I’m thrilled to sit down with Sofia Khaira, a renowned expert in diversity, equity, and inclusion, who has dedicated her career to transforming workplace cultures and enhancing talent management practices. As an HR specialist, Sofia brings a wealth of knowledge on how to build inclusive environments that drive business performance. In this interview, we dive into key strategies for leadership transformation, exploring how leaders can maximize a short timeframe for impactful change, shift from reactive to proactive mindsets, foster curiosity in their teams, manage their personal energy, and prioritize people over technology to achieve lasting results.
How do you see a focused timeframe like 100 days serving as a catalyst for business leaders to drive significant improvements in their performance?
I believe 100 days is a powerful window because it’s long enough to see real progress but short enough to create a sense of urgency. It’s like a sprint with a clear finish line—leaders can commit to specific goals without feeling overwhelmed by an endless horizon. I’ve worked with organizations where leaders used this kind of timeframe to pilot new inclusion initiatives, like mentorship programs for underrepresented groups, and the results were transformative because they had to focus and act decisively. It’s about creating momentum and proving to yourself and your team that change is possible.
What inspired the idea of using a defined period like this to push leaders to ‘shift the needle’ in their approach?
The concept really comes from understanding human behavior and organizational psychology. People respond well to deadlines—it’s why we see spikes in productivity before a project due date. I’ve seen this in my own work with HR teams; when we set a 100-day goal to revamp hiring practices for diversity, it forced everyone to prioritize and innovate rather than procrastinate. It’s about harnessing that natural drive to achieve something tangible, making the abstract idea of ‘leadership growth’ into a concrete, achievable target.
Can you share an example of what it looks like for a leader to move from being passive to proactive in a business context?
Absolutely. I worked with a mid-level manager at a tech firm who was constantly putting out fires—reacting to client complaints or team conflicts. Being proactive meant stepping back and identifying patterns in those issues. He started hosting weekly check-ins with his team to anticipate problems before they escalated and even proposed a new client feedback system to address concerns early. That shift from reacting to directing the narrative not only reduced his stress but also built trust with his team. It’s about taking control of the story rather than letting circumstances dictate your actions.
How can leaders identify time-consuming, low-value tasks in their daily routines that might be holding them back?
Leaders need to audit their time with honesty. I often suggest keeping a log for a week—note every task, meeting, and even those quick ‘got a minute?’ interruptions. Then, ask yourself: Does this task align with my core goals or the company’s strategic priorities? I’ve seen leaders realize they’re spending hours on email threads that could be delegated or on meetings with no clear outcome. Once you spot those time sinks, you can start saying ‘no’ or restructuring how you engage with them. It’s about protecting your energy for what truly matters.
Why is fostering a culture of asking questions so vital for effective leadership compared to simply giving directives?
Asking questions builds a deeper connection and understanding within a team. When leaders ask rather than tell, they’re inviting perspectives that might reveal blind spots or innovative solutions. I’ve coached leaders who shifted from dictating to inquiring, like asking their team, ‘What barriers are you facing in this project?’ instead of assuming they knew the fix. This approach not only empowered the team but also uncovered issues like outdated processes that the leader hadn’t noticed. It’s about creating a dialogue where everyone’s voice contributes to the outcome, which is especially critical for inclusion.
Can you explain what it means for leaders to ‘set the weather’ for their teams, and maybe share a real-world example of this in action?
‘Setting the weather’ means your mood and energy directly influence the team’s atmosphere. If you walk in frustrated, that tension spreads. I recall a client, a department head, who was dealing with personal stress but didn’t realize how it showed in her demeanor—short responses, furrowed brows. Her team started mirroring that anxiety, and productivity dipped. Once she became aware and made an effort to project calm confidence, even on tough days, the team’s morale shifted. She’d start meetings with a positive note or a quick acknowledgment of their hard work. It’s a reminder that leaders are always on stage, and their vibe sets the tone.
Why do you believe investing in people, rather than just technology, is often the key to achieving better business outcomes?
Technology is a tool, but people are the heart of any organization. I’ve seen companies pour money into fancy software, thinking it’ll solve efficiency issues, only to find their teams disengaged or untrained to use it. When you invest in people—through training, mental health resources, or diversity programs—you build resilience and loyalty, which directly impacts performance. For instance, I worked with a retail chain that focused on upskilling their staff instead of automating everything. The result was a workforce that felt valued and delivered better customer service, driving sales more than any tech upgrade could. People create culture, and culture drives results.
What are some actionable ways leaders can support their team’s mindset and resilience during challenging times?
One effective way is to provide access to resources like workshops on stress management or emotional intelligence. I’ve also seen leaders hold regular ‘safe space’ sessions where team members can share concerns without judgment, which builds trust. Another approach is leading by example—acknowledge when you’re struggling and show how you cope, whether it’s taking a mental health day or practicing mindfulness. I advised a client to start a peer recognition program where team members could celebrate small wins. It boosted morale and reminded everyone they’re in it together. It’s about equipping your team with tools and showing them it’s okay to prioritize well-being.
What’s your forecast for the role of inclusive leadership in shaping business performance over the next few years?
I see inclusive leadership becoming non-negotiable for sustainable success. As workforces grow more diverse and global, leaders who can’t adapt to different perspectives and needs will struggle to retain talent or innovate. I predict we’ll see more companies tying executive compensation to DEI metrics because it’s not just a moral imperative—it’s a business one. Organizations that prioritize inclusion will build stronger, more creative teams, and that’s going to be the competitive edge. My hope is that in the next few years, inclusive practices won’t be an ‘add-on’ but the foundation of how we define effective leadership.
