Last week, I had the privilege of a meaningful conversation with Isi Tupou, Chief Operating Officer at Walter & Wild, who arrived for our meeting in traditional Tongan formal dress, proudly celebrating his Tongan heritage. It served as a great reminder that cultural representation in the workplace should be visible, welcomed and embedded in our every day lives.

We chatted about how important it is for younger team members (and us older ones too) to see cultural role models in action. When leaders openly express their identity, it gives others the confidence to believe their own cultural expressions are safe and valued.

You can’t be what you can’t see.

Isi told me all about the ta’ovala - the traditional woven waist mat of Tonga. In true oral-history fashion, the story behind it has been passed down through generations. I listened as Isi told me that when sailors arrived without formal clothing to meet a Tongan King, they cut their boat sails into mats and wrapped it around themselves as a gesture of humility and respect. It was a huge display of vulnerability, and one designed to build trust. Apparently, the King liked it so much, their actions established what is now a formal dress, worn with pride and reverence.

As an English immigrant to Aotearoa New Zealand and with no direct ties to Tonga, I felt genuinely enriched by hearing this story from Isi. Not only did I learn something new, but it reminded me how much we all gain when these stories are shared freely, and when workplaces become spaces where heritage is not only accepted but encouraged.

Why cultural visibility matters for people and performance

Organisations that value the whole person - including their culture and identity - consistently see benefits in engagement, innovation, and retention.

• Employee engagement and performance. According to Gallup, engaged employees are 20 percent more productive and 87 percent less likely to leave their organisation. Culture-focused companies outperform competitors by up to 202 percent (Harvard Business Review).
• Diversity and profitability. Research from McKinsey shows that companies in the top quartile for ethnic and cultural diversity are 36 percent more likely to outperform on profitability. Boston Consulting Group found that diverse teams generate 19 percent more revenue from innovation.
• Belonging and retention. LinkedIn’s Workplace Culture report found that employees who feel valued are 63 percent less likely to be actively job-seeking. Inclusive workplaces reduce turnover, increase commitment, and support long-term performance.

How leaders can build a culture that honours heritage

• Lead visibly. When leaders like Isi wear cultural dress outside of formal events, they model inclusion. Visible cultural expression at the top signals safety for everyone else.
• Encourage storytelling. Traditional clothing and practices often carry important history. Encourage people to share the meaning behind what they wear or celebrate. It builds connection and curiosity across the organisation.
• Make it normal, not occasional. Rather than restricting cultural expression to set calendar weeks, invite it as part of everyday life. People should not need permission to wear cultural clothing or observe significant traditions.
• Create inclusive spaces for sharing. Set up regular forums where people can talk about their culture, values, and experiences. Informal sessions, lunch-and-learns, or affinity groups can go a long way.
• Educate with purpose. Go beyond compliance training. Help your teams understand why cultural identity matters, and how unconscious bias can limit inclusion.
• Measure inclusion, not just diversity. Track representation, but also ask: Do people feel they can express their heritage at work? Are cultural practices visible in leadership and decision-making?
• Reinforce culture every day. Build inclusion into daily habits by recognising contributions, encouraging autonomy, and making space for different perspectives rather than relying on campaigns alone.

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Isi's decision to wear the ta’ovala this week was not just a moment of personal pride - it was a catalyst. It reminded me that inclusion is all about presence and visibility, where people don't have to leave parts of themselves at the door.

As business leaders, we have a responsibility to build these kinds of workplaces where heritage and identity are seen as strengths and where cultural expression is respected.

Everyone - regardless of background - should feel empowered to bring their whole selves to work.