People’s experiences with virtual work vary widely. Many consider it a relief, a chance for flexibility, a shortened commute, and increased productivity. (And let’s not forget about sweatpants, the real victor of remote work.) For employees who don’t feel that they can be their authentic selves in the workplace, working from home reduces the pressure to “code switch” and try to fit in.

Even if people don’t necessarily perceive it, remote work creates psychological and social effects. A lack of regular face-to-face interaction with colleagues can cause isolation or feelings of depression. A significant challenge of remote work is the blurred boundary between work and home life.

Managing remote employee engagement involves balance and flexibility. Communication, inclusion and maintaining connections with colleagues becomes a priority. This is difficult enough when we are physically collocated! When we work alone, behind a computer or phone, it becomes a serious challenge. This means, yes, some extra work: being mindful, intentional, and persistent. But the results — healthy work relationships and productive, engaged employees — are well worth the effort. Here are our seven most important tips for strengthening remote employee engagement.

1. Stay Curious

Be curious about the person behind the computer. Actively learn more about your coworkers and what matters to them. If you’re a leader, regular one-on-one check ins and team check ins are vital. Neglecting to do these things can slowly tank remote employee engagement.

2. Assume Positive Intent

Think about how many times you’ve probably misinterpreted a text message and created your own narrative about a situation. Perhaps you asked an acquaintance to dinner and she just responded “can’t.” You felt startled by the curt reply, and you started thinking “did I do something to offend her recently?” or “why is she so rude?!” You start making assumptions. The information you didn’t receive was that your friend had texted this short reply while frantically jostling two kids into the car to go to the grocery store.

Working in a virtual setting, we have to account for the social cues and emotions that get lost. Start by assuming your colleague is coming from a positive place, which can help mitigate any potential misunderstandings. And when you have faith in someone’s positive intentions, you trust them.

3. Connection Breaks

Routines in the office like getting coffee, picking up the mail or meeting at the water cooler typically offer consistent opportunities to be social and chat with co-workers. Working remote or hybrid, we must consciously replace these routines with alternatives. Consider both planned and impromptu “coffee breaks,” when colleagues can talk. “Don’t just ‘get straight to business,’” advises Priya Parker, author and master facilitator. Start each conference call with a check-in or opportunity to chitchat. These small experiences add up and positively affect remote employee engagement.

4. Take Turns

A good lesson for adults, not just kids! For instance, be conscious about taking turns and allowing everyone to speak on conference calls. Without visual and/or social cues, it can be easy for dominant individuals to steer conversations.

5. Ask for Input

It’s important to collect feedback and ideas from a variety of colleagues whether you’re working in person or not. However, “in a face-to-face meeting, you’re able to tell how people are doing by monitoring their body language. In a virtual meeting, you need to regularly stop to take everyone’s temperature,” writes Nick Morgan in the book Can You Hear Me? Deliberately and consistently seek input from everyone during conference calls.

6. Put the Other Person First When Communicating

Good communication in a remote or hybrid environment starts with putting the needs of others first. When you’re the sender, always try to think about who is receiving the message. Consider their communication style, if you know it, and any barriers you might encounter. With the person in mind, choose the most appropriate communication channel and be as clear and as specific as possible.

7. Set Expectations

Setting clear expectations allows teams to cultivate trust and accountability. Working virtually or semi-virtually adds layers of complexity, and it’s even more critical for leaders and teams to discuss and set clear and meaningful expectations. Some factors to consider include determining communication norms (e.g. when and how often to communicate and reasonable time frames for responses) and knowing when colleagues are available (e.g. can everyone see people’s calendars?).

Successful remote employee engagement leads to much higher wellbeing. It goes far beyond the “warm, fuzzy” aspect, strengthening business outcomes across the board.

The post 7 Tips to Strengthen Remote Employee Engagement appeared first on Inclusity.

These inclusive language examples allow us to learn to communicate more respectfully so that everyone sees themselves reflected in the conversation.  At Inclusity, we mindfully try to use language that avoids words or phrases that reflect stereotypes or serve to subtly exclude any individual or group of people.  You can begin to practice using more inclusive language by increasing your awareness. Inevitably, you’ll notice just how embedded biases are in the culture. Here’s some things to consider.

Terms to avoid and inclusive language examples

Avoid unintentionally centering the dominant culture or perpetuating a “them and us” mentality.
Minorities, Disadvantaged –> Underrepresented, Underserved

Set aside any assumptions about the background and preferences of others. Use neutral words related to gender, sexual orientation, and other distinguishing qualities.
Him / her –> They
You guys –> Folks, All
Husband / wife –> Spouse, Partner
Cleaning lady –> Cleaner

Focus on relevant characteristics. Is it even necessary to mention gender, race, disability, etc.?

Avoid using adjectives as nouns to label people, or labels that equate people with their condition.
The gays –> Gay men / women
Drug users –> People who use drugs
The elderly –> Older adults

Use person-first language when possible, keeping in mind that some communities (e.g. the deaf and autistic communities) value identity-first language.
Mentally ill people –>  People with mental illnesses
Disabled/handicapped person –> Person with a disability
Homeless person –> Person who is unhoused, person experiencing homelessness

Consider the historical, cultural, and religious context and implications of words and phrases.
Slaving away –> Working hard
Pow wow –> Huddle

Avoid phrases that condescend, suggest victimhood, or that reflect or project feelings and judgments about a person.
Rape victim –> Rape survivor
Afflicted by AIDS –> Living with AIDS
Handicapped –> Person with a disability

Avoid terms that reinforce stigma.
Drug addict –> Person with a substance abuse disorder
Obese–> Fat, plus size, bigger bodied

Shifting our language involves putting the person first — both in our minds and in our words. Rather than a defining category, recognize them as an individual first. Using more inclusive language requires not making assumptions about people, managing our judgements, and using more neutral words.

Unfortunately, there are many words and terms in the English language that can be insensitive (or worse) toward certain people groups. We probably aren’t aware of many of them! For instance, have you thought about these terms:

• Hold down the fort
• Low man on the totem pole
• Pow wow

We might not stop to think that they can be dismissive or derogatory to Native Americans / Indigenous people. Our language is also replete with terms that reference slavery or that reinforce the bad/good binary of black/white. Including:

• Sold down the river
• Grandfather in
• Slaving away
• Master
• Blacklist
• Blackball

Such terms can carry painful historical weight for many people. It’s worth learning and thinking about the context of certain terms and how/why we use them.

While language is powerful and can help promote a more inclusive culture, we also shouldn’t police our language to the extent that we tiptoe around sensitive topics. It’s not about shame or guilt for using a word that could be considered offensive. Mistakes happen; ask if you don’t know and apologize if you make a mistake!

Using more inclusive language is about open-mindedness and re-learning, so that you’ll be more attuned and can start to shift the words you might use. For more extensive inclusive language examples, refer to this American Psychological Association guide. And remember: Language is always evolving, and we need to keep a growth mindset about this – we’re all learning here!

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The beginning of the year is an excellent time to apply the spring cleaning mindset to review your organization’s policies and procedures.

The case for a closer look

Policies and procedures do more than help organizations run smoothly – they shape employees’ experience and engagement. Ways of working and systems shape how employees have access, communicate, hire, and more. Outdated or exclusive policies and procedures can actively hinder an organization’s efforts toward a fair and equitable workplace. In addition when organizations adapt to become more accessible and inclusive, they benefit from diversity of talent and perspectives, which positively affects innovation and productivity.

Examining current policies and procedures can offer key insights into the relationship between written policy and workplace climate.

Analysis helps identify opportunities to enhance internal policies or practices so that they can be as inclusive and equitable as possible.

“Cultures that lead to talent staying around don’t arise from mission statements or isolated policies” says the Harvard Business Review. “Rather, they are a function of systems where core practices align, where hiring models, pay structures, and advancement philosophies, whatever they are, reinforce one another. Employees respond to that alignment by demonstrating significantly higher levels of commitment”

Removing Barriers to Access

Because exclusionary or biased policies are the antithesis of a healthy organizational culture, accessibility and inclusion are arguably the most important things to check for when reviewing policies. It’s also important to include people with disabilities in the conversation; input by those with lived experience is the only way to improve representation of marginalized groups. Currently, the U.S. lacks representation of people with disabilities in the workforce. According to U.S. Bureau of Labor Statistics data, the unemployment rate of people with disabilities, who are able to work, is 9%, compared to 4.6% for people without a disability.

Disability covers a broad range of conditions, many of which are not always visible or obvious when interacting with someone, and in general, people’s experiences of the workplace vary widely. Chronic health conditions, post-traumatic stress disorder, dyscalculia, and sensory processing issues are just a few examples of disabilities that policy-makers may not know their colleagues or employees are living with. Leaders must consider accessibility through the lens of all types of conditions that may inhibit it.

Along with evaluating whether policies restrict access to anyone, it’s also important to consider whether policies can help empower the inclusion and participation of all employees.

Recognizing and Revising Past Practices

“Changing policy is one way to turn the page on poor cultural practices of the past”, says Inclusity’s Director of Research and Evaluation, Mitchell Campbell. “We tend to underestimate how sticky culture is: the ideals of an organization’s original leaders are often codified in written policy, which shape the culture long after they depart. Writing new policies helps to interrupt a culture’s self-reinforcement, leading to productive change.”

Frequent review and reconsideration are important as the faces of your organization change. If you hire new employees or have team members moving into new roles, it will be essential to review policies and procedures to ensure fairness and set each member of your organization up for success.

Review & Revise Inclusive Policy in the Workplace

Inclusity’s Inclusive Policy Toolkit provides users a comprehensive guide (which can be paired with live virtual consultation) to refresh and reframe the elements that make your organization what it is, or what you want it to become.

In particular, we look at processes for hiring (including position descriptions, diversity of interview panels​, etc.), promotion, development, and succession planning. We offer recommendations for creating more inclusive language and procedures, as well as an accessibility audit.

Ensuring inclusive policy in the workplace are steps in the right direction and not fleeting but are codified for years to come.

Contact us

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There are distinctly different causes for the impact a great leader makes on their team versus the impact made by a poor leader or an ill-fated promotion. The latter can often be attributed to something called the “Peter Principle”. In their book by the same name, authors Laurence J. Peter and Raymond Hull argue that “in a hierarchy, employees are promoted based on their success in previous roles until they reach a position where they are no longer competent, at which point they remain stuck.” Organizations tend to promote good front line workers without giving them the supervisory or managerial skills they need to transform from a good worker to a good people manager.   

The problem with Tenure-based Promotion 

According to Gallup, 65% of all supervisors were promoted based on their performance or years of experience in frontline roles. Only 30% were promoted based on their supervisory skills and experience. Gallup also found that only 31% of employees who are supervised by individuals promoted for their experience and performance as front-line workers are fully engaged at work.  

Because we know that there is a direct correlation between engagement and productivity, this reality can negatively affect an organization’s overall success. The importance of employees feeling that their leader is engaged, inclusive and competent truly cannot be overstated. According to Gallup’s Culture Shock, “managers’ own engagement, effectiveness, and natural talents account for at least 70% of the variance in team-level engagement, even while controlling for other factors.” 

The Missing Piece of that Promotion Package 

Organizations that promote from within need to do more than reward good employees with more responsibility, oversight and pay. Employees being promoted to supervisory or managerial roles need training to develop the skills they will need to be successful. Being an effective leader requires more than the knowledge and experience needed to complete the actual work tasks. Part of rewarding good employees with promotions is helping them become effective leaders – which will have a positive impact on their teams’ engagement and productivity.  

Sharpening Unprepared Managers’ Skillsets

What types of skills will help new leaders become successful leaders? At Inclusity, we look at leadership development through the lens of our Inclusive Leadership Framework, which is categorized into areas that include actionable qualities for leaders to harness and develop. Skills that are fundamental to good leadership also happen to be skills that support an inclusive culture.   

This includes skills like:  

• Active listening 

• Assessing skills 

• Valuing feedback 

• Building trust and fostering belonging 

• Creating safety 

• Leveraging diversity 

• Upholding accountability 

…and many more.  Our framework allows leaders to look at their practices and to identify strengths as well as which skills need further development. We build one or more of the framework’s 18 skill objectives into each of our workshops.

Inclusive leadership development clearly builds the awareness and skills of the leader, but the positive impact ripples through the organization. Employees trust and engage more fully, teams collaborate more effectively, and the organization performs better.  

If you’re ready to set your leaders up for success – contact us about tailoring our inclusive leadership training options for your organization. 

The post Don’t let your Managers get Stuck in the Middle – Promote with Support appeared first on Inclusity.

This shift isn’t just a statistic. It’s a signal.

At Inclusity, we’ve found that employee engagement is one of the clearest reflections of how people are experiencing their work, their leaders, and their sense of belonging. And when the numbers dip – even slightly – it should prompt leaders to ask: What’s happening beneath the surface?

The Pressure Beneath the Dip

The Gallup study shows a significant trend: engagement is beginning to decline after years of incremental growth.

That change coincides with a perfect storm of challenges: return-to-office tensions, economic uncertainty, and ongoing organizational restructuring. When people feel unsettled, they naturally pull back. Disengagement becomes a form of self-protection.

This is especially true during times of organizational change. Whether it’s a merger, a leadership transition, or a shift in a strategic direction, change can trigger anxiety and resistance. People begin to question their place in the organization. They wonder if their voice still matters.

Unfortunately, engagement efforts often fall by the wayside during these moments. Leaders get pulled into operational urgencies, and the human side of the business can feel like a “nice to have” instead of what it truly is: mission critical.

But the data tells a clear story—when engagement drops, so does productivity, innovation, and retention. Organizations can’t afford to deprioritize engagement when employees need it most.

And that’s precisely why engagement cannot be an afterthought – it must be a pillar.

Engagement Doesn’t Happen by Accident

Too often, organizations attempt to re-engage employees with surface-level solutions: casual Fridays, ping-pong tables, or one-off wellness webinars. The Gallup data reminds us that real engagement stems from more meaningful sources.

Employees thrive when they:

• Feel connected to their team and leader
• Understand how their work contributes to a bigger purpose
• Believe their opinions matter
• Trust that their well-being is valued – not just their output

These are the pillars of inclusive leadership. And these are the conditions that make engagement possible – even in difficult seasons.

Leadership’s Call to Action

The dip in engagement is not a crisis—yet. But it is a call to action. Leaders can’t afford to wait for engagement to recover on its own. Rebuilding it requires intention.

Here are seven ways leaders can boost employee engagement:

1. Set Inspiring Goals – When people know where they’re headed—and why—they give their best. Clear, inspiring goals unlock passion and purpose.
2. Celebrate Every Win – Recognition fuels momentum! A simple “thank you” or shout-out can spark pride and deepen loyalty.
3. Keep Conversations Flowing – When communication is open, ideas flourish. Build a workplace where every voice is heard and valued.
4. Invest in Growth – Show employees you believe in them. Training, mentorship, and stretch opportunities turn potential into power.
5. Empower Smart Decisions – Trust your teams to take the lead. Empowered employees bring energy, innovation, and ownership to their work.
6. Champion Work-Life Harmony – Flexibility isn’t just nice—it’s necessary. Supporting balance leads to happier, healthier, and more engaged teams.
7. Lead with Heart – Authentic leadership lights the way. When you lead with integrity and empathy, employees lean in—with energy and trust.

The drop in engagement highlighted by Gallup doesn’t mean that employees have stopped caring. More likely, they feel that their organizations have stopped listening.

Now is the time for leaders to reaffirm their commitment to engagement—not with grand gestures, but with meaningful, everyday actions that foster trust and inclusion. Especially when the path forward feels uncertain, employees need to know they’re not navigating it alone.

Engagement Is a Choice – One Leaders Make Every Day

While the data may feel discouraging, it also presents an opportunity. It’s a chance to demonstrate inclusive leadership and cultivate engagement through consistent, intentional actions.

Every day, leaders make choices that either build trust or erode it. They choose whether to communicate transparently, to acknowledge employee contributions, and to create space for diverse voices to be heard. These small, everyday decisions add up. And especially in times of tension or transition—like reorganizations, layoffs, or shifts in strategic direction—employees look to their leaders for signals of stability, empathy, and purpose.

When leaders engage with curiosity, vulnerability, and a commitment to inclusion, employees feel seen and valued. That sense of connection is what turns disengaged observers into invested contributors. It’s not just about boosting morale – it’s about strengthening the foundation of the organization itself.

At Inclusity, we work with organizations to help leaders recognize and embrace this responsibility. Because in uncertain times, choosing to engage with people – not just processes – is what drives long-term resilience and success.

The post Why Employee Engagement Must Be a Top Priority – Especially Now appeared first on Inclusity.

This wasn’t going to happen through traditional diversity / DEI training; it needed a new approach that was positive and non-judgmental, that focused on connecting people. With this belief and passion for the work, Maria founded Inclusity in 2013. In light of the backlash against DEI, this article is just as relevant today as when she wrote it 13 years ago.

Why Inclusion instead of Diversity Training?

In 1990, I left a corporate management position to join a small company that was focused on workplace diversity efforts.  This field was relatively new at the time as organizations were struggling to integrate women and minorities who joined their workplaces as a result of affirmative action.  At that time, organizations were launching diversity initiatives to increase representation of women, racial/ethnic minorities, and other under-represented groups.  It seems now that their rationale for these efforts was that by merely increasing the amount of visible diversity, they would become more productive, workers would be motivated, and increased profits would result. Unfortunately, this has not been the case!

According to a 2012 HBR article by Peter Bregman “Diversity Training Doesn’t Work”, “diversity training (has) had no positive effects in the average workplace.” In this article, Bregman cites a study of 829 companies included in the EEOC’s data base over 31 years. The study found that “overall, companies that try to change managers’ behavior through training and evaluations have not seen much change.”

From my perspective and experience in the field, , diversity training hasn’t worked because its focus was no different than the affirmative action training it replaced. Organizations used this training to continue their focus on achieving numerical goals in hiring, promotion, and representation.  As a result, the organizational culture, including the contributions of all employees, was neglected.

I have seen a great deal of change occur over the past 30+ years and have also experienced some of the backlash that emerged as a result of diversity initiatives.  Some individuals who were not in the majority were very successful, assimilating themselves to existing workplace cultures o  Many left corporations , starting a wave of new women- and minority-owned businesses in the 1990s that has continued to the present time.

For nearly 30 years, I facilitated diversity training in many organizations.  As they came to trust me, numerous male employees, in particular white men,  shared that they felt completely disengaged from their organization’s diversity efforts. They described diversity training as a negative experience that seemingly intentionally made them feel uncomfortable. Some said they felt like diversity initiatives were “reverse discrimination,” in which less qualified women and minorities were advantaged to their detriment.

As a result, the term “diversity” became synonymous with “race and gender,” Employees brought a compliance mentality into the training, and they left training having complied but not having fully engaged.  The best of this training may have enlightened some folks or heightened their bias awareness, but it did not motivate them to behave differently or to really engage with their co-workers who were different from them.

Not surprisingly, many employees have fully embraced political correctness, walking on eggshells and keeping their opinions to themselves.  They avoid talking about differences altogether and hope that they will stay out of trouble by hiring women and minorities who will conform to the status quo and not draw attention to “issues of difference.”  This has created cultures of exclusion, where everyone feels excluded!

By focusing on diversity and ignoring culture, the result is conformity – people may look different, but they behave the same.  That is why we believe it is time to change the emphasis within these organizations, focusing on developing inclusive cultures rather than just increasing diversity. By seeking to create a culture in which leaders are trained to value and utilize individual talent, diversity can thrive.

A culture of inclusion is much more difficult to achieve (and measure) than it is to simply count the number of women and racial/ethnic minority members represented.  However, it is the truly inclusive cultures to which diverse and talented individuals will be attracted, be developed, and choose to stay and add the tremendous value they have to bring.

The post Why Inclusion instead of Diversity? appeared first on Inclusity.

The good news? Leaders have a fantastic opportunity to transform their workplace culture. By focusing on simple relationship-building skills, they can rebuild trust, reignite engagement, and transform workplace culture so that people can truly thrive. Here’s what organizational leadership should focus on in 2025:

Make Respect the Foundation

Respect isn’t a “nice-to-have”;  it is the heart of collaboration. When employees feel disrespected, morale and productivity decline at truly alarming rates. Gallup’s recent article shows that employees’ general feelings of disrespect are a growing issue, so it’s time to take action.

Leaders need to go beyond surface-level gestures. Building respect means creating an environment where each employee feels valued not just for their work but for themselves as a person. A simple way to show respect is by practicing intentional inclusion; take time to make sure your employees’ voices are heard and considered. When people feel respected, they’re more likely to collaborate. And when that happens, innovation and productivity skyrocket.

Rebuild Trust with Clear and Honest Communication

Engagement and trust are closely tied together. Employees want leaders who communicate openly and are willing to accept feedback. No one likes being left in the dark about changes or decisions that directly affect them, especially if they don’t understand the reason for the change in the first place!

To rebuild trust, make communication a two-way street. Leaders should regularly share updates on goals, challenges, and plans while also encouraging employees to share their thoughts and feedback. And let’s be honest: being unable to admit a mistake is one of the easiest ways to break trust. Acknowledging when things go wrong and outlining how you’ll fix them is one of the fastest ways to earn respect and loyalty.

Approach Hybrid Work with Empathy

Hybrid work isn’t going anywhere. For many employees, flexibility is a game-changer, but it also comes with challenges like isolation and communication gaps. The key here is empathy.

Leaders should be intentional about creating connection and equity in hybrid setups. Provide employees with the tools they need to collaborate effectively, regardless of where they work. Focus on outcomes instead of who’s in the office the most. Make a conscious effort to cultivate team cohesion, whether it’s through regular check-ins, virtual coffee chats, or team-building activities. Done right, hybrid work can be a win-win for everyone.

Put Well-Being Front and Center

Unfortunately, employee burnout continues to plague organizations,, and it only seems to be getting worse. Leaders who prioritize well-being send a clear message: “We care about you as a person, not just as a worker.”

Start by creating programs that address physical, mental, and emotional health. Promoting work-life balance shouldn’t be just a platitude! When people feel supported, they are more productive and engaged, directly benefiting both the organization and the employees.

Be Thoughtful with Technology

Technology – especially AI – is transforming how we work, but it can be a double-edged sword. Leaders need to approach this transformation thoughtfully.

There’s a growing problem with how organizations implement new technology, though. Often, employees don’t understand the technology’s benefits and end up playing out Mauer’s 3 Levels of Resistance model: I don’t get it, I don’t like it, I don’t like you.

Employees need to feel like technology is working for them. That means providing training to help them adapt and grow alongside new tools. It also means being transparent about how technology will be used in the workplace. With all these puzzle pieces in place, new technology can lead to more productive and collaborative teams.

Create a Culture of Continuous Learning

The world is changing fast, and employees want to keep up. Leaders should find ways to offer and encourage opportunities for development. When employees feel like they have the chance to grow, they’re more likely to stay engaged because they feel like their leaders care about them.

Options like offering mentorship, coaching, and meaningful workshops can make a big difference. When leaders invest in their people’s growth, it shows that they’re invested in their future.

Recognize and Reward Your People

Everyone likes to feel appreciated. Yet, too often, employees’ efforts go unnoticed. Recognition isn’t just a nice gesture—it’s a powerful engagement tool.

This can take many forms, from formal awards to a simple “thank you” during a team meeting. What matters is that leaders make it a habit to acknowledge contributions regularly and genuinely. When employees feel seen and appreciated, they’re far more likely to go above and beyond.

Embrace Generational Diversity

Today’s workforce spans more generations than ever before, each with its own values and working styles. Though this is often a cause of tension and can lead to cliques, leaders should treat this as an opportunity to learn. Offer multiple communication channels, provide remote or hybrid work options, and create opportunities for cross-generational mentorship. Studies show that embracing diversity of thought among teams, ideas, and different perspectives spurs innovation.

Let 2025 Be the Year of Transformation

The challenges we’re facing in the workplace aren’t insurmountable—they’re opportunities for growth By focusing on skills and actions that strengthen relationships and genuinely engage employees, leaders can create workplaces that people are excited to be part of.

Employees don’t just want a paycheck – they want purpose, connection, and respect. And when leaders deliver on those fronts, everyone wins. Let’s make 2025 the year we build the kind of workplaces where everyone can thrive.

The post What Organizational Leadership Should Focus on in 2025 appeared first on Inclusity.

A focus on inclusive leadership will prepare leaders to keep up with workplace shifts and to effectively navigate diversity. So, how can we encourage people leaders or peers that inclusive leadership training is a valuable approach? Let’s take a look at some common objections or misconceptions you may encounter. 

“Diversity Training – Yikes!” 

It’s not new that it can be challenging to lead a diverse group of people in the workplace. Many traditional or veteran leaders may even flinch at the mention of diversity because they’ve had challenging experiences or little success with diversity training within their organization. We get it. At their worst, diversity efforts and training can alienate people groups – from those who have historically been marginalized to those in the majority. 

We now know that it’s become clear that having a diverse team means nothing if you don’t appreciate, value, and leverage everyone’s individuality. That’s why Inclusity focuses on inclusion first. 

“I don’t understand why Inclusive Leadership Training matters” 

Whether or not we’re ready for it, Millennials and Gen Z are already challenging and changing the status quo in the workplace. Organizations must be prepared to lead and include them (and all the diversity their employees bring to the workplace). Being able to truly harness that talent is where using the tools of inclusion can not only unlock this talent but allow your team to be innovative as well.  

When an organization leads with inclusion and welcomes diversity of people and ideas, they foster their success – and the success of the business. Inclusion is good for people and it’s good for the business. 

And it’s not just younger generations that are interested in a more inclusive workplace, so efforts to lead with inclusion will have the potential to positively impact your entire team and workforce.  

“Inclusive leadership training is too expensive”  

Faced with competing cost priorities, decision makers in an organization may be quick to slash “extra” training or other professional development, which may not seem directly connected to profits or goals. It may seem like this type of extra spending doesn’t bring an immediate ROI.  

However, consider the costs (both financial and time) of hiring and firing. Companies lose $450 to $500 BILLION in productivity each year due to poor performance and high absenteeism. So why continue in this cycle when there’s a real pathway toward profits/success? 

We know that leaders are the primary influence on employees’ engagement, satisfaction, and retention.   

In fact, highly engaged teams have an 81% lower rate of absenteeism and a 43% lower rate of turnover. The skills and qualities that comprise inclusive leadership are exactly those that engage employees so that they stay and contribute more fully. The more inclusive your leadership is, the freer your team is to apply their skills and talents to the task at hand. 

“I’m not a people leader, so inclusive leadership doesn’t apply to me”  

As the workplace is shifting and so too the definition of leadership, it’s no longer a popular belief that “people are born leaders or not.” That kind of thinking stems from a fixed mindset, which can lead to exclusion. Taking a growth mindset, Inclusity believes that everyone has the potential to be a leader, formally or not. In the workplace, influence is superseding authority, and leadership is no longer only about your title but your behavior. It’s about how you walk into a room, so to speak.  

Like other inclusion training, an inclusive leadership workshop will improve ALL your relationships, working and personal. Even if you’re not a people manager, think about the places where you are in a position of influence and what you could gain by becoming more inclusive. Setting yourself apart by growing your self-awareness and emotional intelligence is a great place to start! 

“Where do I start with inclusive leadership?”  

Speaking of where to start, the good news is that inclusive leadership starts with you! Here’s some ways to begin: 

• Refer to Inclusity’s post about our Inclusive Leadership Framework, which will familiarize you with the main components of inclusive leadership. 

• Read Inclusity CEO Maria Arcocha White’s suggestions for how leaders can connect with colleagues 

• Consider feedback you’ve received from previous supervisors/direct reports. Did they indicate any areas where you excelled? Or ones that could use some improvement? 

• Think about training opportunities, which not only allow you to explore inclusive leadership concepts more deeply. Workshops offer a supportive, growth-minded learning environment. 

• Consider writing a personal leadership statement that outlines your values and mission as a positive influence in your sphere 

With Gen Z entering the workforce and Millennials now reaching leadership positions, we’ll likely experience another shift in expectations of workplace culture. Operating as inclusive leaders opens us to change and the skills to not only address it but embrace it. 

Stormie Perez | Training Manager

As an experienced non-profit professional, Stormie has a proven track record for strategic planning, relationship management and talent development. She served as Learning & Development Manager at City Year Chicago, where she created and implemented tiered professional development programs for City Year Staff. In her role as training manager, Stormie uses her deep understanding of program development, facilitation and strategy to help ensure consistently excellent experiences for our clients. As a D&I champion for at her previous employer, Stormie co-created and chaired a diversity, equity, inclusion and belonging committee for four years, designing programming, policies and strategies. She also developed a library of D&I learning content for professional development. Stormie holds a bachelor’s degree in international relations from Michigan State University’s James Madison College. She holds a certificate from Northwestern University in leading diversity equity and inclusion. Her passions include golfing with family and friends, cooking and baking gluten-free recipes, and spending time with her two rescue dogs, Sweet Pea and Dunkin.

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This might surprise you; after all, we’re a company focused on inclusion and diversity. But maybe it doesn’t. Because what’s missing from these findings is that it’s an inclusive culture that allows diversity to thrive. Inclusive teams and organizations support the diversity, which then outperforms, is smarter and more innovative, and is more successful.  

Diversity for diversity’s sake will never be the answer to creating higher performing teams/organizations. However, if you build an inclusive culture in which everyone feels valued and can be their authentic selves, you’ll call forth the diversity that’s already present and simultaneously attract more diverse talent.  

The Path to Inclusion and Diversity 

Maybe your organization currently lacks diversity or an inclusive culture built on trust, authenticity, transparency, and vulnerability. This begs the ultimate question, “how do we do this?” 

There’s not just one answer. Many factors contribute to the creation of an inclusive culture. One important way is by developing leaders, who can embody and embed inclusive behaviors. To truly grow inclusive leadership capacity, look to training that is experiential and supportive. We all know that the best predictor of an employee’s success and happiness is their leader/manager. And if we’ve happy and engaged employees, there’s a higher likelihood that we will see increased productivity, innovation, and profitability.  

Inclusive Leadership is in Your Everyday Behaviors 

Ask your favorite search engine about inclusive leadership, and you’ll find a multitude of theories, articles, and models to sift through. Like others out there, at Inclusity we have the applied knowledge about how to be a stellar inclusive leader and best version of yourself. Our approach differs from other models, though, because it focuses on behaviors as opposed to theoretical ideas. 

Our Inclusive Leadership Framework allows you to look at your own practices to identify your strengths and where you need to grow your own capacity. As you begin to implement more and more inclusive leadership behaviors, you’ll begin to see the culture in your organization evolve. Employees notice, consciously or not, the behaviors that leaders demonstrate and communicate, so they know what is expected and valued. By shifting your day-to-day behaviors, you begin to shift the culture. Lead with inclusion and diversity will follow.   

An Inclusive Leadership Framework 

The art of being an inclusive leader can be broken down into three areas: leading yourself, leading others, and leading your organization/team. If you truly want to be able to inclusively lead others and your organization/team, you have to start with yourself. 

Inclusive leaders that lead themselves well focus on developing their emotional intelligence and empathy. Emotional intelligence is about recognizing and managing your own emotions, while empathy allows you to understand or see another’s feelings or perspective. Growing in these areas means becoming aware of your unconscious biases and intentionally managing them. Being an inclusive leader is about being intentional in understanding yourself and in connecting with and understanding others.  

The insight you gain by developing yourself will accelerate your ability to more effectively lead others. Inclusive leaders operate with the mindset that if they are not being intentionally inclusive, they’ll likely unintentionally exclude people. Which would lead to decreased trust and belonging. By recognizing and valuing each person’s individuality and strengths, you increase employees’ sense of belonging.  Inclusive leaders also look to develop their people at every turn. If you draw out their strengths and engaging employees in decision-making, you’ll empower them while strengthening the organization as well.  

Collectively, inclusive leaders’ actions work to align the organization’s culture with its vision, mission, and values. And when the culture is aligned – when people are living out the vision and values – the ability to drive innovation and results becomes easier. You can effectively do this by clearly communicating expectations around the culture and inclusive behavior, as well as creating accountability across the organization/team. 

Enjoy the Journey 

While our Inclusive Leadership Framework doesn’t account for every aspect required to lead an organization successfully, it provides you with the critical areas for building an inclusive culture. 

Inclusive Leadership is a journey. You never fully arrive, but instead continuously grow your ability to produce extraordinary results for yourself, others, and your organization/team. You have to invest time and effort to lead inclusively, but if you start gradually, you’ll be able to go ten times faster in the future. We invite you, your organization, and the world to grow your capacity for inclusive leadership. As you understand and demonstrate inclusive behaviors, the path will lead to a successful workplace and employees who feel valued and happy.   

Patrick Hughes | Director of Innovation & Client Development

Patrick brings 20+ years of facilitation experience to Inclusity’s team as a management consultant and facilitator. His work as an organization development consultant cultivated the ability to effectively work with all levels of any organization. Whether coaching individuals, improving team dynamics, assessing organizations, or managing change efforts for a system, Patrick is always focused on supporting the client’s goals and vision. He is recognized for motivating and partnering with leaders to create lasting and sustainable change, for both individuals and organizations.

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The Post-Covid Workplace

Engagement and productivity have been steadily declining since (you guessed it) 2020. While some may believe that the pandemic and its impact are behind us, Gallup’s survey results say otherwise.  The impact of Covid-19, and the way it changed the ways we work together may have dramatically influenced our workplace cultures for the foreseeable future.

Because our work focuses on building cultures of inclusion where all employees can fully engage, addressing the challenges of the post-Covid workplace is a critical part of the equation. Looking at the factors that contribute to engagement (or lack thereof) will help us to understand.

Employees’ sense of “role clarity” has been declining since 2020. Gallup reports that only 41-47% of employees surveyed responded positively to the question, “I know what is expected of me at work.”  We might think it’s “remote” workers who led this dip, but, interestingly, it was hybrid workers who came in at the lowest percentage here.

Gaps in Communication

The largest factor contributing to the decline of role clarity lies in the lack of consistent feedback and meaningful communication. The extent to which employees have experienced meaningful feedback in the past week correlates with their engagement.  According to Gallup, the most important thing a manager can do to keep their employees engaged is to have at least one meaningful conversation with them every week.  This seems so simple, yet why do so many of us find it so difficult?

Time (not enough of it!) challenges our capacity, and managers are feeling the time crunch even more. Of all managers Gallup surveyed in 2023, 64% reported taking on significant additional responsibilities in the previous 12 months.  Because managers are rarely asked to report on the amount of time they spend with their people, it’s not surprising that this activity can fall by the wayside as other responsibilities take priority.  And spending time in what could be perceived as “chatting with my folks,” could even seem like a waste of time or much less important than other business priorities.

Beyond taking the time out, many managers don’t feel comfortable “chit chatting” with their direct reports.  When I was trained as a manager in the 1980s, I was instructed to avoid personal conversations at work and to completely avoid topics related to race, gender, and other elements of individuality that are important to employees. Through Inclusity’s work, we’ve observed that most managers are uncomfortable discussing these subjects and so they avoid them altogether.  And when they do this, they can come off as being distant, uncaring, unapproachable, and disengaged.

When employees aren’t even in the same building, the potential for conversation becomes more challenging.  According to the Gallup report, 70% of all managers report never having had any training in how to lead a hybrid or remote team.  We know that “management by walking around” is difficult enough; how do we as managers communicate that we care through a computer screen? Especially if we haven’t invested in building personal relationships in-person first.

How a Leader Can Connect

This may seem intimidating! But let me tell you that we have some tips for you, and, better yet, we know that they work!

1. Make it meaningful. Gallup mentions that meaningful conversations “include recognition and discussion about collaboration, goals, and priorities, and the employee’s strengths.” I would also propose that meaningful conversations include topics that the employee cares about!

Every single employee is different, and they all value different things.  One person wants to talk about ideas, another about movies they have seen, and yet another about their family.  Some of my direct reports are not super talkative, but they always ask me how I am doing. They seem to enjoy when I share the trials and tribulations that result from being my klutzy, curious, and enthusiastic self! Others want to talk business and love to brainstorm and discuss the future.

2. Use a framework. At Inclusity we have a process that we call a “Connection” – which can exist on its own or as part of a larger workshop. It’s a structured conversation between two people or a small team. We use a tool called the Elements of Individuality to open up a discussion about who we are and what’s important to us. We also talk about expectations, needs, and styles of working.  Often Inclusity facilitates these conversations; however, they can also be led by managers who have experience with the process or are good listeners and comfortable being authentic and vulnerable.

I have learned so much about my employees by listening and asking questions.  And by showing concern, admitting mistakes, and demonstrating that I am open to feedback and willing to change, my colleagues have learned that I care and are therefore more willing to share.

3. Show you care. One of the principles that I try to manage by is “People don’t care what you know until they know that you care!” Anyone that has worked with me learns quickly that I commit to building relationships of trust and care.  As a result, I don’t give constructive feedback until I am certain that the person to whom I’m giving feedback knows that I care. I first look for ways to provide feedback on what the individual does well. When I do need to give constructive feedback, the individual knows I value them and trying to help them grow and improve.
4. Focus on the behavior. Even after creating a foundation of trust, many of us avoid giving constructive feedback at all costs. At Inclusity we know that if you focus on a behavior and its impact on you or the team, this enables the recipient to receive the feedback in a more balanced and less fear-bound way.  Inclusity’s BIOS model, which stands for Behavior, Impact, Outcome, and Suggested Behavior, provides managers with a tool to plan out the feedback, rehearse it, and then share it in a neutral and empathetic way.

5. Prioritize the time. The single most important thing you can do as a manager is to set aside 30-60 minutes each week to connect personally with each of your team members. It may feel awkward or even uncomfortable at first. Take a small step today by setting up time for each employee.  Start with 15 minutes if you must and then move to 30.  Ask them about what matters to them and share what matters to you. Just be your authentic, most curious, and caring self.  I promise you that if you commit to doing it regularly, before you know it you will look forward to this time as much as your direct reports do.

Creating a culture of inclusion and engagement takes work. Making time for your people is a challenge and the best way to show your team that you are committed to creating an inclusive culture.  And if you ever need help becoming a more inclusive leader, Inclusity is always here for you!

Maria Arcocha White |  Founder and CEO

Born in Cuba, Maria immigrated to the U.S. with her family as a four-year old. Her formative experiences as an immigrant is partly what drew her to work in the diversity and inclusion (D&I) field. Throughout her career of 35 years, Maria has developed inclusion and diversity training and successfully trained thousands of executives, managers, and employees across a wide range of industries.

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