When finding ways to create a culture of inclusion in the workplace, the obvious risk for most organizations occurs in the absence of consistent and mindful stewardship. Reason being because bias and prejudice takes hold, leaving a promising vision consigned to either a toothless policy directive, hiring guideline, or pie chart, categorizing diversity for a run-of-the-mill human resources audit. Most organizations are good at creating a culture of success, but why does the research surrounding gender biases indicate that gender stereotypes continue to be “easily and automatically activated” even with policies in place (Northouse, 2016, p. 404)? I believe that the chief responsibility in promoting a sense of uniqueness and belonging falls upon both the organization and its executive leadership; however, creating a “culture” requires day-to-day practical applications, grassroots initiatives and the means to measure its effectiveness. Unfortunately, women still face more obstacles than men in the workplace; therefore, leaders need to synchronize their desires with the needs of women together in an environment using common terms of inclusivity to foster recognition and belonging through “a shared understanding and language” (Nugent, Pollack, & Travis, 2016, p. 7).
Unfortunately, no workplace is one hundred percent immune from bias, aloofness and apathy, but there are some practical ways to recognize the uniqueness of women and their positive influence within the organization. Most certainly as it relates to my own workplace, we regularly need reminders in terms of how we can adopt better mechanisms to recognize and grow inclusivity. During our meetings, we discuss problems and solutions equally within the group; however, we need to do a better job in reinforcing contributions made by our female members, recognizing their observations and ideas by assigning visible credit directly to each one. Honesty loves to engage with humility; therefore, apart from reflecting upon my own bias and ego, seeking feedback in regards to my own leadership and its effectiveness within the context of our organization communicates my willingness to grow a culture of fairness and equity.
Recognition is another great way for an organization or an individual to connect their desire in support of inclusivity alongside a specific event; however, creating a lasting culture of belonging where women regularly feel “welcomed and valued” as part of the workplace, its groups and collegial activities requires a broader plan of action (Nugent, Pollack, & Travis, 2016, p. 2). In my own workplace, we often experience a more robust debate; however atypical, we generate a faster path towards consensus when we focus on helping each other through the understanding. For both men or women, a sense of belonging inspires loyalty, creativity and a deeper connection to organizational goals and objectives; however, by openly sharing a vision for inclusion of women, it sets the tone for everyone moving forward. Ultimately, those that you lead are watching you very closely; therefore, know yourself and your objectives, leaving no doubt that you abhor exclusivity and reflect your commitment to inclusivity in your actions at all times.
Matt
Northouse, P. G. (2016). Leadership: theory and practice (Seventh ed.). Los Angeles: Sage Publications.
Nugent, J. S., Pollack, A., & Travis, D. J. (2016). The day-to-day experiences of workplace inclusion and exclusion. Retrieved November 2018, from https://www.catalyst.org/system/files/the_day_to_day_experiences_of_workplace_inclusion_and_exclusion.pdf
