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 Outdated or exclusive policies and procedures can actively hinder an organization’s efforts toward a fair and equitable workplace.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. 

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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.

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According to a Gallup survey, only 36% of U.S. employees are engaged at work. However, there’s a simple solution – meaningful conversation. Engaged employees are more productive, committed to their work, and more likely to stay with the company.

Why is Employee Engagement Important?

The importance of inclusive and engaged leadership at the highest levels is very closely tied to the engagement of their employees. As we talked about in our last post, highly engaged teams have been proven to have lower absenteeism, higher quality of work, higher profitability, and higher wellbeing. According to research, teams with high engagement have 81% lower absenteeism, 41% higher quality of work, 23% higher profitability, and 66% higher wellbeing than teams with low engagement.

Managers who are supervised by engaged leadership are 39% more likely to be engaged, and employees supervised by engaged managers are 59% more likely to be engaged. However, the same study shows that only 51% of managers and 30% of employees are engaged, costing businesses billions annually (Gallup, 2015).

But what does Employee Engagement have to do with Inclusive Leadership?

Another study by Gallup revealed the most interesting data yet. Respondents were asked: “If you could make one change at your current employer to make it a great place to work, what would it be?” 41% responded in the “Engagement and Culture,” category, far surpassing the next highest responses of “Pay and benefits” (28%) and “wellbeing.” (16%). Many respondents said they would like more recognition, opportunities to learn, fair treatment, clearer goals and better managers (Gallup, 2023). Practicing inclusive leadership will naturally lead to a more inclusive and engaging culture!

Here are five ways to increase employee engagement through meaningful conversation:

1. Recognize and Appreciate Employees

It’s essential to recognize and appreciate employees for the work they do. According to Gallup, only 23% of employees strongly agree that they get the right amount of recognition for their work. Managers should make an effort to recognize and appreciate employees regularly.

2. Facilitate Coworker Relationships

Managers can facilitate connecting the right team partners, whether in-person or virtually. This helps employees build relationships and trust with their coworkers, increasing engagement and productivity.

3. Provide Clarity of Work Expectations

Clarity of work expectations is key for employees to do their best work, but gallup’s poll shows that many employees lack clear direction – especially among younger workers. Managers should provide clear and specific expectations for each employee’s role and responsibilities, including goals and objectives.

4. Have Frequent, Short Conversations

Meaningful conversation does not always have to be long and in-depth. In fact, 15- to 30-minute conversations have a greater impact than 30- to 60-minute conversations, but only if it happens frequently – preferably on a weekly basis. Managers should schedule regular one-on-one meetings with their employees to discuss their progress, challenges, and aspirations.

5. Focus on Employee Strengths

By focusing on employee strengths, managers can help employees identify opportunities for growth and development. They can also assign tasks and projects that align with their strengths, which leads to greater engagement and motivation.

Creating meaningful conversation is a fantastic and simple way to increase employee engagement, and these five habits will make it easy to do so. Remember to recognize and appreciate your employees, facilitate coworker relationships, provide clarity of work expectations, have frequent, short conversations, and focus on employee strengths.

Check out the infographic below for a quick summary!

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Employee engagement refers the level of commitment and enthusiasm that employees have for their work and the company they work for. When employees are engaged, they are more productive, creative, and loyal. They go above and beyond their job responsibilities to help the company achieve its goals. In this article, we will discuss the findings of Gallup’s Employee Engagement Survey, the importance of employee engagement, and how it can benefit an organization.

Managers who are supervised by engaged leadership are 39% more likely to be engaged, and employees supervised by engaged managers are 59% more likely to be engaged. However, the same study shows that only 51% of managers and 30% of employees are engaged, costing businesses billions annually (Gallup, 2015).

But what does engagement have to do with inclusive leadership? Another study by Gallup revealed the most interesting data yet. Respondents were asked: “If you could make one change at your current employer to make it a great place to work, what would it be?” 41% responded in the “Engagement and Culture,” category, far surpassing the next highest responses of “Pay and benefits” (28%) and “wellbeing.” (16%). Many respondents said they would like more recognition, opportunities to learn, fair treatment, clearer goals and better managers (Gallup, 2023).

Gallup’s study “Gallup Q12® Meta-Analysis” examines decades of employee engagement and performance data from more than 100,000 teams to evaluate the connection between employee engagement and 11 key business outcomes. Below are some exciting and revealing statistics that we felt are important to any business or organization!

Don’t underestimate the effects of high employee engagement – it can make all the difference!

Need some ideas on how to increase employee engagement? Check out our next post this Thursday: 5 Easy Ways to Increase Employee Engagement with Meaningful Conversation

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How many of us, at some point in our lives, have felt like we were an outsider – no matter how hard we tried to fit in? Who hasn’t attended a meeting and posed a thought-provoking question to only be met by the sound of “crickets,” or mustered up the courage to attend a social event or walked up to a group of people engaged in conversation and felt awkward and excluded? Merely bringing together a diverse group of people does not assure meaningful engagement, high performance or even a pleasant experience — we must focus on inclusion and inclusive leaders.

Today, companies are finding that inclusiveness is not only desirable for team success and the right thing to do, it is essential to business performance. This necessitates inclusive leadership – leadership that assures that all team members feel they are treated respectfully and fairly, are valued and sense that they belong and are confident and inspired. And research backs up this idea.

By the Numbers

Not only has research shown that inclusion impacts perception of business performance, it correlates to actual business performance. Harvard Business Review’s article “Why Inclusive Leaders Are Good for Organizations, and How to Become One” makes the business case. The article points out that teams with inclusive leaders are 17% more likely to report that they are high performing, 20% more likely to say they make high-quality decisions, and 29% more likely to report behaving collaboratively. Furthermore, they found that a 10% improvement in perceptions of inclusion increases work attendance by almost one day a year per employee, reducing the cost of absenteeism. This is a game-changer.

Leading the Way

Senior leaders and managers often carry a heavy load, at times even more than they realize. Employees’ perception of leaders and their behavior can have far-reaching influence and weigh heavily into their feeling of inclusion within the organization. You might ask if the qualities that make for a good leader in general are the same as an inclusive leader. Recent research by Deloitte found six traits “that distinguish inclusive leaders from others: visible commitment, humility, awareness of bias, curiosity about others, culture intelligence, and effective collaboration.”

Based on our training and coaching experience, Inclusity finds these traits important, along with others that we have identified during our decades of experience. We are moving to a leadership model of “engage and include,” in which specific behavior and actions can help to promote and achieve an inclusive culture. This is a culture that encourages productivity and engagement. Delivering meaningful culture change through inclusive leadership takes all these behaviors and an ongoing commitment to lead every day by example.

 “It’s only after you’ve stepped outside your comfort zone that you begin to change, grow, and transform.”

– Roy T. Bennett

Diversity + Inclusion = Transformation

Building inclusive and diverse teams is not just good business. It allows individuals to bring their “whole” self to work while maintaining a sense of connectedness and safety. Without these experiences, how are we to build a solid foundation of trust? Are we going to remain confident and collaborative in the work environment? We have learned there are many benefits to a balanced focus on D&I; let’s look at innovation, customer satisfaction, and reduction of risk.

Innovation has proven to be a critical factor leading to success in business. It can set your business apart and oftentimes provides a competitive advantage. How does one create a diverse workplace environment that encourages and cultivates innovation in a global market? Inclusion. We have come to understand a strong correlation exists between inclusion and innovation; diverse perspectives ultimately enhance problem-solving and generates better ideas.

Customer satisfaction is highly dependent on exceptional customer service. Today’s customers are savvy; many are seeking authentic messages of equality that resonate with their personal values, thereby reflecting in their spend and social media “voice.” So, a diverse and inclusive workforce can provide organizations with a competitive advantage. As demographics change, organizations may depend on employees who offer different perspectives — employees who represent and understand the diverse backgrounds of the customers, clients and communities they serve.

What transpires when we bring together a group of diverse individuals who feel empowered, share their ideas openly, recognize their worth, and fully engage?  When led by inclusive leadership with a strategic goal the probable result is a high-functioning team. Picture individuals of diverse backgrounds, knowledge, experience, gender, etc., sitting around the table exchanging ideas, challenging the status quo, sharing their expertise, and solving complex problems. This is where the magic happens: risks are mitigated, gaps identified, and cost savings realized.

Deloitte conducted research that captured the experiences and views of 1,550 employees in three large Australian businesses, which supports this concept. They found “that diversity of thinking is a wellspring of creativity, enhancing innovation by 20% and enabling groups to spot risks, reducing these by up to 30%”.

Why Lead with Inclusion?

The data has shown that diverse teams outperform others. They are also more innovative, provided they manage their diversity, practice inclusion, and leverage both their similarities and differences. Doing these things effectively can bring your organization to a higher level of performance.

Since its inception, Inclusity has embraced a holistic approach toward D&I work. We believe success lies where inclusion and diversity meet: a high energy, productive and collaborative environment in which all individuals are affirmed and valued for their unique contributions. To learn more about our Conscious Inclusion workshop or other training, coaching and consulting to build a culture of inclusion at your organization, please contact https://www.inclusity.com/contact/.

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“It is only with the heart that one can see rightly, what is essential, is invisible to the eye.” – The Little Prince

Why is Empathy and Leadership so Important?

We are presented with a steady stream of messaging that encourages us to embrace others and see the world through their eyes. On the other hand, there are those that suggest empathy can be fraught with challenges, especially for those in leadership. In fact, in the book Against Empathy: The Case for Rational Compassion, Paul Bloom argues that empathy can impair judgment.

For me, the challenge is not about taking my “empathetic” self to work but to refrain from being immersed in the situation. Empathy is as natural to me as breathing air – absorbing others’ vibes, putting myself in their shoes and “feeling” their pain.

Early in my career, I set aside my natural tendencies toward empathy and attempted to not ‘‘show up”. What I conveyed to others and what I felt internally were not aligned. This felt disingenuous. Through this experience I quickly realized that being myself was the only choice and made the personal decision to be authentic.

With a previous employer, I was faced with closing a division within the company. Working through the transition, moving a group of dedicated employees and loyal customers to a state of being displaced workers and customers without much needed services, was devastating. Trust me, I am by no means a hero, but to this day I am convinced that what happened next was due in large part to being in tune with my feelings of empathy.

My capacity for understanding propelled me forward and gave me the courage to ask leadership to consider and approve a different plan. Collectively, a few of us went on to move mountains, keeping the division open long enough to identify another source for our loyal customers and offer alternative employment to staff members. In fact, the team bond was strengthened and three of those individuals went on to work alongside me in another division. I believe demonstrating empathy in the workplace is key and we can’t lead effectively without it.

Empathy is also key to building an inclusive work environment where a business and its employees can thrive. Leaders must be able to effectively communicate and build trusting work relationships with different kinds of people. Some individuals have a natural ability to feel comfortable with different types of people and can easily build camaraderie among their co-workers and subordinates. It’s a mark of strength – a balance of intelligence, self-awareness and understanding.

Recently I attended a training class designed to help define yourself, what connects you to other, and why. I took away a better understanding of how important it is to recognize and value every part of myself. Empathy is the core of emotional intelligence and how can you possibly be a leader without it. That’s why empathy and leadership are intertwined.

One thing I know for sure is that I must recognize and value every part of myself. And I am not alone, Lucas Pols echoes my sentiments in his Forbes article, “The Importance Of Empathy In Leadership” where he states, “The ability to get out of your own mental framework and put yourself in other peoples’ shoes is essential for impactful communication, crisis management, business strategy, sales and marketing and successful business.” Forbes article. Simply – I am a work in progress.

– Stacy Shew

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