Heather Paterson, Chair of trustees for Proud Changemakers, explains how chairs can elevate diverse voices and ensure that lived experiences shape board decisions and culture.
All stories matter
For as long as humans have existed, stories have shaped our understanding of the world, connected us to one another, and inspired change. But when some voices are amplified while others are silenced, our systems reflect only part of the truth. If we don’t hear all stories, we can’t create spaces in which everyone can thrive.
At Proud Changemakers, we are building an organisation where LGBTQIA+ voices are not only heard but truly valued and centred in how we work. We don’t just strive to get LGBTQIA+ people a seat at the table in policy discussions, leadership spaces, and advocacy efforts; we ensure that their lived experiences shape the conversations that define our future. It’s about shifting power, challenging narratives, and setting a foundation where LGBTQIA+ people can influence real change. We do this by focusing on three core pillars:
- Elevate: We create platforms where LGBTQIA+ stories and voices can be heard and shared.
- Advocate: We use these stories to demonstrate why change for our community is so important, influencing decision-makers and those in power.
- Support: We create spaces where LGBTQIA+ individuals can share their wins, challenges, and fears with people who understand the barriers they face.
As chair of the board of trustees, I see my role as ensuring that this commitment to elevating, advocating for, and supporting LGBTQIA+ voices is not just reflected in our work but embedded in our governance. From how decisions are made to how we define success; the board plays a critical role in shaping which voices count and how power is shared.
In this article, I share how I approach my role as chair and what other board leaders can do to embed diverse perspectives in their governance practice.
Why boards must centre lived experience
True inclusion is about more than just who is in the room; it’s about whose voices shape decisions and whose stories lead change. Too often, governance and leadership structures focus on visibility without influence; underrepresented groups may be invited in but not given the power to shape outcomes. For LGBTQIA+ communities, particularly those at the intersections of race, disability, class, and gender identity, being heard is not just about representation; it’s about survival. The policies made in boardrooms impact real lives, from healthcare and education to employment rights and public services. If those with lived experience are not leading these discussions, the decisions made will never truly reflect our needs.
How I approach my role as chair
As chair, I focus on making sure that lived experience insights directly influence our board’s advocacy priorities and our governance structures and decision-making processes.
We do this by:
- Recruiting trustees with direct lived experience of the issues we address, not just policy or professional expertise. This enriches board discussions and grounds decisions in reality.
- Reflection on positionality. We encourage trustees to reflect on how their identities shape their perspectives, and how our own identities influence our governance. This helps the board understand where we hold power, and where we need to listen more closely.
- Aligning board work with community priorities: Our subgroups focus on areas raised by the community, such as trans inclusion or accessibility.
- Co-creating an inclusive culture through check-ins, reflection, and informal conversation, allowing trustees to show up as their full selves.
- Framing decisions with lived experience by asking, “Whose perspective is essential here?”
For other chairs, a useful starting point is asking: “Whose voices are we prioritising on this board, and whose are missing?” Inclusion must be intentional, not incidental.
Creating inclusive spaces
As chair, my role is to create a space where diverse perspectives are valued, amplified, and acted upon. It’s about making sure that governance is not just a tick-box exercise in inclusion, but a genuine practice of collective leadership.
We do this by:
- Inclusive facilitation: We rotate who chairs meetings, encourage different forms of participation (for example, written or asynchronous input), and avoid jargon.
- Designing inclusive meeting structures where everyone feels empowered to contribute, especially those from underrepresented backgrounds.
- Prioritising cultural safety in discussions by ensuring accessible language, mindful group dynamics, and space for challenge.
Building storytelling into policy and governance
At Proud Changemakers, we know that stories have power, but only if they lead to tangible change.
For many organisations, lived experience informs service delivery. But for equity-led boards, it must also inform leadership and strategy. That means creating structured, ongoing opportunities for community voices to shape how the organisation is led.
Examples include:
- Community-informed governance sessions. Regular board time is set aside for listening to LGBTQIA+ voices, facilitated by trusted community connectors.
- Advisory roles and subcommittees. We explore ways to co-opt community members with lived experience into board subgroups, especially when strategic input is needed.
- Combining formal and informal feedback: From structured board meetings to community drop-ins, we stay connected to those we serve.
- Accountability: We communicate back to communities about how their insights have shaped decisions. This builds trust and prevents extractive engagement. If we don’t act on feedback, we explain why.
Community-led listening is part of our governance cycle, not as an add-on, but as a core aspect of leadership.
For other chairs, a key question is: “Does our board reflect and respond to the people we serve, or just to each other?”
For boards, key actions include:
- Start with relationships, not just representation.
- Build formal mechanisms for community input.
- Examine your board culture for accessibility and inclusiveness.
- Resource the work, don’t expect community input for free.
Sharing power, not just space
The chair’s role is not to be the loudest voice in the room, but to ensure all voices are heard and to create conditions for others to lead. This means:
- Ensuring decision-making is transparent, participatory, and informed by lived experience.
- Rotating roles like meeting facilitation and agenda-setting among board members.
- Welcoming challenge and discomfort as part of growth.
- Rotating leadership roles to decentralise authority and build confidence.
For others starting this journey, the key is to begin with intention. Ask yourself: Where do we hold power? Who do we listen to most? Who do we need to hear more from?
Principles become culture through everyday practice, not just policy.
Final thoughts – what chairs can do differently
The role of chair is powerful. How we lead shapes not only internal governance, but the organisation’s ethos and external impact. To lead with equity in mind, chairs must:
- Be intentional about who holds power at the board table.
- Embed lived experience and storytelling into governance structures, not just programmes.
- Create inclusive processes that prioritise listening and reflection.
- Commit to ongoing learning, not just one-off inclusion efforts.
At Proud Changemakers, we’re still learning, but these principles guide how we lead from the top. Whether you’re starting your EDI journey or looking to deepen it, the chair’s role can be a catalyst for change if we choose to lead with curiosity, courage, and care.
About Heather Paterson
Heather has worked with LGBTQ+ communities for over 20 years, co-founding Sheffield’s first Pride in 2007 and leading LGBTQ+ youth charity SAYiT. She is currently Head of Partnerships and Development at LGBT+ Consortium, supporting voluntary organisations across the UK. As chair of Proud Changemakers, Heather is passionate about amplifying marginalised voices and driving social change
