Why a Seat at the Table Isn't Enough for Equity

Why a Seat at the Table Isn't Enough for Equity

When we hear phrases like “a seat at the table,” it feels like progress is already underway. But a chair in the room doesn’t automatically rewrite the rules of the game. As Lilly Singh and many other voices have pointed out, equity isn’t achieved by proximity alone—it hinges on shifting power, culture, and concrete outcomes. A seat is a symbol of inclusion; what we do with it matters more than its mere existence.

“Having one woman at the table can feel like progress, but it doesn’t guarantee influence, fair decision-making, or lasting change.” — Lilly Singh

In practical terms, representation without power is a hollow victory. It can surface as a headline achievement while the underlying structures—who gets to set agendas, who gets funded, who is accountable for results—remain unchanged. Equity requires more than badging women into existing processes. It demands rethinking governance, redefining success metrics, and building norms that welcome diverse voices as genuine co-authors of strategy.

Representation vs. real influence

There’s a meaningful distinction between having a seat and having a voice that shapes outcomes. A table crowded with diverse faces still operates under the same set of unwritten rules. Outcomes skew toward the same goals, the same networks, and the same status markers that perpetuate inequities. True equity is not just about who sits at the table; it’s about who controls the agenda, who signs off on budgets, and who is trusted to lead critical initiatives.

Consider two common scenarios:

• Token presence: A diverse member is invited to participate, but their contributions are de-emphasized or dismissed, and their ideas are not implemented.
• Visible progress without structural change: A few policies are updated to appear inclusive, yet promotion paths, compensation, and resource allocation remain aligned with the old power dynamics.

In both cases, the surface-level answer—yes, there’s a seat—maskes the deeper asymmetry. Equity requires seating arrangements that empower, not merely assign. It requires accountability mechanisms that track whether diverse perspectives influence decisions, not just whether they are present in the room.

Key gaps that undermine seated equity

• Power asymmetry: Decision rights and veto power aren’t shared evenly, so influence is concentrated in a familiar circle.
• Inclusive processes: Meetings may be dominated by loud voices or established norms that suppress new or minority viewpoints.
• Accountability gaps: There’s often no clear path to measure whether the presence of diverse voices changes outcomes.
• Resource access: Sponsorship, mentorship, and funding often follow old networks, not merit or potential.
• Pay parity and progression: Equity isn’t achieved if representation stops at entry-level management but stalls at senior ranks.

What true equity looks like in practice

Equity means the table itself is redesigned to be fair and productive for all. It means policies, rituals, and metrics align to support lasting change, not quick appearances. Here are core elements that distinguish real progress from performative gestures:

• Shared governance: Diverse voices have decision-making power, with clear roles and accountability for outcomes.
• Transparent pathways: Promotions, pay, and opportunities are openly defined, with regular audits to close gaps.
• Inclusive rituals: Decision processes actively solicit and incorporate input from underrepresented groups, with mechanisms to protect against bias.
• Resource parity: Budget and support are allocated to initiatives led or co-led by diverse leaders, ensuring feasibility and impact.
• Long-term metrics: Success is tracked over years, not quarters, with dashboards that reveal who benefits from changes and how.

Ultimately, equity is less about who sits where and more about who shapes what happens next. It’s about turning presence into practice: ensuring that diverse perspectives drive strategy, that decisions are examined through multiple lenses, and that accountability follows every initiative.

Steps for organizations and individuals

For organizations, concrete actions include:

• Audit and set targets: Analyse representation across all levels, then define measurable goals for leadership, pay, and retention.
• Rotate leadership opportunities: Create timed, transparent rotation programs so more voices gain decision-making exposure.
• Institute rigorous sponsorship: Pair high-potential diverse employees with sponsors who actively advocate for their advancement.
• Embed accountability: Tie leadership bonuses and performance reviews to equity outcomes and inclusivity milestones.

For individuals, actionable steps include:

• Speak with intent: Raise thoughts early in discussions and call for structured feedback to ensure your input shapes outcomes.
• Build cross-network alliances: Cultivate allies across teams to broaden influence and reduce tunnel vision.
• Mentor and sponsor others: Elevate colleagues from underrepresented groups by advocating for their projects and visibility.

Progress rarely begins and ends with a single seat. It starts with reimagining what the seat represents and who is empowered to steer the room. When equity becomes a practice, not a photo op, the table stops being a prop and becomes a platform for real transformation.

Equity isn’t about the chair; it’s about who gets to rewrite the agenda and how the table is held up to the test of impact.