How can leaders create a culture of inclusion?

At the heart of building a culture of inclusion, is genuinely valuing difference. This true whether the dimension we are focused on is gender, or sexual orientation or a different functional background. Our desire as leaders to be inclusive comes from a fundamental appreciation of difference. I do know that while this is a very important starting point, genuinely inclusive leaders make the effort to learn about the different dimensions of diversity they are building. Each dimension has it own nuances. As a leader, it is important not just to understand these personally, but to imbue a respect for these across the organization.

Leaders cast a long shadow. I ask the leaders I work with to reflect on a time they felt cared for, valued, safe, seen, recognised, heard - how did they feel? How did they work in that environment? Where they more creative, productive, happier? Did they laugh? Are they still in contact with folks from that time / role / organisation? I ask them to think of a time they did not feel those things - and reflect on that impact. I remind them that now, as leaders, it's in their control and power to create that environment and space for their people, a space where everyone can be and do their best work. I ask them what they want to be known for & by whom? What does that mean for how they turn up and how they act? And how can I best support them.

The "Wash your hands first" metaphor in leadership, inspired by Dr. Ignaz Semmelweis's discovery, emphasizes leaders' need for self-awareness regarding their impact. Like unseen germs spreading infection, leaders can unknowingly disperse negativity, affecting team dynamics. This concept highlights the importance of introspection in leadership actions and communication, ensuring they contribute positively to team morale and productivity. It advocates for leading by example and being mindful of the profound yet often invisible influence a leader has on the team's culture and overall health.

Assessment establishes a baseline for inclusivity, enabling leaders to set measurable goals for improvement. Quantifiable data from surveys, interviews, and audits provide a benchmark against which progress can be tracked.

The definition of Diversity, though not a new term, is vastly different today than it was initially. It is much more than a Black, White, Hispanic, male, or female issue. In an ever-changing and mobile workforce, we can no longer be expected to have identical values, beliefs, and backgrounds. Organizations that are most successful in creating an inclusive environment in their workplace will produce the best results. To be effective and sustainable it is imperative that all Diversity, Equity, and Inclusion initiatives are linked to your organizational imperatives. Equally important is to recognize where you are in your understanding of the value of Diversity, Equity, and Inclusion.

Engaging stakeholders is vital in fostering a culture of inclusion. It's about creating shared ownership and accountability for change. Form a diverse task force that represents various perspectives within the organization. Solicit honest feedback from staff, customers, and partners, and communicate your vision for inclusivity clearly. Recognize and reward those who actively contribute to this cultural shift. This collaborative approach not only enriches the inclusivity initiative but also strengthens the organization's overall cohesiveness and morale.

In my experience, engaging your leaders in analyzing the results of culture measurement tools like Barrett Analytics, is a good first step. Understanding Cultural Entropy: Just as a doctor reviews an MRI before treatment, leaders must go through the results to understand the cultural "entropy" – the gaps between the current and desired states of the organization's culture. Addressing Core Issues: The metaphor of cleaning a dirty, moldy coffee glass before pouring fresh coffee aptly describes the necessity of addressing major issues like abuse, discrimination, or toxic leadership before implementing new initiatives or attempting to shift the culture. It's essential to clear out negative elements that could undermine future efforts.

Engaging stakeholders inclusively is creating a culture of inclusion - in action. It is an opportunity to begin building and modeling an inclusive, psychologically safe, and empowering environment. The power lies in the process. Be bold as you seek to form a cultural community of individuals with diverse experiences, perspectives, and expertise. Invite those who will champion change, resist it, or even demonstrate ambivalence. Welcome the open communication of ideas, concerns, questions, and comments. Allow time and space for respectful discourse, difference, and debate, because each voice has value. Challenge your community to explore their own mental models, biases, and assumptions before you begin co-creating your shared cultural vision.

Form cross-functional task forces or committees representing diverse perspectives within the organization. This ensures that inclusivity initiatives consider a wide range of experiences and viewpoints. By involving employees from various functions and levels, leaders can tap into collective intelligence, fostering a more comprehensive and effective approach to building an inclusive culture.

A tip if you are creating an advocacy network or task force: Over the years I've run workshops and focus groups that include participants from across the globe. While English was always the official business language, to be more inclusive I've always invested time in providing the questions/discussion points in advance. This enables people to translate the questions themselves - giving them time to reflect. This approach also works for participants who don't like to be 'put on the spot' and who prefer to take time to think. This then demonstrated that inclusivity is woven through every aspect of the strategy to change.

It is helpful to view inclusion as a verb. What actions are necessary to derive the benefit of diversity? For example ensuring talent is representative of the customer base as well as the communities, where we live and work. Additionally establishing inclusion and equity in career mobility, total compensation, exposure to executive teams, development, coaching, succession, etc.

The concept of inclusion can be interpreted in various ways, making it vital for companies to establish a clear and unified vision of what inclusion means within their organizational culture. Moreover, there is significant research demonstrating the specific behaviors that foster a sense of inclusion. It’s essential to equip leadership and teams with this knowledge, and not assume that they already understand how to be more inclusive or choose not to implement it.

Develop yourself! Ackowledge what you don't know, be curious. If you want to be a leader that creates a culture of inclusion, start by developing your Cultural Intelligence (CQ). Speak to experts, ask for support, read, listen to podcasts, engage a coach.

Part of this education is also related to your team members and learning how they thrive. What are their languages of appreciation? How can you create a space of psychological safety for them? What does that look and feel like for your team?

Yes, and in this, we need to be humble, and prepared to learn. I would also like to emphasise that we should not heap further pressure on the shoulders of those from underrepresented communities by insisting they educate us - we are responsible for our own learning.

Culture is the echo of leadership. How the leader behaves, acts, and reacts will be one of the most significant components to organizational culture. Whatever you want, give it away. This speaks to the modelling piece, where the leader must display - first - the behaviours they want to see in their team. For new behaviours, it may take time (even months) of modelling before the team recognizes consistency from the leader and reciprocates.

Living and breathing according to the values you want your company and team to embrace is the most powerful way to create a thriving high performance culture of inclusion and achievement. Show your appreciation, ask questions, dedicate time to understanding, and celebrate even the smallest wins.

They say "Kids don't learn from what you say, but from what you do." This applies equally to your colleagues and employees. An often-overlooked aspect is how to recover when you fail to practice what you preach. In my work, I've developed a four-step protocol to positively recover from such situations. I call it "𝗗𝗲𝗹𝗶𝗴𝗵𝘁𝗳𝘂𝗹 𝗣𝗲𝗿𝘀𝗼𝗻𝗮𝗹 𝗦𝗲𝗿𝘃𝗶𝗰𝗲 𝗥𝗲𝗰𝗼𝘃𝗲𝗿𝘆": 1. Own it like a pro: Acknowledge your mistake without resorting to excuses. 2. Offer a sincere and effective apology. 3. Seek forgiveness to prevent lingering resentment. 4. Make amends: Go beyond merely rectifying the mistake. Compensate for the error with unforgetful generosity.

Be mindful of your micro-behaviors. These daily actions can significantly impact inclusivity (or the lack of). Language matters, especially those innocuous off-the-cuff remarks that you think are harmless. It'll gradually undermine trust and safety when accumulated because your day-to-day behaviours do not measure up to your promises.

It all starts from 'practice what you preach'. If you believe in inclusion you will behave in a way that is inclusive. You could never behave in an inclusive way if you don't believe in it in the first place. When we model inclusion we no longer need to train them as we now live it and they start mirroring our action.

Ask for feedback from peers, team members or leaders on a regular basis and take time to self-reflect and learn from real life situations. Pulse surveys, or asking your teams how they are feeling when it comes to inclusivity are a great tool, where there is trust. It's critical that you review this data and identify areas where you're exceeding expectations or falling short. This enables you to adapt and improve where needed. The important thing to remember is to focus on progress, not perfection. Don't be discouraged by setbacks, and celebrate your wins.

Measure and track progress: Leaders should measure the current state of inclusion in their organization and track progress over time. This involves collecting and analyzing relevant data to determine the right actions needed to drive inclusion. By measuring and tracking progress, leaders can identify areas for improvement and evaluate the effectiveness of their inclusion efforts.

Creating a culture of inclusion requires commitment, and committing means being intentional: - Leadership should demonstrate a genuine commitment to inclusion through their actions and behaviour - Continuously measure the culture of organisation to identify what is working and what is not - Set goals and objectives to measure, track, evaluate and repeat

Speak up and against harmful employees and policies. Negative attitudes impact culture than inclusive employees. Put them on an improvement plan, demote them, and/or work with them one-on-one. Sometimes, it’s hard to get rid of that toxic employee. Also speak up against harmful policies and implement them with inclusive policies. Some new fathers didn’t know they could take advantage of maternal leave simply because of the language.

Recognize and reward inclusion: When leaders see or observe someone being inclusive, they should acknowledge and appreciate their behavior. By recognizing and rewarding inclusive behaviors, leaders reinforce the expectation of inclusivity and encourage others to do the same.

𝗬𝗼𝘂 𝗖𝗮𝗻'𝘁 𝗕𝗲𝗹𝗼𝗻𝗴 𝗕𝗲𝗳𝗼𝗿𝗲 𝗬𝗼𝘂 𝗖𝗼𝗻𝘁𝗿𝗶𝗯𝘂𝘁𝗲. In the realm of inclusion, it's not solely the leader's responsibility; everyone must play their part. Your inclusiveness is your own responsibility. Passively waiting, asking, or insisting on inclusion can render you powerless and often proves ineffective. True inclusiveness emerges when you proactively bring value to the community you wish to be a part of. People begin to acknowledge your contribution and become more receptive. Inclusiveness is claimed when you volunteer for shared causes.

If leaders want to create a culture of inclusion, they really have to role model the desired behaviours. They also need to be committed to: - Including DEI as as promotion and hiring criteria - Integrating DEI into all branding channels - Creating clear DEI goals and outcomes and inviting the teams you lead to hold you to account - Centring DEI principles in your decision-making - Demanding leaders you promote/hire have the ability to advocate for DEI