Responsibility of an Inclusive Leader

Leaders are expected to be experts at change – but it is difficult work. When things get tough, most people fall back on old habits and familiar impulses. This is why top-down leadership still exists in many parts of the globe and in different industries.?

The saying is “Old habits die hard,” but it should be changed to “Bad habits die hard.”?

If you’re a senior executive and you’re not thinking about how culture is changing your organization and your industry, then I’m here to tell you that a watershed moment is on the horizon.?

THE INCLUSIVE LEADERSHIP HANDBOOK

I believe in the principles of inclusive leadership so much – based on decades of leading organizations, sitting on more than a dozen boards, and working with countless executive teams as a coach and counselor – that I’ve written The Inclusive Leadership Handbook : Balancing People and Performance for Sustainable Growth with Kurt Merriweather, CDE? , Co-founder and VP of Innovation at The Diversity Movement.

Here’s why Kurt and I wrote this book – our experiences indicated that leaders face two interconnected challenges. First, they are frequently promoted based on their accomplishments as an individual contributor. When they enter into management, however, there is little or no training to help them move from “I to we” in a meaningful way. That transition is filled with hidden dangers that can upend them before they even realize it.?

The second challenge is that “culture as a business objective” has never been a significant focal point in leadership education. So, facing a fast-changing world with multiple generations all calling for their own issues to be addressed, the entire workplace ethos has changed. The acceleration has been supercharged by the pandemic and its aftermath, particularly hybrid and remote work, as well as the increasing number of global teams that are relentlessly confronting issues based on culture, time zone, language, and intergenerational differences.?

There isn’t a single answer to the challenge for leaders, regardless of where they are in their career development. But, examining the issue tactically, I am certain that the solution is in the collective power of inclusive leadership as a comprehensive model for executives who understand that culture is now the focal point in creating sustainable success.

INCLUSIVE LEADERSHIP AND WOMEN LEADERS

Rather than just list out a definition of inclusive leadership, I believe the concepts and ideas at its heart come to life in discussing it in relation to Women’s History Month, a topic that is important to me as an executive who purposely created TDM to be women-led and the father of three daughters. I also want to examine the responsibility of inclusive leaders when it comes to working with women leaders and others, particularly focusing on how we should look at the intersection of micro- and macro-level challenges to an inclusive environment. For managers and executives, the concurrent goals should be to get more women into leadership positions and to work toward pay equity.?

Examining the issue of women in leadership, current statistics paint a stark picture in the U.S. and globally. Women, particularly women of color, in leadership positions is not just a diversity issue; it’s a missed business opportunity. In the U.S., for example, women constitute 47% of the labor force, but hold only 41% of management roles and a mere 31% of senior leadership positions.?

On the pay equity scale, the gap between genders is even greater. According to the United Nations group UN Women , “Women only make 77 cents for every dollar earned by men. As a result, there’s a lifetime of income inequality between men and women and more women are retiring into poverty.” A deeper look into the consequences of inequity reveals that 1 in every 10 women in the world live in “extreme poverty .”

When we look at race and ethnicity in the U.S., we see similar, unfair gaps – Latina (63 cents per dollar), Black (68 cents per dollar), and Asian women face significantly an even steeper wage gap, which is also reflected in lower representation across leadership roles.

If authentic change is going to happen, we need more male senior executives in every industry and every size of organization to champion the cause. And, our efforts must also go beyond the wage gap and align with business objectives for those naysayers who don’t want to see change. So, for those leaders who still lag behind, I say that promoting and paying women leaders what they’ve rightly earned is a strategic move that benefits businesses and society.?

From my vantage point, I’ve seen the power of women leaders on the boards I sit on and in my daily work with the outstanding team at TDM. My experiences are in step with research that further proves the point: Women leaders immediately strengthen organizations.?

The Peterson Institute for International Economics , for example, concluded, “Companies with women in leadership positions are more profitable than those without.” Furthermore, a McKinsey study revealed that women leaders create higher employee retention, increased engagement and productivity.?

Here are several ways to close the gap in your workplace:

Pay Equity Analysis: Don’t rely on assumptions and don’t risk violating the Equal Pay Act , which prohibits wage discrimination based on gender. Mitigate the reputational and legal risk by conducting a thorough analysis of your organization’s pay structure. As a leader, demonstrating your support is essential. Objectivity and data-backed decision-making are key in identifying and rectifying disparities.

Identify Pain Points and Roadblocks: Data will provide insights, but delve deeper to uncover the underlying causes of pay inequity. It might be performance-related, but it could also be rooted in unconscious biases. Identifying these obstacles is the first step in dismantling them.

Advocate Loudly: There are many skills C-suite leaders have and energizing people around important issues is one of them. Make pay equity a priority. Signal its importance by initiating conversations within your leadership team or board of directors. Personal actions in support of women in the workplace speak louder than words. And, you can also advocate loudly across social media, in the media and other places where your privilege has given you a megaphone.??

Question Assumptions: Talk to women leaders inside your organization and those outside to gain a perspective of their needs and expectations. Challenge assumptions about work policies related to remote or hybrid work, work hours, and paid time off. Tailor policies to support women leaders, especially those juggling additional responsibilities as partners or caregivers.

Here’s what I know: No one can do this important work alone, but it must begin today and be given the significance it deserves. Doing the right thing is always worthwhile, but closing the pay gap is more than a moral obligation, it’s an investment in a more equitable and just workplace. And, we have plenty of research and anecdotal evidence to support the certain payoff your organization will achieve as a result.?

It’s not enough to celebrate Women’s History Month. Instead, remember that it is our personal and professional support for the women in our lives that defines the true meaning of Women’s History.

Let’s call the pay equity gap for what it is – a travesty. But, I’m an eternal optimist, so instead let’s remember: How we support the women in our lives is the true meaning of Women’s History.

CHALLENGING ASSUMPTIONS AS AN INCLUSIVE LEADER

When you look at giving and receiving feedback, mentoring, and challenging commonly held assumptions as an inclusive leader, you see that they must build the fortitude to question assumptions and look at issues from external perspectives.?

For example, as an inclusive leader who supports and mentors women, my effort isn’t saying that if you don’t, then you’re a misogynist. That kind of direct confrontation isn’t going to lead to a positive outcome or change anyone’s mind. It’s just adding conflict on top of conflict.?

Instead, my recommendation is to say, “Check your systems.” Just like a piano needs tuning, or an actor needs to rehearse with a coach to grab the nuance of a role, leaders must be ready to detach to some degree to work toward what’s best for the long-term. I never want to personalize a conflict and wag my finger at another leader, basically saying, “You’re doing something wrong.”?

As an inclusive leader, I’ve been thinking lately about how I mentor and coach people, particularly women leaders, to try to maintain this higher-level perspective when the world is full of microaggressions and many things feel like an attack. So, I’ve been working with people to find paths through tough conversations where people on both sides can understand one another.?

Inclusive leaders shoulder a multitude of responsibilities, each crucial for fostering an environment of equity and belonging. We need to be both direct and tough enough to challenge assumptions and view issues through external lenses. Forging ahead like this demands fortitude and a willingness to embrace discomfort.

As advocates for inclusion, our goal isn’t to condemn or accuse but use our power and influence to shift the culture. We work for a nuanced approach and urge our fellow leaders to look at their systems. Sometimes an inclusive leader has to detach to find a solution or path that privileges long-term success where conflict seems the short-term obstacle.?

As I guide and develop a new group of leaders into the executive ranks, I focus on not succumbing to the temptation toward personalizing conflicts or assigning blame. Instead, my focus is on guiding individuals toward constructive dialogue and mutual understanding. By creating paths to navigate tough conversations, we make way for meaningful connections and collective growth.

My friend James Sills , president and CEO of M&F Bank , the second-oldest African American financial institution in the United States, summed up this type of leadership skill set, explaining, “As a leader, interpersonal skills are critical. Listening, communication, negotiation, public speaking—all of those things are super important if you’re going to lead people. You cannot hide behind your phone or keyboard. You have to be approachable, and you have to be open to both criticism and commentary.”?

Growth and learning are impossible without acknowledging strengths, facing weaknesses, and being mindful of the impact one’s actions have on others.?Included in this type of critical thinking is consideration of your teammates and how your strengths and challenge areas intersect with theirs. It is not enough to just be an exceptional leader in your discipline. An inclusive leader understands that true leadership is engaging with colleagues for the good of the whole.

Whether it’s promoting women leaders as equal colleagues and teammates or helping someone become more resilient in a tough environment, inclusive leadership provides the foundational tools for balancing people and performance for sustainable success. This is the key to leadership in the new economy.?

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At donaldthompson.com , you’ll find content, videos, and more. Follow me on LinkedIn for updates on news, events, and my podcast, “High Octane Leadership .” You can contact me at [email protected] for executive coaching, speaking engagements, or DEI-related content. You can also read my leadership memoir, Underestimated: A CEO’s Unlikely Path to Success , which won the 2023 IPA Book Award in Leadership.