Inclusify

People do their best work when they feel like they belong, and workplaces thrive when they celebrate both individuality and unity.

1. Inclusivity Drives Success

Creating an inclusive workplace isn’t just a moral imperative—it’s a smart business strategy. When employees feel valued and included, they are more engaged, productive, and loyal. A 2013 Gallup study found that engaged workers are 21% more productive and 22% more profitable than their disengaged counterparts. Inclusivity fosters a sense of belonging, which directly impacts performance.

However, achieving inclusivity is not easy. Biases—both conscious and unconscious—often stand in the way. These biases shape how we perceive others and can lead to exclusion, even when it’s unintentional. For example, many people still associate leadership with middle-aged white men, which can marginalize women and minorities in the workplace.

To overcome these challenges, leaders must actively work to identify and dismantle biases. This requires self-awareness and a commitment to creating an environment where everyone feels they belong. Inclusivity isn’t just about hiring diverse talent; it’s about ensuring that every employee feels seen, heard, and valued.

Examples

• Gallup’s study linking employee engagement to higher productivity and profitability.
• Only 5% of Fortune 500 CEOs were women as of 2019, highlighting systemic biases.
• Women lawyers often report being mistaken for administrative staff, showing how stereotypes persist.

2. The Problem with Meritocracy

Meritocracy sounds fair in theory, but in practice, it often reinforces inequality. Many managers believe they reward employees based solely on performance, but biases can skew their judgment. For instance, a study found that identical résumés were rated higher when they had a man’s name instead of a woman’s.

Meritocracy assumes a level playing field, but the reality is far from equal. Systemic barriers, such as unequal access to opportunities, mean that some employees start at a disadvantage. Managers who rely on meritocracy without addressing these barriers risk perpetuating inequality.

To create a fairer system, managers must acknowledge these disparities and take steps to level the playing field. This might involve revising hiring practices, offering mentorship programs, or addressing pay gaps. Inclusivity requires more than good intentions—it demands action.

Examples

• Résumé studies showing gender bias in hiring decisions.
• GitHub’s shift from a meritocracy-focused culture to an inclusive one under new leadership.
• The ##MeToo movement exposing systemic inequalities in workplaces.

3. Culture Fit Can Be a Trap

Hiring for “culture fit” often leads to homogeneity. While it’s natural to want a cohesive team, focusing too much on shared traits can exclude diverse perspectives. PayPal’s early hiring practices, for example, prioritized candidates who resembled the company’s founders, resulting in a lack of diversity.

Homogeneous teams may feel comfortable, but they miss out on the benefits of diversity. Research by Deloitte shows that inclusive organizations are six times more likely to innovate and twice as likely to meet financial goals. Diversity brings fresh ideas and helps companies adapt to change.

To avoid the culture fit trap, leaders should focus on “culture add” instead. This means seeking candidates who bring unique perspectives and skills that complement the existing team. Inclusivity isn’t about everyone being the same—it’s about valuing differences.

Examples

• PayPal’s early hiring practices leading to a lack of diversity.
• Deloitte’s findings on the benefits of inclusive organizations.
• PayPal’s transformation under CEO Dan Schulman, who prioritized inclusivity.

4. The Challenges of Team Players

Team Players are leaders who have worked hard to succeed in environments where they were in the minority. While their perseverance is admirable, they sometimes struggle to support others. They may avoid hiring people like themselves to avoid being seen as biased or playing favorites.

This reluctance can stifle diversity and prevent others from rising through the ranks. To become better leaders, Team Players need to practice empathy and remember what it felt like to be excluded. They should also embrace diversity as a strength, not a threat.

One effective strategy is “designing for dissension,” which involves actively seeking out diverse perspectives. This approach fosters innovation and ensures that all voices are heard. By aligning their actions with their values, Team Players can become true allies.

Examples

• Team Players avoiding hiring people like themselves to avoid bias accusations.
• Companies using “design for dissension” to encourage diverse ideas.
• Bystander Training programs helping leaders address workplace issues.

5. The Missteps of White Knights

White Knights mean well, but their actions can sometimes undermine inclusivity. For example, a manager might excuse a working mom from staying late, assuming she needs to be with her family. While the intention is kind, it reinforces stereotypes and can make the employee feel singled out.

To avoid these pitfalls, White Knights should focus on fairness and empowerment. Fairness means distributing tasks equitably, so no one feels burdened with “office housework.” Empowerment involves setting high expectations and giving employees the tools to succeed.

Inclusivity isn’t about treating people differently—it’s about creating an environment where everyone has the same opportunities to thrive. White Knights can support their teams by listening, learning, and leading with fairness.

Examples

• Managers excusing women from tasks based on assumptions about family responsibilities.
• Women disproportionately assigned low-value tasks like party planning or note-taking.
• Empowering employees by setting clear expectations and providing support.

6. Shepherds and the Perception of Favoritism

Shepherds are leaders who advocate for underrepresented groups, but their efforts can sometimes backfire. If they focus too much on one group, others may feel excluded. For example, a statement supporting one minority group might unintentionally alienate others.

To avoid this, Shepherds need to balance empathy with transparency. Empathy involves listening to all employees and ensuring that everyone feels valued. Transparency means being open about decisions and addressing any concerns about favoritism.

Inclusivity requires a delicate balance. By fostering open communication and being mindful of perceptions, Shepherds can create a workplace where everyone feels included.

Examples

• Google’s HR memo causing backlash by suggesting different treatment for different groups.
• Employees feeling excluded when leaders focus on one group over others.
• Using transparency to address concerns about favoritism.

7. Optimists Need to Take Action

Optimists support inclusivity in theory but often fail to act. They believe that diversity will happen naturally over time, but change requires effort. Without action, workplaces tend to maintain the status quo.

To move from words to action, Optimists should set clear goals and hold themselves accountable. For example, a CEO might commit to increasing diversity on the board and track progress through performance reviews. Celebrating diversity and creating opportunities for dialogue can also help.

Inclusivity doesn’t happen by accident. Optimists need to turn their good intentions into concrete steps that drive change.

Examples

• Companies maintaining the status quo without active efforts to promote diversity.
• CEOs setting public diversity goals and tracking progress.
• Squarespace’s monthly events celebrating new hires and fostering inclusivity.

8. The Power of Belonging

Belonging is a fundamental human need, and it’s essential for workplace success. When employees feel like they belong, they are more engaged, productive, and loyal. Inclusivity creates a sense of belonging by valuing both individuality and unity.

Leaders can foster belonging by promoting open communication and celebrating diversity. This might involve creating safe spaces for dialogue, recognizing employees’ unique contributions, or hosting events that bring people together.

Belonging isn’t just about feeling included—it’s about knowing that your voice matters. By prioritizing belonging, leaders can build stronger, more successful teams.

Examples

• Employees feeling more engaged and productive when they belong.
• Safe spaces for dialogue helping employees feel heard.
• Events celebrating diversity and fostering unity.

9. Inclusifyers Lead the Way

Inclusifyers are leaders who celebrate diversity and create a sense of belonging. They understand that inclusivity is a journey, not a destination. By addressing biases, promoting fairness, and fostering open communication, they create workplaces where everyone can thrive.

Inclusifyers don’t just talk about diversity—they take action. They set goals, track progress, and hold themselves accountable. They also empower their teams by listening, learning, and leading with empathy.

Becoming an Inclusifyer requires effort, but the rewards are worth it. Inclusive workplaces are happier, more innovative, and more successful.

Examples

• Leaders addressing biases to create fairer workplaces.
• Setting diversity goals and tracking progress.
• Empowering teams through empathy and open communication.

Takeaways

1. Remove bias from hiring by anonymizing résumés and being transparent about decisions.
2. Foster belonging by creating safe spaces for dialogue and celebrating diversity.
3. Set public diversity goals and hold yourself accountable for achieving them.