Creating a Culture of Inclusion
in·clu·sion
n. the act of including, the state of being included
Inclusion, as defined by the Oxford Dictionary, refers to the act or state of being included within a group or structure. To genuinely feel included within a team, group, or organization, individuals need to feel a sense of belonging. Inclusion involves cultivating an environment where people feel welcomed, respected, and valued by their colleagues. As a leader, this means you must actively work towards creating an organizational culture where every voice is acknowledged, respected, and heard.
“My father literally fought his entire life to ensure the inclusion of all people because he understood that we were intertwined and connected together in humanity.”
Self-Assessment:
Creating a Culture of Inclusion
Please take a few moments to contemplate the following self-reflection questions. Where can you identify opportunities for personal growth in your leadership approach?
1. Why is inclusion important to me and my organization?
2. Do I understand the difference between diversity and inclusion?
3. Do I reflect on my own biases and assumptions about inclusion?
4. Do I ensure my communication is inclusive and respectful to all team members?
5. Do I actively listen to and value the input of all team members, regardless of their background?
6. Do I encourage open and honest communication within my team?
7. Do I promote a culture of respect and collaboration within my team?
8. Does my organization support and promote inclusion at all levels?
Remember, this self-assessment is just a starting point for understanding your knowledge of inclusion as a leader. It's essential to reflect on your responses and actively work on areas where improvement is needed. Additionally, seeking feedback from others and working with your ECFL Leadership Coach can provide valuable insights into your emotional intelligence strengths and weaknesses.
As a leader, making inclusion an intentional priority is crucial for it to become ingrained in your culture. Achieving this doesn’t require a formal program. By simply modeling inclusive behaviors and encouraging practices that help your people feel valued and develop a sense of belonging, you can create an environment where employees genuinely want to be a part of your organization. When leaders model inclusive behavior, it significantly enhances the likelihood of team success.
Creating genuine feelings of belonging for all is a critical factor in improving engagement and performance. When companies prioritize a culture of belonging, they create pathways to greater empathy and inclusion, particularly for those most marginalized in the workplace. Fostering a sense of belonging not only supports inclusivity but also enhances employee retention. One study reported by O.C. Tanner found that 54% of employees who left their jobs in the past six months did so because they did not feel valued by their organization, with 51% reporting a lack of belonging. This indicates that employees desire stronger relationships, a sense of connection, and the feeling of being seen. It's challenging for organizations to claim they support diversity and inclusion when their management teams fail to be sensitive to a diverse population. This means that leaders must be intentional in cultivating deeper team relationships and creating an inclusive, purposeful experience for all employees.
“True belonging doesn’t require you to change who you are; it requires you to be who you are.”
For each one of us, no matter what level within an organization “a sense of belonging” starts with our own personal actions, attitudes, and behaviors. When we can bring our authentic selves to work, we are more apt to be more engaged and able to contribute. An increased sense of belonging leads to collaboration, problem-solving, and better decision-making. It’s only when people feel a sense of belonging that we can share ideas, confidently speak up, and fully contribute to the overall success of the organization. A sense of belonging is what unlocks the power and value of diversity.
For Supervisors, creating a "sense of belonging" in an organization means making sure every employee feels accepted, valued, and connected to their work and colleagues. It's more than just being part of the team—it's about helping each person feel like a key player whose unique contributions are appreciated and respected.
To build a culture of belonging and reap the many benefits for employers and employees, leaders first require a clear understanding of what it means to belong at work. Using a variety of research sources Coqual, an equity research organization, created a visual definition of what it looks like to belong. When we belong at work we are:
Seen for our unique contributions—recognized, rewarded, and respected by colleagues.
Connected to our coworkers having authentic interactions with peers, managers, and senior leaders.
Supported in our daily work and career development you are given what you need to get your work done.
Proud of our organization’s values and purpose—you feel aligned with purpose, vision, and values.
Be deliberate. One of the first steps to building a culture of inclusion is providing numerous opportunities for your employees to develop strong connections with their colleagues, managers, and the overall Areté organization. This happens through good relationships, open communication, and teamwork. Without the Supervisor team fully bought into practicing inclusive leadership, a culture of inclusion is not creatable or sustainable.
A simple first step towards fostering a culture of inclusion is to be mindful of our daily communication. We must adopt inclusive language in our interactions. Sometimes the way employees “feel” is a reflection of how they are treated or spoken about. Whether intended or not, people may convey an attitude of exclusion through everyday work conversations. We have to learn to speak inclusively. This involves being conscious of the language we use, ensuring that it respects and acknowledges the diversity of people and experiences.
“Difference between diversity and inclusion is being invited to a house and being able to rearrange the furniture.”
Here are some strategies to help you speak more inclusively:
Be cautious not to make assumptions based on someone's race, gender, age, or background.
Use language that recognizes individuality, avoiding phrases that group people based on stereotypes.
Ask for and use people's preferred pronouns to show respect for their identity.
When unsure, it’s okay to ask politely, "What pronouns do you use?"
Avoid assuming gender when referring to groups of people. Use terms like "they/them," "people," "folks," or "everyone" instead of "he,” “she," or "guys."
When addressing a group, consider using inclusive greetings like "Hi everyone" instead of "Hi guys."
Avoid using terms that belittle or stereotype people with disabilities, such as "crazy" or "lame."
If you hear someone using non-inclusive language, address it politely and suggest alternatives.
Be aware of cultural differences and avoid language that may be offensive or insensitive to cultural practices or beliefs.
When discussing topics, acknowledge and include various cultural, racial, and social perspectives.
Avoid language that marginalizes or excludes specific groups.
Language evolves, and what is considered inclusive can change over time. Take the time to learn about different identities, cultures, and experiences. Stay informed and up-to-date on what is deemed appropriate and relevant to today’s culture. This will help you understand the impact of your words. Small, but deliberate improvements in the way we speak to each other can go a long way in creating feelings of inclusion at work—and help create an atmosphere where everyone can feel welcome.
Elevate your understanding of Inclusion by taking flight with the following resources. Use this opportunity to navigate, uncover, and expand the horizons of your leadership influence.
Inclusion Starts With I (3:27)
Why Inclusive Leaders Are Good for Organizations, and How to Become One
How to Get Serious About Diversity and Inclusion in the Workplace
Janet Stovall (11:04)