6 Steps to Become a Truly Inclusive Leader

For leaders, the value of inclusivity is a well-known notion. The majority will claim that they advocate diversity and wouldn’t purposefully leave someone out or exclude them. But being inclusive goes far beyond honouring heritage months and giving people a chance to indulge in dishes like samosas and jerk chicken, among other delicacies and traditions.

Many workers give very different accounts. Because of their individual experiences of not belonging to the in-group, they are frequently shut out of important discussions, informal networks, and decisions, which ultimately limits their access to prospects for professional and personal career advancement. They are excluded, perform poorly, have a dysfunctional sense of resilience, and have low morale since they don’t have a place at the table. In the end, you’re encouraging top employees to leave and seek work elsewhere.

Leading through merely superficial inclusiveness is no longer sufficient. The focus of inclusion efforts is increasingly shifting toward a deeper level of knowledge, comprehension, and action to address the structural hurdles to inclusion faced by workers from marginalised backgrounds. The next critical step is for leaders to consider and act in the direction of radical inclusiveness. It’s not as simple as it might seem to accomplish this. This will mean accepting a lot of difficult realities concerning the existence and effects of prejudice, bias, and exclusion, particularly through the eyes and experiences of people from underrepresented groups and minorities in the majority.

Being selected last for the rugby, netball, or hockey team during your school years can be a heart-breaking event that leaves you feeling ostracised. We can experience those sentiments of rejection and hurt periodically throughout our lives since they don’t totally go away. Even fleeting rejections that don’t seem to be hurtful might sting. Williams, Eric Wesselmann, PhD, of Purdue University and colleagues discovered that participants perceived reduced social connection when they passed a stranger who appeared to look “through” them instead of engaging their gaze (Psychological Science, 2012). However, the effects can be worse when someone is consistently rejected or left out. Ostracism that lasts a long time appears to be really damaging, Williams says. “People eventually give up.”

Being open, non-judgmental, contemplative, and curious about our own biases, privileges, and preconceptions is necessary for embracing radical inclusion. Externally, we must comprehend and empathise with the lived realities of others with profoundly different identities, life choices, backgrounds, and views from our own. Every one of us has a circle of influence where we can choose to be an ally rather than just a spectator.

Here are 6 steps you will need to take towards intentionally becoming a truly inclusive leader:

1. A deeper comprehension of and empathy for the lives of those marginalised because of their identities. Consider instances in which you may have been socially isolated is a good place to start. How did you feel about it? Now consider how this might have negatively impacted someone else’s self-confidence and belief.

2. Make sure you resist the need to “rescue,” as doing so will come off as patronising and condescending. Instead, concentrate on developing psychological trust and safety. This will require patience and time.

3. Make a conscious effort to include everyone’s perspectives and experiences. It can be difficult to become aware of our own biases toward other people. Unconscious bias is both scientifically and neurologically unavoidable. This type of bias forces each of us to categorise people into two distinct groups: those who are “like me” (and hence probably safe), and those who are “unlike me” (a potential risk). Despite the wiring of our brains, as a species, this way is not necessary for survival in the modern world. Be observant of your own biases and blind spots. Take some time to reflect on yourself before interacting with those you feel you have biases towards. Consider a time when you met someone from the same group and had a good interaction with them. We are more likely to be biased under pressure, and practice slowing down before jumping to a conclusion.

4. Be mindful that individuals who are left out may have learned to keep quiet; do not assume that just because they are quiet, they have little to say. However, even if there is only a slim chance of social affiliation, excluded individuals will take advantage of opportunities to interact with others and be sociable. Even individuals who are not directly connected with their experience of social exclusion are nonetheless tremendously motivated to achieve social approval.

5. Learn about microinvalidations and microaggressions. A microaggression is a small act of disrespectful behaviour or remark directed towards a member of a disadvantaged group that undermines inclusiveness and privilege. Communications that quietly exclude, reject, or invalidate the thoughts, feelings, or experiential reality are known as microinvalidations. For instance, pointing out that someone is being overly sensitive about an inappropriate comment. Or, in the worst scenario, defending yourself or becoming hostile when someone shares their story of exclusion.

6. Find out how you can consciously decide to be radically inclusive and anti-exclusive. Are there instances of silos and empire building in organisations where people are preserving their turf and resisting change, or are people pursuing their own interests at the expense of the organisation as a whole by excluding others and erecting hidden obstacles to entry? In these circumstances, is it sufficient to lead through consensus and conduct business as usual?

There is no guarantee that as a leader you will comprehend the deeper effects of these when they manifest in an employee unless you have personally experienced the feeling of being excluded, rejected, abandoned, not belonging, shamed, racism, sexism, abuse, bullying, microaggressions, etc. In many instances, the effects of these experiences can manifest as low self-esteem, imposter syndrome, weariness, avoidance, denial, anger, or self-sabotage.

Radical action and brave leadership are required for transformative inclusion. Be prepared to cause a commotion and upset some people. Long-term benefits will draw customers to your business, keep them there, and secure its future.