Inclusive Leadership as a driver for a fairness

At FAIRER Consulting, we stand for fairness and inclusion for all.

Why is DEI in danger?

Today our mission of creating fairer and inclusive workplaces is becoming more challenging as a growing number of governments and businesses across the world question the value of DE&I. It could be easy for some to look at the recent elections in the US and to call out specific individuals, but the picture is far more complex. The anti-DE&I backlash has its roots in the 2017 memo of the then Google engineer James Damore, who accused the tech company of operating within a gender based, ‘ideological eco-chamber’. And while the US administration is in the spotlight currently, many parts of the European political landscape are shifting towards what they consider to be a more merit-based approach.

Of course, the problem with this approach is that it misses existing structural barriers and biases that many communities face. Gender bias for instance continues to be institutionalised and there has been little, if any progress on race equity post the murder of George Floyd in May 2020. Additionally political attacks on the Trans community and the wider LGBTQ+ community are increasing. Therefore, to achieve fair and equal outcomes, the idea of treating everyone the same, of being blind to difference, is from the beginning, a redundant exercise.

What gaps remain

To counter these barriers and biases, as stressed by McKinsey and Co. (October 2024: The art of 21st-century leadership: From succession planning to building a leadership factory) as the world become more complex, leaders should adopt the principles of servant and selfless leaders, a humble mind, and stewardship amongst others. Humbleness, as stressed by Xiaoshuang Lin and Herman Tse, is a driver for team connectivity, trust-building and enhanced employee wellbeing. It includes the skills of develop self-awareness through feedback, encouraging open dialogue where ideas flow freely and safeguarding against corruption. These traits align to our research at FAIRER on inclusive leadership – today I spend my professional life up-skilling leaders of global businesses on the importance of curiosity, perspective-taking, self-awareness, humility and empathy.

For me humble and inclusive leadership is not a nice to have. They form part of a strategic mindset that drives personal growth, together with business innovation and high performing teams. Inclusive leadership encourages ideas sharing and human connectivity. This idea of sharing and connecting with others took centre stage at this years’ World Economic Forum with the theme of ‘Collaboration in the Intelligent Age’.

Unfortunately, not all leaders share these values. There is, globally, a rise of a new masculine energy, (In a recent interview with Joe Rogan, Mark Zuckerberg, suggested that the corporate world needed more masculine energy and that corporate cultures that celebrate aggression should be celebrated), that stands against the principles of fairness for all.

The inclusive leaders

Some corporate leaders’ decision to rollback or dismantle previous DE&I efforts, reflects their own in-group mentality or a lack of moral courage. They are engaging in a mix of what psychologists call Selective Empathy and outright Moral Blindness. These actions demonstrate what was all along either performative efforts or moral disengagement that targets the most vulnerable. Uncontrolled it falls into classic hate politics.

The reality behind the headlines, is more hope for a fairer and equal society. Leaders at companies such as JPMorgan Chase, Apple, Microsoft, and Delta Airlines have recently either rejected investor calls to rollback their DE&I commitments to have re-affirmed their commitments. These inclusive leaders understand the strategic value that DE&I brings to business. While the DE&I Overton Window may be changing for some, for others, the range of backward movement is less negotiable.

Adopting the FAIRER Consulting Framework

We at FAIRER Consulting believe that investing in the principles of fairness, accessibility, inclusivity, respect for all, equity and representation will benefit us all. 

We will continue to support organisations to challenge bias and to invest in:

• Inclusive leadership: This means rejecting self-serving leadership, by embracing self-reflection, curiosity and perspective taking. Perspective taking is perhaps one of the hardest responses for us as DE&I leaders and advocates at this current time. As stressed by author Adam Galinsky, this requires us to “see the world from the perspective of others.”
• Allyship and advocacy: This means rejecting bystanderism by actively dialling up our efforts to create a fairer world for all. It requires empathetic engagement and a challenge to what Poornima Luthra, associate professor at the Copenhagen Business School calls ‘termite biases’. Allyship and advocacy involves using one’s own power to push forward opportunities for others, through fairer and inclusive hiring, development and promotion opportunities.
• Calm reflection and role-modelling our values: The Anti-leaders of the US New Right are looking for a fight. We should respond with calm reflection, which I know at present is hard; it requires us to take a moment to think before we act. Remembering what we stand for, and our why of DE&I will prevent us from drifting with the times. Curiosity and openness of mind, together for a vision for a fairer world, supported by meaningful actions are timeless leadership qualities.

To find out how you can help make your workplace a more inclusive place to be, please get in touch with FAIRER Consulting.