Inclusivity

The practices or policy of providing equal access to opportunities and resources for people who might otherwise be excluded or marginalized, such as those having physical or mental disabilities or belonging to other minority groups.

Most leaders would say they value diversity in their organizations. Some do so for strategic reasons, perhaps to mirror their diversifying customer base; others value diversity because it is the right thing to do. Yet for many companies, gaps can appear between rhetoric and action. And even those that succeed in establishing diverse organizations can fall short when it comes to inclusion.

Inclusion is about welcoming, developing, and advancing a diverse mix of individuals. It’s about making all people feel valued, including changing practices that might unfairly benefit any one group and making sure that everyone feels they have the same opportunity to advance and make an impact. Creating that environment is where the real challenge lies. Leaders often reveal their bias by giving more attention to people with whom they share race, gender, or any other aspect of their identity. The more leaders become aware of their own implicit bias, the more they can disrupt their default settings when making decisions.

In addition to being open about biases and how to overcome them, leaders should frame inclusion as an opportunity for both employees and the company’s bottom line. Some employees may be more receptive to personal or moral arguments than others, which is why Taaffe recommends making the business case for inclusion.

“If you can get people excited about hearing diverse points of view, that’s a step in the right direction. Because that’s what inclusion is about: getting different ideas in the mix.”