Why inclusion matters: making the link to mental and physical health

I read a Huffington Post news article recently that laid bare what I already knew regarding the connection between our body and our mind. In this instance, however, the connection was made between discrimination experienced by those from communities of difference and the impact it has on mental and physical health. This made me immediately think about the work I do supporting organisations who are intent on becoming more inclusive.

I am always clear when working with organisations that inclusion is directly linked to performance and innovation, a fact backed up by a growing number of studies and reports. But, why is that? One reason is that when you reduce discrimination, you create more safety and a sense of belonging for those who are often marginalised, and this leads to better mental and physical health. Research, some of which is outlined in the news article I mentioned, has demonstrated a link between the experience of discrimination and increased negative impact to your mental and physical health through things like increased anxiety, depression and lower immunity that can lead to physical illness. As we reduce the incidence of discrimination, we are actually creating a more healthy environment for those from communities of difference who will experience less negative impact to mental and physical health. The obvious result is better performance at work.

Be mindful that discrimination ranges from outright exclusion to microaggressions, and they all matter. Small things often build up, and our bodies have the capacity to store trauma, even if individual incidents are at the micro scale. For example, I tend to be hypervigilant on the London Underground, paying close attention to who is around me, particularly if I hear a group of rowdy football fans, for example. Because of past incidences I have experienced as a queer person, I carry the trauma of discrimination which can lead to anxiety-related behaviours like hypervigilance. Like many, I carry a level of hypervigilance into the workplace because of increased anxiety related to even the possibility of discrimination. This is only diminished when I feel safe and have a sense of belonging.

Maybe you're wondering now what you and your organisation can do to better support those from communities of difference, so below are a few suggestions (hopefully you're already doing most or all of these things!) that are practical and have impact.

1. Believe individuals who share their stories of discrimination. This is first and most importance because it's not uncommon for stories of discrimination to be dismissed as untrue or not 'big' enough to really cause an impact. As stated above, even microaggressions matter, have impact and, most importantly, are very real.
2. Support strong employee affinity networks. One of the clear benefits of employee networks is creating a level of safety and belonging that is sometimes needed when inclusion is not yet fully integrated into your organisation. We often need a village around us to support our experience and our way of showing up in the world, and employee networks can help serve this purpose because they allow us to connect with others who share and can validate our experience.
3. Signpost wellbeing resources and encourage robust wellbeing at all levels of your organisation. We live in an imperfect world where discrimination is still common. Recognise that those from communities of difference are impacted by this and will benefit from having access to practical support and from encouragement from those around them to support their wellbeing. Sometimes it helps to simply ask someone what support they need, so instead of only pointing people to resources, use this simple question when appropriate, "How can I support you?"
4. Create space for storytelling. Telling our stories is the most powerful means to build empathy. I know this because I have witnessed it. Stories start movements and have the ability to shift mindsets, beliefs and behaviours in profound ways. However, remember that we all need agency over our own story and get to decide when and how we share it, so create space to share experiences without expecting any particular individual to step into that space, be vulnerable and tell their story. If people do tell their stories, remember numbers 1, 2 and 3 above.
5. Build capability in leaders. Regardless of intent, most organisations still have cultures that, if not hierarchical, mean most individuals observe leaders for what they do and say as indicators of what matters in an organisation. Investing in current leadership capability will mean more leaders are doing and saying things that support an inclusive environment. Progressive organisations also will invest in supporting leaders from communities of difference, building capability in these leaders that specifically honours and celebrates their difference as part of their inherent leadership style and presence.