While well-intentioned, many organizations fail in their efforts to improve diversity by starting with hiring. It is often suggested that to enhance diversity, organizations should hire more individuals from underrepresented groups. However, this approach may not be as straightforward as it seems.
After years of lackluster results from diversity initiatives, some lessons still need to be learned by executives. You can hire all the underrepresented individuals you want into your organization; if you don’t have a culture that fosters inclusion and creates belonging, you’ll see a revolving door — for everyone in the organization.
More is needed for a company to say they’re inclusive. They need to walk the walk. In my experience of leading learning and organizational development initiatives for nearly 20 years, a few things stand out that make all the difference in creating belonging and fostering inclusion in the workplace.
Psychological safety
To foster a culture of inclusion and belonging, organizations must prioritize psychological safety. Employees should feel comfortable expressing their thoughts, opinions and concerns without fear of judgment or retribution. Leaders play a critical role in creating psychological safety by actively listening, demonstrating empathy and valuing diverse perspectives.
Encouraging a growth mindset, where mistakes are viewed as opportunities for learning and improvement, is vital. By promoting a blame-free environment, organizations allow employees to take risks and contribute their best work without the fear of failure. Psychological safety nurtures a sense of belonging and encourages collaboration, leading to increased productivity and innovation.
Authenticity
Authenticity starts with awareness. Authenticity isn’t just running on autopilot or taking on an attitude of “this is me, take it or leave it.” It requires that we start with self-reflection to understand the many facets of our identity and how they interact with the world around us. Some of our identities lend us privilege, while others might set us at a disadvantage. It’s important to understand how we show up with privilege and ensure it doesn’t overshadow others. At the same time, being mindful that we’re not forcing ourselves to mask other parts of our identity that make us unique, while also being mindful our safety isn’t threatened.
When we don’t show up authentically, while it initially helps us to fit in, it eventually leads to burnout, resentment or even hostility. Our ability to show up authentically has an impact on our mental health. With pressure to fit in, it’s no wonder we also see increases in issues with mental health.
Inclusive communication
Effective communication is at the heart of fostering inclusion and belonging. Clear and transparent communication channels should be a priority for organizations. This ensures information is freely flowing across all levels and departments. Organizations should actively seek input from diverse team members and involve them in the decision-making process.
Inclusive communication also entails using inclusive language and avoiding jargon or terminology that may exclude certain individuals or groups. Providing training and resources on inclusive communication helps employees understand the importance of mindful language and ensures everyone feels heard and respected.
Radical acceptance
Holding others in a place of radical acceptance means we don’t need to understand or approve of someone else to accept that they deserve the same space and rights. It’s important to challenge our assumptions and stereotypes and see things from a different perspective. We should also check our values to ensure we’re not giving more importance to one value over another and rejecting someone else. Our unique experiences shape how we view the world, and it’s important to challenge them in order to practice radical acceptance towards others.
Measure the experience
To ensure your organization is on target, you need to measure the experience of your people. Many organizations do this by asking a question or two about how people feel, whether they feel a sense of belonging or inclusion. Paolo Gaudiano, in a Forbes article, describes that measuring feeling isn’t good enough. Organizations need to understand the causes that lead to a lack of inclusion or belonging. He suggests asking specific questions, such as: “Did a manager do something that made you feel unappreciated? Is there a company policy that makes your work more difficult? Is there a process that creates discomfort for you?” Getting specific helps identify the specific actions or things that diminish inclusion and belonging in your workplace.
A culture of inclusion and belonging is essential for any organization that wants to be successful. By prioritizing psychological safety, authenticity, inclusive communication and radical acceptance, organizations can create a workplace where everyone feels valued, respected and heard. By measuring the experience of their people, organizations can ensure that they are on track to creating a culture of inclusion and belonging.
