Create a more inclusive workplace through leading by example.
Inclusive leadership is a specific style of leadership that values team members, invites diverse perspectives, and creates an atmosphere where people feel their opinions and contributions are valued. Research has shown that inclusive leadership not only improves wellbeing and happiness for staff, it also contributes to the overall success of an organisation.
Organisations with an inclusive culture are*:
- 2x as likely to meet or exceed financial targets
- 3x as likely to be high performing
- 6x more likely to be innovative and agile
- 8x more likely to achieve better business outcomes
Inclusive workforces have lower staff turnover.
Employees want to work for organisations that can demonstrate their commitment to creating a truly inclusive culture. So, focusing on this important area is not just beneficial, it is essential to attracting and retaining talent of all levels. Learn more on this here.
Anyone can be a leader.
At Inclusive Futures, employees who join our Inclusive Leadership workshops, coaching programmes and training are given the opportunity and space to decide who they want to be as a leader as well as learning how they can create inclusive environments that nurture diversity and performance. But we want everyone to feel like they can Lead by Example – you don’t have to be in a management position, in order to be a Leader. So, here are our 4 top tips for creating a more inclusive workplace now.
*Reference: Deloitte Review.
1 | Self-reflect
Inclusive Leaders are committed to understanding and increasing their own awareness of inclusivity. They are committed to being consistent in the importance of educating themselves, and continuing to be conscious of how and where they can be a more Inclusive Leader.
A huge part of this is thinking about our cultural upbringing, life experiences, personal characteristics, preferences and how we find information from the media. These things shape our map of the world in ways that we are unaware of – resulting in both negative and positive unconscious biases.
Being honest with ourselves and being aware of our own biases can help us take steps to reduce how they impact our behaviour.
2 | Identify your bias
We are all affected by biases, at different times in our lives. They come into play without us even realising and can impact ourselves and others in both positive and negative ways.
Reflecting on the biases that have influenced your judgement in the past, is a great place to start questioning them when they appear again in the future. Which of the following would you like to more consciously question, when they come up for you in the workplace?
Implicit stereotypes
Judging others according to unconscious stereotypes, which you may not even be aware they have. You make assumptions without even a moment’s thought. An example of this is “children with ADHD are disruptive and can’t sit still”. They are generalisations and often untrue.
Similarity-attraction bias
This is the tendency to more easily and deeply connect with people who “look and feel” like ourselves. This might affect who we choose to work with, or whose ideas we might listen to more.
In-group favouritism
This is a popularity based tendency to favour members of in-groups and neglect members of out-groups. Examples of in-groups could be shared educational settings or members of a sports club.
Attribution error
This is when we attribute the wrong reason to explain someone’s behaviour. This might be coupled with implicit stereotypes we hold about people. So, a co-worker with a young family turning up late we might assume is due to them trying to get everyone out the house, when in fact they could have been caught up in traffic.
Confirmation bias
Seeking or interpreting information that is partially based on fact, and partially based on beliefs we already hold. It’s our brain trying to do that sorting-out-of-information again. It can appear if a peer gives us advice, and we don’t take it, but if a manager suggests the same thing then we do. We can assume that the manager has more experience and insight because they’re in a more senior position.
Groupthink
This is when the desire for group harmony overrides rational decision making, and when we don’t want to upset the status quo. So this could look like a manager making all the decisions at a meeting, because they always do, even if some of the group don’t agree or have some better ideas. It’s often linked to phrases like “we’ve always done it this way” or “don’t question the status quo”. Think about the BBC smash series The Traitors, a perfect example of Groupthink and the ease at which we follow the leader despite reservations.
What happens now that I’ve identified my bias?
Don’t panic, we all do it. It’s a natural way that our brain organises information. By simply acknowledging this, you’ve made a great first step. Next, consider bias in your decision making:
- So, firstly, don’t rush decision-making. This is often when biases creep in. Take some time out after making a decision, then revisit to ensure it still seems logical.
- Ensure your decisions are based on logic and are transparent, especially when they impact other people. Ensure the information and data you are using to inform decisions is objective, and be open about what has informed your conclusions.
- Open mindedness. It is key that we are open to new ideas and new ways of working. This often isn’t as simple as it sounds. It can be scary and vulnerable to try something new, and step away from the tried and tested ways of doing things.
- Be adaptable and flexible. If something isn’t working for the task or for someone involved be open and ready to adapt and be inclusive of everyone’s needs and preferences.
- Become comfortable with ambiguity: leading by example, accepting and celebrating that you do not have all the answers. Perhaps in doing this, you’ll empower others step up.
- And admit mistakes. As and when they occur. ‘Mistakes’ are great learning opportunities, and they are an inevitable part of growing and progressing. Your employees will respect this honesty, and it will allow them to feel comfortable sharing their mistakes, rather than sweeping under the carpet and possibly causing more issues.
3 | Show up as your authentic self
In the workplace we tend to put on a bit of a mask, and can sometimes bow to perceived expectations, instead of what feels moral, ethical and right. Showing up to work in an authentic way is intrinsically linked to creating a psychologically safe working environment for all.
Psychological safety is a big part of creating an inclusive culture. Psychological safety is when team members feel comfortable to share their authentic selves and views without the threat that they will be judged or persecuted.
When we feel the need to hide parts of ourselves – which could be our backgrounds, culture or religious practices, for example – this affects our ability to perform at our best. Sometimes, employees from underrepresented backgrounds may carry beliefs about how they are perceived by others who do not
The best way you can help others to know it is safe to be authentically themselves, is to ensure you are showing up as authentically yourself.
This means, not putting on your own mask and bowing to perceived expectations. Because when you start to challenge this yourself, you give others permission to do it too.
4 | Acknowledge that we all work differently
An inclusive culture also needs to include inclusive ways of working. This means recognising that some people like to work with others to generate ideas, while others need time alone to think and digest information. Some work very quickly, others have a steadier pace. Some people like to think on their feet, while others like to work more systematically and methodically. A great way to do this is through a personal assessment such as GC Index or DiSC.
Inclusive collaboration is possible.
Think about how you collaborate with others? Has everyone had an opportunity to contribute? Is it dominated by certain people or characters? What steps could you take to remove some of those power dynamics, and ensure it is meaningful for everyone involved?
Challenge what needs changing.
It also means stepping up when you see ways of working that aren’t inclusive. Challenge behaviour that does not support the inclusive environment you are trying to create. Have a zero-tolerance stance to discrimination of any kind, so you can challenge banter that is offensive, and educate someone as to why it is offensive. Don’t be the workplace that laughs awkwardly at someone’s offensive jokes, just because it is uncomfortable to challenge them. Offer people different language or phrases if they are using something outdated, and we all have a responsibility – as uncomfortable as it might feel – to model what zero tolerance really looks like in this context.
What one action will get you started?
So, there are our 4 Ways you can Lead by Example and create a more Inclusive Workplace now. We’d love to know what areas you, as an individual, could start to make some changes in. And what one action can you commit to, now you’ve read this article?
To find out more about how we can help you build a more Inclusive Culture and Organisation, and how working with us contributes to improving social mobility, get in touch today.
