No organisation can sustain its success if it does not have the best talent in every role. As the younger generation starts to account for a higher chunk of the workforce, the traits exhibited by inclusive leaders will be even more valuable. They can prevent or at least minimise the risk of conflict and derailing behaviours that can seriously damage organisational cultures, reputation and hence, performance. Inclusive leaders at all levels (and especially in the C-suite) are therefore critical to attracting and retaining the best talent, irrespective of the size of the business.
In a conversation with me, Sylvie Moreau, President (Europe & Middle East), SEPHORA, quoted an African proverb that succinctly captures the essence of inclusive leadership. “If you want to go fast, go alone. But if you want to go far, go together”.
D&EI is just as important
DE&I policies and programmes are undeniably important and should not be dismissed for a moment. However, infusing “diversity” cannot and should not be seen in the limited context of hiring targets; it should transcend numbers and be part of the spirit/DNA of organisations. This can be achieved only by having inclusive leaders who are willing to hear divergent views and make decisions based on data and merits of the case rather than just choosing to stick with tradition or pander to vested interests.
It may well be that an organisation’s D&I policies help attract inclusive leaders. These leaders strengthen DE&I programmes, thus setting in motion a virtuous cycle. While promoting/hiring inclusive leaders is critical, it is perhaps more important to help them thrive by creating and sustaining a culture that values diversity of every kind - including ways to address challenges such as decarbonisation, corporate social responsibility, physical/mental health, social justice etc.
Elaine Bowers Coventry, Chief Customer and Commercial Officer at The Coca-Cola Company, neatly tied D&I with high-performing teams: “A lot of times people say diversity and inclusion, and I think it’s actually better if you flip it because if you have an inclusive environment as a leader, if you have an inclusive company as a culture, it is so much easier to make the most of diversity in terms of business impact. And it’s not just about representation. It’s actually about different types of skill sets and experiences and traits that you’re putting together to have the business impact”.
Inclusive leadership truly works
Inclusive leadership is an evolving journey, and progress in this area is both meaningful and impactful. It is a powerful paradigm worth embracing and practising.