Fostering inclusive leadership

Inclusive leadership aims to create a work environment where diverse perspectives are valued, and everyone feels respected and empowered. The benefits include enhanced creativity, better decision-making, and increased employee engagement and satisfaction. This approach not only drives innovation by leveraging diverse viewpoints but also enhances team cohesion and morale. By prioritising inclusivity, leaders can also attract and retain their talent, ultimately leading to better performance and a more positive workplace environment.

Inclusive leadership doesn’t happen by accident. One of the most significant barriers is unconscious bias. Unconscious bias refers to the stereotypes and assumptions that can influence our decisions and actions in a way that may be discriminatory, without our conscious awareness.  These biases can be anchored on factors such as gender, race, age, or even shared interests (affinity bias), and can ultimately impact the way we interact in the workplace.  

So how do we foster inclusive leadership? The first step is to build awareness. Unconscious bias can emerge in many areas, from recruitment processes and meeting dynamics to performance reviews. Recognising these moments empowers leaders to take meaningful action.

Here are some common pitfalls and practical countermeasures that can help move your organisation towards more inclusive leadership practices.

Recruitment: The person I like best, or the person who’s best for the job?

Our opinions during the recruitment process can be influenced by factors like where a candidate studied or shared personal interests. These biases can lead us to favour someone who feels familiar, rather than the candidate most suited to the role. To counter this, try reviewing CVs blindly (removing the name, age, education details) and see if your opinion changes. Include another interviewer who is different to you in the process and stick to the interview questions to maintain fairness and objectivity.

Reviews: Recency, attribution or the squeaky wheel?

Performance assessments can be coloured by recent events (good or bad), personal impressions or who speaks up the most. It's common for the most vocal team members to receive recognition, whilst quieter contributors may be overlooked. To address this, base appraisals on documented evidence, not just memory or assumptions, cross-check your reasoning with a colleague who offers a different perspective, and be intentional about recognising quieter team members who consistently add value.

Meeting mechanics: In a hybrid world, are all voices heard?

Hybrid working can unintentionally amplify exclusion, especially when some participants are in the room while others are remote. Side conversations, poor audio, or lack of facilitation can dissuade quieter colleagues from speaking up. Establish some ground rules on communication to allow everyone to have their chance to contribute. Consider using meeting tools that level the playing field (like digital hand raises or rotating facilitators) and actively invite input from remote participants to ensure every voice is heard and valued.

Ibec’s supports for leading diverse teams:

Becoming a more inclusive leader is a continuous process of reflection, learning, and action. Ibec has a range of resources and solutions available to both members and non-members to enhance leadership skills.

• Members can view the full ‘Strategies for Inclusive Leadership’ document here.

• Members and non-members can find out more about Ibec Academy here.

• Members and non-members can find out more about Ibec’s KeepWell Mark accreditation here.

 Vicky O' Neill, HR Strategy Specialist, Ibec