The beginning of the year is an excellent time to apply the spring cleaning mindset to reviewing 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 Outdated or exclusive policies and procedures can actively hinder an organization’s efforts toward a fair and equitable workplace.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 Policies and Practices from a Fair and Inclusive Lens

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.

Policy making with inclusion and accessibility in mind ensures that steps in the right direction are 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 the Skillset 

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.

An Investment in Employee Engagement

Many companies will be heading into 2026 unable to offer bonuses or merit increases due to budget constraints. Promotions may not be possible. Hiring freezes will limit leaders’ ability to lighten the load for their employees.

As a result, many leaders have realized that if their ability to pay and promote is hindered, they will need to find other ways to recognize and retain their workforce. Companies are leaning into alternatives that will benefit their people as well as their bottom line. Offering expanded training and re-training to build out employee skillsets is one option. Investing in activities that promote trust-building and feelings of connectedness and inclusion will also be prioritized in 2026.

According to Workplace Intelligence, the challenge for employers boils down to efficiency versus engagement. If companies rely too heavily on hiring freezes, they risk undermining morale – but proactive communication and investments in training and professional development can help keep morale and engagement on an upward trajectory.

As our Founder & CEO Maria White highlighted earlier this year, Inclusity has always believed that creating inclusive workplaces will lead to workforces who are engaged, empowered, and contribute to their fullest potential. Because there’s such a strong link between engagement and productivity, inclusive cultures also improve business results. Research backs that up; Deloitte reported that organizations that establish inclusive cultures are twice as likely to meet or exceed financial targets and eight times more likely to achieve better business outcomes.

Re-Thinking DEI

While we may not see DEI policies explicitly outlined on company websites in 2026, inclusivity has made its way back on to the priority list. “Unsurprisingly,” says The HR Digest, “employees want to feel accepted and welcome into their workplaces and work with employers who can guarantee their physical and psychological safety.”

Leaders would do well to head into 2026 with the goal of reconnecting with their people and working to re-build bridges burned by this year’s challenges. Return-to-Office mandates, increased workloads and feelings of alienation and loneliness have dominated the culture conversation as of late, but it doesn’t have to be that way. While RTO policies may be here to stay, companies that set such policies with empathy and a willingness to listen and adapt to employee’s needs will see better employee retention and engagement than those that remain rigid.

Human + AI Collaboration

The key concept for companies using AI in the new year will be collaboration. AI has unquestionably accelerated many aspects of doing business – data gathering, trend spotting, analysis, just to name a few. This valuable assistance can absolutely lead to increased efficiencies for organizations, but only if it’s coupled with human insight.

According to Robert Half’s 2026 HR Forecast, “AI can accelerate analysis, but humans understand nuance, culture and context. The most effective HR teams will combine data with empathy to make decisions that are faster, fairer and more aligned with organizational values.”

Successful use of AI in 2026 will look like companies coupling data and information with human insight and instinct. To that end, governance of AI is gaining importance, and in some cases, will result in the creation of new organizational roles in the coming year. Appointing leaders to govern the use of AI to ensure fairness, build cross-functional trust, and quiet unnecessary noise, allowing human partners to perform better in their roles, will be an essential piece of the puzzle.

AI, rising costs and cultural differences may threaten to disrupt and divide the workforce in 2026. However, companies that take the right approach to handling those very challenges can engage and unite their people, instead. Employers that invest in training and trust-building will see improved productivity and employee satisfaction. The ethical and strategic adoption of AI by real people that can add the human element, can mean endless opportunities for organizational growth.

The post Employees Speak – Humanness Is Back IN in 2026 appeared first on Inclusity.

Its mission, “Together, we create life-changing wishes for children with critical illnesses,” is at the heart of everything dedicated staff across the world does each day. And it’s why we’re so proud to partner with its Michigan chapter. 

Since 2018, Inclusity has worked alongside Make-A-Wish Michigan. In addition to consultation, we have provided workshops to increase knowledge and awareness around bias, develop inclusive leaders, and strengthen relationships among team members.  

“This has been such a fulfilling partnership,” says Inclusity’s CEO and founder, Maria White. “I have loved getting to know them over the past seven years and, more so, seeing the organization flourish and reach even more children.”  

Make-A-Wish Michigan is dedicated to reflecting and serving the diverse communities where it operates. To that end, the organization launched its “Forward Focus” effort in 2022, with a goal of providing equitable access to its mission. Inclusity supported this initiative by conducting “Listen & Learn” sessions with medical partners, Wish families, and volunteers.  In these sessions, we gained deeper understanding, which helped to inform the Make-A-Wish Michigan outreach and communications strategies. These focus groups also helped to uncover the barriers that exist for potential volunteers and brainstormed ways to encourage increased engagement.  

As a result of these efforts, the percentage of wishes granted to Black children by Make-A-Wish Michigan more than doubled from 2022-2025. 

“Inclusity has been an incredible partner, providing Make-A-Wish Michigan with vital resources and support to help us reach all eligible children. From focus groups with Wish families and volunteers to training for our staff and board, they have been a game changer as we work to reach children in under-reached communities,” says Michael Hull, Make-A-Wish Michigan President & CEO. “Their approach to inclusion and belonging leads to tangible results. Their trainings are powerful and unlike any other that I have experienced.” 

Our partnership empowered Make-A-Wish Michigan in its efforts to expand its reach. They’ve increased awareness of its mission and services, strengthened corporate and volunteer partnerships, and, the ultimate goal, granted as many wishes as possible for Michigan children with critical illnesses.  

“Our organizations share the same DNA in a way,” says White. “We’re here to support people, to include as many people as possible, and to change lives.” 

The post Inclusity Partnership Helps Expand Access for Non-Profit appeared first on Inclusity.

Eight months later, we’re starting to find out.

According to a new study, there continues to be widespread employee support for DEI efforts. Catalyst, a highly respected DEI research firm, and the Meltzer Center for Diversity, Inclusion, and Belonging conducted a large-scale survey from Jan. 20-Feb. 11, 2025. A recent article in Forbes delved into the report, and as a long-time practitioner in this space, I found the results heartening!

Support Across the Board for DEI

The survey found that high employee support for DEI crosses demographic lines. One finding was that DEI support was nearly identical among women and men. Among those surveyed, 91% of women and 88% of men reported that DEI programs are very or somewhat valuable. The same was true of different racial and ethnic groups, including Black (96%) and Latino/a/x (91%) participants. And 87% of employees who identified as white also agreed that DEI programs are very or somewhat valuable.

Another recent study shows wide, bipartisan support of DEI. GlobeScan (an international insights and advisory company) recently surveyed a representative sample of 1,004 U.S. adults.  A remarkable 72 percent of those surveyed said companies should demonstrate commitment to DEI. In the survey 56 percent of Republicans reported support for DEI commitments as well.

More Inclusion, Better Results

What I didn’t find surprising in the Catalyst/Meltzer study is that employees reported very high levels of support for internal organizational efforts to create more belonging and inclusion. Among other efforts, that includes establishing ERGs (employee resource groups), improving accessibility for people with disabilities, mentoring programs, and leadership training.

At Inclusity, we’ve always believed that creating inclusive workplaces will lead to diverse workforces who are engaged, are empowered, and contribute to their fullest potential. Because there’s such a strong link between engagement and productivity, inclusive cultures also improve business results. Research backs that up; Deloitte reported that organizations that establish inclusive cultures are twice as likely to meet or exceed financial targets and eight times more likely to achieve better business outcomes.

The Backlash for Businesses that have Eliminated DEI Efforts

One new development is that we are starting to see that businesses that have scaled back or eliminated DEI are now experiencing negative consequences. The media has focused on the impact on large corporations like Target, Tractor Supply, and Lowes, which all have reported social media backlash, boycotts, reduced engagement, and a decrease in financial results.

These companies aren’t the only ones though, as surveys of U.S. business leaders confirm. According to a survey by Resume Templates, two-thirds of business leaders who cut DEI said there have been unfavorable ramifications. That includes diminished morale (37%), increased internal conflict or division (33%), and loss of customers or partners (18%). In a Resume.org study, half of the companies that have eliminated DEI say that morale is down, and 1 in 5 say they’ve seen an increase in reports of discrimination and bias. Not to mention that fewer underrepresented people are being hired or promoted in companies that eliminated DEI programs.

Born in Cuba, Maria immigrated to the U.S. with her family as a four-year old. In her 40+ year career, she has held leadership positions in the DEI field, HR, and marketing. After decades of developing and facilitating inclusion and diversity training, she launched Inclusity to pursue an inclusion-focused, positive approach to the work.

When the executive orders were issued, we knew that dismantling DEI would make companies vulnerable to lawsuits. There is a risk in not actively creating inclusive workplace cultures, where all employees have an equal opportunity to thrive.

DEI is Not Risky Business

Thankfully, many businesses have maintained their commitment to cultivating inclusive cultures, where employees are engaged and supported.  Yet, considering increased federal scrutiny, many are still grappling with how to continue DEI-related programs and commitments while mitigating risk.

Remember, the term DEI is broad! It’s not possible to say all DEI is risky in a legal sense, even though it may appear to be. We have to look at programs or practices to understand what is lawful and what could be considered risky. For example, mandatory DEI-related training or maintaining diversity targets are risky. Whereas programs available to everyone, like mentoring and inclusive leadership training, are safe.

There are a number of resources to help companies navigate the legalities:

• The Legal DEI Project provides comprehensive information that helps businesses clarify the legality of DEI initiatives
• Free resources at Equal Employment Opportunity Leadership Groupare available for employers seeking to defend DEI practices against legal challenges
• Catalyst And Meltzer Center 2025 Report on Legal DEI is the report I mentioned, which offers extensive risk-assessment guidance

I’ve worked in the field of inclusion, diversity, and equity for almost 40 years, so I’m no stranger to the ebbs and flows in this work. That said, I’ve never seen such a dramatic shift in support for it as I have this year. I’ve been critical of some “traditional” DEI approaches that only served to alienate or blame people. That’s why I started Inclusity – to help build inclusive cultures by engaging and connecting ALL employees. When you have a welcoming culture of belonging, it benefits all individuals and is vital to long-term business success.  And isn’t that what we all strive for?

The post Where Does DEI Stand Now? 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.

Why Inclusion instead of Diversity?

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 iwould 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.

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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.

With a strong sense of social responsibility, Inclusity is committed to nurturing community outside the workplace as well. As an organization, we support causes that resonate with our mission and with our team members.  

Inclusity recently partnered with CAIRE, which works to increase accessibility and inclusion in organizations and the Northwest Ohio community. We sponsored the Disability Download: The Human Perspective, which CAIRE produced. The film, which premiered on Oct. 17 at the Maumee Indoor Theater, aims to foster understanding and inclusion for people with disabilities.  

“The work that CAIRE does to educate about accessibility and inclusion is absolutely vital,” says Maria White, CEO and founder of Inclusity. “This film isn’t about inspiring us or evoking sympathy; it centers on individuals with disabilities and their experiences. It should be required viewing!” 

Inclusity has a history of supporting non-profit work that builds inclusion and empowerment for children. 

 “Our vision is to create a world where everyone can be authentic and feel valued in an inclusive, successful workplace,” says White. “Then we have to start with kids!” 

This year Inclusity is again sponsoring the Girls Empowered by Math & Science (GEMS) Conference in Wisconsin. At the annual event, hundreds of eighth-grade girls have the opportunity to explore interests and possibilities within the STEM landscape. Hands-on workshops enable the girls to experience potential educational and professional paths in STEM fields.  

“Women and people of color have been underrepresented in STEM-related careers,” says White. “We’re proud to support efforts toward enhancing inclusion and diversity in the field.” 

Since 2018, Inclusity has partnered with Make-a-Wish Michigan.  We helped the organization advance its inclusion and diversity efforts so it could extend its reach and access to all eligible children. The organization’s leaders are dedicated to inclusion, diversity, and equity, and their chapter won the Make-a-Wish America Inclusion & Diversity Award in 2020. 

Inclusity’s newest partnership is Big Brothers Big Sisters of Northwestern Ohio. This organization is close to White’s heart. “When my sister and I were in college, we were big sisters to a girl who had lost both her parents,” she explains. Big Brothers Big Sisters provides mentoring relationships for youth. The branch has a strong commitment to increasing equity for the children its serves and offers programs like leadership development build skills and confidence.  

“All of the organizations that we support align with what we do,” says White. “They work to empower kids, to build their self-esteem, to build healthy positive connections with others. This is what Inclusity does – but in the workplace!” 

In addition to these partnerships, White is actively involved in community organizations, as a member of the Toledo Rotary and as vice president of the Latino Alumni Affiliate at University of Toledo. She has also served on the board of directors of Girl Scouts of Northwestern Ohio since 2020. 

“I’ve always felt that it’s important to connect with the community that we are part of and that it’s important to give back,” says White. “As part of our culture, I want the folks that work at Inclusity are supported in whatever they do in their communities.” 

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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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