Introduction
In today's diverse and rapidly changing world, creating an inclusive workplace is more important than ever. Stefanie K. Johnson's book "Inclusify" explores the crucial role of inclusivity in building successful, innovative, and productive teams. The author introduces the concept of the "Inclusifyer" – a leader who celebrates diverse perspectives and ensures everyone feels a sense of belonging.
This book summary delves into the key ideas presented in "Inclusify," offering insights on how managers can transform their leadership style to foster a more inclusive environment. We'll explore the six types of managers and how they can evolve into Inclusifyers, as well as practical strategies for overcoming biases and creating a workplace where everyone can thrive.
The Power of Inclusivity
Imagine a workplace where everyone feels valued, heard, and able to bring their authentic selves to work. This is the vision of an inclusive organization, and it's not just a feel-good concept – it's a powerful driver of business success.
Research shows that inclusive workplaces create more successful businesses. According to a 2013 Gallup study, the most engaged workers are as much as 21 percent more productive and 22 percent more profitable. When people feel like they belong and their uniqueness is appreciated, they're happier, more engaged, and more likely to contribute their best ideas.
However, cultivating an inclusive workforce isn't easy. One of the main obstacles is our own biases, both conscious and unconscious. These biases can lead to unintended exclusion and discrimination, even when we have the best intentions.
For example, when most people think of a powerful CEO, they might picture a middle-aged white man. This bias can manifest in real-world consequences – as of early 2019, only 5 percent of Fortune 500 CEOs were women. Similarly, a study of American lawyers found that 50 percent of women and 57 percent of women of color reported being mistaken for custodial or administrative staff.
To create truly inclusive workplaces, we need to acknowledge and actively work to overcome these biases. This is where the concept of the Inclusifyer comes in – a leader who is committed to celebrating diversity and fostering a sense of belonging for all employees.
The Six Types of Managers
Johnson identifies six types of managers, each with their own approach to leadership and potential pitfalls when it comes to inclusivity. By understanding these types, we can better recognize our own tendencies and work towards becoming Inclusifyers.
1. The Meritocracy Manager
The Meritocracy Manager believes in a system where results are tallied, and those who perform best get rewarded. While this might seem fair on the surface, it can actually perpetuate inequality and bias.
A study involving over 400 HR professionals illustrates this point. When given identical résumés with only the names changed (one male, one female), the professionals consistently rated the male résumé higher when asked to evaluate based on meritocracy.
The problem with the meritocracy approach is threefold:
- The playing field is not level to begin with.
- Systems often create and reinforce inequality.
- We live in a post-#MeToo world where the prevalence of inequality and predatory behavior in organizational systems has been exposed.
A prime example of the pitfalls of the Meritocracy Manager is the case of GitHub. Under the leadership of former CEO Chris Wanstrath, who proudly displayed the phrase "The United Meritocracy of GitHub" in the company's waiting room, female employees found the working environment hostile. However, when Microsoft acquired GitHub and new CEO Nat Friedman committed to inclusivity, the company saw significant growth, with the number of companies using GitHub rising from 1.5 to 2.1 million.
To become an Inclusifyer, Meritocracy Managers need to recognize the inherent flaws in their approach and work towards creating truly equitable systems that account for diverse experiences and backgrounds.
2. The Culture Crusader
Culture Crusaders are managers who have a clear vision of what they want their company's culture to look like. While having a strong company culture can be positive, it can also lead to homogeneity and exclusion if not managed carefully.
Take the early days of PayPal, for example. Co-founder Max Levchin, a typical Culture Crusader, focused on hiring people who were "just like him" – geeky and socially awkward. This approach led to a lack of diversity and an unwelcoming environment for women and other underrepresented groups.
However, the story of PayPal also shows how a Culture Crusader can transform into an Inclusifyer. In 2014, new CEO Dan Schulman took over and prioritized creating a culture that celebrated both individuality and belonging. He addressed the gender pay gap, even though it cost the company millions of dollars. This commitment to inclusivity paid off – by 2018, PayPal was one of the highest-valued US companies, and in 2019, it reached significant milestones in active accounts and transaction volume.
To become Inclusifyers, Culture Crusaders need to broaden their vision of company culture to embrace diversity and create an environment where everyone feels they belong, regardless of their background or personality type.
3. The Team Player
The Team Player is often a woman, person of color, or LGBTQ+ individual who has worked hard to rise to a position of power. Having rarely received help on their way to the top, Team Players may not feel compelled to help others and might even see diverse hires as threats to their own status.
To transform into Inclusifyers, Team Players can focus on three key strategies:
- Empathy: Remembering what it felt like to be excluded or just starting out in their career.
- Learning: Actively seeking out and valuing different opinions, even designing for dissension to promote innovation.
- Aligning: Becoming allies through initiatives like Bystander Training, which empowers employees to speak up against exclusionary or inappropriate behavior.
By implementing these strategies, Team Players can create a more inclusive environment that benefits everyone, including themselves.
4. The White Knight
White Knights are managers who want to help underrepresented groups but often end up undermining their efforts instead. For example, a White Knight might tell a female employee to go home early to be with her family, inadvertently reinforcing stereotypes about working mothers.
To become Inclusifyers, White Knights should focus on fairness and empowerment:
- Fairness: Ensure that "office housework" (low-value tasks like getting coffee or planning parties) is distributed equally among all employees.
- Empowerment: Set high expectations for all employees and give them opportunities to excel, rather than making assumptions about their capabilities or needs.
By treating all employees fairly and empowering them to succeed, White Knights can create a truly inclusive environment that doesn't rely on misguided attempts at "helping."
5. The Shepherd
Shepherds are similar to White Knights but are themselves from underrepresented groups. They may try to support others like them but can end up appearing to play favorites, which can create resentment and division in the workplace.
To become Inclusifyers, Shepherds should focus on empathy and transparency:
- Empathy: Ensure that everyone has an equal voice and feels heard, regardless of their background.
- Transparency: Be open about decision-making processes and have data ready to support choices, dispelling any notion of favoritism.
By being inclusive of all employees while still supporting underrepresented groups, Shepherds can create a balanced and harmonious workplace.
6. The Optimist
Optimists believe in the importance of diversity and inclusion but tend to think these issues will resolve themselves over time. They may speak highly of inclusivity but fail to take concrete actions to promote it.
To become Inclusifyers, Optimists should focus on support and motivation:
- Support: Set public goals for diversity and inclusion, and actively work towards achieving them.
- Motivation: Celebrate diversity and create a workplace culture that embraces differences.
By putting their positive intentions into action, Optimists can create truly inclusive environments that attract and retain diverse talent.
Strategies for Becoming an Inclusifyer
Throughout the book, Johnson emphasizes two key strategies for becoming an Inclusifyer: SELF and TEAM.
SELF Strategy
The SELF strategy focuses on promoting individuality:
- Support: Actively support diverse employees and their unique needs.
- Empathy: Try to understand and relate to the experiences of others.
- Learning: Continuously educate yourself about diversity and inclusion issues.
- Fairness: Ensure equitable treatment and opportunities for all employees.
TEAM Strategy
The TEAM strategy aims to foster a sense of belonging:
- Transparency: Be open about decision-making processes and company goals.
- Empowerment: Give employees the tools and opportunities they need to succeed.
- Alignment: Create a shared vision and purpose that unites diverse team members.
- Motivation: Inspire and encourage employees to bring their authentic selves to work.
By combining these strategies, managers can create an environment that celebrates uniqueness while also fostering a strong sense of belonging.
Overcoming Biases in Hiring and Promotion
One of the most critical areas where biases can impact inclusivity is in hiring and promotion decisions. To address this, Johnson suggests making assessments both anonymous and transparent:
Anonymous evaluations: Remove names and other identifying information from job applications and performance reviews to reduce unconscious bias.
Transparent processes: Clearly communicate how hiring and promotion decisions are made, providing specific criteria and rationales.
Many organizations have successfully implemented these practices. For example, the National Symphony Orchestra moved to blind auditions, where musicians perform behind a screen, leading to a significant increase in the hiring of female musicians.
The Benefits of Inclusivity
Throughout the book, Johnson highlights the numerous benefits of creating an inclusive workplace:
Increased innovation: Diverse teams bring a variety of perspectives, leading to more creative problem-solving and innovative ideas.
Improved financial performance: Studies show that inclusive organizations are more likely to meet or exceed financial targets.
Enhanced employee engagement: When people feel valued and included, they're more engaged and productive.
Better talent attraction and retention: Inclusive workplaces are more appealing to diverse candidates and are better at retaining top talent.
Improved decision-making: Diverse teams are less likely to fall into groupthink and more likely to consider a range of options.
Greater adaptability: Inclusive organizations are better equipped to navigate change and respond to diverse customer needs.
Real-World Examples of Inclusivity in Action
Johnson provides several examples of companies that have successfully implemented inclusive practices:
Squarespace: Voted New York City's best place to work twice, Squarespace's CEO dedicates time each day to ensure any employee can speak their mind. They also hold monthly events to introduce new recruits with fun facts and slideshows, fostering a sense of belonging.
Clean Water Action: CEO Bob Wendelgass set public goals for diversity in board and staff composition, using performance reviews to track progress.
Microsoft's acquisition of GitHub: Under new leadership committed to inclusivity, GitHub saw significant growth in its user base.
These examples demonstrate that inclusivity is not just a feel-good initiative but a powerful driver of business success.
Challenges and Pitfalls in Pursuing Inclusivity
While the benefits of inclusivity are clear, Johnson also addresses some of the challenges and potential pitfalls that organizations may face:
Backlash: Well-intentioned efforts can sometimes backfire, as seen in the Google HR memo controversy. The memo, which suggested treating different groups differently, led to division rather than inclusion.
Tokenism: Hiring diverse candidates without creating an inclusive environment can lead to high turnover and dissatisfaction.
Resistance to change: Some employees may resist diversity initiatives, fearing loss of status or opportunities.
Superficial efforts: Companies that focus on diversity without addressing deeper cultural issues may fail to create true inclusion.
To overcome these challenges, Johnson emphasizes the importance of a holistic approach that combines individual actions to promote uniqueness with group actions to foster belonging.
The Future of Inclusivity
Looking ahead, Johnson notes that younger generations, particularly Generation Z (born between 1995 and 2015), not only support companies that promote diversity but expect it. This demographic shift is likely to accelerate the push for more inclusive workplaces.
However, creating truly inclusive organizations requires ongoing effort and commitment. It's not enough to simply hire a diverse workforce; leaders must continually work to create an environment where everyone feels valued, heard, and able to contribute their best work.
Practical Tips for Managers
Throughout the book, Johnson offers practical advice for managers looking to become Inclusifyers:
Conduct regular bias training for all employees, including leadership.
Implement mentorship programs that connect diverse employees with senior leaders.
Create employee resource groups to support underrepresented communities within the organization.
Regularly assess and adjust company policies to ensure they promote inclusivity.
Encourage open dialogue about diversity and inclusion issues within the workplace.
Set specific, measurable goals for diversity and inclusion, and hold leaders accountable for meeting them.
Celebrate diverse perspectives and contributions throughout the organization.
Regularly solicit feedback from employees about their experiences and perceptions of inclusivity.
Partner with diverse organizations and suppliers to broaden the company's network and perspective.
Lead by example, demonstrating inclusive behaviors and decision-making processes.
Conclusion
"Inclusify" presents a compelling case for the power of inclusivity in building innovative, successful teams. By understanding the six types of managers and how they can evolve into Inclusifyers, leaders can create workplaces that celebrate uniqueness while fostering a sense of belonging.
The strategies outlined in the book – SELF (Support, Empathy, Learning, Fairness) and TEAM (Transparency, Empowerment, Alignment, Motivation) – provide a framework for managers to address both individual and group needs in pursuit of true inclusivity.
As we move into an increasingly diverse and globalized world, the ability to create inclusive environments will become a critical skill for leaders across all industries. Those who can successfully "inclusify" their organizations will be better positioned to attract top talent, drive innovation, and achieve sustainable success.
Ultimately, the message of "Inclusify" is clear: by embracing diversity and fostering inclusion, we can create workplaces where everyone can thrive, leading to better outcomes for individuals, organizations, and society as a whole. As Johnson demonstrates throughout the book, inclusivity is not just the right thing to do – it's also the smart thing to do for any organization looking to succeed in the 21st century.