Inclusive leadership training assists leaders in understanding their implicit assumptions and prejudgments and seeks to improve their motivation to work with and the empower diverse groups.

Drawing on the six traits of inclusive leaders, our Inclusive Leadership workshop develops leaders’ commitment to inclusion and diversity, their courage to challenge attitudes and practices that yield homogeneity, their curiosity for and openness to different ideas, their ability to build collaborative workplaces, a cognisance of their own and others biases, and their cultural intelligence.

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Research shows that if you want to create teams capable of innovating you need diversity. But diversity, per se, if not enough. Without psychological safety, individuals may be reluctant to speak up and you may miss out on breakthrough ideas, learning from mistakes, and the raising of valid concerns or red flags. By creating a team climate that reduces the interpersonal risks of speaking up, the team will be rewarded with better decisions, creative collaboration, motivated members, and improved performance.

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Unconscious bias refers to attitudes and beliefs we hold towards particular social or cultural groups that occur outside of conscious awareness and influence our responses.

Unconscious bias in recruitment, selection, promotion, development, and everyday workplace interaction limits the potential that can flow from a diverse workforce for higher-quality problem solving and decision-making, innovation and creativity, accessing diverse customers and suppliers, and attracting and energising top global talent.

Reducing unconscious bias at work is a critical component of an organisation’s efforts to create a diverse and inclusive work setting in which all employees contribute fully to work processes.

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While there is increasing recognition of the business case for culturally inclusive work settings, there is a critical lack of understanding about ‘how’ to achieve this.

Cultural inclusion requires a different set of competencies to the ‘gender smarts’ required for gender inclusion. A culturally inclusive work setting requires a culturally intelligent workforce and leadership.

Cultural intelligence is the collection of knowledge, skills and abilities that enable an individual to detect, assimilate, reason and act on cultural cues appropriately.

Cultural intelligence is positively associated with workgroup cohesion, integration, trust and performance in diverse cultural settings. Cultural intelligence predicts the formation of diverse networks and the sharing and integration of information and ideas. Cultural intelligence dismantles ‘us vs them’ social categorisations and negative stereotypes and enhances intercultural understanding and respect — workplace incivility, harassment and discrimination are lower. Workers with cultural intelligence experience higher levels of sociocultural adjustment and psychological well-being and lower levels of stress.

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Peer Coaching Circles, pioneered by Charles Brassard, are based on the premise that ‘the wisdom is in the room’, meaning that we can gain as much from the wisdom and experience of our peers as from traditional learning strategies.

Peer Coaching Circles adapt the principles and methods of individual executive coaching and apply them to small intentional groups of leaders.

Supported by Include-Empower.Com inclusive leadership experts and experienced coaching circle facilitators, participants develop peer coaching skills in addition to benefiting from professional coaching.

Include-Empower.Com subject matter experts gradually introduce new inclusive leadership concepts and themes every time the circle meets to enhance the learning process of members.

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Despite evidence that links gender diversity with improved organisational outcomes, shifting the dial on gender diversity in leadership is painfully slow. Our Gender Equity Masterclass explores evidence-based and best-practice solutions for addressing the challenges that prevent organisations from achieving gender parity.

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The greater variety of ideas and perspectives accompanying a diverse workforce challenges and changes existing business practices and assumptions to drive innovation in an organisation’s practices, products and services.

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Researchers have identified a variety of factors that contribute to a ‘glass ceiling’ that prevents emerging female leaders from achieving senior executive roles at the same rate as men. These include lower levels of confidence, weaker access to informal networks, lack of role models, and unconscious bias.

Mentoring is an established technique for empowering professional women to manage those challenges.

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Compared with members of the culturally dominant group, culturally diverse talent face unique challenges in their journey to leadership.

Cultural diversity enhances the potential for language and other communication barriers and heightens the risk of ambiguity, value conflicts, and reasoning and decision-making differences. Also, cultural stereotypes and bias can threaten rapport, stifle the exchange of information and ideas, hamper career progression, and are linked to workplace bullying and harassment. Those challenges can impact employee well-being and engagement.

Mentoring is an established technique for empowering emerging culturally diverse leaders to manage those challenges.

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Cultural intelligence (CQ) coaching offers guidance to individuals seeking to understand their intercultural strengths and weaknesses and develop their effectiveness in diverse cultural settings.

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