Harvard Business Review (HBR) just published a great article about “inclusive” leaders by two Deloitte professionals (“Why Inclusive Leaders Are Good for Organizations, and How to Become One” by Juliet Bourke and Andrea Espedido). There is a lesson in it for all of us. The bottom line is this: “inclusive” leaders raise the efficiency and performance of organizations. They also make it a better place to work.
The “inclusive” leader knows that she or he does not know everything and does not have all the answers. She or he is willing to listen to, and learn from, team members, and expresses genuine curiosity.
It’s not about knowing just their professional strengths and weaknesses. Do you know the names of your team members? Do you know their habits, likes and dislikes? Do you know what volunteer work they do, or what sports they engage in? Well, that’s what it will take for you to become an “inclusive” leader.
In too many organizations, sadly, we work for, or are made to work for, managers that, according to Bourke and Esdedido, want to overpower team members, play favorites and “discount alternative views.” Those traits kill collaboration, productivity, and employee morale. The inclusive leader, on the other hand, promotes collaboration, and raises employee morale and productivity.
So, if you know an INCLUSIVE leader, say “thank you” and do more for the team.
