Inclusive leadership is emerging as a unique and critical capability helping organizations adapt to diverse customers, markets, ideas, and talent. For those working around a leader, such as a manager, direct report, or peer, the single most important trait generating a sense of inclusion is a leader’s visible awareness of bias. But to fully capitalize on their cognizance of bias, leaders also must express both humility and empathy. Organizational practices that can help leaders become more inclusive and enhance the performance of their teams are gaining traction.
What makes people feel included in organizations? Feel that they are treated fairly and respectfully, are valued, and belong? Many things, of course, include an organization’s mission, policies, and practices, as well as co-worker behaviours. But mostly it comes down to leaders. We find that what leaders say and do makes up to a 70% difference as to whether an individual report feeling included. And this really matters because the more people feel included, the more they speak up, go the extra mile, and collaborate — all of which ultimately lift organizational performance.
