Leaders play a critical role in fostering inclusivity within their organizations. They account for a difference of up to 70 percentage points in employees’ experience of belongingness and psychological safety, and inclusive leaders see a 17% increase in team performance, a 20% increase in decision-making quality, and a 29% increase in team collaboration. Inclusive leaders also cut down employee attrition risk. If inclusive leaders are so influential, then inclusive traits like humility, curiosity, and empathy should be treated as critical leadership capabilities rather than simply desirable. The authors conducted structured interviews with 40 DEI award–winning or peer-nominated exemplary inclusive leaders from a wide variety of job functions, organizations, and industries. They identified five key behaviors that help leaders make their organizations more inclusive.
If inclusive leaders are so influential, then inclusive traits like humility, curiosity, and empathy should be treated as critical leadership capabilities rather than simply desirable. What concrete practices do leaders use to consistently foster belongingness and authenticity in their organizations — especially amid all their existing deadlines and demands?
For example, one leader in a safety-focused organization broadened the organization’s dress policies, including those pertaining to hair and tattoos , noting that previous practices were less related to safety and more based on stereotypes. These intentional efforts take many forms; however, the ones that are especially useful are those that embed DEI practices into the existing processes and systems to ensure consistency and accountability. Examples include mandating diverse candidate pools in recruitment, embedding inclusion efforts into performance metrics, coaching managers to facilitate feedback-giving among their direct reports, and holding managers accountable for their direct reports’ career development.
By continuously pursuing and building new learning into established routines and policies that expand their default views and habits, leaders were better prepared to understand and meet the demands of a diverse workforce, creating a more vibrant workplace culture.The leaders we interviewed were highly committed to providing employees with equal opportunities to succeed. To do this, they acknowledged individuals’ particular needs, especially those of team members underrepresented backgrounds.
A common challenge many leaders encounter is the expectation that DEI initiatives are owned and driven primarily by HR. In reality, the most successful DEI initiatives are those that are integrated into organizational core values, because core values serve to rally people around the effort and act as a powerful force against pushback and skepticism.
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