Author: Anthony Santa Maria

Praxis Labs Expands Pivotal Practice to Transform Inclusive Leadership Training

Posted on by Anthony Santa Maria

The call for effective, inclusive leadership has never been louder. A staggering 42% of managers believe their organizations fail to support their leadership development. On top of that, 89% of HR leaders stress the critical need to lead with empathy in today’s increasingly hybrid and flexible work environments. 

The challenge many L&D and HR leaders face is that traditional training methods fail to meet the moment to deliver engaging and impactful learning experiences. 

Enter Pivotal Practice, a stress-free environment to learn, practice, and build critical human skills needed to create a more inclusive workplace. By leveraging GenAI, learning science, and roleplay simulation, Pivotal Practice is poised to redefine leadership, transforming managers into confident, effective, and inclusive leaders.

Personalized feedback, powered by the best of technology and human psychology

Pivotal Practice sets a new standard in leadership training, pioneering a blend of GenAI with in-depth research and insights from Praxis Labs’ in-house team of learning scientists and psychologists. This unique approach offers highly personalized feedback aimed at boosting inclusive leadership skills. These skills are proven to drive team performance and organizational outcomes. 

Central to Pivotal Practice’s methodology is its immersive training experiences that foster accelerated skills growth through real-world application. By engaging learners in scenarios that mirror actual workplace challenges, they promote the practical application of core leadership skills such as empathy, decision-making, and self-awareness. 

This hands-on approach is enhanced by GenAI-driven personalized recommendations, allowing for a tailored learning experience that prioritizes rapid skill enhancement and application. Learners receive direct and real-time feedback on the actions taken in the immersive experience, giving them clear insights on how to improve in the future. 

Built for scalable use in the flow of work

Traditional hour-long courses and winding learning paths no longer cut it for today’s busy managers. Between juggling various work priorities and team management, they rarely have time to focus on learning. 

Pivotal Practice was designed with the perennially pressed-for-time manager in mind. The product offers on-demand, bite-sized learning experiences that can be finished in 5-7 minutes. The experiences focus on highly relevant and realistic scenarios where managers de-escalate conflict, provide constructive feedback, set clear performance expectations, and more — critical skills that can be immediately applied in real-world contexts like team meetings and one-on-one conversations. 

“The new experiences and skills within Pivotal Practice will help enable the leaders of today and tomorrow to tap into personalized and deeply impactful training that will push the boundaries on both inclusivity and business outcomes,” says Praxis Labs Co-founder & CEO, Elise Smith. 

This approach not only makes learning accessible and engaging, but also deeply practical. By aligning learning experiences closely with everyday managerial responsibilities, Pivotal Practice ensures that leadership development is easily integrated into the flow of work, offering a direct and accessible pathway to improve inclusion and effectiveness without disrupting the daily grind. 

Measuring Impact

Pivotal Practice places a strong emphasis on comprehensive measurement embedded directly within its simulations, leveraging GenAI-driven assessments to track a learner’s progress. This innovative approach enables the platform to monitor skill growth from the very start of the learning journey, through the pivotal moments of learning within the simulations, and extending to the crucial phase of applying these newly acquired skills in real-life contexts. This seamless integration of assessment and learning ensures that measurement is an ongoing process, providing continuous insights into skill development.

By offering a clear, data-driven view of skill progression, learners are empowered to recognize their own strengths and areas for improvement. This comprehensive assessment and feedback loop makes it possible for learners to see real growth and make meaningful changes in their approach to leadership.

Beyond individual learner growth, Pivotal Practice provides deep, actionable insights to HR and L&D leaders, enabling them to gauge tangible skill improvements across their organization. This data-driven perspective not only highlights the overall effectiveness of the training but also equips organizational leaders with the knowledge they need to foster a truly inclusive and high-performing culture. 

Built with your data security top of mind

In today’s digital age, data security is a non-negotiable. That’s why Pivotal Practice is fully compliant with SOC2 security standards. Our commitment to comprehensive data protection ensures that every interaction with our platform is secure, providing managers a safe space to focus on their growth and development, while leadership can be free of concerns about data privacy and protection. 

Leading a deeply human future

At a time when GenAI is surrounded by fears of dampening our creativity, critical thinking, and capacity for connection, Pivotal Practice demonstrates how the latest advancements in technology can be used to deepen our ability to connect with and lead across diverse workforces. 

As our Co-founder and Chief Product Officer, Heather Shen, puts it: “By leveraging Praxis Labs’ technology to deepen humanity in the workplace, we can unlock the unlimited potential for collaboration, innovation, and, ultimately, organizational success.”

Find out what all the buzz is about. 

5 Inclusive Leadership Lessons From the NFL’s Sam Rapoport

Posted on by Anthony Santa Maria

At a time when DEI has become a centerpiece of corporate culture discussions, understanding how leadership can drive change is more important than ever. Praxis Labs CEO & Co-founder Elise Smith recently had an illuminating conversation with the NFL’s Sr. Director of DEI, Sam Rapoport, on this very topic. Together, they peeled back the layers of what it truly means to foster inclusive environments and high-performing teams in today’s environment. 

But why should this matter to you? Especially for busy people leaders and managers, it’s easy to overlook the profound impact that inclusion can have, not just on morale, but on performance and innovation too. Whether you’re leading a small team or at the helm of a large organization, the insights shared between Smith and Rapoport offer an invaluable glimpse into the strategies that can transform your workplace. Here’s a sneak peek into the groundbreaking ideas and actionable advice you missed:

1. DEI Raises the Bar

Over the last year, we’ve seen a ton of misinformation spread about DEI. Perhaps the most egregious is the accusation that DEI lowers standards for talent. The reality is quite the opposite — DEI raises the bar. 

Decades of research backs this, with one recent study even showing that employers contacted presumed white applicants 9.5% more often than presumed Black applicants with the same qualifications. Ultimately what these studies reveal is that DEI is not about quota filling or token hiring, it’s actually about leveling the playing field. Moreover, it pulls the rug out from under DEI naysayers who claim that unqualified diverse candidates are “stealing” jobs from more qualified applicants. 

The hard truth is that “meritocracy” — the idea that the best talent will naturally rise to the top — is false. In practice, many people get jobs, promotions, and career opportunities through the people they know and the networks they’re a part of. DEI’s biggest goal then is to even the playing field, so that all people have equal opportunities to advance in their careers. 

“DEI is a fair shot. And it’s an equal shot. It’s not to ‘get the job’. It’s an equal shot to get the job.” – Sam Rapoport

2. Struggling to effect change? Try the 70:20:10 rule

For new and seasoned pros alike, anyone working in or around the DEI space has faced their fair share of detractors over the years. Those fringe voices are often the loudest, giving a skewed sense of who actually supports inclusion work or not. 

While we all have the impulse to rush to DEI’s defense — share the litany of research backing its pivotal role for team and business outcomes, expose the inherent “isms” baked into DEI critiques, and so on — these efforts always feel like we’re running up against a brick wall. Instead, let’s try the 70-20-10 rule. 

Popularized by Dr. Adina Sterling, a professor at Stanford University, the 70:20:10 framework can be a powerful tool for approaching DEI initiatives, and even change management more broadly. Here’s how it breaks down:

  • 20% of people are engaged and actively working to advance DEI principles. These are your champions.
  • 70% are willing to participate but lack the knowledge, confidence, or skillset to do so effectively.
  • 10% are resistant or dismissive of DEI efforts. 

According to Dr. Sterling, the most effective strategy is to invest energy into moving the 70% towards the 20%. If we move the ground from under the 10%, they will have no choice but to get on board. 

Sound harsh? Well, think back to recycling. Decades ago people were very upset about the concept of needing to wash out their plastics, walk an additional 5 feet to use a recycling bin, etc. But today, recycling has become second nature and part of everyday life. That’s because a lot of effort was put into getting buy-in from that 70%. 

3. Impact > Intent

Let’s say you are walking down the street with a friend. You’re really getting into the heat of the conversation, you’re gesticulating wildly, and SMACK! You hit someone trying to pass by you.

What happens next? Chances are you wouldn’t say “it wasn’t my intent to hit you” and then scurry off. Instead, you might say “Oh no, I’m so sorry. Are you hurt? Do you need ice? Is there anything I can do to help?” 

Believe it or not, we should be handling microaggressions in exactly the same way. Yet, in practice when we get called out for microaggressions — misgendering someone, asking someone “Where are you really from?”, assuming a woman is less knowledgeable about technology, etc. — our reaction is to get defensive and insist that we are ‘good’ people who never would have dreamed of harming someone else. 

But here’s the rub — those actions did harm someone else. And that impact matters more than you not meaning to cause harm. What does Sam recommend we do instead? Apologize right away, don’t center yourself, and keep on pushing. 

“You would see the best rise to the top and we’d stop losing such amazing talent if we could all come together and say stop worrying about what the intent was because the intent is kind of irrelevant.”

4. Language matters

Knowing the right thing to say at all times can be challenging, and in many cases even impossible. Especially in our global world, language advances so rapidly that it can be difficult to keep up. There are words that years ago might have been OK but now they’re offensive and deeply harmful. 

For example, for many years people would always use “wives and girlfriends” when referring to a male colleague’s significant other. Now we know that there’s an implicit assumption that the person we are referring to is heterosexual. For those who might not be, language like that can feel alienating and cause someone to believe that they need to hide their identity if they are not heterosexual. Nowadays it’s much more common to hear gender neutral and inclusive phrases like “spouses and partners”. 

As leaders, it’s incumbent to stay abreast of these changes. Take a page from Sam’s playbook. At the NFL, Sam’s team distributes a language “dos and don’ts” cheatsheat for coaches and team managers to help them speak and lead more inclusively. It really is that simple! 

“Language shapes emotion and your emotion dictates culture.” – Sam Rapoport

5. DEI is like exercise

Yes you read that right. Like exercise, DEI is a continuous journey that requires learning, dedication, and above all — practice. Let’s break this down.

Say you can currently bench press 50 lbs and you want to get up to 200 lbs. Chances are you wouldn’t go ahead and stack those weights up to 200 and give it your best shot. You’d probably injure yourself. Instead, you would head to the gym regularly and incrementally go up a notch until you can comfortably and confidently bench all 200 lbs. 

DEI is the same. You don’t just wake up one day, decide to be inclusive, and suddenly know everything there is to know about being inclusive. Instead you might start with learning, maybe you take a course, read some articles, watch a few movies, talk to a friend who is willing to teach, and so on. 

Instead of getting stuck in the mindset of “am I inclusive or not?” think about creating a holistic journey for yourself where you gradually learn what it means to be inclusive, and give yourself opportunities to practice those behaviors. Eventually, and probably without you even realizing, these inclusive “muscles” will get stronger and stronger until they become part of your daily life and interactions. 

“Don’t get scared by how hard, how gargantuan DEI is. Just stay the course and keep going up the ladder, one rung at a time.” – Sam Rapoport

Transform your leadership with inclusion 

From debunking common DEI myths to embracing the journey of inclusivity as an ongoing practice, the insights Sam and Elise shared not only challenge us to reflect but also to act. Understanding and applying these takeaways is not the destination; it’s merely the beginning of a critical and evolving journey towards creating environments where everyone thrives.

In our journey towards understanding and implementing effective inclusive leadership initiatives, every step taken is a step towards not just better leadership, but a better workplace. Let’s embark on this journey together, one insight, one action, and one conversation at a time.

Watch the Full Webinar Now – Don’t let these invaluable insights slip through. Click here to gain full access to the conversation that’s shaping the future of inclusive leadership.

Why Practice is the Essential Missing Piece to your Leadership Training

Posted on by Anthony Santa Maria

“Practice, practice, practice.” 

“Practice makes perfect.” 

“We become what we repeatedly do.”

You have probably heard at least one of these sayings throughout your life, but is there any truth to them?

The answer is an emphatic yes, and for more than one reason. In fact, practice is the foundation of how humans learn and remember. 

Reading, watching videos, or listening to lectures are all useful ways to gain knowledge and understanding. In order to become proficient in a given skill or topic, however, it is critical to actively (and repeatedly) engage with the material at hand. 

Practice based learning offers the active, repeated engagement needed to create lasting change in behavior. When individuals engage in a particular behavior repeatedly, their brains create new neural pathways. This helps make that behavior more automatic and easier to perform. We know this as “habit formation”. By regularly practicing a desired behavior in different contexts and situations, individuals can create new habits and become more likely to maintain them over time.

When incorporated into corporate learning programs, practice can boost corporate upskilling and reskilling efforts. Creating a more robust learning ecosystem yields positive benefits for your people and business. 

L&D needs a transformation to fuel the future of work

The typical L&D approach, however, has not yet evolved to encompass the challenges of post-pandemic working life. 

Often executed in a siloed, ad hoc or rushed manner, the average onboarding program today expects new hires to learn complicated job-related skills in just 30 minutes or less. Human skills, such as leadership, empathy, and providing constructive criticism, are rarely part of the lesson plan. When human skills are addressed, it is often in a cursory, secondary training — such as a solitary workshop with no follow-up or practice.

Later in the employee journey, employees rarely get opportunities to upskill even as their changing roles demand it. A study by the Harvard Business Journal found that 75% of 1,500 managers surveyed from across 50 organizations were dissatisfied with their company’s Learning & Development (L&D) function. 

Because there is a disconnect between what employees need and what trainings are available, employee attitudes about L&D are generally negative. Just 12% of employees claim they use the knowledge acquired through training to do their jobs. In a study on the drivers of L&D impact, the Harvard Business Review identified additional gaps:

  • Training typically takes place outside of the organization, making it difficult to translate what is learned in the classroom into real workplace applications.
  • Trainings tends to require the learner to invest a substantial amount of their own time, while still needing to fulfill all their regular work duties.
  • The onus for applying the learning is typically placed on the learner, with minimal follow-up from the instructor once the training has concluded.
  • There is little support or accountability to ensure that employees completed the training and applied new learnings

New approaches, such as immersive training, strongly support proficiency. However, to truly upskill a team and build a cohesive, collaborative working group, those approaches need to incorporate lots of practice. Regardless of your training approach, including strategic opportunities for practice can help clear the path toward a far higher return on training investments. Rooting your programs in a strategic practice agenda supported by data-driven insights supports the continuous optimization you’ll need as the demand for new skills grows. 

Making the business case for practice based learning

Investing in learning & development drives better business outcomes. If you’re an HR or Learning professional, you’ve seen the supporting data: Companies that invest in learning & development see a 24% higher profit margin and increase retention by 30-50%. There’s a direct correlation between L&D and increased employee engagement, better teamwork, improved communication, better decision-making, and more productive collaboration. And conversely, a lack of effective training can lead to lower morale, high turnover, and even legal consequences.

The financial cost of ineffective L&D is enormous. A recent Harvard Business Review survey found that only 10% of the 200 billion spent on corporate training and development every year delivers real results. That means ineffective training costs companies $13.5 million per 1000 employees annually.

So where is the disconnect? As today’s workplace evolves to meet the demands of the modern consumer, and hybrid work becomes the not-so-new normal, employee training needs to change as well. 

Practice is the key to transformative learning

While traditional approaches to corporate leadership and manager training often fall short, integrating continuous, practical engagement into L&D strategies promises a brighter future. This method supports the formation of habits through neural pathway development. It also catalyzes the upskilling and reskilling efforts necessary for thriving in a post-pandemic work environment.

As we witness a dynamic shift in workplace demands, it becomes crucial for organizations to reinvent their training programs to include strategic, hands-on practice opportunities that align with real-world applications. By committing to these transformative learning practices, companies can not only enhance employee performance and satisfaction but also achieve substantial business growth and sustainability. The potential returns—increased profit margins, higher employee retention, and a more collaborative and skilled workforce—underscore the indispensable value of practice-based learning in today’s ever-evolving corporate landscape

Celebrating Our Innovators: Elise Smith and Heather Shen Make Inc. Female Founders 250

Posted on by Anthony Santa Maria

We could not be prouder to share that Inc. Magazine has named our co-founders, Elise Smith and Heather Shen, to this year’s Female Founders 250.

They stand alongside an impressive cadre of women founders, represented across all industries and who bring with them unique stories of success along each stage of the entrepreneurial journey. 

“It is with great honor and gratitude to be named in the Inc. Female Founders List amongst women who are ushering in a new era of leadership, innovation, and creativity,” said Elise Smith, Co-founder and Chief Executive Officer. Heather Shen, Co-founder and Chief Product Officer, added “Our mission at Praxis Labs has always been about taking action in transforming the workplace of tomorrow by empowering leaders to make an impact through technology. This acknowledgment is a testament to the work of our team in fostering inclusive leadership practices and driving positive workplace transformations.”

Elise and Heather’s understanding of today’s business landscape and commitment to leading with empathy and humanity have positioned Praxis Labs as an essential solution for business and talent strategies. Since founding Praxis Labs in 2019, they have showcased their thought leadership at events like The Wall Street Journal’s Tech Live, The Social Innovation Summit, and The Aspen Institute’s Tech Accountability Coalition, where both founders have consulted business leaders on how to navigate workplace challenges by emphasizing the link between inclusion, belonging, and business success. 

They’ve also garnered some impressive accolades along the way. Forbes has featured Heather on its 30 Under 30 list for her role in helping companies and institutions transform their inclusion training. Elise is one of the most funded Black women in the country, having raised over $23 million in VC funding. 

This recognition by Inc. Magazine is more than a testament to Elise and Heather’s success as founders and business leaders. It’s a celebration of the vision and tenacity that have propelled Praxis Labs to the forefront of creating more inclusive and higher-performing workplaces. 

From coffee shop conversations to technological transformation

Elise and Heather met at Stanford University while pursuing their respective master’s degrees. For Elise, an MBA & Masters in Education, and Heather, a Masters in Engineering. Introduced by mutual friends, their first encounter was at a coffee shop where they bonded over their lived experiences and those of their families. 

Elise was raised on stories from her parents, who were at the forefront of equity work in Chicago’s school systems. Similarly, Heather’s perceptions of the workplace and access to opportunity were shaped by her parents, Chinese immigrants who experienced bias throughout their careers. 

They soon learned that they shared a similar passion for the promise of technology in solving our most pressing challenges. Before pursuing her graduate degrees, Elise helped build IBM Watson during its early phases of AI commercialization. Meanwhile, Heather was introduced to immersive technologies while working at NASA and then at Microsoft, working on their early iterations of HoloLens. 

Through their discussions, they learned that they both shared convictions that a truly inclusive society is within our grasp and that technology could help us get there. Moreover, they saw an opportunity for workplaces to catalyze this change. 

Workplaces are at the forefront of societal change

Workplaces are often the first time we encounter and work across differences. Especially when challenges come up — from tensions that arise from different political views to giving feedback when a team member underperforms — we often don’t know how to respond in the moment. For people leaders and managers, a mishandled 1:1 conversation can have a massive impact on a direct report’s motivation, engagement, and performance. 

This is where Elise and Heather identified an opportunity for workplaces to spark change: if we give people the chance to navigate these scenarios, get feedback that helps them act more inclusively and effectively, and practice those behaviors until they become muscle memory, we can fundamentally transform how we understand and relate to each other on a more human level. At scale, these inclusive practices and behaviors ripple out into our daily lives, having an impact that transcends the physical (and now in many cases, virtual) workplace. 

By now it’s no secret that winning workplace cultures are those that prioritize inclusion and belonging, as well as learning and growth. Employees have made it abundantly clear that they want to work in places where they feel respected and valued, and are progressing toward their career aspirations. The challenge many business leaders have faced up until now is that the available solutions do not meet the needs of today’s workforce. 

Rewriting the learning playbook for future-thinking leaders 

Most organizations treat inclusive leadership training as a check-the-box initiative, usually introduced in response to a leader messing up, and rarely connected to tangible business goals and outcomes. These learning experiences often focus on building awareness and teaching core concepts, rather than practical application and behavior change. 

Elise and Heather saw a different path forward, one where immersive and AI technologies could revolutionize how people learn, work, and innovate together. 

This vision culminated in Praxis Labs’ initial offering Pivotal Experiences, and most recently the launch of our newest product, Pivotal Practice, which revolutionizes workplace learning by delivering personalized, actionable guidance that unleashes more effective and inclusive people leaders and managers. Users learn and practice skills that drive teams and businesses forward — navigating divisive conversations, managing conflict, and giving effective feedback, especially across diverse and distributed teams. 

This latest innovation stems from evidence-backed approaches to fostering inclusive and high-performing teams and research on how learners learn best: short, digestible learning experiences that is accessible on-demand, and when needed most. Whether it be before a 1:1, a team meeting, or a performance review, users can practice the best way to show up as inclusive, effective leaders during the moments that matter most for their team members. 

Celebrating women founders all day, every day

Congratulations Elise and Heather for joining the ranks of trailblazing women — including Jessica Alba, Tracee Ellis Ross, Rihanna, and Shonda Rhimes — who are rewriting what it means to lead and make an impact in today’s world. 

In the words of Diana Ransom, Inc’s Executive Editor, “The past year, for many, will go down as one of the hardest ever — between a funding freeze and ad-spending pullback. The female founders on this year’s list are a testament to what triumph over adversity looks like.”  

Join us in celebrating not just Elise and Heather, but all women founders and entrepreneurs who are breaking boundaries and shaping the world for the better. 

For the full list of honorees and more about their remarkable journeys, please visit: https://www.inc.com/female-founders

Benefits of Immersive Learning

Posted on by Anthony Santa Maria

Immersive learning is an interactive educational experience that uses technology to create a simulated virtual environment where learners navigate real-life scenarios. It is designed to engage the learner by creating an environment where they can interact, practice, and experience skills and concepts in a realistic and memorable way.

The main goal of immersive learning is to enhance the learning experience and make it more engaging, interactive, and effective by allowing learners to practice and apply their skills in a simulated environment, rather than just listening to lectures or reading about the information. 

While immersive learning can and should be applied to many types of skills development, it’s particularly useful for building core competencies for today’s modern workforce, such as empathy and inclusive leadership. 

By harnessing immersive learning technology, there is immense potential in driving the self-awareness and understanding needed to propel tangible results for DEI. When included in a structured and continuous learning program and reinforced with opportunities to practice newly gained skills, you’re more likely to see lasting behavior change. 

Exploring the Benefits of Immersive Learning

Let’s dive deeper into how immersive learning transforms typical learning engagements into dynamic, engaging experiences. By immersing learners in carefully constructed scenarios, immersive learning not only deepens understanding but also enhances the overall learning journey.

Engaging Learning Experience

Immersive learning provides a more engaging and interactive learning experience. By activating ‘presence’ through visual and auditory cues, learners feel that they are actually living out the experience. 

More effective skill-building

Unlike traditional training methods, immersive learning allows learners to practice and apply their skills in a simulated real-world environment. Over time, learners build an automatic response process or way of being that’s akin to muscle memory and changes how they show up in their daily lives. This approach, which capitalizes on dedicated knowledge and research about how people learn has proven results, with research showing it can increase knowledge retention by up to 75%. 

Promotes a safe learning environment 

Immersive learning creates a safe and controlled environment for people to make mistakes and learn from them without fear of judgment or harm. When learning experiences involve decision-making, learners will understand immediately how their choices directly impact scenario outcomes, giving them real-time feedback that they can further reflect on. 

Built for scale

When offered on-demand, employees can enjoy immersive learning in the flow-of-work. It doesn’t require the scheduling needed to get everyone together at the same time for an in-person or virtual meeting, making it both more cost-effective and easier to roll-out over larger swathes of an organization. 

Ideal for building human skills 

While immersive learning is a popular tool for hard skills — anything from performing complex surgeries to building planes — it’s also a valuable tool for building human skills. It gives learners the opportunity to practice navigating difficult conversations, showing up as allies in the face of inequities, and helps people understand what it’s like to experience moments of bias and discrimination from another person’s perspective. The experiential focus is an effective way to develop and improve human skills such as communication, empathy, and leadership.


The Lasting Impact of Immersive Learning

Immersive technologies are more than just a trend; they showcase the significant benefits of immersive learning as a transformative evolution in teaching and learning methods. As we continue to navigate the complexities of modern education and training, immersive learning stands out as a crucial tool in shaping capable, well-rounded individuals feel prepared to meet the challenges of today and tomorrow. With its ability to adapt to various learning needs and its scalability, immersive learning is set to redefine educational norms and establish a new standard for effective learning.

Mastering Effective Feedback: Tips for managers

Posted on by Anthony Santa Maria

Creating a positive feedback environment is crucial for fostering a culture of growth and improvement within your team. By creating an atmosphere where feedback is welcomed and valued, you encourage open communication and empower your employees to take ownership of their development.

To create a positive feedback environment, start by providing regular and timely feedback. Make it a point to recognize and appreciate your employees’ accomplishments and efforts. This not only boosts morale but also reinforces positive behavior. Additionally, be open to receiving feedback from your team members. Actively listen to their suggestions and concerns, and show them that their opinions are valued.

Another important aspect of creating a positive feedback environment is being respectful and constructive. Avoid using negative or hurtful language and focus on providing actionable and specific feedback. Remember to acknowledge the strengths of your employees while addressing areas for improvement. This helps to build trust and maintain a positive working relationship.

Practical Tips on How to Give Feedback to an Employee

Understanding how to give feedback to an employee effectively requires mastering a few key principles. Here are the essential tips:

Being Specific and Constructive

When giving feedback, it is important to be specific and constructive. Vague or general feedback can leave employees confused and unsure of what they need to improve on. Instead, focus on providing clear and specific examples of both positive and negative behaviors or outcomes.

Start by clearly stating the behavior or outcome you are addressing. Use specific examples to illustrate your points and explain why it is important. This helps employees understand the impact of their actions and gives them actionable steps to improve.

In addition to being specific, feedback should also be constructive. Instead of criticizing or blaming, focus on providing guidance and support. Offer suggestions for improvement and help employees develop a plan to address any areas of concern. By framing feedback in a constructive manner, you create an environment where employees feel empowered to grow and develop.

Remember, being specific and constructive in your feedback helps employees understand expectations and make meaningful improvements. Now that we’ve discussed the importance of being specific and constructive, let’s dive into how to give feedback to an employee in a way that encourages two-way communication. 

Encouraging Two-Way Communication

Feedback should be a two-way conversation between you and your employees. Encouraging open and honest communication helps to build trust, strengthen relationships, and foster a collaborative working environment.

Start by creating opportunities for dialogue. Schedule regular check-ins with your employees to discuss their progress, challenges, and goals. Actively listen to their input and encourage them to share their thoughts, ideas, and concerns. This not only helps you gain valuable insights but also shows your employees that their opinions matter.

During feedback conversations, ask open-ended questions to encourage employees to reflect on their performance and provide their perspective. This promotes self-awareness and helps them take ownership of their development.

Furthermore, be receptive to receiving feedback from your employees. Actively listen to their suggestions and concerns, and be open to making changes based on their feedback. This demonstrates that you value their input and are committed to creating a supportive and inclusive work environment.

By encouraging two-way communication, you create a feedback culture that fosters mutual respect, collaboration, and continuous improvement.

Setting Clear Expectations

Setting clear expectations is essential for effective feedback. When employees know what is expected of them, they can align their actions and behaviors accordingly.

Start by clearly defining performance expectations and goals. Communicate these expectations to your employees and ensure they have a clear understanding of what is expected from them. Provide them with the necessary resources and support to meet these expectations.

In addition to performance expectations, provide clear guidelines on how feedback will be given and what employees can expect from the feedback process. This helps to create a transparent and consistent feedback culture.

Regularly check in with your employees to assess their progress towards meeting expectations. Provide feedback and guidance along the way to help them stay on track. By setting clear expectations, you create a framework for feedback that promotes accountability and growth.

Following Up and Providing Support

Following up and providing support is a critical part of the feedback process. It shows your commitment to your employees’ growth and development and helps them make meaningful progress. 84% of employees who say their manager supports their career goals also feel “committed” — they like their work and care about their career; often put in additional effort to make sure they do a good job for their company, support their team, and serve their customers; and they’re happy to go above and beyond at work when needed.

After giving feedback, follow up with your employees to see how they are doing. Ask them about their progress and provide any additional support or resources they may need. This demonstrates that you are invested in their success and are there to support them.

In addition to follow-ups, provide ongoing support and guidance to help employees improve. Offer training opportunities, mentorship, or coaching to help them develop the skills and competencies they need to succeed. Regularly check in with them to offer guidance and address any challenges they may be facing.

By following up and providing support, you create a feedback loop that enables continuous learning and improvement.

Building Connected and High-Impact teams

Creating a positive feedback environment is not just a managerial task but a fundamental element that shapes the culture and effectiveness of a team. By focusing on regular, specific, and constructive feedback, and by fostering an open dialogue, leaders can build trust, enhance employee engagement, and drive continuous improvement.

Emphasizing respect, recognition, and mutual communication ensures that feedback is both empowering and actionable, setting a clear path for personal and organizational growth. Moreover, by setting clear expectations and providing consistent follow-up and support, managers establish a robust framework for development that aligns individual achievements with organizational goals. Ultimately, the commitment to a positive feedback culture not only enhances performance but also nurtures a collaborative and supportive workplace where every member is motivated to excel and contribute to their fullest potential. Start today by applying these strategies on how to give feedback to an employee and observe the transformative impact on your team dynamics.

Developing Inclusive Leaders: A skills-based approach to connected and high performing teams

Posted on by Anthony Santa Maria

It’s no secret that the corporate landscape is evolving, emphasizing how to build a high performing team through inclusion and belonging. The rallying cry for inclusive workforces resounds in boardrooms and break rooms alike. It challenges us to rethink the essence of how we operate our businesses and manage our teams. According to a Gallup Report, employees who feel connected to the culture are 3.7 times more likely to be engaged at work, 68% less likely to feel burned out, and 55% less likely to be looking for work somewhere else. It appears, getting inclusion right has benefits for everyone, including the business itself.

Learning and Development leaders are key players in this shift towards inclusive leadership.  They do so by developing skills and behaviors that create company culture. 

Yet, as we navigate these transformative times, L&D professionals find themselves at a crossroads about their new mantle. Without a seasoned compass in DEI best practices, many L&D veterans are asking themselves: How can we confidently lead others when we ourselves are uncertain?

Unpacking the Inclusion Dilemma in L&D

Let’s consider the challenges that plague L&D teams. As DEI becomes part of their remit, L&D faces a unique paradox. Though characterized as a cornerstone of company culture, DEI often elicits hesitancy. L&D leaders might lack experience in integrating these critical issues into their learning frameworks. The fear, albeit unspoken, is palpable: How can we teach what we have yet to fully grasp?

Worryingly, DEI initiatives, for some employees, have become synonymous with box-ticking exercises, detached from the lived experiences and the dynamism of today’s workforce. This perception breeds low engagement, and while attendance may be compulsory, authentic participation lags.

Then, there’s the matter of impact assessment. Measuring the efficacy of inclusion initiatives can seem like a pursuit of abstract quantification, where the tangible improvements in workplace culture and employee satisfaction seem just out of reach.

Perhaps the most perplexing challenge lies within the lack of a skills-based focus on inclusion and belonging. Historically, L&D has honed its expertise on technical proficiencies and job-related knowledge, with the nuanced competencies required for fostering an inclusive workplace relegated to the periphery.

L&D’s Moment to Effect Change

Inclusive skills and behaviors must be ingrained within the ethos of daily operations and interactions. This requires us to see inclusion not as an ‘add-on’ but as part of the organizational DNA. Instead, it is integral across the employee experience, from hire to retire.

This commitment to inclusion reshapes expectations from leaders and employees alike. It recognizes that every decision, dialogue, and direction is an opportunity to demonstrate inclusive leadership. L&D leaders are at the forefront of defining how to build a high performing team by integrating inclusion into the fabric of every lesson, workshop, and learning experience.

A Skills-First Approach to Fostering Inclusion

Fundamentally, companies that excel in inclusion have leaders who are able to effectively manage and support diverse teams. This doesn’t mean that leaders should strive for a homogeneity of ideas or behaviors among employees. Rather, it defines a workplace where collaboration thrives, interactions are positive, and connections among employees carry significance. While most people would agree that community and mutual respect are valuable pillars for any successful business, achieving them is easier said than done. 

Typically inclusion trainings will cover the cognitive (i.e. holding positive beliefs about people different from oneself) and affective (i.e. having positive attitudes towards people who are different from oneself) factors that are important for establishing strong inclusive cultures. Yet, there can be no change without actions and behaviors that apply knowledge, beliefs, and attitudes. 

That’s why it’s time for a skills-first approach. 

While it might not seem obvious, embracing inclusion as an individual and an organization requires the use of unique and interrelated skills. These skills then reflect one’s ability to apply knowledge learned to real-world situations. From a behavioral psychology perspective, there are some key frameworks that underpin successful behavior change:

Cultivating a growth mindset:

Having a growth mindset is all about believing that intelligence and ability can be developed, rather than being fixed traits. It’s about having the motivation and persistence to make positive changes in our behavior. This mindset extends to how we engage with others.

Researchers have actually studied how having a growth or fixed mindset affects our willingness to interact with people who are similar or different from us. They discovered that those with a fixed mindset tend to avoid interactions with individuals who are different. Alternatively, those with a growth mindset are more open to it. What’s fascinating is that they also found that it’s possible to teach a growth mindset and increase people’s satisfaction when partnering with someone from a different background. This shows us that a growth mindset can be nurtured and developed. As practitioners aiming to promote positive outcomes for inclusive leaders, we can start by encouraging a growth mindset. In turn, this increases the chances of behavior change.

Focusing on habit formation:

When it comes to forming new habits, repetition in a consistent context is key. Once a behavior has been repeated enough times, it becomes a habit that is triggered by certain cues or events. If we want to develop new DEI-relevant skills, such as checking assumptions or asking questions, we can think of them as habits we’re trying to build. As practitioners, we can assist learners in identifying the cues and prompts in their environment that will increase the likelihood of engaging in these desired behaviors. Let’s help each other create and practice positive habits!

A skills-first approach to inclusion recognizes that in order to effect true behavior change, learning experiences need to focus on educating the mind, evoking emotion, and inspiring informed action. Amidst these efforts, it’s essential to focus on the practical application of these theories. A skills-first approach is critical for L&D professionals who are navigating how to build a high performing team. This method ensures that theoretical knowledge is effectively translated into everyday practices.

Connecting the Dots on Impact

With employee engagement reaching an all time low, the call for managers and people leaders could not be clearer. While managers are already feeling overburdened and stressed, we can’t escape the reality that they have a massive influence over an employee’s experience at the company. About three in four employees say their manager’s support, encouragement, and/or leadership directly motivates them to go above and beyond in the workplace, and more than a third of employees (37%) say having a good manager — one who’s accessible but doesn’t micro-manage — makes them feel the most productive at work.

Ultimately, connecting the dots between inclusive leadership and team performance will showcase the real impact of how to build a high performing team. Storytelling combined with data can powerfully demonstrate how inclusive practices lead to better business outcomes.. It’s not enough to just say “if we increase employee engagement, then we will see better business outcomes.”

Instead, get as specific as possible, something like: “After we rolled out an inclusive leadership program to managers within our North America product function, we saw 5 percentage point increase in engagement compared to teams who did not go through this training. Moreover, the teams who benefited from managers who learned inclusive skills and behaviors were better able to design our product more inclusively, helping us expand into new markets and increasing our revenue by 15%”. Getting this data might require forming closer partnerships with counterparts in People Analytics, as well as functional leaders, but it’s worth putting in the effort if it helps you tell a powerful impact story.

Forging Forward with Intention and Innovation

The challenges of nurturing inclusive leadership and transforming company culture is daunting, but the reward — a thriving culture and business — is well worth it. 

This is an exciting opportunity for L&D pros. As we scale these heights, let us hold fast to the conviction that every step towards inclusivity is progress, every stride towards equity is growth, and our collective journey is a testament to what we can achieve when we work together. 

Create a Culture of Inclusive Leadership with Learning

Posted on by Anthony Santa Maria

Considered organizations’ top human capital priority by Deloitte and others, inclusive leadership initiatives that aim to strengthen belonging in the workplace have been proven to improve employee engagement and make teams more productive. But when leaders fail to endorse these efforts, the buy-in is generally lackluster. People groan, “We have real work to do. I’d rather use this time to get ahead.” 

As a result, people do not take inclusive programs seriously, and it comes at a cost. The result is a more divided workplace where people view inclusion as something frivolous and feel excluded and uncared for. A Harvard Business Review survey found that feeling excluded makes people 25% less productive.

Inclusive leaders set a different tone. 

How to Become an Inclusive Leader

Skilled at engaging with people from diverse backgrounds and creating a sense of belonging for all team members, inclusive leaders encourage employees to build meaningful relationships and learn from one another.

The result? A team that wants to work hard for your organization and feels personally invested in the team’s success.  The Harvard Business Review found in a 2020 study that what leaders say and do makes up to a 70% difference as to whether an individual reports feeling included. 

What makes a truly inclusive leader? And where do leaders who try to lead thoughtfully generally slip up? An inclusive leader demonstrates authentic commitment to the company’s values and mission, appears humble, and communicates with empathy. And critically, they are willing to accept responsibility when they make mistakes, such as letting biases creep into their decision making.

A Harvard study of more than 400 leaders made by almost 4,000 raters found that the single most important trait generating a sense of inclusiveness in a community is a leader’s visible awareness of bias. Bias becomes most visible in the language leaders use and the decisions they make for the organization (whether that be regarding their choice of a new supplier or a new hire or negotiating the terms of a contract with a freelancer). For leaders who lack experience working with diverse teams, learning in this area should be a priority. 

Here’s how you can use learning to become an inclusive leader:

Use learning to chart a path forward

Organizational success depends on people’s success. Investing in forward-looking L&D programs is one way to support your employees’ growth as inclusive partners who are aware of their biases. Leveraging the perspective-taking power of immersive technologies is one proven way to ensure your people have the resources they need to be thoughtful teammates. 

Continue to invest in DEI training

Despite significant evidence that DEI is considered a top priority by key stakeholders, a recent report showed that when companies need to cut costs, HR and DEI programs are among the first to go. How company leaders understand (or don’t understand) the importance of inclusion in the workplace sets the standard for an entire organization. 

Practice collaborative decision-making

Inclusive leaders are willing to take risks and challenge the status quo in order to create a more equitable and inclusive workplace. This means asking for honest feedback and incorporating it into the decision-making process. 

Embrace humility

We all have learning to do. Being an inclusive leader means showing that you, too, are working to remedy your unconscious biases. Publicly admitting when you’re wrong promotes a culture of psychological safety, where people feel comfortable speaking up, and this has repeatedly been proven to be the difference between average and high-performing teams.

Learning drives companies forward

There’s a reason L&D and HR professionals are working closer and closer with leaders each year. In today’s hybrid workplace, the strength of the working community determines whether employees check out or roll up their sleeves. When the people at the top go through proper training and act conscientiously, they produce more inclusive outcomes.

Exploring the Effectiveness of Conventional Types of Inclusive Leadership Training

Posted on by Anthony Santa Maria

Inclusive leadership training refers to a set of practices and initiatives designed to develop leaders who are capable of creating an inclusive and diverse work environment. It involves providing leaders with the necessary skills, knowledge, and awareness to effectively manage and lead diverse teams. Understanding inclusive leadership training is crucial for organizations as it plays a significant role in fostering a culture of inclusivity and equity.

Traditional types of inclusive leadership skills training often fail to engage learners on a deep, meaningful level because they often lack the experiential element necessary for lasting behavior change. That’s why 42% of managers feel they haven’t been adequately trained to perform their jobs effectively. As learning leaders, it’s essential to adapt to the evolving needs of our workforce and leverage innovative approaches that resonate with today’s learners.

The current state of inclusive skills training

In recent years we’ve seen a surge in recognition of the importance of inclusive leadership skills for individual and business success. That recognition has been met with increased funding for learning teams, reaching unprecedented levels. A recent LinkedIn Learning report indicates that 57% of senior leaders today value inclusive leadership skills over hard skills. However, despite this recognition and a massive global inclusive skills training market which is expected to reach $60.89 billion by 2031, many organizations are not seeing the desired outcomes from their investment.

A study by the Association for Talent Development (ATD) found that while U.S. organizations spent about $1,280 per employee on training in 2021, with inclusive skills training making up about a third of that expenditure, only 38% of managers believe that their training programs meet the needs of their employees. Even more concerning, a survey by LinkedIn revealed that 89% of talent professionals and hiring managers said that bad hires typically lack the right inclusive leadership skills.   

While considerable resources are being dedicated to inclusive leadership training, these figures suggest a significant disconnect between investment and effectiveness, emphasizing the need for a more strategic and innovative approach to developing these crucial competencies. 

It’s clear that a reevaluation of our approach to inclusive skills training is necessary. We must seek to understand how we can leverage current strategies while also embracing new methodologies that align with the changing dynamics of the workplace. 

Below, we will dive into the most common methods used for inclusive leadership training, shedding light on their respective benefits and drawbacks. 

Benefits and Pitfalls of Conventional Types of Inclusive Leadership Training 

Despite their widespread adoption, many traditional types of leadership training face a multitude of challenges. These challenges encompass various aspects such as scalability, skills development, and even behavior change. Overcoming these obstacles requires innovative approaches that can provide a comprehensive solution to effectively enhance inclusive leadership skills acquisition and application.

In-person workshops

In-person workshops usually represent traditional classroom-style sessions led by an instructor. They typically cover core concepts and skills, and provide opportunities for learners to interact and engage with each other. 

Pros: 

  • Personalized guidance and feedback 
  • A conducive environment for interactive learning

Cons:

  • Limited scalability, especially for hybrid and global workforces
  • Lack of psychological safety with potential for inauthenticity 
  • Lack of realism or relevance in scenarios 
  • Typically have high costs and are difficult to assess long-term impact

E-learning Platforms

E-learning platforms usually contain large content libraries that can cover a wide breadth of skills and course material. These can be accessed remotely and on learner’s personal devices.  

Pros:

  • Convenient, accessible, and scalable
  • Self-paced learning

Cons

  • Lack of real-time interaction
  • Low engagement and completion
  • Unable to track and assess skills application 

Mentorship Programs

Mentorship programs usually pair a junior employee with a more senior leader. These are opportunities for younger employees to see leaders model positive behaviors and get individualized coaching and guidance to help them chart their career paths and build relevant skills. 

Pros:

  • Personalized support with tailored advice
  • Practical, real-world learning

Cons:

  • Limited scalability
  • Potential for scheduling and availability issues
  • High variability in mentor effectiveness

Team-Building Exercises

Team-building exercises provide collaborative opportunities aimed at improving team dynamics and interpersonal skills like leadership and conflict resolution. 

Pros

  • Fosters teamwork and a sense of camaraderie
  • Hands-on experience

Cons

  • Limited range of skills that can be learned
  • Lack of psychological safety with high variability in participant engagement 
  • Lack of sustained impact 

Narrative-based Learning

Narrative-based learning uses storytelling techniques to relate important lessons and principles. Stories can have a powerful emotional resonance with learners, as employees can relate to characters and empathize with their experiences. 

Pros

  • Enhances engagement and relatability
  • Improves memory retention and behavior change
  • Relevance of learning content inspires skills application

Cons

  • Potential for interpretation variations among learners
  • Depending on the method used to distribute this learning, there can be challenges in measuring effectiveness 

Gamification

Gamification involves incorporating game elements into training programs to enhance engagement and foster a competitive spirit. 

Pros

  • Increases engagement and motivation by adding elements of fun
  • Provides instant feedback

Cons

  • Challenges in maintaining a balance between seriousness and fun depending on learning topic
  • Potential for distraction with varying levels of effectiveness 

Immersive Technologies

Immersive technologies put learners in simulated environments where they can navigate real-world scenarios in a highly interactive and experiential way. 

Pros

  • Realistic and engaging learning experiences
  • Psychologically safe environments to learn and practice skills 
  • High memory retention with sustained behavior change

Cons

  • Immersive technologies that require headsets often require high upfront investment for equipment and software, and ongoing costs for updates and maintenance.
  • For some users, immersive experiences can cause feelings of motion sickness. 

Embrace the evolution

Today’s learning leaders stand at a pivotal juncture between conventional and new methods for inclusive skills learning. At a time when budgets, priorities, and outcomes are being put under the spotlight, leaders might be hesitant to try new approaches. However, it’s becoming increasingly clear that yesterday’s methods fail to meet the needs of today’s learners. Innovative technologies are more than trendy new fads, they’re highly impactful ways to not only develop skills but inspire sustained behavior change and informed action. 

Inclusive Leadership Essentials

Posted on by Anthony Santa Maria

Take a moment to reflect on your past experiences with a manager. How did their management style impact your daily work life? Did they provide the support and encouragement necessary for you to excel? Were they approachable and invested in your growth, or did you feel overlooked and undervalued? The way a manager interacts with their team can significantly influence the team’s motivation and productivity.

According to a recent UKG report, nearly three in four employees say their manager’s support, encouragement, and leadership directly motivate them to go above and beyond at work. That’s because inclusive leadership is a management approach that values and respects the variety of perspectives, ideas, and backgrounds of individuals within a team or organization. It involves creating an environment where everyone feels included, heard, and valued.

Inclusive leaders understand the importance of diversity and actively seek out different perspectives and experiences. They recognize that diversity brings unique strengths and insights that can drive innovation and improve decision-making. 

To become an inclusive leader, it is crucial to develop self-awareness and challenge any biases or assumptions you may have. It requires continuously educating yourself about different cultures, identities, and perspectives to better understand and empathize with others. The good news is that inclusive leaders are made, not born. 

Praxis Labs’ Inclusive Leadership Framework

Praxis Labs’ team has developed a comprehensive Inclusive Leadership Framework that breaks down the essential inclusive leadership skills for fostering collaboration and peak performance within organizations. These skills have been identified through an extensive review of academic research on inclusive leadership over the last two decades, highlighting the positive impact of inclusive leadership practices on engagement, retention, individual and team performance, and overall organizational success. 

The framework is structured around 16 core skills, anchored in the development of an inclusive mindset — an essential precursor for fostering an environment where every individual feels they belong. These skills form three interconnected levels:

  1. Self Skills
  2. Relational Skills
  3. Team and Organizational Skills

The skills outlined in the framework are not isolated, they often overlap and interact, forming clusters of competencies that leaders can develop and refine over time. For example, the ability to manage oneself — a self-skill — includes sub-skills like self-monitoring and emotional regulation, which are critical for leaders to effectively navigate and influence diverse team environments positively. 

inclusive leadership skills framework

The Skills of Tomorrow’s Inclusive Leaders

Inclusive leadership includes a practical set of skills that learners can develop, practice, and refine. Here, are the essential skills for inclusive leaders:

Self Skills

Leaders need to be aware of their own feelings and reactions to manage themselves effectively in any environment. It includes understanding your emotions, regulating your reactions, and taking time to reflect on your actions. 

Manage Self:

A person’s ability to control their thoughts, feelings, and behaviors. Effective self-management involves recognizing one’s biases and actively working to mitigate their impact on decision-making. A leader might reflect on a past interview to identify any bias patterns and seek training or feedback to improve.

Be Adaptive:

The ability to adjust to new or changing circumstances and flexibly change one’s actions in response. It is crucial in responding constructively to change. A leader could demonstrate adaptability by introducing inclusive meeting norms that better support all employees, like establishing a no-interruption rule so that everyone can share their thoughts fully without being cut off or talked over. 

Care for One-Self:

Identifying and engaging in activities that support well-being and protection. Leaders who prioritize their well-being can better support their teams. A manager who sets clear boundaries around work hours helps ensure they’re well-rested and fully present for their team, it also sets a positive example for others.

Take Accountability:

Proactively being answerable to another person or group for one’s decisions or behavior. It sets a powerful example for others on your team. A leader might openly acknowledge a mistake in a project direction and take immediate steps to correct it, fostering a culture of accountability and transparency. 

Relational Skills

Building strong, positive relationships is essential for happiness and success. This means understanding what team members need, supporting their growth, and creating a work environment where everyone feels they can contribute. 

Foster Individuality & Growth:

Understanding and supporting the unique needs, interests, skills, and motivations of others while supporting and advocating for their development. Supporting individual growth involves recognizing and nurturing each team member’s unique talents. For example, a leader might create personalized development plans that align with each team member’s career aspirations and skills. 

Recognize & Affirm:

Observing, identifying, and explicitly acknowledging the strengths, abilities, and efforts of one’s self or others in formal and informal ways. When leaders acknowledge achievements, it helps foster a positive team environment. Ask your team members how they like to receive acknowledgment, whether publicly or privately. Celebrating even small wins in the ways people prefer to receive them helps motivate them to continue achieving. 

Demonstrate Empathy:

Understanding, feeling, and/or accurately acknowledging the emotions of another person. Empathy is critical for building stronger connections. Spend time listening to an employee’s concerns about work-life balance and together find a flexible working arrangement that suits the employee’s needs, while ensuring they can accomplish their goals. 

Actively Listen:

This refers to engaging in purposeful listening that includes attending to both verbal and non-verbal communication from others, seeking to understand, showing interest, asking open-ended questions, and withholding judgment or interruptions, in order to fully understand what is being said. Active listening involves fully engaging with the speaker and understanding what they’re trying to convey. In meetings, leaders can practice this by summarizing points made by team members, ensuring that everyone feels heard and valued. 

Promote Feedback:

Encouraging a culture of feedback enhances growth and improvement. Inclusive feedback is effective feedback. Managers should always seek to understand the root cause behind someone’s good or bad performance so that they can appropriately celebrate or chart a course of action for improvement. An inclusive leader might implement regular, anonymous surveys to gather honest feedback about their leadership style and team dynamics, using those insights to make positive changes. 

Communicate Expectations:

Clearly expressing pre-defined, attainable, reasonable, and measurable beliefs about what can and/or should be achieved and the rationales behind them. Communicating expectations in a clear and effective way ensures that team members understand what needs to be accomplished, why it’s important, how it ties into larger organizational goals, and how each person’s contributions are valuable to the project’s success. 

Team and Organizational Skills

These focus on making inclusion part of the company’s DNA. It’s about shaping the culture of the team and the organization to be welcoming and supportive of everyone’s contributions. 

Optimize Team Processes:

Develop ways of working that inspire and create clarity, cohesion, and psychological safety. Creating efficient team processes involves aligning team activities with broader organizational goals. Consider reevaluating team workflows to ensure they are inclusive and enable all team members to contribute effectively. 

Make Effective Decisions:

The cognitive process of competently choosing between two or more alternatives. Inclusive leaders involve their teams in the decision-making process, ensuring diverse perspectives are considered. For example, before finalizing a new policy, a manager could hold a brainstorming session to gather input from all team members. 

Encourage Diverse Perspectives:

Behaviors that invite different points of view. Valuing different viewpoints can lead to innovative solutions. A leader could encourage team members from different departments to collaborate on a project, bringing together diverse skill sets and perspectives.

Manage Conflict:

Processes, tools, and behaviors used to identify, address, and resolve disagreements in ways that maximize positive outcomes. Addressing and resolving conflicts respectfully and constructively is key. A leader faced with a team dispute might facilitate a mediation session where all parties can express their views safely and work towards a mutual agreement. 

Promote & Manage Change:

To advocate for the process of planning, implementing, and evaluating efforts to improve team and organizational systems and culture in ways that foster inclusion. Leading through change effectively requires clear communication and support. Introducing a new technology platform might provide extensive training and resources, ensuring the team feels prepared and supported through the transition. 

Address Bias & Inequity:

Understand how bias shows up, taking steps to mitigate and implement fair practices. Confronting bias and promoting fairness are critical. Leaders who review recruitment practices to ensure they have objective rubrics help reduce bias during interviews. 

Together, these skills collectively empower leaders to create workplaces where everyone feels valued and included. 

Learning is only the first step

To unlock the power of inclusive leadership, it is crucial to continuously educate oneself, challenge biases, and promote open dialogue within the team. But it doesn’t stop there. Over time, practicing these skills help them become habits and behaviors. That way, when conflict arises, you know exactly how to respond.