Inclusive change for collective progress

32% of employed adults in the US reported in a survey conducted by the Pew Research Center that it is significant for them to be a part of a workplace that has people belonging to different races and ethnicities. The positive impact of policies regarding fairness in recruitment, salary and promotions was also validated by 72% of the respondents.

These statistics might be impressive but they are based on only a few territories. When questions about age, gender and sexual orientations are raised – the data in the direction of growth and inclusivity is much lower. The murky situation is created by those who belong to the category of neutrals. This section can include people who have never been on the receiving end of discrimination, so they do not realize the power and position of privilege they have. It also represents people who are afraid to voice their honest opinion because of a lack of psychological safety.

Policies, protocols, pay and promotions dominate the discussion when it comes to DEI in organizations. However, when a majority of lifetime is spent in workplaces, so much so that the community becomes an extended family – employee’s life from recruitment to retirement cannot be restricted to – raises and policies. 

Culture is the new currency

Despite training sessions, policies’ execution and high increments – if people still feel discriminated against or othered, the problem lies in the culture. Leaders can advocate for huge investments to automate manual systems or switch to upgraded technology but unless they initiate a cultural change by leading by example, DEI can never be established in the workplace.

Feeling included in and belonging to the workplace community are not only DEI issues but also problems that affect the engagement and productivity of the employees. You don’t have to experience bias to notice its negative impact; 68% of employees include employees who have been witnesses to bias in the workplace. 

How can leaders contribute to the change?

Although, it is the responsibility of the entire community to bring about, support, and sustain change, the leader drives it. They can create an inclusive culture by:

Fostering trust: Whether it is due to hierarchical boundaries or unconscious bias, multiple and varied roadblocks come in the way of creating bonds based on trust. For an entity as fragile as this, unless actions align with words, it cannot be earned. In healthy interpersonal relationships, people not only trust one another but also display curiosity and a willingness to innovate and collaborate. Especially when working in a team, the cohesiveness of a project becomes the ultimate goal where the strengths of every individual come together to make the collective effort shine.

Shedding assumptions: When complex and tough questions are raised, leaders cannot brush them under the carpet. So, instead of ignoring the subject at hand, familiarizing yourself with it is the way to go. However, the first step toward change is accepting that you don’t know anything or a sufficient amount. The pre-conceived notions and behaviours need to be shed so that space can be made for new inclusive information to be learned. There is no better mentor to learn from than the people who have lived it. Not only leaders but also other people from the workplace community should embrace humility and begin their journey to unlearn what they know and relearn what they should be aware of.

Encouraging feedback: Apart from opening and expanding diverse offline and virtual communication channels, it is necessary to focus on vertical interactions. The tools are many—surveys, polls, or open-door meetings where people can submit their input anonymously—but are they reaching the leadership? Is the leadership approachable enough to mindfully listen to their people in a one-on-one conversation? If there is no concrete step taken to execute the changes that support the feedback, then the entire system needs intervention.

Prioritizing team: There is no me in team; from brainstorming and prototyping to executing and finalizing – every step is a collective effort. If personal objectives prevail over shared purposes, clashes are bound to happen. These conflicts affect the levels of engagement, productivity and belongingness among the employees. Delayed projects, missed deadlines, reduced team spirit and damaged interpersonal relationships are the gradual consequences. Recognizing the expertise and experience of individuals and utilizing them to increase the effectiveness of the entire group becomes the responsibility of the senior leaders.

A workplace community where employees are encouraged to reach their full potential and the calling remains with the collective – is an example of an inclusive and progressive culture.