketing and creative strategy. What led you to transition into diversity, equity, and inclusion work?
It happened organically. I started in the creative industry and worked at Vice as a strategist, but when I went freelance, I became much more aware of how being a woman of color affected my career. In corporate spaces, I didn’t face much resistance—I fit the dominant role in terms of behavior and appearance. But as an independent creative strategist, I realized I didn’t fit the typical freelancer profile, which was mostly white men with big portfolios and industry awards.
To stand out, I began writing about marketing, which led me to rediscover my love for writing. As I grew more interested in social justice and societal issues, those topics started blending into my work. After George Floyd’s murder in 2020, the demand for DEI expertise increased significantly, and because I was already working at that intersection of strategy, communication, and social issues, the transition was natural.
What do you think is the biggest challenge organizations face when it comes to becoming more inclusive?
“The biggest challenge is that this is personal, reflective work. Organizations are made up of people, and within every company, there’s a power structure that mirrors the one we see in society. At the top, leadership is often very homogenous—typically white, male, and privileged. To really drive change, these leaders have to do the hard work of reflecting on their own privilege and biases, which isn’t easy.”
The biggest challenge is that this is personal, reflective work. Organizations are made up of people, and within every company, there’s a power structure that mirrors the one we see in society. At the top, leadership is often very homogenous—typically white, male, and privileged. To really drive change, these leaders have to do the hard work of reflecting on their own privilege and biases, which isn’t easy.
Many companies focus on surface-level solutions, like rewriting job descriptions or launching diversity initiatives. While those things are important, they don’t tackle the core issue, which is the lack of diversity and inclusion at the decision-making level. Without addressing the power structure, true change won’t happen.
Many companies say they want to hire more diverse talent but struggle to do so, especially at leadership levels. Why do you think that is?
It’s not that diverse talent isn’t out there—it’s that companies aren’t making bold enough decisions. Hiring more women or people of color in junior roles is a step, but if the leadership remains unchanged, you’re not truly building an inclusive culture. Leaders need to reflect the diversity they want to see in their companies.
When leadership is diverse, it sends a strong message that there’s space for others to rise. It’s not just about getting diverse talent in the door—it’s about creating pathways to leadership and giving those voices real decision-making power.
So how can leaders start embracing this kind of change? Where do they begin?
Leaders need to start with self-awareness and reflection. They have to be willing to question their own position and privilege, which can be uncomfortable. Many are used to quick, practical solutions, but DEI work requires more depth—it’s about unlearning old patterns and being open to new perspectives.
The second step is listening. Leaders need to create space for voices that challenge the status quo and see those differences as strengths. It’s not just about hiring people who look different—it’s about valuing their ideas and giving them the platform to shape the organization. Change happens when leadership understands that diversity is not a threat but an opportunity for growth.
Can you tell us more about your approach when consulting with companies on diversity, equity, and inclusion?
My approach is collaborative. I don’t come in with a fixed plan or template because every organization is unique. I start by facilitating open conversations, creating a space for employees and leaders to talk about their experiences and challenges. It’s through these conversations that I get a sense of the company’s culture and where its specific obstacles lie.
From there, we work on both practical changes—like revising policies or implementing better hiring practices—and deeper cultural shifts. Leadership is key to this process. If leaders aren’t actively involved, it’s hard to drive real transformation. My goal is to help companies understand that DEI isn’t just a set of policies but a cultural shift that touches every part of the organization.
Should diversity and inclusion be part of an HR strategy, or should it be its own standalone topic?
I believe it should be integrated into all teams. However, it can be beneficial to have a focused core team within the organization that includes people from different departments to work on diversity and inclusion efforts. Additionally, every team should have specific diversity and inclusion objectives. I also think it should be integrated into the school system to teach children about multi-layered identities and effective communication.
Can you name some people or brands that are doing a great job in the field of diversity and inclusion?
Absolutely. I think a lot of the progress is coming from organizations led by people with bicultural backgrounds themselves. One brand I really admire is Daily Paper. They’ve been able to create something that didn’t exist in the Netherlands before and have shown the power of integrating their cultural heritage into their work. It’s bicultural in nature, representing both their roots and Dutch society, and they’ve built something exciting that attracts a whole new audience.
Another example is Home (agency). One of the founders, Baba Touré, really understands the importance of DEI and embodies the change we need to see in the industry. And of course, I also have to mention Kult & Ace. When you attend their events or visit their office, you can feel that inclusion isn’t just a strategy or a concept—it’s ingrained in everything they do. That’s what makes the difference: it’s not about ticking a box; it’s in their DNA.
As a DEI speaker and consultant, can you share some recent projects that you’re proud of?
I’m proud of so many of my projects because they show that organizations are increasingly committed to doing the work. Even when I just do a keynote or a single workshop, it can spark something in people. Sometimes it’s just a small shift, but I’ll hear from individuals afterward that a message really resonated, or that it challenged them to think differently. That’s powerful.
What I’m particularly proud of is when longer-term projects lead to deeper conversations within teams. When people start having dialogues they’ve never had before—whether it’s about microaggressions or how to address offensive jokes—that’s when real change begins. It’s not about suddenly hitting a diversity quota, but about learning how to navigate uncomfortable topics and supporting each other in growth. When I see teams learning to listen, question their assumptions, and engage in difficult conversations, that’s when I feel we’re making progress.
What kind of workshops do you offer to help organizations on their DEI journey?
One of my favorite workshops to offer is on microaggressions because it’s something that happens all the time in organizations, yet many people don’t even know they’re doing it. Microaggressions are often the result of unconscious biases, which we all have. So, the workshop helps participants recognize these behaviors in themselves and others and teaches them how to respond in a constructive way.
It’s about giving people the tools to communicate effectively when microaggressions occur. Whether you’re the one committing it or witnessing it, how you address it matters. The goal is to create an environment where people can have these conversations in a way that’s respectful and leads to deeper understanding, instead of conflict. At the end of the day, this work is about connection, not being right or proving a point.
How do you handle mistakes, especially when it comes to unconscious bias?
Oh, I make mistakes too! It’s so important for everyone to acknowledge that we all have unconscious biases—it’s part of being human. And when someone points out that I’ve said or done something that could be considered a microaggression, I feel the same discomfort or embarrassment as anyone else. But that’s a good thing because it’s a learning opportunity.
Especially when I’m around younger people, I find they’re often more aware of these things than I am because they’ve grown up in a different time. It’s humbling. But I also think it’s important for others to see that I’m not perfect, that even someone working in this field can get it wrong. This work isn’t about being flawless; it’s about being open to learning and growing.
In your opinion, how can organizations truly embrace inclusivity beyond just hiring diverse talent?
The first step is bringing in diverse talent, but that’s not where the work ends—it’s just the beginning. If you hire someone who brings a fresh perspective but don’t create an environment where they can contribute and thrive, they won’t stay. It’s not enough to have diversity for appearances; organizations need to ensure that diverse voices are heard and valued.
“The first step is bringing in diverse talent, but that’s not where the work ends—it’s just the beginning. If you hire someone who brings a fresh perspective but don’t create an environment where they can contribute and thrive, they won’t stay. It’s not enough to have diversity for appearances; organizations need to ensure that diverse voices are heard and valued.”
This means making space for people who think, act, and experience the world differently from the status quo. It’s about rethinking what leadership looks like and making room for new ideas, even when they challenge the way things have always been done. Inclusivity at the top levels of decision-making is critical for real change to happen.
How do you expand your understanding of diverse experiences, especially those outside your immediate environment?
I actively seek out experiences that differ from my own. For example, I don’t have anyone in my direct circle who uses a wheelchair, so I make an effort to learn from those who share their experiences. Understanding their perspective helps broaden my outlook. I also value my background from a small town in Brabant, as it provides different insights compared to living in a more urban, diverse setting.
For someone interested in entering the field of diversity and inclusion, what advice would you give to them?
Start with the basics: read books, watch videos, and consume content related to diversity and inclusion. Engage in conversations with people in your environment about their experiences and encourage discussions at work. It’s important to make these topics a part of your daily life.
Nadine Ridder for Your Favorite at Scen Studio
What are some potential challenges individuals might face when entering the diversity and inclusion field?
One significant challenge is navigating personal triggers and traumas. When I first started, I was unprepared for the resistance I would encounter. People often respond based on their own worldviews, which can lead to non-constructive arguments.
How did you manage your own triggers and the resistance you faced?
I recognized my triggers, especially around certain demographics, like a white male in a leadership position. I realized my coping mechanism was to hit back in arguments, which drained me emotionally. Instead of reacting personally, I learned to redirect conversations to the group dynamic, asking others how they perceive the situation, which fosters understanding and empathy.
How do you handle situations when people express disturbing opinions during workshops?
I understand that sometimes people react out of fear of change. My writing may come across as outspoken, but when I’m facilitating a workshop, my goal is to connect and foster empathy. I try to ask questions like, “Why is this so important to you?” This approach changes the dynamic of the conversation and encourages a more open dialogue.
What tips do you have for young professionals dealing with difficult conversations in the workplace?
One of the most important tips is to prepare before entering any conversation, especially with your manager. Many people go in unprepared, which can hinder effective communication. Think through what you want to say and how your manager can help. Discuss potential scenarios with a trusted colleague to anticipate reactions and come prepared.
If you’re in a challenging situation and feel insulted, it’s okay to step away and say, “Let me get back to you later.” However, if you feel ready to respond, frame your feelings personally rather than making accusations. For example, instead of saying, “You’re being racist,” try, “I found that comment very hurtful.” This encourages a more productive dialogue.
If you witness someone else being insulted, avoid speaking for them. Instead, address the behavior directly, saying something like, “I found that comment towards [Name] inappropriate.” This way, you advocate without overstepping.
In the end, aim for connection in these conversations. Sharing your feelings can create vulnerability and lead to helpful discussions.
How can professionals maintain credibility in the field of diversity and inclusion?
Maintaining credibility can be tough, especially when you face criticism for speaking out. It’s important to be open, willing to reflect on yourself, and receptive to different viewpoints while still supporting important issues. For example, talking about sensitive topics like the situation in Gaza might affect job opportunities, but it’s crucial for genuine discussions.
Organizations that avoid difficult conversations weaken their commitment to diversity. If you’re hesitant to speak up because of job security, it’s okay to recognize that vulnerability. Acknowledging this can actually strengthen your credibility in the field.
What is the earning potential for careers in diversity and inclusion?
Earning potential in the field varies greatly. I try to balance between larger corporations that generally pay more and smaller foundations with tighter budgets. For instance, working as an interim inclusion and diversity lead at a company can bring in a good income. I adjust my rates based on the size and budget of each organization. This helps me earn a steady income while doing meaningful work. You can definitely make a good living in this field, depending on how you set up your projects.
Looking back on your career journey, what advice would you give to your younger self or to someone aspiring to enter this field?
I would definitely tell my younger self—and even my current self—to ask for help more often. I often feel uncomfortable doing so because I’m used to fixing things by myself. But it’s so important to recognize that you can’t do everything alone. Remember, asking for help is a strength, not a weakness. Making connections and working together with others will help you succeed and feel more fulfilled in your career.
