What are the most effective ways to create an inclusive leadership style?

You have to be very intentional if you want to create an inclusive leadership style. Some keys to accomplishing this are: cascading frequent and meaningful communication, being transparent in your messages and ensuring your senior leaders buy into their goals up front.

1. Understand how each person on your team operates. For example, if you have introverts on your team, give them notes and the agenda before the meeting so that they can process the information and contribute to the meeting. 2. As a leader, speak last. Allow others to contribute without your opinion prior to speaking. Leaders will have a tendency to "tip a room" where people will automatically agree with you because of your position. 3. Ask questions and listen. Ask your team what they think, ask them how they would solve a problem before you jump into resolution mode.

The ability to reflect on your actions is a key leadership skill when assessing bias. By paying attention to your thoughts and examining your beliefs, it can help you identify the assumptions you currently hold. Whenever I've delivered inclusive leadership training, I've asked delegates to reflect on their thoughts, actions and behaviours that may have been based on stereotypes and prejudice. Questions such as; - Where did my thought come from? -Why did I have that thought/ act in that way/ my behaviour change? - What impact would my thoughts/actions/behaviours have on myself/ team/ organisation? - How can I show up differently next time? Consistent self reflection will drive behaviour change and strengthen inclusive leadership skills.

Self-awareness: Recognize and address biases. Education: Stay updated on diversity issues. Active listening: Foster an open environment. Diverse recruitment: Actively seek diverse candidates. Empower and delegate: Match opportunities with skills. Inclusive policies: Implement diversity-supportive programs. Recognition and feedback: Foster understanding with constructive criticism. Address implicit bias: Guide in recognizing and mitigating prejudice. Respect culture: Create an environment valuing each team member. Lead by Example: Consistently model inclusive conduct. Regular check-ins: Keep communication open for team experiences. Continuous improvement: Stay open to feedback, actively seek inclusivity enhancements.

I practice inclusive leadership by examining access within decision making and program development. The action of addressing biases and assessing access takes much practice and the ability to effectively listen to your team and community. Ensuring voices are heard, seen, and acknowledged at all levels of the organization is pivotal in creating spaces where leaders thrive and innovate. I highly recommend workshops, classes, and certifications in Diversity Equity and Inclusion for professionals of all identities serving in any leadership, policy, or decision-making role. Cultivating inclusive leadership and inclusive community development is an organization and societal wide endeavor.

Active Listening: Cultivating a culture of active listening contributes to psychological safety within a team or workplace. Attentively engaging with diverse perspectives signals respect for individuals' thoughts and experiences, which can foster an environment where team members feel secure expressing their ideas without fear of judgment. To actively listen, focus on the speaker without distractions. Paraphrase and repeat key points to demonstrate understanding. Avoid interrupting and ask open-ended questions to encourage further understanding. Most importantly, practice empathy and suspend judgment.

Team leaders, especially those in executive leadership, can incorporate "skip level" meetings, meaning hold meetings with those who are two or three levels below your direct reports (i.e. those who report to your direct reports). This provides an opportunity to listen and learn directly and gain less filtered insights from members of your team.

An inclusive leader's default is to include others, and their behaviour reflects the intention when connecting. It's become innate and genuine in them to want to understand how best to include those around them. It's natural for them to listen, learn and understand those around them. When curiosity comes from a genuine place, it puts others at ease - further reinforcing the inclusivity of the leader.

As the leader listens and learns, the learning must be evidenced with actions that are seen, heard and felt by others. Otherwise it is simply “pretending” to listen and lean in. It is the continuing demonstration of inclusive behaviors that define an inclusive leader.

A simple phrase which constantly reminds me to actively listen is "Listen to understand, not to respond". As a solution-focused person I realise that often its not a solution that people are wanting, it's an ear.

The future of work calls for inclusive leaders to recognize they do not have the luxury of sticking to a one-size-fits-all leadership style. Following the tenets of Situational Leadership, you will adapt your leadership style depending on the competence and commitment of your team members. Some will require directing or coaching while others will benefit from support or empowerment through delegating. Also, keep in mind that team member competence and commitment levels are dynamic and will change over time, espcially with effective professional development programming.

Understanding the role of adaptability in inclusive leadership is pivotal. Policies and workplaces must evolve to meet team needs. I prioritize open communication and dialogue about innovations that can be made to enhance the work environment holistically for our team.

Adding to this rich conversation, it’s also important to note that you are truly only an ally IF others experience you as such. There has to be an assessment outside of ourselves as to whether or not we are effective allies. We may set an intention to be an ally, however, we can’t judge our impact. Someone “helped/aided” must confirm us as an ally.

Sometimes even the smallest of gestures set an almost subconscious tone and can add up and matter just as much as the big moments. Setting your pronouns in Slack and your email signature. Not being afraid to interject with "You mean 'they'" when someone refers to a colleague incorrectly. Making sure someone knows they can feel comfortable sharing that amazing photo from the drag brunch in the "weekend photos" channel.

One place where I think allies can misstep is by assuming they know what their allyship should look like. Allyship is much more powerful and effective when we approach it from a place of humility and simply ask "how may I be of service?" or "what support do you need?" And then, of course, being open to hearing it and honest with your ability to provide that support or action.

The authentically, inclusive leader, is a visible and impactful, advocate, and ally for diversity, and the marginalized, wherever they are be that workplace, marketplace, and personal life. A true champion of inclusion takes no days off and values are lived consistently. It is who you are. Beware of performative allies, who are not truly motivated by equity and inclusion for all, but rather self promotion.

Karen Catlin describes 7 roles of allies in her book "Better Allies" 2019 (also find them online). I like these as not all of them are possible by everyone depending on their current position and circumstances, however everyone can manage at least one. Ally as Sponsor Ally as Champion Ally as Amplifier Ally as Advocate Ally as Scholar Ally as Upstander Ally as Confidante

Linked to growth, learn to apologise well. If the key to inclusive leadership is not trying to be the leader that knows it all, you're going to have to make mistakes and apologise as you navigate the unknown (to you).

Inclusive leadership traits can be built too, firstly it is important to practice open communication which sets clear goals, free from biases or gender differences, promotes inclusiveness. Self reflections of one's values, ethics, responsibility is important, learning is life long which only builds ones inclusive nature, grow your network, take up training courses, fellowships to enhance ones knowledge.

The ability to say to yourself and openly to your team that you made a mistake and here is what you have learnt creates access to you as a leader. It allows your team and individuals outside of your team to see you as an individual who creates safety to innovate, make mistakes and learn from it. This sends a powerful message across your organisation that this is a place that creates safety and ultimately that is a key foundation to build inclusion on. And for you as a leader, it helps you learn something new everything you open yourself up to learning and sharing mistakes with individuals across your organisation. Humility!

Set yourself free from any syndromes like Imposter syndrome, Hubris, Tallest poppy and so one. Inclusivity comes from cohesiveness that you exercise, when you keep your people together, motivate and manage them well. Organising one self as a leader both mentally and physically is important to be able to manage others well.