Advita Patel is the president-elect of the Chartered Institute of Public Relations (CIPR) and a communications expert with a strong focus on diversity and inclusion. With over 18 years of experience, Advita is the founder of Comms Rebel, a consultancy focused on building inclusive workplace cultures, and A Leader Like Me, a global membership platform that supports underrepresented professionals in communications and leadership. Advita’s leadership and dedication to advancing equity, diversity and inclusion principles have established her as a prominent voice in reshaping workplace dynamics.
“Black History Month isn’t just about reflection — it’s about creating a legacy of empowerment and inclusivity for generations to come.”
From tech dreams to communications
I actually had dreams of becoming the next female version of Bill Gates! Technology fascinated me from a young age. I remember my dad bringing home a modem when I was 15, connecting us to the World Wide Web — it opened up a whole new world for me. But growing up in a South Asian household, it was expected I’d follow a science or maths path, so I took chemistry and biology, although I was terrible at both.
Eventually, I followed my heart and studied IT at university. Out of 100 students, there were only three women, and even though I graduated, I was told by a lecturer that “women don’t succeed in technology.” Unfortunately, his words reflected the reality — there was little investment in women in tech, and I often felt isolated in a male-dominated environment.
Finding my path: Overcoming bullying, embracing allyship and building resilience
I did end up getting a job in tech, but it quickly became clear that the culture was toxic. I experienced bullying from a female colleague, and at the time, I didn’t even know what workplace bullying was. Growing up with parents who ran their own business, I never saw them deal with office politics, so I didn’t recognise what was happening to me. I felt incompetent and isolated.
It was a turning point when my parents encouraged me to leave that job — something I never thought I’d do, as I wasn’t a quitter. I left the tech world behind and started working at a university as an admissions officer, which led to my first experience with true allyship. My marketing manager, Catherine, saw potential in me that I didn’t even see in myself. She encouraged me to pursue marketing, and thanks to her support, I found my calling in communications.
What it means to become CIPR president
Being the president of the CIPR is a significant milestone for me, not just personally, but for the entire PR industry. I will be the first person of colour to hold this position, which represents an opportunity to bring diverse voices to the forefront of communications and create lasting change. As CIPR president, I aim to inspire the next generation of practitioners by showing them that leadership can and should reflect the rich diversity of our society.
The CIPR itself plays a crucial role in supporting PR professionals through training, resources, and advocacy. It establishes standards for the profession and promotes best practices in communications. The organisation is committed to fostering a community that is diverse, inclusive, and equitable, helping to elevate the industry as a whole.
Standing together for change
Allyship is essential in creating a supportive environment for Black professionals, especially in industries where representation is lacking. Being an ally means actively listening to and amplifying Black voices while also using one’s privilege to challenge biases and dismantle systemic barriers. Allies must engage in ongoing education about the unique challenges faced by Black individuals and advocate for their needs in the workplace.
This includes not only supporting initiatives that promote diversity but also holding organisations accountable for their commitments to inclusion. True allyship is about more than just passive support; it involves taking intentional actions that contribute to a more equitable environment where Black professionals can thrive.
Reclaiming narratives all year round, not just in October
Black History Month often risks being tokenistic if organisations don’t commit to real, lasting change. Reclaiming the narrative is about empowering Black professionals to share their stories on their terms. But it’s also about more than just stories — it’s about ensuring Black colleagues have equitable opportunities to progress.
Too often, I’ve seen organisations where the workforce is diverse, but the senior leadership remains overwhelmingly white. This disconnect signals a bias problem that needs addressing. We must ask ourselves, “Are we retaining and progressing Black colleagues, or just celebrating them during Black History Month?”
The truth is, asking Black colleagues to share their stories in October and then pushing those conversations aside for the rest of the year isn’t enough. Leadership needs to ask curious, challenging questions all year round and make real efforts to create inclusive cultures that go beyond surface-level initiatives.
Beyond business as usual
Black History Month holds significant value, but it’s important to understand that the contributions, stories, and histories of Black people should be part of ongoing conversations, not just reserved for October. I believe that “Reclaiming narratives” as this year’s theme is incredibly powerful because it gives Black colleagues the chance to tell their stories on their own terms. Too often, Black History Month can feel like a tokenistic gesture, where companies expect us to share our experiences for a few weeks, and then it’s back to business as usual.
But what happens after October? How are organisations ensuring that the stories we share lead to tangible actions and change in leadership, policy, and culture? If a company’s leadership remains overwhelmingly white despite diversity in its lower ranks, that’s a clear sign of bias that needs to be addressed. For me, the real success of Black History Month isn’t just in the events that take place but in whether we see lasting change.
Creating spaces for allyship and continuous support
It’s essential to foster a culture of allyship, but allyship has to go beyond statements of support and hashtags. I often challenge organisations to ask, “What are you doing to ensure that Black colleagues feel psychologically safe all year round?” True allyship means actively advocating for fair representation in decision-making spaces and leadership roles. This isn’t just the responsibility of communications teams; it’s a collective effort from all areas of an organisation.
Leadership teams need to ask, “Where do our biases fit into our policies, and how can we create opportunities for Black and other underrepresented colleagues to thrive?” The challenge we face is that too many initiatives are performative, with no long-term strategy behind them. I encourage organisations to move beyond Black History Month as a standalone moment and integrate DEI practices into the everyday fabric of their business.
Black History Month is more than a time for reflection, it’s a call to action
I’ll be frank — if your organisation looks the same in November as it did in September, then Black History Month hasn’t been impactful. It should be a moment of reflection, yes, but also of active planning. I challenge leaders to ask:
“What will be different this time next year?”
“Are we progressing Black colleagues?”
“Are we ensuring equity in training and performance evaluations?”
“Are we building leadership teams that reflect the diversity of the workforce?”
We need to set measurable goals and hold ourselves accountable.
I also think it’s vital to celebrate the contributions that Black communities have made to society. Too often, the focus is on the adversities faced, which are important to acknowledge, but we also need to uplift and recognise the achievements. That’s what reclaiming the narrative is all about — showing that we aren’t just defined by struggles, but also by success.
What’s next: My presidency at CIPR and beyond
I’m proud to be the first ethnically diverse woman elected as President of the CIPR in its 75-year history, but I know I won’t be the last. After me, another South Asian woman, Farzana Baduel, will take the role, proving that when you see leaders who look like you, it changes your perception of what’s possible.
My year as president will focus on three key areas: making learning and development friction-free, enhancing chartership to recognise strategic PR professionals, and driving inclusion across the industry. I’m excited to bring energy and fun to the role — because while the work we do is serious, we also need to find ways to connect and thrive as human beings.
