Ally vs. accomplice: Building blocks for inclusive leaders
In the age of remote work, being an inclusive leader is more important than ever
Becoming an inclusive leader is a unique and critical capability helping organisations adapt to today’s diverse customers, markets, talent, and ideas.
When people feel valued, respected, and like they belong at work, organisations show a boost in innovation and an increase in team performance. The Inclusive Leadership Network has already discussed what an inclusive leader looks like; today, we'll look at how to be one.
Ally vs. accomplice: be an accomplice
In most cases, an ally is a person or group that stands with an individual or group in a marginalised community. Those who are accomplices work on dismantling those structures that oppress marginalised groups, as directed by those stakeholders.
If you think about that a little bit deeper, you begin to see how the former is working with individuals to achieve a goal, whatever it may be. The latter is working on dismantling a structure, striving for those same things but through a different kind of work.
I think being an accomplice is the next step that comes next after being an ally. It's acting, changing, fighting and doing whatever you must to ensure change. If we want to be inclusive leaders, we have to be willing to be an accomplice in order to make real differences and/or progress. Innovation starts with people support, so we have to be willing to do the hard things and be proactive about making the change.
Eliminate the bystander effect
The bystander effect is a social phenomenon that occurs when people fail to help those in need due to the presence of other people. According to research, even in an emergency, bystanders are less likely to help when they are in the presence of others. In many cases, people feel that since there are others around, someone else will step up.
As inclusive leaders, it's our job to amplify the voices of underrepresented groups and individuals and raise awareness that can lead to a more equitable community. Inclusive leaders are proactive in addressing microaggressions and unconscious bias to help team members learn to:
- Speak up in a non-confrontational manner when on the receiving end of microaggressions or unconscious bias
- Base business decisions on facts and minimise unconscious bias in the decision-making process
- Listen, and avoid being defensive when someone speaks up about a comment construed as a microaggression
- Be more inclusive of others
- Create environments in which people are comfortable raising their issues about unconscious bias and workplace concerns
Expand Your inclusive community
Traditional notions of leadership must change. In today's distributed workforce, it's more important than ever that we continue to strive to become more inclusive leaders and foster safe, inclusive environments for employees to thrive.
There are over 5,000 members involved in the Inclusive Leadership Network, all providing thought leadership on diversity, equity, inclusion, and belonging. We can demonstrate our inclusive mindsets by utilising our own strengths and engaging the strengths of others. By working together, we can achieve extraordinary results and contribute to the development of inclusive cultures.
This article originally appeared on the Inclusive Leadership Network. Join here for free.
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