5 Clues To Determine If Your Team Has An Inclusion Problem

“We don’t have a diversity or inclusion problem here.”

I hear this sentiment a lot from well-intentioned corporate leaders. Although most people don't want to think their organization struggles with diversity-and-inclusion issues, nearly every organization has a problem with diversity and inclusion. Inclusive and diverse work environments are rare. Even those that have worked on diversity and inclusion for decades are not where they want to be with their DEI efforts. 

Just because you can't see a diversity-and-inclusion problem doesn't mean it doesn't exist, especially for those in the dominant group (men, white, straight, cisgender and able-bodied people) who are less likely to experience microaggressions. Microaggressions are non-inclusive behaviors such as statements, actions or incidents regarded as instances of indirect, subtle or unintentional discrimination against members of historically marginalized groups. Some examples include interruptions, taking credit for others’ ideas and assumptions about others based on their association with a diverse group (women, people of color, people with disabilities or LGBTQ+ folks).

How Do You Know If You Have An Inclusion Problem?

1. The same people speak in meetings and make decisions
2. Social outings are dominated by dominant group members
3. People do not share their ideas for fear of being judged unfairly
4. Historically marginalized folks do not feel the workplace is as fair as the dominant group does
5. Leadership does not reflect the communities the organization serves

Clue #1: The Same People Speak in Meetings and Make Decisions

In many organizations, there is a tendency for the same individuals to dominate meetings and decision-making processes. This can be problematic for several reasons.

When a small group of people consistently controls the conversation, it limits the diversity of ideas and perspectives that can be considered. This can lead to decisions that are not well-rounded or representative of the communities the organization hopes to serve. New ideas and approaches may be stifled, leading to a lack of innovation. 

To combat this, actively seek input from a wide range of employees, including those who may not typically speak up in meetings (introverts, for example). Rotate leadership and note-taking roles and set a ground rule that everyone will participate, even if it to agree or say they have nothing new to add. 

Clue #2: Social Outings Are Dominated By Dominant Group Members

In group settings, a recurring pattern is often observed: social outings and activities are frequently dominated by a particular set of individuals, typically those who belong to the dominant group within the setting. This phenomenon perpetuates a dynamic where certain voices and perspectives are privileged, while others are marginalized.

Those who enjoy higher levels of social capital tend to have greater access to opportunities for social engagement and leadership, allowing them to exert a stronger influence on group dynamics. Dominant group members often feel more confident and assertive in organizing and participating in social outings, while those who are less confident may shy away from such activities. This can lead to the exclusion and marginalization of individuals who do not belong to the dominant group, fostering a sense of isolation and alienation. 

Addressing this issue necessitates a proactive approach, such as encouraging historically marginalized groups to share ideas and welcoming new perspectives on social outings. For instance, if the team regularly does golf outings or happy hours, consider how they could rotate activities to include more people who might not drink or be familiar with the game of golf. There is nothing wrong with happy hours or golf, yet if the same small group of people is the only one  participating, you risk leaving out those with other interests. 

Clue #3: People Are Not Sharing Their Ideas For Fear Of Being Judged Unfairly

This fear of judgment can create a significant barrier to innovation and creativity. When people are afraid to share their ideas, they may be less likely to take risks or to challenge the status quo. People fear sharing their ideas, especially if they are different, because they may be worried about being ridiculed or criticized by their peers, or they may simply be concerned about the potential consequences of sharing their ideas, such as being ostracized or losing their jobs.

This prevents the team from achieving their full potential and hinders innovation. It's important to model inclusive psychological safety by proactively asking for different ideas. For instance, people could ask, “Who has a different idea to offer?” or “Who has a wild idea that we haven't thought of yet?” These types of questions—especially when you pause and let people think—invite diverse perspectives into the brainstorm and improve chances of innovation and better decision making. 

Clue #4: Historically Marginalized Folks Do Not Feel the Workplace is as Fair as the Dominant Group

Women and people of color are more likely to see the workplace as less fair. These challenges often lead to increased stress and higher turnover rates for historically marginalized groups. There are often fewer people who look like them represented in leadership roles; when that’s the case, it's hard to see yourself growing at the organization. 

While this is a chicken-and-egg problem, there are steps organizations can take to be more inclusive and address fairness discrepancies. By making an intentional effort toward diversity-and-inclusion metrics and creating programs that address stereotypes and biases, people can see the importance of diversity and inclusion. Also, people often need access to education and resources to better understand the challenges that people of diverse groups face that they may not face themselves. 

Clue #5: Leadership Does Not Reflect The Communities The Organization Serves

Various systemic issues have adversely hindered historically marginalized groups, leading to leadership roles remaining over-represented by the dominant group. Currently, fewer than 20% of Fortune 500 CEOs are from diverse groups and boards, and C-suites are overwhelmingly populated by the dominant group. This is a problem if you're hoping to serve a broader and more diverse audience. Organizations risk being irrelevant to those they hope to serve.

To address this gap, consider broadening recruiting-and-hiring efforts and working on inclusive culture building. Review your succession-planning and performance-management processes to ensure people are being promoted and paid equitably. Beware of the zero-sum-game mentality where people believe that the organization is promoting or hiring people because they're from a diverse group instead of ensuring that the person is the best candidate for the role while also prioritizing that we want more diversity in representation.

For organizations that want to be apathetic about diversity and inclusion, good luck staying relevant. Diversity-and-inclusion problems cost organizations in higher turnover and less innovation, and they lose the competitive advantage of having talent that mirrors the communities they hope to serve.

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