THE FIVE CAPABILITIES OF INCLUSIVE LEADERS AND HOW TO DEVELOP THESE When people feel they are treated fairly, that their uniqueness is appreciated and they have a sense of belonging and that they have a voice in decision making then they will feel included. According to the Diversity Council Australia (DCA) there are five capabilities necessary to be an inclusive leader (iii). These capabilities are based on mindsets and are :
LISTEN RE A D W A TCH
Capability
Educate yourself on global diversity and inclusion issues. Reflect on whether all team members (from all backgrounds, education levels, job levels) can contribute to decision making. Challenge stereotyping and biased decision making. Mix up the way you think- unfocused and focused thinking both lead to the development of innovation and creative thinking. Ensure the policies and practices you have in place support flexible working. Make it a standard business practice. During meetings utilise resources and technologies that maximise participation and voices heard. Practise using curiosity and openness during all interactions. Practise being an active and reflective listener. Challenge yourself to engage in conversations in different parts of the organisation and who have different identities to you. Assess how effectively you currently support the development of diverse employees. Practical ways to develop
Growth-focused Challenge accepted practices and embraces different perspectives
Aiko Bethan on Creating Transformative Cultures
Aiko Bethan on Inclusivity at work - the Heart of hard conversations.
Flexible & Agile Flexible and responsive to diversity of people and perspectives.
Why inclusive leaders are good for organisations and how to become one
Open & curious Curious and open to new and different perspectives from a diversity of people Relational Teams and networks they create celebrate diversity in people and ensure everyone feels valued, respected and that belong. Identity-aware A belief that diversity will improve organisational performance.
S ix signature traits of inclusive leadership
Building Inclusion: An evidence-based model of inclusive leadership Mindset: The New Psychology of Success by Carol Dweck
Reflect on own your identity and consider the advantages and disadvantages this has on your experiences. Challenge assumptions that are made about people.
How to be an inclusive leader by Jennifer Brown
PRACTICAL WAYS INCLUSIVE LEADERSHIP CAN BE DEVELOPED
Seek feedback from staff on how inclusive you are including identified blind spots, strengths, and development areas. This shows your team you are interested in their perspectives. Take the time to understand the experiences and concerns of your team. Be visible and vocal around inclusive behaviours and an inclusive culture. Remember to “Walk the talk”. Seek out difference in perspectives by encouraging all staff to speak up using different mediums e.g. written, verbal, or providing opportunities to work cross- functionally or in multi-disciplinary teams. Look for signs that you are having a positive impact e.g. is there a more diverse group sharing ideas, are people more openly sharing different perspectives. Value and commit to aligning personal behaviours to diversity and inclusion Ensure you allocate time, energy and resources to addressing inclusion and ensure it is part of the business plan and targets.
T A KE THE QUIZ How to overcome our bi ases? Wa lk boldly toward them by Verna Myers Do you knowwhat it takes to be an inclusive leader? Take the quiz below and find out! https://www.dca.org.au/gettin ginclusive/
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