Rethinking Inclusion: How it enables real achievement

I’ve been reflecting on how we approach diversity and inclusion in the workplace. These thoughts are my own, not representative of my role, nor a fixed position—just an invitation to challenge my thinking.

I could be wrong.

But here’s what I’m grappling with...

For too long, workplace inclusion efforts have focused on who needs help, who lacks access, and who should receive support. While well-intended, this approach can inadvertently disadvantage individuals from the outset—reinforcing the idea that some people require intervention to succeed, rather than recognising their inherent capability.

Take neurodivergence, for example. Many workplaces assume that being neurodivergent means needing special adjustments, when in reality, what’s often needed is removing unnecessary barriers and recognising capability upfront. When inclusion is framed as something granted, it risks diminishing personal agency and reinforcing either privilege or victimhood—both of which undermine genuine participation and achievement.

Maybe instead of asking who needs help, what if we asked:

?? How do we create an environment where success is driven by effort, capability, and contribution?

This shift moves beyond intervention-based inclusion and toward a merit-driven, achievement-focused workplace where individuals can excel based on their actions, not assumptions.

Beyond Equity: Enabling Participation, Not Prescribing Success

Traditional diversity models often focus on equity—adjusting resources to create equal outcomes. But real inclusion isn’t about distributing advantages; it’s about removing unnecessary barriers while preserving the link between effort and achievement.

A resilience-based approach to inclusion is about recognising that:

? People already have capability—it should not be assumed they need empowerment.

? Success should be driven by effort and contribution, not external interventions.

? Fairness means enabling access, not artificially levelling the playing field.

Instead of pre-determining who needs extra support, a better approach is to create conditions where individuals can challenge themselves and rise based on their abilities.

The Role of Eustress in Inclusion & Performance

Eustress—the positive stress that drives growth—proves that individuals thrive when they are appropriately challenged. High performers are not those shielded from challenge, but those who are given opportunities to stretch their skills and prove their capability.

?? Success is not assigned—it is earned.

?? Resilience develops through experience, not intervention.

?? The best workplaces enable achievement rather than prescribing success.

When workplaces focus on removing unnecessary obstacles while maintaining the link between effort and achievement, individuals:

? Take ownership of their progress and success.

? Develop confidence through action, rather than through external adjustments.

? Thrive under challenge, rather than being buffered from it.

This is not about ignoring systemic challenges—it’s about addressing barriers without reinforcing narratives of limitation.

What Does This Look Like in Practice?

?? Shifting from Group Identity to Individual Contribution

Rather than categorising people based on background, identity, or assumed barriers, workplaces should:

? Recognise individual strengths, aspirations, and performance.

? Avoid pre-determined assumptions about who needs extra help.

? Design systems where everyone has the opportunity to contribute and succeed.

?? Inclusive Design Over Preferential Treatment

Instead of retroactively adjusting policies for some, workplaces should be built for universal participation:

? Transparent hiring and promotion criteria based on capability, contribution, and effort.

? Flexible work environments designed to support different work styles—without assuming needs.

? Leadership pathways open to those who demonstrate initiative and commitment, regardless of background.

?? Growth is Earned, Not Given

Inclusion should not mean prescribed success—it should mean a fair opportunity to achieve.

? Provide mentorship and development opportunities, but let individuals take the lead.

? Reward capability, effort, and resilience, not identity-based intervention.

? Foster a culture where people are valued for their contributions, not just accommodated.

The Future of Inclusion: Achievement Over Victimhood

The future of workplace inclusion is not about who gets what—it’s about who applies effort, develops capability, and delivers results.

The workplaces that embrace this will cultivate:

?? Innovation—by valuing diverse thinking, not just diverse identities.

?? Resilience—by providing challenge and opportunity, rather than protection.

?? Performance—by ensuring that success is driven by effort, contribution, and achievement.

The goal is not to erase differences, but to create conditions where those differences don’t determine success. The best workplaces enable participation rather than assume disempowerment, foster challenge rather than prescribe solutions, and cultivate capability rather than grant privilege.

This is the future of real inclusion.

Final Thought

These are just my thoughts. I could be wrong.

But I keep coming back to this: Workplaces thrive when individuals do. By recognising effort, capability, and achievement, we create environments where success is earned, not assigned—where participation is enabled, not prescribed.

?? What do you think? Where am I wrong? What perspectives am I missing? Let’s discuss.??