Leading Inclusion is a primer for C-suite executives to create a culture for all employees.
Given the ongoing challenges of the great resignation, and more recently the number of women leaving leadership positions at record numbers, the world of work is undeniably transforming. Simply put, employees are expecting more from their employers as they demand a more equitable workplace.
At this crucial juncture, Gena Cox, Ph.D., brings us her new book, Leading Inclusion: Drive Change Your Employees Can See And Feel. She is an enthusiastic and straight-talking voice of guidance that leaders need in order to understand how they must adapt to this new set of expectations.
Cox is an organizational psychologist and executive coach who brings years of experience and research data to Leading Inclusion. It’s essential reading for every CEO striving to create a culture of inclusion that will ensure long term organizational success.
Values and emotions win over programs and initiatives
“The solutions are going to be about values and emotions, not programs and initiatives. Leaders need to believe this, and then they will do something differently. I look forward to see some ‘aha’ moments.”
Leading Inclusion helps leaders make the transition from amorphous goals to concrete action that makes a difference in the experience of its employees. The core barrier today is that organizations tick the boxes of increasing diversity hires without ensuring that those same employees join an organization that makes them feel welcomed, respected and valued. Without inclusion, employees will simply move along, exacerbating the struggle to recruit and keep talent looking for great culture. And today, everyone wants great culture at work.
Cox presents a plainspoken blueprint for creating a culture of inclusion, without what she calls the “drama and trauma” that sometimes comes with addressing racial issues. She begins with a review of how systemic racism has impacted people of color, particularly Black people.
Cox serves up a primer about systemic racism, and how this ugly past still influences
Gena Cox, Ph.D., author of Leading Inclusion: Drive Change Your Employees Can See And Feel
the reality today. This foundation is essential to help White leaders understand the experience of Black colleagues, which is helpful when some leaders might be embarrassed to ask.
As an example, Cox describes the practice of redlining, where governments decided which areas would be Black and which White, and designated neighborhoods where Black people would not be allowed to buy property. These policies set off a cascade of consequences where Black people were disadvantaged in terms of property values, insurance costs and access to services including education. An internet search indicated that my hometown instituted redlining in 1937.
“The result of segregation is that people of different races don’t get to know each other in an authentic way. If we can fix segregation we can fix everything,” said Cox, because it’s the physical separation that prevents people from getting to know and understand each other. In the meantime, we can begin with the workplace.
With this foundation in place, Cox frames her outcomes model around what she calls REDI, standing for Respect, Equity, Diversity and Inclusion.
“I begin with respect because everyone knows if they feel respected,” she said. Not sure if your company’s culture prioritizes respect? Ask your employees. And get specific. Ask what is it about your day-to-day work that feels like respect and disrespect?
“Leaders might feel embarrassed to seek understanding on this,” said Cox. “It packs emotional punch.”
Curiosity, connection and comfort
As with any business transformation, change comes with a growth mindset, which to Cox includes three Cs: curiosity, connection and comfort. First, curiosity serves as an attractor, where people see something outside their own experience compelling that they want to know more about. Next, connection. By finding an entry point to connect over, rather than bringing up differences, people can form a basis for social interaction. Think about connecting over what you do for fun, or a love of dogs.
“The payoff is comfort,” said Cox. “I call it ‘inclusion ease’ that has nothing that’s awkward or anxious.” It’s having everyone feel comfortable.
Once leaders recognize the need for understanding that leads to inclusion, it’s time to embark on Cox’s REDI model. Each step includes REDI questions that leaders should ask themselves to ensure they stay on track. It helps leaders address biases, encourage board involvement and design a vision for a culture of inclusion.
And although the responsibility for inclusion sits squarely on the shoulders of the CEO, they need to understand they are not alone.
“My goal is to help leaders understand that this is an obligation, that employees expect them to act on this. Leaders need to steep themselves in this rather than avoiding it, said Cox. “Leaders think they need to design new solution, but really just need to talk to their employees.”
