Inclusion is not a natural outcome of a diverse human experience. What comes more swiftly is to withdraw into the safety of similarities and distance oneself from the unknown. Which is why, a room full of diversity is not necessarily one brimming with inclusion.
Leaders have a vital role to play in setting an example for others, and inspiring the team to sustain a work culture of psychological safety.
Confronting biases can make you feel like a bad person.
Highly skilled workers with experience and knowledge are moving on and leaving significant strategy and service gaps.
Leaders can find it challenging to relate to people and situations that don’t reflect their own thinking, social norms, and decision-making practices.
When managers value their people, they are able to get ahead of possible discontent and passive aggression. Genuine appreciation lets the team to know that going the extra mile is not taken lightly and valued at work.
Introverts have a choice of either not participating or doing so on terms that make their lives tougher.
Consider these powerful ways to better position and embed diversity and inclusion as strategic priorities, and not optional add-ons.