Three Ways for Leaders to Build a More Inclusive Workplace Culture
Building diverse teams is increasingly becoming critical for leaders across industries — and with good reason. To be effective, teams require a broad range of thought and experience, and many studies have proven that diverse teams are smarter, more innovative and deliver better results. But if you want your organization to be successful, your team is only part of the equation. Another key part? Building an inclusive, equitable workplace culture where employees from all backgrounds will not only succeed, but will feel valued and welcomed.
As president of Ithaca College, and in my previous roles as a senior leader at Middlebury College and Rutgers University—Newark, I’ve been deeply invested in the important work of building diverse teams and inclusive cultures at institutions of higher education for close to two decades. These are critical priorities for a sector that serves a rapidly changing student population and shapes the worldview of our country’s next generation. Diverse teams leading colleges and universities are not only better equipped to serve students, they can also model what inclusive cultures look like. This is especially crucial when students become alumni and enter the workplace with a deeper understanding of the importance of diversity and inclusion than previous generations.
Whether in higher education, business or the nonprofit sector, cultivating an equitable, inclusive workplace culture requires time, dedication and a highly collaborative approach. Investing in this work is something leaders in all industries and from all backgrounds can — and should — do.
Here are three practices that can help you and your team build a more inclusive culture that will allow diverse talent to thrive in any organization and any sector.
1. Create time, space and resources to align your team’s shared values and goals
Soon after I arrived at Ithaca College, our senior leadership team went on a retreat so, together, we could frankly discuss our values, lived experiences and goals, especially our collective commitment to creating a culture that encourages full participation. Dedicating time and space away from campus enabled us to get to know one another, helped me to explain my priorities and values as a leader and provided a permission structure to openly discuss our respective experiences, perspectives and priorities.
