7 key ingredients for an inclusive workplace culture

MD of FAIRER Consulting Dan Robertson shares effective strategies for cultivating an inclusive culture in the workplace. Watch the video or read the article below.

There's a lot of work around process, policy and  strategy and all of that is really important. And we need to make sure that our policies and processes are free from bias, and inclusion is injected into the system. But broadly, we need to think about organisational cultures. So, what does that inclusive culture look like? What are the ingredients of that? And I think there's a number of ingredients.

The value of respect

One is based on the principle of respect, which is key, but then we need to think about what does respect look like? What does respect feel like? How do we measure respect? Respect is about appreciation of difference, which is one core element of it. But I think we need to move beyond just measuring appreciation.

We need to measure how we value people who are different from us, with different thinking styles, different work styles, and the rest of it. And the other thing we need to start measuring is interaction, so behaviours. I might value an individual but my behaviour might play out in a different way. So, I think behavioural indicators really help us to think about what an inclusive culture looks like and feels like. 

The value of authenticity

And I think there are some other ingredients around that. So, what is the idea of being authentic? In some cultures that we work with, we have colleagues that can come in and can just be themselves without being fearful of discrimination, bias, and the rest of it. Whereas other people might come in and they might feel vulnerable to reveal who they are. So, that's clearly an example of  inequity or not being able to be yourself. 

If we're thinking about things like respect and authenticity, I think high levels of emotional intelligence, free flow of conversation, just being interested in other colleagues and the rest of it. Those are some of the things that we need to start thinking about in terms of that cultural side. 

Role-modelling as a leader

There are many things that we can all do to promote a culture of respect, but leaders have a particular role. And I guess leaders need to start thinking about three basic things. The first is their own behaviour. How do they role-model inclusive leadership? What is the shadow that they cast? Thinking about  how you act as a leader is the first critical thing. 

Challenge your comfort zone

The second thing that leaders really need to do is to step out of their own comfort zone and just really start connecting with people that are different from them – going to various networking events, because that really helps to raise their awareness. It builds curiosity, which builds insight. So, I think that's critical. 

Ask the difficult questions

But I think leaders also need to play some other roles as well. And I think one of the big
roles that leaders need to play is a role of questioning, asking for information, asking for the data, asking their HR teams or their DEI teams, "Where do we see bias still creeping in? Where are we doing well? What are the challenges that we're still facing in all of that?" So, that kind of questioning and playing the devil's advocate.

Sponsorship  and advocacy

I think the final thing that leaders need to do is play a role of sponsorship. It's not good enough for leaders to say, "Hey, listen, I get this stuff. I'm committed to it. I'm aware of my own behaviours. I'm aware of my own shadow and how that plays out. I'm looking at the data and the rest of it." What you need to do as a leader is step out and step into diversity and make sure that you are using your voice and using your privilege to advocate on behalf of others in order to actively progress their careers. 

The responsibility of employees

We often talk about how leaders can help to create a culture which is truly inclusive. But I think also, we need to expand the conversation out and question what is it that we can all do as employees? The first thing to think about is our own behaviours as employees. Yes, we talk about inclusive leadership and we talk about leaders, and their need to role model, and that is critical. But actually, I would also ask employees, how are you role modelling? How are you calling out bad behaviour? Are you calling out bad behaviour or are you being that bystander? Are you aware of your own language? Are you clued up in terms of how your own communication styles might promote in-groups for some people, but out-groups for others? 

So, I think there’s a big element of self-reflection for all colleagues, and the awareness that we all view others from our own perspective and our own worldview. And that worldview will determine who we like to have lunch with, who we like to have coffee with, and so on. I also think colleagues have a responsibility to advocate on behalf of others – just being proactive and leaning into different communities, whether it's Pride Month, Black History Month, or International Women's Day. I think we can all do that as well as expecting our leaders to do that at the same time.

If you’re interested in discussing any of the DEI themes mentioned in this article, get in touch to book a complimentary call with one of our consultants.