Inclusive leaders and managers work to break down discriminatory barriers, and to ensure everyone has an equitable opportunity in the workplace. They embrace people from all walks of life and understand the benefits of difference.

But inclusive leaders don’t only exist in the boardroom. In fact, anyone can become an inclusive leader, no matter their role, experience or background.

That was the key message I took away from a recent symposium at the University of Sussex, U.K., where five speakers shared how their multifaceted identities and lived experiences helped them to become inclusive leaders, and to break the archetype of a traditional leader.

How Important Is Lived Experience?

The majority of positions of power are still held by straight white men. But Lela Kogbara, representing the public sector, and Jane Farrell, co-founder of Equality Works, challenged the widespread assumption that such leaders are inherently ‘bad.’

Likewise, they said, disabled, Black, gay women in leadership are not necessarily ‘good’ or more moral in their approach. Such beliefs, the speakers confirmed, simply aren’t true. And they aren’t inclusive!

Rather, every person’s lived experience is (or should be!) of equal value.

I remember when I co-hosted a poetry club for my peers at university, and one week I invited a guest poet to provide a workshop. The guest speaker was a straight white male, in a room of mostly female, mostly queer, wholly liberal students. I had huge admiration for this man when he addressed this difference and advocated that his voice didn't count for more or for less than ours. He went on to structure the session to alternate his readings with ours.

What Makes an Inclusive Leader?

No matter how challenging your journey to leadership has or hasn’t been, thanks to your identities, your focus as leader should always be on empowering your people.

So, while your lived experience can help you to think inclusively, it doesn’t necessarily change how well you actually support other people. In fact, it can lead you to miss some issues because you have your own blind spots or assumptions.

Your success at inclusivity is as much about your humility and openness to others' experiences as the actions you take to change working practices.

Dos and Don’ts of Inclusive Leadership

Whatever your background or role, here are some practical ways that you can become an inclusive leader at work:

• Do be “out” about your own identities. (Where it’s safe to do so.) You don’t have to ‘bring your whole self to work’ – sometimes it isn’t useful to disclose personal information. But by ‘coming out’ to your staff about your economic background or neurodivergence, for example, you encourage an open culture, free of shame. (And research says you’ll feel happier for it, too!)
• Do build your emotional literacy with people you’re not comfortable with. Conflict isn’t necessarily a bad thing – it can lead to better mutual understanding (though that doesn’t mean you should go around starting fights!) If you have a point of difference with someone, or a clash of values, and it’s threatening to disrupt your work, it can help to acknowledge this and to hear the other person’s point of view. Use empathic listening to really try to see things from another point of view.
• Don’t be a bystander. If you see a microaggression or unfair bias at play, don’t hesitate to call it out. It’s important to address discrimination as and when you see it, so long as you don’t put yourself, or the person you’re standing up for, in danger. Get past any initial discomfort by using the 4 Ds of Bystander Intervention.
• Don’t give everyone the same treatment. Context is key, so tailor your approach to best suit the situation and people involved. For example, if you want to ensure everyone gets a fair chance to contribute in team meetings, it might be better to allow more introverted members to write their thoughts on a sticky note, rather than calling on them to speak in front of the group. Build awareness of your team members so that you know how best you can support them.

By embracing inclusive leadership in your daily interactions, you can support your co-workers and help your organization to reap the benefits of diverse talent.

What’s Next?

Empowering your team members is a key part of being an effective manager, regardless of your or their backgrounds or identities. Truly inclusive leaders work to break down barriers between their team members, promoting understanding and trust.

For some more ideas on how to become an inclusive leader, take a look at these Mind Tools resources.

Unleashed How to empower everyone in an organization: our exclusive interview with inclusion expert Frances Frei.

The Diversity Bonus The business advantages of diversity and inclusion.

Basic Instincts: Unconscious Bias at Work How to identify and challenge your own unconscious biases.

Tip of the Week

Embrace the Silence – When Less Is More in Coaching

By Simon Bell, Mind Tools Writer and Editor

When you’re coaching a team member, periods of silence are likely to occur from time to time. Maybe the coachee is reflecting on a question you've just asked. Maybe they’re wary of being too open.

It may seem strange at first. You may be tempted to fill these silences by asking another question or attempting to finish a coachee’s answer for them.

Don’t.

Silence provides you both with the space to think and reflect, so allow it – in fact, encourage it – in your coaching conversations.

A key difference between coaching and managing is that a coach’s stance in a conversation should be non-directive. This means asking insightful questions and providing constructive feedback to help someone reach their own solutions, rather than specifying what to do or how to do it. And knowing when to say nothing can be an important skill in developing this non-directive stance.

To become less directive in your coaching conversations, reflect on how you normally behave when someone asks you for support. Do you try to solve their problems for them? Give them instructions? Talk more than you listen? If so, you’re being directive.

Being aware of these traits can help you identify appropriate ways to adapt your coaching style. Speak less, listen more, and ask more open questions. And yes – embrace the silence.

Pain Points Podcast

Don't miss the latest episode of our “Pain Points” podcast! Hear stories, insights and tips from people who understand the challenges we all face at work – in “Pain Points,” the new podcast exclusive to Mind Tools members.

This week, Jonathan Hancock and the team talk about flexible working.

How can flexible working help us at work? Does it create a happier team or cause more problems than it solves? Join the Mind Tools Content team in this week’s podcast as they discuss flexible work, and share their tips for organizations and employees alike.

Check your inbox for your personal link to the Pain Points podcast, sent every Tuesday to Mind Tools members. You can listen online or subscribe in your podcast app by following the links in the email.

News Roundup

This Week's Global Workplace Insights

Who’d Be a Hybrid Manager? The Worry of Remote Working

According to the annual State of Hybrid Work Report by Owl Labs, the key issues keeping business leaders awake at night revolve around maintaining team culture and communication.

With teams dispersed across different locations, leaders have to grapple with employee burnout, sustaining seamless communication, and fostering collaboration.

While productivity remains a top priority, managers are increasingly concerned about various aspects of hybrid working.

In particular, maintaining a strong team culture is proving challenging. Camaraderie, communication (34 percent), employee engagement (32 percent), and satisfaction (32 percent) are all causes for concern.

Despite the challenges, managers and employees all continue to value balance, productivity, and effective collaboration equally. Good to know that most people are still pulling in the same direction.

Recognizing Recognition: the Business Case for Appreciation

A workplace culture driven by recognition and appreciation can significantly impact a company's productivity, revenue, employee engagement, and retention. That should be obvious.

But now we’ve got some numbers. According to research by Gallup and Workhuman strategic praise and recognition can lead to $16 million in annual savings for a 10,000-person organization, by reducing turnover and increasing engagement.

Unfortunately, only a third of Americans receive weekly recognition, and 27 percent leave their jobs due to a lack of it. To create a positive work environment, say the researchers, managers should provide personalized recognition, and connect recognition to company values.

Employees should also offer personalized recognition to each other – the more spontaneous, the better – and acknowledge achievements beyond work, fostering stronger team bonds and personal growth.

See Mind Tools' article Giving Praise for more on how to recognize achievement without overdoing it.

See you next week for more member-exclusive content and insight from the Mind Tools team!