Driving Inclusion: 3 Key Behaviors of Inclusive Leadership

Current State

Almost three years after diversity, equity, and inclusion (DE&I) exploded into the corporate consciousness, it remains more of a goal or intention than a reality. After the death of George Floyd in 2020, employers were quick to start DE&I awareness programs, launch diversity councils, require unconscious bias training, and create other “programs.” 

But most organizations have failed to embed the principles and values of diversity, equity, and inclusion so they become part of the corporate culture. Brandon Hall Group™ research shows that 45% of organizations had a fully developed DE&I strategic plan in 2022, with another 31% developing one. 

Inclusive leadership emerged as a critical capability to help organizations adapt to diverse customers, markets, ideas and talent. Brandon Hall Group’s™ study, How Do You Develop Inclusive Leaders?, revealed that at least 80% of organizations launched some sort of inclusive leadership training at all leadership levels (frontline through C-Suite), though the results so far are mixed. 


Training leaders on inclusive leadership is necessary, but it is only the first step in the journey. There are many inclusive leadership behaviors. Some are easy to understand, but demonstrating them consistently is not easy and takes time and commitment from the leader. For many people, becoming more inclusive is a new concept and may not come naturally. Real change is elusive and difficult to measure. Organizations must be able to see a demonstration of inclusive leadership to determine whether they are making progress in building a culture of inclusion. 


Becoming a more inclusive leader is potentially one of the biggest challenges of a person’s career. It takes commitment from the individual, but the organization must set an example and expectation through its commitment to DE&I. 

It is difficult to be enthusiastic about the rise of inclusive leadership when, in 57% of organizations, less than one-fifth of high-level leaders are from diverse and traditionally under-represented groups. In addition, when measuring the inclusion of under-represented groups, most organizations focus on measuring demographic diversity rather than equity in engagement scores, performance ratings, recognition, participation in cross-functional team projects, or participation in various forms of training. 

Employers that want more inclusive leaders must place more emphasis on embedding the principles of DE&I and inclusive leadership across the enterprise in a variety of ways. This is a work in progress for most organizations. 

Critical Questions

Organizations that want to develop more inclusive leaders as a strategy toward becoming more diverse, equitable, and inclusive must consider several questions. They include: 

  • What are our greatest barriers to having a more inclusive culture? 
  • Do our leaders consistently demonstrate the values of our organization? 
  • Do we have leaders with the interest and ability to truly tap into the talents and motivations of their teams to collaborate, empower and inspire rather than wield their authority? 
  • Do we have leaders who consistently demonstrate their commitment to diversity, equity, and inclusion and will challenge the status quo when necessary? 
  • Do we have leaders who actively seek to understand those around them — including people from different cultures and backgrounds — and listen, empathize, and adapt to their points of view? 
  • Are there particular strategies or behaviors that are in the most serious need of attention? 

Driving Inclusion: 3 Key Behaviors of Inclusive Leadership

Demonstrated Commitment

You will know a leader is committed to driving an environment of inclusion when they have the courage and confidence to speak up when they see exclusion and are willing to challenge the status quo.

In addition, leaders committed to inclusion are willing to hold their direct reports accountable for learning about DE&I and being inclusive with their own teams. Inclusive leaders will also get involved — and encourage the involvement of others — in activities such as ERGs, diversity council, and community outreach efforts and just simply illustrate their willingness to embrace and engage everyone for who they are and the talents and experiences they bring.

How can you measure this? First of all, just observe. But you can also do 360s and ask for anonymous feedback from people the leader works with about changes they have seen. The best thing about demonstrated commitment is that it tends to be contagious. When leaders show their resolve, it gives others permission or incentive to do the same.

Demonstrated Bias Awareness

It’s one thing to advocate for inclusion. But when leaders challenge their own biases and encourage others to be aware of preconceptions, that brings inclusive leadership to a higher level.

It is important for us to consistently evaluate our preconceptions, be transparent about them and ask questions and explore issues that might influence those biases or preconceptions. When a leader says, “I think I may not have a full understanding, can you help me? or “I think I may have a blind spot here; what am I missing?” It sets an example for others to be curious and educate themselves. This can go a long way toward building a culture of inclusion and openness.

Demonstrated Empathy

This is an extension of the demonstration of bias awareness, but important to point out on its own. Employees aren’t looking for their leaders to listen and understand their experience as an intellectual or check-the-box exercise. They want leaders who can really understand others and give them a sense of feeling heard and belonging. When leaders show humility and empathy, it makes them more approachable and builds trust.

Demonstrating commitment to inclusion and being transparent about biases are both important, but demonstrating empathy, humility, and understanding fosters an inclusive culture that makes organizations stronger.


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Claude Werder



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Claude Werder

Claude J. Werder Senior Vice President and Principal Analyst, Brandon Hall Group Claude Werder runs Brandon Hall Group’s Talent Management, Leadership Development and Diversity, Equity and Inclusion (DE&I) practices. His specific areas of focus include how organizations must transform culturally and strategically to meet the needs of the emerging workforce and workplace. Claude develops insights and solutions on employee experience, leadership, coaching, talent development, assessments, culture, DE&I, and other topics to help members and clients make talent development a competitive business advantage now and in the evolving future of work. Before joining Brandon Hall Group in 2012, Claude was an HR consultant and also spent more than 25 years as an executive and people leader for media and news organizations. This included a decade as the producer of the HR Technology Conference and Expo. He helped transform it from a small event to the world’s largest HR technology conference. Claude is a judge for the global Brandon Hall Group HCM Excellence Awards and Excellence in Technology Awards, contributes to the company’s HCM certification programs, and produces the firm’s annual HCM Excellence Conference. He is also a certified executive and leadership coach. He lives in Boynton Beach, FL.