Inclusive Leadership is a game changer

In a recent meeting of the Pride committee within my organisation, one of the team members expressed a view that they did not always feel safe in raising issues relating to Diversity, Equity, Inclusion and Belonging (DEIB) with their management chain. This view was promptly endorsed by another of the Pride committee members. There were also other nods around the table.

Initially, I was extremely taken aback to hear this, as I genuinely didn’t believe this could be possible in our company, which ostensibly prides (no pun intended) itself on accepting everyone and creating equal opportunities for all employees. “I’m an out gay man leading a global People (HR) function of nearly 50 people in multiple countries!” I thought to myself. “Surely I am proof that we don’t discriminate here?”

Then I got to thinking that my experience of discrimination is probably not the same as many of my colleagues. After all, I am still a white male of a certain age, and enjoy many of the privileges that come with that. I had a realisation that we cannot make assumptions when in comes to leading diversity within our organisations, and that Inclusive Leadership plays a key role in unlocking the potential of every employee, while also making them feel like they belong.

Inclusive leadership is a transformative approach that empowers diverse teams and fosters an inclusive workplace. I want to delve into the profound impact of such leaders on organisational performance, highlighting how they harness the full potential of all team members.

I believe that there are six signature traits that define inclusive leaders – commitment, courage, cognizance of biases, curiosity about others, cultural intelligence and collaboration. (of course, the alliteration helps in making it catchy!)?

Also, bias awareness is a critical trait in creating an environment where team members feel included. Alongside this trait are humility and empathy; their role in building inclusivity cannot be overstated.

The Impact of Inclusive Leadership on Organisational Performance

In the contemporary business world, inclusive leadership has emerged as a critical factor in driving organisational performance. In fact, inclusive leaders can make up to 70% difference in whether an individual feels included within their workplace. This sense of belonging significantly impacts employee engagement and productivity.

Why Inclusive Leadership Matters

An inclusive leader fosters an environment where every team member feels valued, respected, and heard. Such a climate encourages employees to contribute more effectively towards achieving organisational goals.

• Employee Engagement:?When leaders demonstrate inclusivity, it boosts morale and motivates employees to engage more actively with their work.
• Diversity of Thought:?An inclusive environment promotes diversity of thought by encouraging everyone’s participation irrespective of their background or perspective.
• Innovation & Creativity:?By valuing diverse perspectives, organisations can foster innovation and creativity which are key drivers for growth in today’s competitive market scenario.

The Benefits of Embracing Inclusivity

Apart from these tangible benefits, embracing inclusivity also enhances the organisation’s reputation as a progressive employer committed to equality and fairness – factors that attract top talent across demographics. It’s essential to adopt inclusive leadership if you wish to remain competitive.

Six Signature Traits of Inclusive Leaders

When it comes to leadership, inclusive leaders stand out from the rest. As mentioned in the intro, these traits not only create a sense of belonging but also drive organisational success. But, what are they??

Commitment: The Cornerstone Trait for Inclusive Leadership

A leader’s dedication to inclusion and equity is essential for creating a setting where everyone feels appreciated. This commitment must be visible and unwavering. It also should not change depending on the audience, be it your C-Suite or your front line employees.

Courage: Challenging the Status Quo

Courageous leaders aren’t afraid to challenge traditional norms or speak up against biases, fostering a culture that embraces change and innovation.

Cognizance: Acknowledging Personal and Organisational Biases

An effective leader acknowledges their own biases as well as those within the organisation, making conscious efforts to mitigate them.

Curiosity: Driving Better Understanding and Communication

A genuine interest in learning about diverse perspectives enhances mutual understanding, thereby improving communication within teams.

Cultural Intelligence: Effective Cross-Cultural Interactions

Cultural intelligence (CQ), or the ability to understand different cultural contexts and adapt behaviour accordingly, is crucial for successful global leadership.

Collaboration: Fostering Collective Success

Inclusive leaders prioritise teamwork over individual accomplishments – they recognize that when we work together towards common goals, we all win.

Bias Awareness – A Key Trait Generating Sense Of Inclusiveness

As an inclusive leader, being aware of personal and organisational biases is crucial. It’s one of the six signature traits that can promote inclusivity at the workplace. Research shows that leaders who recognize their own biases create an environment where everyone feels valued and included.

Leaders Who Challenge Their Own Biases Set A Powerful Example

When leaders challenge their own biases, it encourages team members to do the same. This leads to more open discussions and better decision-making processes. It’s a cascade of positive outcomes, with each person elevating the next.

Seeking Insight Into Potential Biases Is Important

Inclusive leaders actively seek insights into potential biases within themselves or their teams. They use tools like unconscious bias training or diversity audits to identify areas where improvements can be made. By doing so, they not only foster inclusion but also drive innovation by ensuring diverse perspectives are heard.

Cultivating this trait requires continuous learning, self-reflection, and courage to confront one’s own prejudices. It is a difficult task, but an essential one for leaders to practice in order to ensure true inclusion in the workplace.

Role of Humility and Empathy Alongside Bias Awareness

Inclusive leadership goes beyond being aware of biases. It requires humility and empathy, along with this awareness, to foster truly inclusive practices. These behaviours are crucial in creating diverse workplaces where everyone feels valued.

Humility Encourages a Feedback Sharing Culture

A leader’s humility is a powerful tool that encourages an open feedback culture within the organisation. Leaders who demonstrate a willingness to learn and improve from mistakes create an atmosphere where employees can provide their feedback without fear of reprisal, which in turn can lead to increased employee engagement and productivity as reported by Forbes.?Forbes?reports that a feedback culture can lead to increased employee engagement and productivity.

Empathy Ensures Fair Consideration for Every Stakeholder’s Views

Empathy ensures that every stakeholder’s views are fairly considered. Leaders who display empathy not only understand but also value different perspectives, leading to more inclusive decision-making processes.?

To sum up, acknowledging bias is just one step towards inclusivity. Incorporating humility and empathy into leadership styles makes all the difference in fostering a truly inclusive workplace culture.

Implementing Traits for Better Results: Strategies for Leaders

Inclusive leadership isn’t just about understanding the six signature traits, but also implementing them effectively. Here are some practical strategies that leaders can adopt to cultivate these attributes and foster a more inclusive environment.

Creating Personal Advisory Boards (PAB) for Regular Unbiased Feedback

A Personal Advisory Board (PAB), composed of diverse individuals from various backgrounds, can provide valuable insights and unbiased feedback. If this sounds too fancy, it could also be a great 360 feedback process, or just an informal group of trusted colleagues that will give you the unvarnished truth. This helps leaders challenge their own biases and promotes inclusivity within the organisation.

Sharing Learning Journey Publicly Demonstrating Growth Mindset

Growth mindset?is an essential trait of inclusive leaders. By sharing their learning journey publicly, they demonstrate this mindset while encouraging others to embrace continuous learning as well.

Taking Initiatives Exposing Oneself Directly to Different Perspectives

Inclusive leaders should actively seek opportunities to expose themselves to different perspectives. This could be through participating in diversity training programs or immersing themselves in new situations where they interact with varied stakeholders. Such experiences help broaden their worldview and enhance their cultural intelligence.

The path towards becoming an inclusive leader may seem challenging at first glance, but adopting these strategies will certainly make it achievable while creating workplaces where everyone feels valued.

Conclusion

In conclusion, inclusive leadership is crucial for organisational success. Through the six signature traits of commitment, courage, cognisance of biases, curiosity about others, cultural intelligence and collaboration; leaders can create a sense of inclusiveness in their teams. By being aware of personal biases and showing humility and empathy towards all stakeholders, leaders can ensure that everyone’s views are fairly considered. Strategies such as creating Personal Advisory Boards (PAD), sharing learning journeys publicly and taking initiatives to expose oneself to different perspectives can help leaders implement these traits effectively. Inclusive leadership not only benefits the organisation but also creates a positive work environment where every employee feels valued and respected. I personally am trying to be a more inclusive leader in the hope I don’t have to hear another employee tell me they don’t feel like they belong in our organisation.