“Inclusive Leadership” and the “Inclusion” in DE&I are distinct yet connected. The former is about how an individual thinks and acts in a given situation, irrespective of role, designation or position in the organisation chart. “Inclusion” in the context of DE&I has to do with the composition of teams/organisations in terms of gender identity, age, ethnicity, race, sexual orientation, etc. The purpose of DE&I goes far beyond representation; its purpose will not be achieved if teams are not managed and led properly. It takes inclusive leaders to get the best out of DE&I policies and programmes.
Inclusive leaders are better at exhibiting the courage to lead change - including on the path to raising the DE&I coefficient of their teams/organisations. Their authenticity powers their steadfastness in the face of roadblocks they may face along the way. It’s not that inclusive leaders never make mistakes. They do but are quicker to learn from them and course correct. They are better at viewing situations objectively and overcoming personal biases so they are better equipped to make decisions based on what’s best for the organisation and not for vested interests. Inclusive leaders have the resilience to bounce back from adversity to steer the organisation in the desired direction.
In these times of heightened uncertainty and the emergence of imperatives like decarbonisation, organisations need inclusive leaders who are more trustworthy and possess higher levels of empathy and cultural/generational intelligence. These traits are key to drive collaboration, commitment and curiosity, which are all keys to innovation and transformation.
Raj Kumar Paramanathan
Founding Partner, Kestria Malaysia
‘Leaders who are inclusive provide conducive space that draws ideas and views by leveraging on the cognitive diversity around the table.’
No organisation can sustain its success if it does not have the best talent in every role. As the younger generation starts to account for a higher chunk of the workforce, the traits exhibited by inclusive leaders will be even more valuable. They can prevent or at least minimise the risk of conflict and derailing behaviours that can seriously damage organisational cultures, reputation and hence, performance. Inclusive leaders at all levels (and especially in the C-suite) are therefore critical to attracting and retaining the best talent, irrespective of the size of the business.
In a conversation with me, Sylvie Moreau, President (Europe & Middle East), SEPHORA, quoted an African proverb that succinctly captures the essence of inclusive leadership. “If you want to go fast, go alone. But if you want to go far, go together”.
D&EI is just as important
DE&I policies and programmes are undeniably important and should not be dismissed for a moment. However, infusing “diversity” cannot and should not be seen in the limited context of hiring targets; it should transcend numbers and be part of the spirit/DNA of organisations. This can be achieved only by having inclusive leaders who are willing to hear divergent views and make decisions based on data and merits of the case rather than just choosing to stick with tradition or pander to vested interests.
It may well be that an organisation’s D&I policies help attract inclusive leaders. These leaders strengthen DE&I programmes, thus setting in motion a virtuous cycle. While promoting/hiring inclusive leaders is critical, it is perhaps more important to help them thrive by creating and sustaining a culture that values diversity of every kind - including ways to address challenges such as decarbonisation, corporate social responsibility, physical/mental health, social justice etc.
Elaine Bowers Coventry, Chief Customer and Commercial Officer at The Coca-Cola Company, neatly tied D&I with high-performing teams: “A lot of times people say diversity and inclusion, and I think it’s actually better if you flip it because if you have an inclusive environment as a leader, if you have an inclusive company as a culture, it is so much easier to make the most of diversity in terms of business impact. And it’s not just about representation. It’s actually about different types of skill sets and experiences and traits that you’re putting together to have the business impact”.
Inclusive leadership truly works
Inclusive leadership is an evolving journey, and progress in this area is both meaningful and impactful. It is a powerful paradigm worth embracing and practising.
Dr. Ije Jidenma
Founder, Managing Partner, Kestria Nigeria
‘In leadership, understanding an individual's preferences for making an impact is crucial. While some focus on ideation, others prioritise people or tasks. We are all different, and recognising these individual differences lies at the heart of inclusive leadership.’
Engaging with individuals from diverse backgrounds reveals a universal truth: people seek to be understood. Actively listening, exchanging experiences and insights and sharing fears and vulnerabilities can significantly reduce the risk of misunderstandings. When approached with sensitivity and openness, the similarities among people often outweigh the differences.
P&G’s Geraldine Huse says it so well: “Accessing diverse points of view is vital in creating optimum strategies and plans. An inclusive leader creates an environment where disagreement is viewed positively. I have learned from experience that the more diverse the team, the more debate and disagreement we have and the better the outcome.” She adds, “Listening to people, understanding and solving problems collectively, taking advantage of all the diverse experience – this is what makes an inclusive leader successful”.
Practical steps towards building Inclusive Leadership
Inclusive leadership can be practised by design. A conscious effort to ensure every team member, regardless of their experience or seniority, has the opportunity to express their views in internal meetings can be transformative. Encouraging hesitant individuals to share their perspectives and gently exploring the reasons behind differing viewpoints fosters a culture of openness and understanding. This approach often leads to noticeable benefits, such as higher energy, enthusiasm, confidence and accountability, which positively influence both team dynamics and outcomes.
Summary
Inclusive leadership is just as critical to governments, non-profit sectors, educational institutions and pretty much everywhere else as well. It plays a vital role in fostering openness, understanding and collaboration, going beyond the scope of DE&I goals to create inclusive environments where individuals can thrive. By embracing diverse perspectives and encouraging dialogue, inclusive leadership enhances team performance, builds trust and drives innovation. Its impact extends across organisations, ensuring they are better equipped to navigate challenges, make informed decisions and achieve sustainable success.
Article by Lauren Stiebing, Director, Kestria USA.