At the core of every truly human-centric business are leaders who donât just talk about inclusivity â they live and breathe it. As the saying goes, âDiversity is being invited to the dance, but inclusion is being asked to dance.â To take this one step further, creating a place where everyone feels like they belong is the real magic. For an organization to truly thrive, every individual needs to feel like theyâre part of the team, the mission, and the companyâs story. This includes respecting all aspects of a personâs uniqueness, from cultural background to gender identity, and creating a space where everyone can bring their whole selves to work.
Building an inclusive culture is a shared commitment that permeates every level of the organization. Itâs not just a top-down or bottom-up initiative; itâs a collective effort that involves everyone. Employees need to know that their voice matters and that theyâre more than just a number. They need to feel seen, heard, and, most importantly, respected. When people feel respected, their satisfaction soars. Googleâs âGooglegeistâ survey is a prime example of this. It isnât just a box-ticking exercise; itâs a powerful tool for shaping policies that make people feel genuinely included. Inclusivity means actively listening to and valuing diverse voices, ensuring everyone feels empowered to contribute.
Creating an inclusive culture isnât just about policies and surveys, however; itâs also about fostering a workplace environment where every employee feels they have a stake in the game. This can be achieved by acknowledging different cultural holidays, offering flexible working hours to accommodate various lifestyles, or providing spaces where employees can comfortably express their identities. Above all, itâs about understanding that inclusivity is intersectional â recognizing that an individualâs experience in the workplace can be influenced by multiple facets of their identity, including race, gender, age, disability, and sexual orientation.
The focus on inclusivity is especially important as we rethink how and where we work.
Leadership plays a crucial role in setting the tone for an inclusive organization. Leaders must be real â authentically human â when checking in with their team, asking âHow are you?â before diving into work, and sharing the good, the bad, and the ugly to create a culture of kindness, compassion, and consideration. Creating change doesnât have to be hard, but it does require a conscious mindset. True leadership is about taking intentional actions that go beyond token gestures to foster lasting, meaningful change.
The focus on inclusivity is especially important as we rethink how and where we work. As we transition back to in-office work, this emphasis on inclusivity becomes even more critical. Rebuilding and strengthening workplace culture in a hybrid environment requires a balance. While hybrid models offer flexibility, combining remote work with a few in-office days each week is vital for fostering community and belonging. Physical presence boosts mental well-being and inclusion, making meaningful in-person interactions crucial. As my girlfriend and Future of Work Expert, Erica Keswin, says, leaders should prioritize intentional gatherings, like hangouts over meals, to transform work culture into one where face time and shared moments foster deeper connections and a sense of community. Zoom can supplement, but it shouldnât replace these moments. Thoughtfully integrating remote and in-office work into the companyâs ethos maximizes flexibility and the benefits of collaboration.
The Olympics also serve as a powerful example of how we can create intentional action towards inclusivity. Under the guidance of Marie Sallois, the IOC Director for Sustainability, the Paris 2024 Olympics committed to gender parity. This was the first time in history that the Games achieved equal representation of male and female athletes. Such an achievement underscores that when organizations prioritize inclusivity, they can create meaningful change. This commitment wasnât just about numbers; it was about setting a new standard for equality and inclusivity on a global stage. The Games illustrated how clear goals and intentional strategies could break long-standing patterns of inequality and set new precedents for inclusivity.
âWhen you bring kind people into your organization, you build a culture of empathy and inclusivity.â
Doing this well begins with the hiring process. I always say, âhire for passion, train for skill, unless youâre hiring for a doctor, lawyer, or accountant.â Thatâs why Iâve never looked at a resume in my life. The most vital characteristic is kindness, and you certainly canât find that on a resume. When you bring kind people into your organization, you build a culture of empathy and inclusivity. This is how you create a truly human-centric organization.
Take Patagonia, for example. Theyâre not just in the business of selling clothes; theyâre in the business of making a difference. They hire people who share their mission and values, which helps them build a passionate and connected team. A recent survey by Deloitte highlighted why creating a supportive work environment is so crucial for inclusion. They found that itâs not just about perks like free snacks or cool office spaces; itâs about how leaders treat their teams, how jobs are structured, and how the company is run. For instance, having a boss who micromanages or lacks empathy can make employees feel excluded and undervalued. According to Deloitteâs 2023 Global Human Capital Trends report, 79% of organizations are redesigning jobs to focus more on team-based work and collaboration, recognizing that traditional job design is no longer sufficient in todayâs dynamic work environment. This shows that more and more companies are realizing how crucial it is to design jobs that encourage teamwork and make everyone feel like they belong.
Another practical approach is to âhire three of everything.â This isnât about meeting quotas; itâs about ensuring diversity at every level, so no one feels isolated or marginalized.
Another practical approach is to âhire three of everything.â This isnât about meeting quotas; itâs about ensuring diversity at every level, so no one feels isolated or marginalized. This strategy helps prevent workers from feeling like the âonlyâ in the room, fostering a more supportive and inclusive atmosphere.
As Johnny C Taylor Jr, President and CEO of SHRM, so rightly said, âItâs not just about having a diverse workforce; itâs about ensuring everyone feels included, valued, respected, and heard.â This isnât just good business sense; itâs about creating a better world. When people feel included and valued, theyâre more engaged and productive. Microsoft is a great example of this. Theyâve done an incredible job with accessibility features, ensuring that everyone, regardless of ability, can participate fully in the workplace. Similarly, Adobe has been proactive with regular âpulse checksâ to gauge employee satisfaction, ensuring that their workplace is diverse, inclusive, and supportive.
These industry leaders demonstrate that inclusivity demands a comprehensive approach that involves continuous efforts to create supportive environments. And we cannot ignore the positive business outcomes. Inclusivity drives innovation, as diverse teams bring different perspectives and ideas, leading to better problem-solving and creativity. Companies with strong inclusive practices often lead their industries and set examples for others to follow.
So, letâs not just talk about inclusivity â letâs make it happen. Leaders at every level need to embrace this mindset, fostering a sense of belonging and ensuring that every employee feels respected and valued. Inclusivity isnât just a buzzword; itâs the edge that sets truly great companies apart. Itâs not just a goal but a defining advantage for successful organizations. Itâs an ongoing journey, requiring constant attention and adaptation. Itâs not just about setting policies but about weaving inclusivity into the very fabric of the organization. This means regular training, open dialogues, and creating a culture that continuously evolves to be more inclusive. Letâs make sure everyone is not only invited to the dance but also asked to dance, paving the way for a brighter, more inclusive future â because thatâs the real inclusive edge.
Business schools have a responsibility to develop leaders who can navigate complexity without compromising on values. As corporations pull back from DE&I commitments under political pressure, David Bach argues that now is...
As corporate America adjusts to a shifting political environment under President Donald Trump, companies must rethink their approach to DEI.âŻ...
Take our quiz to see if you're well-placed to implement new European rules on boardroom equality....
Audio available
New EU legislation requires stronger female representation on corporate boards. Here are ways to navigate the transition....
Audio availableExplore first person business intelligence from top minds curated for a global executive audience