Ei
Inclusion
April 22, 2025

Why I’m Proud to Be Biased About Inclusion

Most people think bias is always a bad thing. I don't.

In This Episode We Cover

  • Why I choose to be biased towards inclusion action.
  • Why most research expects someone else to take action.
  • Why blaming “them” strips you of power.
  • Not all bias is bad—especially if it leads to action \"I’m biased against unconscious bias training because it doesn’t work. Because there’s no evidence. Because there’s not enough action. I’m biased towards action and I want you to join me.\"
  • \"I’m biased against unconscious bias training because it doesn’t work. Because there’s no evidence. Because there’s not enough action. I’m biased towards action and I want you to join me.\"
  • Research diagnoses problems, but rarely shows you what to do next \"Academic research is amazing for diagnosing problems. It uncovers bias. It maps inequality. It identifies systemic issues. But here’s the thing. It’s not so good in helping you to do something. It’s not hot on your next action steps.\"
  • \"Academic research is amazing for diagnosing problems. It uncovers bias. It maps inequality. It identifies systemic issues. But here’s the thing. It’s not so good in helping you to do something. It’s not hot on your next action steps.\"
  • Waiting for “them” undermines your power to change things \"It’s always they. Never me. Never you. This undermines your agency. It strips away your self-efficacy. Self-efficacy is an individual's belief in their capacity to act in the ways necessary to reach specific goals.\"
  • \"It’s always they. Never me. Never you. This undermines your agency. It strips away your self-efficacy. Self-efficacy is an individual's belief in their capacity to act in the ways necessary to reach specific goals.\"
Ei
Inclusion

The Inclusion Implementation Toolkit

Practical tools and frameworks to make inclusion work in your organisation.

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The Elements of Inclusion #4

Leaders must collaborate innovatively to leverage cultural expertise and drive business performance.

  • Why inclusive outcomes are driven by innovation
  • How developing a business case for diversity and inclusion specific to your organisation is a competitive advantage
  • Why novelty is at the heart of your inclusion journey

The Elements of Inclusion #3

Leaders must establish systems to ensure that everyone shares the same advantages and benefits. These processes will create incentives for inclusive behaviours.

  • How to augment your team with the tools and insights they need to prevent structural disadvantage
  • Why reinforcing generative norms ensures everyone belongs in the organisation
  • How inclusive representations can be embedded to promote an inclusive culture

The Elements of Inclusion #2

Leaders must redefine career development relationships to support inclusive performance.
  • Why traditional mentor relationships must be revised for an inclusive workplace
  • How leaders must embrace networks of developmental relationships for individual growth
  • Why established workplace norms must evolve for inclusion in the modern workplace

The Elements of Inclusion #1

Leaders must properly socialise people and socialise inclusive ideas by providing an environment for the cultural learning needed for an active role in an inclusive organisation

  • How your socialisation processes must evolve to encourage the sustainable cultivation of inclusive competencies
  • Why Leaders must consistently negotiate the line between organisational commitment and personal authenticity to promote performance
  • How developing intersectional self awareness can help leaders to leverage individual employee experiences