By Rishi Ghiraiya, MiM2026
When I arrived at London Business School, I thought I knew what I was coming for. I expected to sharpen my analytical skills, learn how companies make decisions, and prepare myself for the next step in my career. What I did not expect was how much my understanding of people, and of myself, would shift along the way.
I had heard the language of diversity and inclusion before LBS. It came up in presentations, panels, and company websites. I understood that it mattered, but it often felt removed from day-to-day experience. It was only through being involved in Out in Business, and later the EUROUT Conference, that those ideas went from theoretical to real.
What I Learned by Being in These Rooms
I grew up and studied in Nepal and India, in environments where most people around me shared similar cultural references and ways of thinking. That gave me a strong sense of grounding, but it also meant I had rarely been in spaces where difference was openly explored rather than quietly managed.
At LBS, and especially through Out in Business, I found myself in rooms where people brought very different perspectives into the same conversation. What stayed with me was not the fact that people were different, but how comfortable it felt to speak without constantly filtering myself. People listened carefully. They disagreed without dismissing one another. There was space to ask questions without worrying about having the “right” answer.
Over time, I realised how rare that feeling had been for me. I did not need to work to fit into the room. I could just be present in it. That sense of ease changed how I showed up, not just socially, but professionally as well.
Out in Business at London Business School
Out in Business quickly became more than an extracurricular commitment. It became one of the spaces where I felt most grounded during my time at LBS. Some of the most meaningful learning happened outside formal events, through conversations after sessions, shared reflections, and quiet check-ins that came from genuine care.
What struck me was how naturally empathy shaped interactions. People remembered small details. They followed up. They asked questions that showed they were actually listening. Over time, I began to recognise these behaviours not just as kindness, but as leadership. It reminded me that strong teams are built on trust, and trust comes from feeling respected and understood.
EUROUT and What It Taught Me About Leadership
EUROUT brought many of these lessons into focus. This year’s theme, Redefine the Room, felt especially relevant. It invited us to think about who gets space in leadership conversations and how those spaces are shaped.
The conference brought together students, professionals, and organisations who were willing to engage honestly. The conversations were open and, at times, challenging. Speakers spoke candidly about their journeys, the trade-offs they faced, and the responsibilities that come with leadership today. What stood out was how involved everyone felt. People were not just attending sessions. They were contributing, asking thoughtful questions, and forming connections that extended beyond the conference.
Serving as Vice President of Corporate Sponsorships allowed me to experience this collaboration from the inside. Working with corporate partners pushed me outside my comfort zone. I spent time navigating different priorities, aligning expectations, and building partnerships that felt meaningful rather than transactional. What surprised me was how open organisations were when conversations were approached with clarity and intention. I saw how students, corporates, and institutions can work together when there is mutual respect and a shared sense of purpose.
This experience taught me practical skills around stakeholder management, negotiation, and relationship building, but it also shaped how I think about my career. Through conversations with speakers, sponsors, and alumni, I was exposed to paths I had not previously considered. The mentorship and informal guidance within the community made career conversations feel less daunting and more honest. Instead of focusing on outcomes, I learned the value of asking better questions and building relationships that felt genuine.
How This Has Shaped the Way I Think About My Career
My journey, from supporting family businesses in Nepal to working in growing organisations and studying at LBS, has always been driven by a desire to build something meaningful. Being part of Out in Business and EUROUT sharpened that motivation.
These experiences helped me see empathy as a core leadership capability, not something separate from performance. They connected me with mentors and friends who continue to challenge how I think and who I want to become. Most importantly, they reshaped how I view the role business can play in society.
As I think about what comes next, whether in consulting, strategy, or building impact-driven ventures, these lessons stay with me. Teams that make space for different perspectives are better equipped to solve complex problems. Leaders who create inclusive environments build trust, and trust is what allows people to do their best work.
A Final Reflection
If you had asked me early on what diversity meant, I would have tried to explain it. Today, I think about specific people and specific moments. Conversations that stayed with me long after they ended. Spaces where I felt supported, challenged, and heard.
Out in Business and EUROUT did more than shape my experience at LBS. They changed how I think about leadership, learning, and belonging. They showed me that these things are deeply connected, and that leadership begins with listening and with how we choose to show up for others.