Inclusion Efforts Can Fall Flat Without a Leader-led, Data-driven Approach
Sometimes, even the most well-crafted inclusion efforts can stumble or be complicated either within or between groups. Empowering leaders through a structured framework can help stitch inclusion to your organization’s DNA.
Hiring a diverse workforce does not guarantee an inclusive environment where all employees feel valued and understood. The data is clear on this. Gallup survey indicates 84% of Chief Human Resource Officers (CHROs) report increasing investments in Diversity, Equity, and Inclusion (DEI), at the same time only 31% of employees observe their organizations commitment to improving racial justice and equality within the workplace.
Looking at the investments in DEI, McKinsey research suggests the global market for DEI initiatives was valued at approximately $7.5 billion in 2020 and projects this figure will increase to $15.4 billion by 2026. Despite these investments, the pace of change remains slow. It will take another 151 years to close the gender gap across all sectors.
The significant investments made into DEI contrast sharply with the slow pace of reaching meaningful milestones, suggest that it’s time to review and reassess the effectiveness of these efforts. There are likely many factors at play as to why DEI initiatives may be missing the mark. In this article, I want to focus on leadership commitment — specifically, how a culture of inclusion starts at the top and why a focus on inclusive leadership should be a priority for organizations. A redirection towards leadership and culture offers a more holistic approach to DEI, one that integrates people, strategy, and business objectives.
What works and what doesn’t
In my experience working with organizations to refine their DEI initiatives, one observation that stands out is the power of inclusive leadership and its ability to create a sense of belonging. While this might seem obvious, it’s often underestimated. Rather than a series of one-off events, true inclusivity comes from embedding it into the fabric of the organization. This requires continuous learning, behaviour shifts, and embedding these practices into daily routines.
What is an effective approach?
An effective strategy understands the complexities of individual strengths, team dynamics, and workplace environment. The employee experience defies simplification through static policies or unilateral programs. A better way — means — equipping all leaders with the skills to act as change agents, offering the tools to create, lead, and build inclusive cultures. A culture where diversity is not just welcomed but is a cornerstone for growth and retention.
A few areas to consider:
#1: Start with a data-driven framework
A practical framework will help you shift away from standalone initiatives to focus on how inclusive leadership can be embedded in your company culture. This gives you the guardrails and a methodology that includes metrics and accountability. This approach ensures leaders are committed inclusion beyond lip service, actively engaged in practices that can be measured and improved over time.
In my coaching practice. I use Inclusive Leadership Compass (ILC) as a foundational tool. This purpose-built framework examines leadership behaviors across four dimensions: Self, Others, Teams and Organizations. It provides a comprehensive system for building inclusive mindsets, skills and behaviors, anchoring the data in real business outcomes that leaders value and understand.
#2: Seek expert advice
Inclusion is deeply related to culture, but culture is often invisible to those on the inside. As the saying goes, “you can’t read the label from inside the bottle.”
Hiring an external consultant can bring in the outside view, help you see the inclusion challenges that are presently alive in the organization. The work starts with uncovering the mindsets and practices that limit your field of vision and create a clear roadmap for growth.
#3: Prepare leaders to look inward
Committing to inclusion requires time and energy, two of a leader’s most scarce resources. The key difference rests in their self-awareness. That’s one of the reasons why the ILC starts by establishing a baseline of the leader’s own strengths and blind spots, so that future efforts can be grounded in the leader’s individual capabilities, and they can own the process. For example, leaders may be conscious of the type of people they prefer to work with and who they trust certain kinds of work to, but less aware of how these preferences cause exclusion. It begins with the leaders themselves and builds from there.
#4: Use data for goals and diagnosis
Follow Drucker’s advice, “What gets measured, gets managed” is particularly relevant for inclusion. It sends a strong signal that the organization takes the goal of inclusion seriously. Success of inclusive leaders can often be measured through pulse surveys, 360-degree feedback, and analyzing trends in employee engagement and retention rates. However, since inclusion reflects your company’s culture and strategy, the exact metrics will vary from company to company. Figure out which metrics are key, integrate them into business reporting, track progress against them, and use them as a tool for accountability.
Final words
To create truly inclusive workplaces, you have to do more than “add diversity and stir.” What needs to change is the way we empower leaders, and the strategies we use to achieve top-down, bottom-up inclusion. There are no shortcuts or quick fixes — it takes a long-term commitment to build a culture of inclusion from the inside out. But with a structured approach to inclusive leadership, organizations can begin to shift the paradigm towards a more inclusive workplace that drives success for all, whatever that may look like. And that’s a business imperative we can all get behind.
In short, organizations must pivot from isolated initiatives to leadership-driven, data-informed strategies. Creating a culture of inclusion is an ongoing journey that requires a steadfast, holistic commitment from every level of leadership.
