As Mahatma Gandhi was believed to have said, “No culture can live if it attempts to be exclusive.”
Exclusivity breeds exclusion, while inclusion fosters belonging and connection. As companies embark to establish, sustain or change their culture, it is paramount to make sure inclusion is part of the overall strategic plan.
Research indicates that people want to feel included, heard and valued, and they will go above and beyond if the essential need of belonging is met. If inclusion is not present, diversity may be achievable, but not sustainable. A lack of belonging adversely impacts an organization’s bottom line through attrition — a surefire indication that your staff is primed to leave.
Inclusion and belonging are critically sought-after workplace attributes that are often not achieved due to leaders who inhibit inclusion through their actions. We also know that it’s not just diversity that matters, but diversity, inclusion, belonging and support, otherwise known as DIBS. Let’s focus on what DIBS fosters in the workplace.
I am a big believer in leading by example, and it’s incredibly important that as a leader, I practice what I preach and lead with the spirit of inclusion. Becoming an inclusive leader is not rocket science; it’s actually quite the opposite. It starts with the old adage, “Treat others as you’d like to be treated.”
Being inclusive is about keeping it simple, human, and making sure employees understand what inclusion is and how those behaviors show up at work. We know that if staff feel like they truly belong and are supported, they will thrive.
Often, leaders unintentionally (or sometimes, intentionally) exhibit behaviors of exclusion that leave staff feeling left out and despondent. As a leader, you bear the responsibility for setting the tone and carrying the mantle of an inclusive culture.
By Bernard Coleman III
In our interconnected world, the power of language extends far beyond simple communication—it bridges cultures, fosters empathy, and opens a myriad of opportunities. While English serves as a global lingua franca, the true richness of multilingualism lies in its ability to deepen our connections and broaden our perspectives.
For roles not inherently requiring constant on-premises presence, offering flexibility in working arrangements has become a pivotal factor in attracting and retaining talent. The insistence on total office presence, or a lack of flexibility in managing work time, may reflect a failure of leadership rather than employee inadequacy.
In this article, Jose Ucar delves deeper into the role of the conveyor (one of the three communication strategies) in providing feedback to team members because, when used and embraced purposely, it can be an effective strategy to positively impact people’s behaviors.