How do you create a truly inclusive workplace culture where everyone is respected, has a sense of belonging and feels both appreciated and considered every single day? It can’t simply be achieved with top-down diversity policies and initiatives, but must be nurtured at a team level, with a sharp focus on the five main categories of behaviour that bring about true inclusivity. These comprise ‘the anatomy of an inclusive culture’, and are key to a thriving workplace that has belonging and community at its heart.
It begins with teams
Traditional approaches to inclusivity are characterised by hierarchical initiatives in which leaders and HR teams look to bring about fairness and diversity from the top-down. From actively recruiting diverse employees through to organisation-wide celebrations of cultural heritage events, these approaches have tended to ignore the power of inclusivity at a team level despite being well-intentioned.
The reality is that inclusive workplaces are either made or broken at the team level, as team with different backgrounds and perspectives won’t automatically feel inclusive. It’s the daily observation and practice of inclusivity within teams that make all the difference, with teams that learn and model inclusive behaviours not just displaying tolerance of one another, but showing an appreciation of every colleague regardless of their background.
This approach creates a workplace culture that has high levels of engagement and productivity. In fact, organisations with inclusive cultures are eight times’ more likely to be financially healthy.
The five key components of inclusivity
So, which behaviours should organisations encourage if employees are to feel considered, valued and respected? The report* dissects inclusive cultures and identifies five key categories of behaviour that support team inclusivity: Emotional intelligence (EQ), respect, learning, voice and finally, goals and purpose. When these are all exhibited within teams, the organisation is likely to be highly inclusive.
Putting the emotion into work
Emotional intelligence (EQ) is a vital characteristic for all, not just leaders, as it allows team members to relate to one another and demonstrate understanding and empathy. While some believe EQ is binary – you either have it or you don’t – this isn’t the case as it can be learnt by encouraging honest and open discussions, and nurturing a culture of colleague appreciation and celebration.
Respect and the freedom to fail
Respect should be both expected and nurtured, with employees encouraged to respect each other’s time, boundaries, and perspectives equally. Examples of this include ensuring global meetings aren’t always at the same time at the inconvenience of the same colleagues and holding team socials during office hours so that those with caring responsibilities can still make it.
With regards to behaviours around learning, employees must be allowed the freedom to experiment and take risks without fear of reprisal if mistakes are made. Encouraging collaboration, and sharing team responsibilities, also bring colleagues closer together.
Voice and action
It should be a given that every team member deserves a voice. Employees need to feel comfortable sharing their opinions and offering honest feedback without fear of repercussions. But creating this openness is just the beginning as feedback must be heard and acted upon. After all, encouraging people to speak up means little if the response is silence and inaction. This is the path to frustration and disengagement.
Connecting through common goals
The aforementioned behaviours must be nurtured within a framework of shared goals and a unifying purpose. Teams should be encouraged to collaborate toward objectives that advance the organisation’s mission. When people feel genuinely connected to a common goal, it fosters alignment, cohesion, and a stronger sense of collective purpose.
Reinforcing behaviours through recognition
The reality of human psychology is that the ‘right behaviours’ are unlikely to be repeated again and again without some level of reinforcement, and this includes behaviours that nurture inclusivity.
To encourage children to share, we congratulate them every time they share with others, perhaps rewarding them with a treat. This level of reinforcement shouldn’t stop when we become adults, especially as research proves that showing recognition and appreciation in the workplace delivers a number of positive individual and organisational outcomes.
For inclusivity to thrive, recognition must be encouraged at a team level, with peer-to-peer recognition becoming second nature. If an individual shows a colleague respect and understanding, they should be recognised. If they encourage collaboration among their colleagues, their positive behaviour should be called out, and if a team member provides honest, constructive and respective feedback their contribution must be praised.
The relationship between recognition and inclusion is self-reinforcing. When people feel recognised, it strengthens inclusive team practices, which in turn foster even more recognition, along with deeper feelings of belonging, community, and engagement.
Driving organisational success
True inclusivity starts at the team level. It’s built through championing the daily behaviours of emotional intelligence, respect, compassionate learning, giving everyone a voice, and working toward shared goals. When these behaviors are recognised and reinforced, teams feel a stronger sense of belonging, collaboration, and engagement. Inclusive teams don’t just thrive socially, they drive organisational success.
Report from OC Tanner