5 ways leaders can develop an inclusive culture to boost productivity

Being an inclusive leader is no longer a choice; it’s an imperative. To attract and retain top talent and remain competitive, organisations must create inclusive cultures where people of diverse backgrounds feel empowered to thrive. Every individual brings a unique mix of identities, experiences and perspectives, and no two individuals share the exact same blueprint contributing to the spectrum of diversity in the workplace. However, there is little value in having a diverse workforce, if it is not nurtured through a culture of inclusion. Central to developing an inclusive culture is appreciating that inclusive leadership does not happen automatically, it’s a skill leaders and managers need to learn and become effectively equipped with.

Research shows that many leaders believe they are more inclusive than they truly are, often thinking they are less biased and more inclusive than their peers. This overestimation, known as the ‘overconfidence bias’ leads people to perceive their abilities as greater than what they actually are. Additionally, most humans experience the affinity bias, which causes us to gravitate towards those who are similar to us, because it reinforces our values and provides a sense of acceptance. Because of these two biases in particular, you may find yourself stuck in what I call an ‘inclusion delusion’, mistakenly believing that inclusive leadership will happen naturally, without intentional effort.

As leaders, it’s risky to lead under an ‘inclusion delusion mindset’ as it can make you less open to learning new ways to foster inclusion and as a result, you are likely to inadvertently demonstrate exclusive behaviours to those less similar to you.

Recognising you may be stuck in an inclusion delusion, is a great place to start your inclusive leadership journey. As part of my work in helping leaders and managers become a joy to work for and do business with, I developed a unique, science-backed Inclusive Leaders Toolkit, called the ABCDE Framework, which includes five specific behaviours you can learn to put into practice to be an inclusive leader.

The Inclusive Leaders Toolkit’s five behaviours are as follows: 

• A – Acknowledge and recognise people’s contributions, their ideas, opinions, their progress, growth, and milestones achieved. Acknowledge when they demonstrate inclusive behaviours towards their colleagues when working in person, remotely and in hybrid setups. Remember to also acknowledge those that are not in your close physical proximity, or those you do not connect with regularly, as its easy to fall into the trap of ‘out of sight, out of mind’, leaving certain individuals feeling excluded.
• B – Building visibility is about using your positional influence to actively seek ways for your team members’ contributions and strengths to be visible to others in the organisation. You can build visibility by offering stretch opportunities, perhaps higher profile projects, working with other teams and leaders across the business and sharing people’s contributions across the business.
• C – Consistency is about ensuring your actions set a standard of behaviour that you adhere to and expect from others as well. Such consistency builds trust and creates psychological safety within your team. For example, if you consistently encourage open dialogue and actively listen to all your team members, it sets a precedent that everyone’s voice matters and will be respected.
• D – Direct Challenge is about ‘calling in’ behaviours when you notice others not acting in line with the organisation’s values or when exclusive behaviours are demonstrated. For example, if a team member repeatedly interrupts a colleague in meetings, you might address it by saying, ‘I’ve noticed that some voices aren’t being heard fully. Let’s make sure everyone has a chance to share their ideas’.
• E- Empathy is about developing the skill to listen first to understand others. Try to see things from other’s perspectives, even if you don’t share the same or similar experiences, every experience is valid. When we lead with empathy, we empower others by asking how they would like our support, instead of making assumptions and advocating on their behalf.

Applying these five behaviours will help you and your leaders cultivate a culture of inclusion, where employees feel seen, heard, recognised and valued. Inclusive organisations are not just a trend, they are essential for the present and future. In fact 47% of millennials actively seek diverse and inclusive organisations. Similarly, according to a 2017 Deloitte survey, 80 per cent of respondents indicated that inclusion is important when choosing an employer and 39 per cent indicated they would leave their current organization for a more inclusive one.

By embracing these behaviours and committing to intentional action, leaders can drive meaningful change and become the kind of leader who is truly a joy to work for, creating an environment where every team member feels valued, respected and empowered to contribute their best.

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Written by Simi Rayat.